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Subjects - Four Things You Should Never Say to Your Employees
How do you turn a complainer into a problem solver? How do you stay abreast of problems on the front line, get the employees to let you in on the inside scoop without encouraging them to tattle or criticize? There are four knee-jerk responses that you may be operating from without awareness. These statements are sure to award you the title “unapproachable” and the result will be low moral, as you are rendered clueless to that inside world of your employees.
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
Look at the list below as if you were taking a test. How many times have you said:
"There's nothing else I can do."
"It's always been that way."
"No one else is complaining."
"If you don't like it, find another place to work."
Why would a manager use any of these statements? Basically because he or she feels powerless and it gets rid of the complaining employee—especially when there is no known solution in sight.
Phrases like these become "quick fi
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
es" ending the discomfort momentarily but at a high price. Before using these statements again in the future ask yourself these questions?
1. Am I solving problems by making this statement?
2. Am I respecting my employee as someone to be valued?
3. Am I representing myself as someone who is open and approachable?
4. Do I sound defensive or self-righteous?
5. Am I empowering this employee to take an active or a passive role?
When employees complain, the
1. Am I solving problems by making this statement?
2. Am I respecting my employee as someone to be valued?
3. Am I representing myself as someone who is open and approachable?
4. Do I sound defensive or self-righteous?
5. Am I empowering this employee to take an active or a passive role?
When employees complain, the
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
e is a better way. Begin by using communication to empower employees to be a part of the solution instead of part of the problem.
There's Nothing I can Do.
When you say to your complaining employee, “There’s nothing I can do,” you are really communicating, “there is nothing I am willing to do.” Don’t expect to keep abreast of problems in your department if that is your mantra. Why should an employee ever come to you if your response is “there’s nothing I
There's Nothing I can Do.
When you say to your complaining employee, “There’s nothing I can do,” you are really communicating, “there is nothing I am willing to do.” Don’t expect to keep abreast of problems in your department if that is your mantra. Why should an employee ever come to you if your response is “there’s nothing I
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
can do?”
A more empowering approach is to ask a question: “What do you see as some opportunities to address this problem?” That gives the impression that you are considering their thoughts and feelings and entering into partnership to find a solution. What is the answer for those employees that like to vent? How do you support their viewpoints without encouraging them to constantly pound on your door with some complaint?
To reduce this tendency, you must
A more empowering approach is to ask a question: “What do you see as some opportunities to address this problem?” That gives the impression that you are considering their thoughts and feelings and entering into partnership to find a solution. What is the answer for those employees that like to vent? How do you support their viewpoints without encouraging them to constantly pound on your door with some complaint?
To reduce this tendency, you must
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
make them accountable in a non-threatening way. Ask for their input or suggest another meeting with the expectation that they come up with at least a part of the solution. The result is a more thoughtful employee who is willing to consider solutions before ever presenting problems. Avoid the inclination to let the situation hang without another meeting. Set a time for the next meeting and follow up as you would with any other professional. Don’t slam the
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
door by saying, “ it’s always been that way.”
It's Always Been That Way
The statement, "it's always been that way" suggests it (what ever the situation or problem is,) should or will continue to be that way.It is a poor excuse and strips the employee of hope or empowerment—besides, it is a terrible argument. History reminds us that it’s natural to look for better ways and yet at the same time most of us resist change unless it benefits us. If the employee
It's Always Been That Way
The statement, "it's always been that way" suggests it (what ever the situation or problem is,) should or will continue to be that way.It is a poor excuse and strips the employee of hope or empowerment—besides, it is a terrible argument. History reminds us that it’s natural to look for better ways and yet at the same time most of us resist change unless it benefits us. If the employee
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
s complaining about a particular situation it is because s/he believes there is some change that could make the situation more beneficial. Are you, as the manager the one resisting change?
Managers, who move up from the bottom, often do not truly understand the working conditions and how they have changed since the time that they were on the bottom rung, therefore they falsely assume that working conditions are the same for their subordinates as they were
Managers, who move up from the bottom, often do not truly understand the working conditions and how they have changed since the time that they were on the bottom rung, therefore they falsely assume that working conditions are the same for their subordinates as they were
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
for them.
In reality, several things have probably changed. People are doing more with less,technology has changed, or the time has lessened while demands have increased, thus it’s a false statement to say,"it has always been that way."
Understand that perhaps you are simply unaware of the changes. One way to gain more insight is to ask for examples as to how things have changed for the better and for the worse. This teaches employees to develop critical a
In reality, several things have probably changed. People are doing more with less,technology has changed, or the time has lessened while demands have increased, thus it’s a false statement to say,"it has always been that way."
Understand that perhaps you are simply unaware of the changes. One way to gain more insight is to ask for examples as to how things have changed for the better and for the worse. This teaches employees to develop critical a
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
nd objective thinking. This type of question unites you with your subordinate by talking about the changes and how some changes are subtle and hard to recognize unless you are directly in the position it affects.
Even if you haven’t heard a complaint from anyone else, resist the inclination to condemn the employee by suggesting that he is the only one with a problem.Realize he may be the only one with enough courage to confront the problem and there may be
Even if you haven’t heard a complaint from anyone else, resist the inclination to condemn the employee by suggesting that he is the only one with a problem.Realize he may be the only one with enough courage to confront the problem and there may be
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
thers who wish they knew how to complain.
No One Else Is Complaining
Although no one else has stepped forward to complain, it really doesn’t mean anything. Someone has to be the first to register a complaint. Instead of saying, "Well, you’re the only one complaining—I haven’t heard a peep from anyone else," A better response is, "Do you believe others feel the same way?"
