Despite huge investments into CRM systems some pharma companies still struggle to get all of their staff to embrace and fully interact with them. Pf’s Iain Bate explores why, and what the future holds for technology in the industry.

There’s no doubt that technological developments have changed the way we live and work from year to year – maybe even from month to month in the 21st Century. But has the world of healthcare been travelling in the slow lane of the intergalactic highway?

The potential that technology offers to pharma, and the general world of healthcare, is enormous. But is the pharmaceutical industry, and its staff in particular, using it to maximise the returns of billion-dollar investments?

It would seem that technology is the ‘buzz word’ on the lips of a few of healthcare’s major players at present. The DH recently invited people to nominate their favourite health-related mobile phone ‘app’ – be it for keeping fit, to locate a hospital or chemist, or helping to manage an illness. Creative minds were also asked to design their own health app with a panel of DH judges deciding on their favourite from the most popular entries.

Health Secretary Andrew Lansley says it’s the Government’s intention to give people better access to information using modern technology and the exercise is a “unique opportunity for the NHS and those who develop apps to not only showcase their work, but to bring to life new ideas and realise true innovation in healthcare”.

As part of the DH’s technology revolution, patients may also soon be offered online consultations with their GPs using programmes such as Skype. Clearly the Government is embracing the convenience technology offers to patients, but are other sectors in healthcare as interested? It would seem there is still some way to go.

 

In two minds

Pf ’s 2010/11 annual Company Perception, Motivation and Satisfaction Survey suggests that not all respondents are completely convinced by the power of technology in the workplace. Although the Survey – which relates to 2010 and the early part of this year – found that nearly 90% of respondents have access to a CRM system, only 43% find time to use it in the field and more than a fifth of people fail to accurately record post-call reports with important clients.

Questions have to be asked as to why, despite multimillion pound investment and training by pharma companies, there remains a percentage of staff that still ignore the power and potential of the technology at their finger tips.

Results from the Survey reveal there’s no difference in uptake by key account managers, primary and secondary care representatives, those in primary care roles only, firstline sales managers and secondline sales managers and the use of CRM technology between differing age groups – although surprisingly 10% of respondents in these positions with less than two years of experience said they did not have a CRM system, compared to just 5% more experienced colleagues.

The launch of the iPad in March 2010 promised to revolutionise the way sales representatives, and those in similar roles, use CRM systems in the field. However, nearly three-quarters (70%) of respondents from the Survey are still presently sent out with laptops containing their customer-relationship systems.

When quizzed on what they’d change about the hardware which houses their system, the majority of respondents said that their CRM was too awkward to carry, with poor running systems an issue and that batteries ran out too quickly. Apple claims its second-generation iPad now enjoys ten hours of use away from a plug socket in the field.

Yet the switch to the latest convenient tablet devices may not necessarily be about high levels of investment, it may be down to maximising value for money as Paul Shawah, Vice President, Multi Channel Strategy, Veeva Systems explains. “I would say the life cycle of devices within the industry is generally about three years, sometimes a little bit longer,” he said. “When a company invests in new technology they typically depreciate that over that period, so they don’t want to replace it in the field for that time to maximise their investment.

“However, with the introduction of game changing technology like the iPad, this has changed. We see a number of our pharmaceutical customers are justifying the business case to move to the iPad even before their tablets are fully depreciated. This speaks to the business benefit that pharma expects to achieve from the iPad and the related applications only available on that device.”

A convenient shield

Despite technology eliminating mundane process in the workplace and offering the potential to assist employees and improve their efficiency at work, it has historically been used as a shield to mask poor performance and abused as a means to waste company time – a recent online survey by AOL found that nearly half of Americans (44.7%) rank surfing the web as their primary activity during the two hours they ‘waste’ each day at work.

But it would seem that a high number of respondents do value the opportunities CRM offers. Almost two-thirds (64%) said they always enter correctly the amount of customer sales they make into their CRM. But 21% admitted they fail to always report face-to-face meetings with clients. More surprisingly, over a fifth of participants said they do not always record the number of products they had sold to clients.

The lack of honest accuracy is surprising considering the amount of time spent using CRM systems each day. A third said they spend between one and two hours a day on their system with a fifth spending three hours or more on their CRM. During their time using the management system, more than half (55%) said that call reporting was the most useful feature.

Although respondents were less impressed with the KAM abilities of their software with only 19% believing it to be the most useful facility. When questioned about what they would change given the chance, 45% said they wanted an improved database, over a quarter (28%) called for their system to be overall more useful, and 18% said they would prefer their CRM to be easier to use.

