As leaders, how do you navigate through complex changes with clarity and transparency? This question was the foundation forming the panel, Leadership and Influence in Times of Change, at the CORE 2025 event held in San Diego, bringing together leaders from biotech, pharmaceutical, and medical device organizations.
The panel featured:
These speakers shared their own experiences, offering insights and recommendations for leaders as they navigate their own organizational change alongside wide industry shifts.
On the Basics of Change
Not all change is created equal. Within organizations, change can be adverse, favorable, with both micro- and macro-level impacts. While change is constant – a truth experienced by many in the life sciences industry – so are the varied reactions (and emotions) felt by those experiencing the change.
As leaders, how you navigate these times with your colleagues matters. Start by identifying those that will champion change and those that will likely be resistant or skeptical. Meeting employees where they are, not necessarily where you want them to be, will help you tailor the right message and support – a step in the right direction of building trust.
Navigating Change Fatigue and Silos
Despite the fact that change is constant, significant cycles of change can be fatiguing for employees. Corporate restructuring, time and again, can have a real impact on employees’ motivation and focus. In times of both growth and contraction, leaders were encouraged to remember not to destabilize the organization with every change message, looking for ways to support their team throughout the process.
As organizations grow (or contract), silos are quite common. While some silos are adverse, there are also productive ones, as noted by a panelist, urging leaders to slow down and understand the nature of the silo before deciding if it’s worth de-siloing. Perhaps that’s one of the reasons this industry has been up against this issue for many decades – not picking our battles as carefully as we should, noted one of the panelists.
Arguably, one of the most common problems within growing organizations is silos, which are often brought up in leadership meetings. While this outcome is intrinsic – there is a limit to the number of relationships we can develop with each other before they become too expansive and begin to break down – one of the ways to successfully navigate this challenge is through shared stories and shared values. Navigating through silos with great leadership, great shared stories and values may just help lift those around you.
Additionally, be proactive and consider how to get through the struggling stages even quicker – because you don’t want to get stuck there with your team. Discuss how your team will communicate, how you’re going to handle conflict, and this kind of preparation develops a type of language that will be useful as teams step out on a new path forward.
Another panelist noted that accountability is at the heart of helping to curb silos, recommending inviting conversations with other functional leaders (and executive leadership) to share your lane of accountability, reminding others at the company that you’re playing for the same team. And then follow through.
Inviting the whole company (or groups at a time) to a virtual coffee or lunch-and-learn are great opportunities, as well, noted by one of the panelists.
Building Internal Trust
Establishing a basis of legitimacy within the organization before diving into the change is essential, stated by one of the panelists. Opening with the why is important – a different pace from quickly solving for the what, the when, and the how. Therefore, the internal communication plan begins with transparency before getting into the details, often yielding a better outcome.
Often, in times of big change, a different leadership style is called into action, requiring even more transparency, compassion, internal check-ins, proactive updates and communication, and offering a space for those to share their experience and concerns. Acknowledging that change also means a loss can help lend compassion to those experiencing rapid shifts.
Within the coming years, we anticipate more industry shifts and adjustments, impacting organizations, employees, and patients. As leaders prepare, always remember your approach to change matters, as well as the people that are still alongside you propelling development forward.
If you have leadership and expertise gaps in any of your functional areas, examine the pitfalls of those gaps, especially in times of disruption, and don’t delay these critical discussions. We’re here to support your goals, guiding you through the intricate journey of bringing your product to market with confidence and strategic foresight.
Contact our team today.