Although the employee can't legally speak for the other employees, you are asking ab
No One Else Is Complaining
Although no one else has stepped forward to complain, it really doesn’t mean anything. Someone has to be the first to register a complaint. Instead of saying, "Well, you’re the only one complaining—I haven’t heard a peep from anyone else," A better response is, "Do you believe others feel the same way?"
Although the employee can't legally speak for the other employees, you are asking ab
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
ut his perceptions and if his perceptions have merit, isn't it better to really know what your employees think than to put your head in the sand?
One example from the production lines comes to mind:The department was in a transition, waiting for a new automatic stacker that was designed to handle the stacking and wrapping of two production lines. In the meantime, one worker handled the demands of two lines while for over a year they waited for the ‘robot.’
One example from the production lines comes to mind:The department was in a transition, waiting for a new automatic stacker that was designed to handle the stacking and wrapping of two production lines. In the meantime, one worker handled the demands of two lines while for over a year they waited for the ‘robot.’
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
The pallets came out every 10 minutes and by the time worker was able to wrap, tag and pull another skid down to begin the stacking, there were about 15 boxes piled up and ready to jam in the code-dater.
It’s through transitions that often the small changes create a ripple effect that goes unnoticed by management, but becomes the proverbial straw that breaks the camels back. Throughout this conversion several other small changes had occurred and there wer
It’s through transitions that often the small changes create a ripple effect that goes unnoticed by management, but becomes the proverbial straw that breaks the camels back. Throughout this conversion several other small changes had occurred and there wer
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
e no provisions put into place to monitor the effects on the employees.
The roller ramp that the boxes slid down had been shortened about 15 feet, the wooden skids were now made with oak instead of pine, thus making them heaver to maneuver. There was a shortage of forklift drivers and one person was stacking two converged lines instead of one person per line. Often the worker even had to pull the skid from the line with a forklift. (God forbid if anyone t
The roller ramp that the boxes slid down had been shortened about 15 feet, the wooden skids were now made with oak instead of pine, thus making them heaver to maneuver. There was a shortage of forklift drivers and one person was stacking two converged lines instead of one person per line. Often the worker even had to pull the skid from the line with a forklift. (God forbid if anyone t
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
ok the extra forklift.)
Eventually a woman named Janice had an idea for a partial solution and the confidence to approach the foreman about the situation. Unfortunately Janice got stomped with one of his three favorite aphorisms: "No one else is complaining." Although this was certainly true, the foreman was oblivious to the fact that another employee, was going home every evening, soaking in a tub, loading herself with medicine and going straight to bed.
Eventually a woman named Janice had an idea for a partial solution and the confidence to approach the foreman about the situation. Unfortunately Janice got stomped with one of his three favorite aphorisms: "No one else is complaining." Although this was certainly true, the foreman was oblivious to the fact that another employee, was going home every evening, soaking in a tub, loading herself with medicine and going straight to bed.
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
he was afraid to complain.
Just a few months later, the same employee was off because of headaches and tendonitis. The tendency to avoid the problem by getting rid of the complaining worker resulted in lost time from another injured employee. What a shame that the complaint wasn’t investigated or handled correctly.
Perhaps the reason no one else complained is because they knew what they would hear: “If you don’t like it, find another place to work.”
If Yo
Just a few months later, the same employee was off because of headaches and tendonitis. The tendency to avoid the problem by getting rid of the complaining worker resulted in lost time from another injured employee. What a shame that the complaint wasn’t investigated or handled correctly.
Perhaps the reason no one else complained is because they knew what they would hear: “If you don’t like it, find another place to work.”
If Yo
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
Don't Like it, Find Another Place to Work.
With the massive changes occurring in the workplace, compounded with the low unemployment rate, the practical solution isn’t telling employees to hit the road. Other than the fact that this kind of statement lacks creativity; it’s just plain rude.Condescending statements reek of disrespect and suggests that you don’t care about your employee. I know of one particular example where the statement was similar: “I
With the massive changes occurring in the workplace, compounded with the low unemployment rate, the practical solution isn’t telling employees to hit the road. Other than the fact that this kind of statement lacks creativity; it’s just plain rude.Condescending statements reek of disrespect and suggests that you don’t care about your employee. I know of one particular example where the statement was similar: “I
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
didn’t ask you to work here.” Often these kinds of statements are said in anger or sarcasm and justified by some statement like, “well it’s the truth.”
The kind of logic that justifies these kinds of statements is the same kind of logic that says grub worms are edible.
In other words, just because something is edible, doesn’t mean you want to eat it. Just because something is true doesn’t mean it’s relevant to the situation. When in doubt, use the five-poi
The kind of logic that justifies these kinds of statements is the same kind of logic that says grub worms are edible.
In other words, just because something is edible, doesn’t mean you want to eat it. Just because something is true doesn’t mean it’s relevant to the situation. When in doubt, use the five-poi
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
t checklist. You fail if you can’t pass every one.
•Am I solving problems by making this statement?
•Am I respecting my employee as someone to be valued?
•Am I representing myself as someone who is open and approachable?
•Do I sound defensive or self-righteous?
•Am I empowering this employee to take an active or a passive role?
If you want employees to take ownership it’s up to you as their leader to empower them to take responsibility. Employees hav
•Am I solving problems by making this statement?
•Am I respecting my employee as someone to be valued?
•Am I representing myself as someone who is open and approachable?
•Do I sound defensive or self-righteous?
•Am I empowering this employee to take an active or a passive role?
If you want employees to take ownership it’s up to you as their leader to empower them to take responsibility. Employees hav
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
to be comfortable confronting problems and coming up with potential solutions. You, as their leader have the power to help them find the solutions, articulate the changes and develop the courage to point out what everyone else is thinking. When you create this kind of work climate, you’ll increase your own awareness, find workable solutions and you won’t have to tell them to find another place to work because they will be too valuable right where they are
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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