 

The next level

But what of the future of CRM systems? Will they be easier to use and have improved customer databases? David Round, General Manager, UK, Cegedim Relationship Management, says the regular interaction we now have with technology means we’ve all come to expect the latest developments.

“End users are significantly more ‘technology-savvy’ than their counterparts of even five years ago,” he explained. “If anything, the challenge for companies is to ensure that they provide their end users with the types of technology that they use as consumers. It’s also important to focus on the usability of your software to ensure maximum use. Technology companies – and pharma – must work together to develop a better understanding of the interaction, to ensure it meets users’ needs in the field.”

One main reason that users have become more ‘savvy’ is down to the use and interaction with social media. Whether at home or at work, websites such as Twitter, Facebook, LinkedIn and most recently Google+ have driven an increased use of various forms of technology – especially on devices such as smartphones or tablet devices which reps are calling for in the field.

Pharma companies, both in the US and UK, have flirted with the idea of fully embracing the power social media harnesses, but at present are restricted by the PMCPA’s Code of Practice and by the FDA – who has again delayed the publication of its guidance.

The FDA says it is “difficult to provide a timeframe... due to the extensive work and review process, or ‘Good Guidance Practices’, which ensures that FDA’s stakeholders are provided well vetted guidances articulating FDA’s current thinking on a topic”.

Although the FDA may be unsure on how to direct healthcare companies, David Round believes the introduction, both professionally and personally, of social media has had an impact on staff and their expectations.

“For the modern professional person, much of their everyday life is conducted online – for example on shopping, utilities, insurance or booking a holiday – and many users then want the same level of capability from the tools they use in their job,” he added.

Dan Goldsmith, General Manager, Veeva Europe, agrees there has been a significant shift in the way we operate and interact due to our experiences online through tagged posts or hash-tagged searches. But although the 800 million users on Facebook – more than half which ‘log-on’ every day – and 175 million people on Twitter have no problem saying hello to friends, pharma finds it more difficult reaching out to people.

“Social media create a new avenue for healthcare dialogue and will only continue to pervade our lives,” said Dan. “Consequently, I believe that pharma faces two challenges. The first is to decide how to participate in the online dialogue with stakeholders and then to create those interactions through the channels we’re all familiar with, such as Facebook and Twitter.

“The second is to figure out how to leverage the model of social dialogue internally to support stronger collaboration and more focused communication among employees. Already, we see some companies taking advantage of the latest social business tools to connect employees with one another and to access and share information in real time.”

Clearly CRM solution providers understand the potential modern technology and social media platforms offer to companies. Whether pharma and its workforce get fully up to speed on the intergalactic highway sooner or later remains to be seen.

With financial experts warning of another global recession it’s a worrying time for both healthcare professionals and those currently without a job.

The Government in its ultimate wisdom last week revealed plans to eliminate certain discrimination laws in an attempt to make it easier for employers to do away with unproductive workers and replace those with a willingness to work.

But while the principle may sound simplistic, one boss’ judge of a productive medical representative doing their upmost to sell a dated product may be different to the person struggling to succeed in a crowded and competitive marketplace.

Instead of casting aside one unproductive worker for another, the Chartered Institute of Personnel and Development (CIPD) has called for the Government to scrap its intention to remove certain discrimination laws and instead focus on those with healthcare jobs, for example, to increase their skill set to improve productivity.

The CIPD’s calls aren’t exactly rocket science – yet they do make sense. Questions have to be raised why so many employees are unhappy with the level of productivity of their workforce. The reason may be closer to home.

More than a third of the workforce in the UK has managerial responsibilities. But how many of those dedicate time to improving the skill sets of their staff? Whilst training days or programmes may not provide immediate results the long term skills gain can yield rewards for years to come.

The key to unlocking productivity levels may not be with those set for the axe, but those wielding it in the first place.

If you’ve been keeping up to date with the appalling job statistics lately, you’ll be aware of the recent unemployment figure reaching a 17-year high, with more than 2.5 million people in Britain out of work. So what next?

As much as we know there are few jobs, it’s now become even more important to manifest our skills in the most effective way to attract a potential employer’s attention.

You may have noticed that Radio 1 and BBC3 are getting in on the act here. They’re currently running ‘Up for hire’, a scheme to encourage young people to manifest their skills in the right way, editing their CVs and lending interview tips.

And the whole initiative is to make the best of what you’ve got and getting this across to the potential employer.

The job market is essentially at its highest in terms of competition for work, so you need to show ‘em what you’ve got.

And if you think about it, in such a bad economy, people lucky enough and talented enough to be employed, are staying right where they are.

At the end of the day, we’re all shaking in our boots, and even if we would like to change positions, many have decided to stay put until everything becomes a bit more certain and easier in the world of work.

If you’re applying for work or thinking of moving positions, check out our tips on how to write a sales CV to get you started.

Are you lacking motivation and confidence at work? Do you feel anxious about the security of your job? As employment statistics continue to deteriorate, we could put these feelings down to the saddening status of the economy, but is that really a good enough excuse to work in a job you don’t enjoy?

Don’t get me wrong, we should always feel grateful for our job, especially in the current climate. But our jobs are what make us get up in the mornings. So, shouldn’t we make the most of our 40+ hours a week?

In any case, if you’re feeling down in the dumps at the moment and have realised that it’s not the economy, but actually, you’re not enjoying your job, it could be time for a change of scene.

Ask yourself these questions:

• How long have you be in your current job?
• Has your salary increased since your last job?
• Are your responsibilities at work increasing or decreasing?
• Are you involved in important decision making at work?
• Do you feel challenged by your role?
• Are you just hopping from one employer to the next staying in the same position?
• Have people hired after you been promoted faster?
• Do your colleagues seek out work advice from you?
• Do you dread going to work?

It’s pretty obviously which of these answers are good and which are bad signs of what you should do next.

It may be a case of considering other roles, as it’s true what they say: It’s much easier to find a job if you have a job. In which case, give an honest analysis of your career as it stands and assess your long-term objectives. Are you doing what you always wanted to? Is your current job a step in the right direction?

If not, or you can think of something better and more relevant to your personal career goals, no time like the present to sort yourself out. It’s only too easy to become too comfortable with your job and falling into a career slump.

But, it could also mean that you should think about discussing your feelings with your boss. Ask how you can contribute more to the company, and use your initiative to put forward some ideas to keep things fresh and involving. You’re more likely to enjoy your work if you’re doing different things and being recognised for your efforts.

A career rut is never easy and new opportunities can often feel out of sight. But if you’re feeling unmotivated and lacking stimulation in your job, it’s worth having a serious think about what you should really do.

Visit PharmaJobs for the latest vacancies in pharmaceutical sales.

The Pharmaceutical Research and Manufacturers of America’s (PhRMA) Executive Vice President and General Counsel Diane Bieri will step down from her roles in December.

She will initially take maternity leave before pursuing other opportunities away from the PhRMA, including working as a consultant for the association.

John J. Castellani, PhRMA President and CEO, says that Mrs Bieri has been an “able and thoughtful leader” and that her advice and counsel will be missed.

Mrs Bieri first joined the PhRMA in June 2004 and served as the Deputy General Counsel between 2006 and 2007 before her most recent roles.

“My time at PhRMA has been both challenging and rewarding,” she said.

“I look forward to continuing to work with PhRMA and its members in a different capacity.”

Being in the early months of my new job having come through a recent recruitment process, I almost religiously searched for advice on how to write the perfect CV.

There’s a lot of information online, and if you’re anything like me, you’ll divulge the whole mass and end up biting off more than you can chew, becoming more confused than when you started. But here is what I learned.

First of all, no matter how much advice you try to follow, the key point to remember is that your CV is your CV. Nothing’s more personal than how you spend your 40 hours per week, so make sure you sell yourself, not entirely copy a generic layout and writing style. Don’t get me wrong, you need to cover all bases, but your personal qualities and skills need to stand out in a way that is unique for you to get the job.

For sales jobs, recruiters are looking for candidates who are motivated by financial targets, are resilient against setbacks and show initiative when faced with complicated challenges.

If you already have a sales background, then you’re already one step up from the wide-eyed graduates. Sales experience opens doors to management roles, so beef up your CV with examples of your experience in sales. There are less of these positions available thanks to the recession, but it doesn’t mean they’re non-existent. You’ve just got to want it more and prove it in your CV.

Having good communication skills will be your saviour through your cold calls, and listening is just as important.

Putting across a genuine personality helps you connect with a client, and in turn they’ll respect your expertise and honesty. If you’re able to make a connection with your potential manager at your interview, they’ll know that this will be transferable when dealing with clientele.

But how can you put this across in a CV? Here are a few basic tips that will help you go far in the recruitment process:

A list of achievements where you've interacted with a variety of people is clear evidence to the employer that you are comfortable working with others. These activities could include work experience, voluntary work, or gap years. Experience in hospitality and retail are also great examples of proving to the employer that you can work under pressure as well as sustain interaction and customer service.

Thinking laterally and being flexible with your initiative is key to solving challenges at work. Thinking on your feet will save a lot of time, as we all know: time = money!

In terms of CV layout, it depends on your personality and the specific job application, but basic content is similar throughout:

• Name, contact details, website
• Language qualifications, sporting achievements, academic awards
• Education, include educational experiences that contribute to your personal skills ie public speaking, group presentations

How well do you understand the various priorities of a key element of your customer-base: the payer? Omar Ali pens Part II of a typical day in the life of a Formulary Pharmacist.

10AM : GP REFUSED PRESCRIBING OF A PAIN DRUG/ACTION ASAP
OK, we have been here before – this product is non-formulary. It has never been applied for. The GP is well within rights to refuse prescribing. The consultant knows it is non-formulary and has ‘requested’ via a letter – actually stating it is non-formulary, so would the GP kindly prescribe it.

The GP is irate, and the patient is now confused and unhappy: “why wont you prescribe what the expert/consultant has asked for?” There is a stalemate. Not a great scenario – this call is backed up with emails going back with two PCT advisers, a commissioner, a GP and a pain nurse. This will mean going to see the consultant and being firm: these are the rules of engagement, this is the financial framework, this is how I can help you manage your patient.

Thoughts for pharma

We call this ‘lockdown’. It’s a process by which redundancy is built into the formulary processes to ensure compliance, limited loopholes and consequential policing. What’s crazy is I know the brand, and I know the rep. Every month she asks: “when is the next D&T?” I tell her – and nothing happens. Next month, she asks again. So what’s happening?

The representative knows she needs a consultant to bring her brand to the D&T but can’t/won’t affect it. The representative then considers ways around the D&T; KOL to find loopholes, write to the GP, prescribe on FP10(HP), do a non-formulary request, try IFR, etc. In fact, exhaust all opportunities except the one that is needed: D&T approval.

Sometimes the pharma company has a brand philosophy which doesn’t press the right buttons: they have representatives calling the wrong people, the quality of the representative is not good enough, the seniority/decision-making-abilities are lacking.

This ‘lockdown’ effect will usually mean that the company goes round in circles. It focuses on new materials and a wonderfully articulated campaign – usually around ‘Edith’, a 50-year-old patient who is suffering from constipation and can’t enjoy her grandchildren. “If only you would prescribe the brand for her. You would if it was your own grandmother”.

The ‘payer avoidance’ strategy will not work. Lockdown is getting tighter. With Clinical Commissioning Groups it will be even more so. The financial framework will be more akin to trying to prescribe a non-formulary drug whilst working for BUPA, who would neither tolerate nor reimburse because the formulary is under a financial restrictions.

Indeed, the pain market has also intensified. This means numerous brands shouting for a louder voice in an intense market. Neuropathy, Opioids, Fentanyl/breakthrough Ca pain – add these up and you have pharma running around competing for a slice of the pie. Given all the warnings we had with COX-IIs, now we have them with NSAIDS, and of course even the weak Opioids have ‘addictive warnings’ all over them.

It is not surprising we are caught in the headlights of where to go in the name of safety and analgesia. Please someone, be it a brand manager or someone with payer access, see the bigger picture. Help us with the whole pathway. See our needs and work in partnership with us.

11AM : MEETING WITH PHARMA BRAND MANAGER
It’s not often I get a visit from a brand manager! We have been struggling for some time attempting to commission a funding pathway for an osteoporosis product – see earlier Matrix Revolutions. However, we may have a solution now with a variety of process mapping models.

I have finally received a number of options and interestingly the applicable HRG codes for activity within this domain. This has been a headache, despite a NICE TAG within the context of this ongoing saga. A resolution is long overdue. After a lot of liaising and a lot of technical HRG work-up, we may end up up with a streamlined prescribing pathway which lines up the PCT, the GPC, the acute trust, and fracture liaison service.

Thoughts for pharma

There is an intriguing change of paradigm when I am sat having an adult conversation with a brand manager compared to a ‘rep-call’. I realise that brand managers can’t go and see all their customers face-to-face.

But the paradigm shift is palpable. Why? Here we have it: The representative is ‘detailing me’ – that is never going to compare with an adult conversation with a brand manager who gets the bigger picture.

But something else, potentially more devastating: the brand manager is able to vocalise the ‘brand story’ in a far more compelling way than the ‘local rep’. That’s interesting, because the local rep is trained in the ‘brand messages’.

Even if you put aside that the brand manager has a ‘big picture understanding’, the fact that the value of the brand was unbelievably clear means that somewhere along the factory chain of sales force effectiveness and tier upon tier of managers, the message is lost in Chinese whispers. Why? I don’t actually know.

The representatives that are sent to see me are not in the same locator of food chain as I am. In effect, pharma is sending people of a certain authority that doesn’t fit with where I am. Even with account management. Remember, I talk clinical, I talk financial, I do commissioning maps, I do total drug budgets – I still have a boss.

However, pharma send people to see me with the following authority: “I need to get my medic to answer that…I need to get my line-manager to answer that…I need to call in my health economics person to see you…I need to call my regional account manager to approve that…”

When will I see all these people? Why do I need to see them all? Is it all ABPI, is it internal compliance, or is it sales force design? I’m not all for it, but I do see where some industry leaders are coming from in proposing authorised account managers answerable to MDs with budgets run at their own liability and expertise.

I recently did a ‘Payer Process Mapping Day’ for a pharma company/team of Executive Healthcare Development Managers. It fascinated me. Pharma has spoon-fed even higher NHS teams to such a level, that if you clear the playing field and ask them to come up with solutions to landscapes, they go blank. at day, the summarising  suggestions was simply: “we need a toolkit from head-office”. It was worrying. My conclusion?

We need to innovate within the NHS. Pharma companies are stakeholders. We should be asking you to help us innovate, but the people you are sending me… while I’m wanting them to look at the traffic jams I have ahead of me, and help navigate local influencing factors, they are waiting for a tool-kit from head-office!

11.30AM : CARDIOLOGY CONSULTANTS FORUM
Cardiology prescribing has so many focal features right now, I’m struggling to keep up with payer issues. This is due to a mixture of NHS demands, D&T processes, a sizable shift in coronary intervention work – and the drugs required within such units) and recent launches of new products that are proving challenging to implement within our health economy.

The format takes place as follows: I basically ‘gatecrash’ the forum and hijack a section of the agenda to use the opportunity for both information flow – in both directions, buy-in – to various prescribing initiatives, D&T processes and budgetary issues, and input to a number of shared-care-prescribing guidelines.

The aim is to open GPC/CCG cluster prescribing. A lot of this is about supportive communications; managing up – to my Chief and Director of Finance, and managing down – to pharmacy team on formulary policing. I need to take the consultants from ‘one place to another place’ within each micro-managed sub therapy. It’s a give-and-take scenario.

Thoughts for pharma

Cardiology has never really left the ‘priorities’ list. Right now, although there are some exciting and challenging implementations, I foresee a rocky road ahead. Antiplatelets. With the onset of generic clopidogrel’s price suddenly dropping like a stone – Plavix was £40 pcm, generic clopidogrel is now £2.50pcm, the Director of Finance is looking at the cost savings that we have built into our financial planning.

But here’s the catch – not only do we have branded prasugrel, we also now have branded ticagrelor, both pushing upward of £50pcm+. So how do we manage this? I have potential new pipleline antiplatelets which have offerings to interventional cardiology versus a savings plan that I will need to explain if I renege on. Tough. After much consternation, we’d put prasugrel onto our formulary, and now we have displaced this with ticagrelor.

We still have the generic clopidogrel as first line – but we always, always need a second line drug. Interestingly, neither company appears to have come forward with a QIPP line yet. One of them have thought about patient access schemes. NICE looks like it will be happy to support either. Cardiac networks play an important role – the cardiologists just want somewhere else to go after generic failure.

This was a learning curve for me. Whilst the clinical ‘story’ for either brand never really did magical wonders for the payers, the cardiac network is influential, and I think the companies are now maybe reconciling a ‘payer value story’.

There was a scary moment for one of the companies – a serious hospital discount nearly had us giving away one of the brands as a 12-month supply on the rucksack of a patient discharged from the angio suite – with a cost-saving share with the PCT. The company in question quickly made that disappear! It’s fascinating and like a game of chess sometimes…

Dronedarone. Even with a NICE TAG behind it, this has not been easy to implement. It really does take some serious ‘heads-together’ and I have never seen such fierce debate between clinicians and payers. Affordability and the increasing prevalence of AF makes for a great D&T discussion.

The next meeting I have with the directorate is to implement the use of this agent in young patients – outside NICE who recommended in 75yr+ – as the clinicians see greatest benefit here. This is where the payer’s approach needs serious consideration. All being well, I’ve managed to create an amber/shared care with PCT funding to keep all happy – let’s see what happens at the formalisation and authorisation meeting.

NICE chest pain implementation. There are significant stakeholders here with a number of large meetings across the PCT – payers, consultants, commissioners, coronary care units, etc. The implementation involves a number of small ‘mini-projects’, putting different drugs into the formulary for specific uses to help implement NICE.

That’s the way proper process mapping occurs. It’s more about the drug assisting the pathway, not about the drug per se. I see a lot of work to be done here. But I also expect to see consistency across the PCT.

Read Omar’s previous article in this series on Account Management in pharma.

Omar Ali is the Formulary Development Pharmacist for Surrey & Sussex Healthcare NHS Trust and sits on the External Reference Group for Cost Impact Modelling for NICE. He may be reached on omar.ali@sash.nhs.uk

Every organisation strives to be successful and maximise the potential of its workforce. Apodi’s Tony Swift discusses how a solid strategic leadership model can help drive individual and corporate success.

For many years I felt that it was harder to define individual and team achievement in business than it was in sport, as there seemed to be no clear definition of success, or of winning, in the corporate world that individual employees could relate to and affect.

That was until I came across the definition of success given by John Wooden, the most successful American basketball coach of all time who was named Coach of the Century by ESPN, elected to the Basketball Hall of Fame, and even awarded the Presidential Medal Of Freedom.

His definition of success is as follows: “Success in coaching or playing should not be based on the number of games won or lost, but rather on the basis of what each individual did in comparison with others when taking into consideration individual abilities, the facilities with which you had to work, the calibre of the opponents and so on.

“True success only comes to an individual through the self satisfaction in knowing that you gave everything to become the very best that you are capable of. In the final analysis, only the individual himself can correctly determine his success. You may be able to fool others, but you cannot fool yourself.

“It is impossible to attain perfection, but that should be your goal. Less than 100% of your effort toward obtaining your objective is not success, regardless of how many games are won or lost.

“Others may have far more ability than you have, they may be larger, faster, quicker etc. but no-one should be superior in team spirit, loyalty, enthusiasm, cooperation, determination, industriousness, fight and character. Acquire and keep these traits and success should follow.”

Many observers, particularly those with the responsibility for delivering financial results to their bosses, their boards or their shareholders, may review this definition with a certain amount of cynicism. Indeed, they may find it difficult to relate to it given the pressures of their everyday lives and the nature of the results they are expected to achieve.

Five-star model

A closer inspection of the Wooden definition, and a careful analysis of where and how it can fit into the hard-edged world of business, shows that his opinion, rather than being somewhat irrelevant, should form the foundation stone of leadership practices at every level in all organisations – whether in business, sport or other enterprises.

A simple five-stage process for a model of leadership can be developed to drive success within organisations that builds on the definition given above: An exciting overall vision for the organisation can often energise it and help sustain motivation, focus, effort and productivity, as can the setting of regular and periodic goals.

However, the establishment of ridiculous visions and goals that are clearly not achievable is one sure way of totally demoralising an organisation. And sadly, this practice is more common than many people realise.

I have seen numerous examples of organisations establishing goals that were almost impossible to achieve. More often than not in business these are financial targets that the organisation insists on achieving, even though most realistic observers with the full facts would assess the chances of success, given the various constraints in play, as being virtually zero.

In some cases, leaders refuse to acknowledge that the problem is not the performance of the team or the individuals within it, but rather with their own goal setting. In such scenarios monthly meetings are held where the leader demolishes the team for under performance, resulting in a demoralised workforce and a total loss of respect for the team’s leadership.

The founding father of the study of management, Peter F Drucker, identifies how effective team leaders need to act and think if they are truly committed to the team’s success. He said: “The leaders who work most effectively, it seems to me, never say ‘I’. And that’s not because they have trained themselves not to say ‘I’. They don’t think ‘I’. They think ‘we’; they think ‘team’.

They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit. This is what creates trust, what enables you to get the task done.”

Essentially, leaders who talk ‘I’ rather than ‘we’, are normally either self-promoters, lacking in confidence and self belief, or actually fundamentally do not understand the function of leadership.

I have often mentioned in this series of articles about the importance of the recruitment process in establishing effective organisations. It follows that establishing an effective recruitment process and selecting the very best possible candidates for the team is critical.

Of course, many leaders do have constraints within which they need to work. The most obvious constraint – but by no means the only one – is the availability of finance. For example, in the Premier League, Manchester City’s net spend – players bought less than players sold – has been more than £400m between 2006 and 2011.

Compare this with that of their near neighbours Blackburn Rovers whose net spend in the same period has been minus £35m. Given this vast gulf in spending ability, it is clear to see that Manchester City is in a far better position to access talented players. As a consequence, it would be unfair to judge the respective merits of both teams’ leadership as though on a level playing field.

Similar constraints exist in business and all that can be expected of any leader is to recruit the best people given the constraints that exist.

It is important that terms such as the ‘very best’ should be defined and communicated in a clear and concise way. In helping to achieve this, a leader should focus on the process of improvement and not on the ultimate goal. This empowers the leader to make a valuable contribution to an individual’s success – every minute of the day.

Many people find the transition from team member to leader difficult. They find it distinctly uncomfortable to be in a position where the efforts of others take precedence.

However, more adept leaders understand that a key role is that of a teacher and, as put by John Wooden, they “must never forget that he is, first of all a teacher. He must be present, diagnose and correct. He must continuously be exploring ways to improve himself in order that he may improve others...”

Effective leaders must ensure there are processes in place for planning, preparation, practice and performance. Within these processes should be a focus on continuous improvement. This has become a feature in modern business life since it was popularised by Japanese industry, where it is known as ‘Kaizen’.

The goal is to improve processes and products over time, taking care to maintain improved performance levels while seeking out further opportunities for improvement. Whilst very powerful, I have to say that I have seen very few successful continuous improvement programmes in business and even fewer that are truly focused on the improvement of an individual’s performance.

However, in sport, continuous improvement is a necessary process conducted by all top performers. For example, Johnny Wilkinson ensured that he was coached by the best kicking coaches in the world and practised hard to achieve perfection. “Each week leading up to the big day, I hit about 250 to 300 practice place kicks alone. I average 200 to 250 punts using my left foot and exactly the same number using my right. A daily total of 20 dropped goals with each foot and 15 to 20 restarts, six to seven times a week, would pretty much constitute a solid pre-preparation build-up. That makes a total of about 1,000 kicks to prepare for just 20 – kicks in the game. That’s near enough 50 rehearsals for each single defining event,” said Wilkinson.

The important point to note here is that the review process is not a biannual appraisal, but a constant and consistent review process that is focused on improvement.

Born to lead

We have all heard the statement, ‘they were born to lead’. Fortunately, in the vast majority of cases, leaders are made and not born – that is they have to learn the art of leadership – it is not an innate talent that exists in just a few.

I believe a great starting point on this learning process is to adopt the fundamental definition of success created by John Wooden – it focuses all of us on looking to make the best use of our talents and for those in leadership positions to assist others in doing the same.

Tony Swift is the Managing Director of Apodi.

Finding the best employer is like playing the dating game. No-one wants to be married to their job, but tying the knot with an employer is an important commitment. The strongest relationships can last a lifetime, while playing the field may not look quite so good on your CV. So what is it that attracts us to our employers? Do we marry for money, or is long-term fulfillment enough? And is a good sense of humour essential? Pf’s Emma Campbell-Kelly outlines some of the key criteria in identifying ‘The One’.

The summer months, particularly the holiday season, are often the time when most of us pause and reflect on where we are in life. That two-week break in the Maldives, or even just the back garden, can invariably provide the catalyst for some killer questions: Am I in the right job? Does my employer appreciate me? Do I appreciate my employer? Is it time for me to move on? For many, this period of reflection provides little more than confirmation that they are happy where they are. In the current climate, where job security is king and fear of moving jobs has bred a ‘better the devil you know’ approach, many workers are staying put rather than risking change. But for some, a ‘grass is always greener’ philosophy drives them towards the pursuit of new employment. But what do you look for in a new employer? What defines the perfect job and, indeed, an employer of choice? Where do you begin in the pursuit of professional happiness?

Searching for a new job can be a daunting endeavour. Whether it’s your decision to enter the vacancy abyss or not, the task can be arduous and time-consuming. Slim pickings are expected in such a precarious economic climate, but there’s still a world of decisions to make: location, role, salary and even whether you are looking in the right industry are all key considerations.

The experience is similar to becoming newly single, in the market for a new partner. Job sites and recruitment companies could be metaphors for dating agencies in this case, or a friend who’s trying to set you up, or a speed dating session.

And you must select employers from this pool of availability in a similar way to how you would approach someone to ask them out. Like a relationship, a job is an investment, and will define you for the period you choose to stay committed to it. You want the whole package: ‘The One’. It will stay on your record, your personal history, or rather your CV. No pressure then.

What do you look for? Materialistic features (financial details) are number one priority for most. Your interest in a job or person is sparked by judging at face value. It’s not necessarily shallow, because what else can you base your judgement on in the first instance? Being objective with your search is key to obtaining a job that will tick all the boxes for you.

So once you’ve landed your first ‘date’ with the desired employer, aka job interview, first impressions are too important to disregard. You dress to impress, revise your CV, and prepare answers to every question under the sun. Both parties want to impress, without coming across as too keen. But at the end of the day, you want this job, you wouldn’t have applied otherwise. And the employer wants the best they can get (which is you, obviously). After all, as Ray Kroc, founder of McDonald’s, said: “You’re only as good as the people you hire.” So it’s potentially a win-win situation, as long as you both get what you want.

Job satisfaction has always come top of surveys questioning motivation at work. Until now. It seems that such an insecure and volatile economy is making us tighten our belts (as if they weren’t tight enough already). Living costs are continuing to rise, a unanimous, desperate ‘Yes please’ is given in response to money. The prospect of a double-dip recession has hit us while we’re down, just as we were getting our hopes up.

With this in mind, it’s no surprise when perusing the Chartered Institute of Personnel and Development’s (CIPD) recent quarterly Employee Outlook survey. The review showed that increased salary and benefit packages have overtaken job satisfaction as the number one reason why employees are looking to change jobs.

Out of 2,000 questioned employees, 54% rated higher salary and benefits as their top reason for wanting to change jobs, while 42% said that job satisfaction drove their career move choices. This is a sharp reversal compared to last year’s 61% voting job satisfaction over 48% monetary reasons to look for alternative employment. A shocking revelation from the survey showed that almost a fifth (18%) of employees completely run out of money before they’re paid, either always or most of the time. So the financial pressure is on, it seems.

But are finances what get us out of bed in the morning? We recall how the carrot beat the stick regarding the donkey’s motivation. But what does the carrot mean to you?

Is it salary, benefits, a fancy company car? For some people, especially those who are struggling financially at the moment, the answer would be a giant nod of the head. But what about the 42% who voted job satisfaction as their motivation to work hard?

For this group, an employer’s treatment of its workers and management skills really makes a difference. It’s the little things that contribute to their career happiness. A friend you can confide in, belief in your product, respect for your manager; the buzz of adrenaline when you know you’ve done a good job.

Company culture has always been a vital aspect of work life. Your co-workers are with you for a significant portion of the day, so team dynamics are important. Henry Ford of Ford Motor Company had the right thinking: “Our employees are like extended members of our family.” The company should run like a well-oiled machine at all levels, complementing and developing each other’s roles and responsibilities. Confidence and trust glue the team together and make everyday errands pass by effortlessly.

There’s no doubt about it, your happiness at a company is largely directed by what you do for at least 40 hours a week. And let’s face it – your working life is a long one, so it’s best to do something you enjoy. It’s been proven time after time that you’re more likely to work harder if you’re passionate about your job. Happy people are more energetic, proactive, creative and optimistic, and quicker to learn. In which case it’s in your employer’s interest to make you happy.

This is largely down to how you’re managed. Management and guidance at work largely affect your work ethic and the company’s dynamics. “Management is nothing more than motivating other people,” stated Lee Iacocca, Chairman for Chrysler Motors. Management is a crucial role to play, because your workforce implicitly relies on your motivation to work. Donald Trump once said, “Good people = good management and good management = good people.”

Money can only promise a limited amount of will-power from an individual; pride in their work will give them the edge and a hunger for success. Belief in your product, trust, loyalty and commitment to the employer are also invaluable attributes for an employee to embody, and are recognised by good employers. As Mary Kay Ash, Head of Mary Kay cosmetics, stated: “People are definitely a company’s greatest asset. A company is only as good as the people it keeps.”

So perhaps, most of all, we just need to feel loved. Being treated well, as in a committed relationship, ensures that we’re in it for the long haul.

In July, the Office for National Statistics (ONS) published a report on what makes Brits happy. Not money, as it turns out. Health, family and friends topped the list when around 34,000 people were asked “What is wellbeing?” and “What in life matters to you?”

The survey was commissioned by David Cameron to help him develop future policies, but ironically critics have since complained that the £2 million to conduct the survey was a waste of money as the results are quite obvious. We’re never happy, are we?

But at the end of the day, as much as money is a necessity to live, happiness in yourself and at work increases quality of life, and helps boost your company at the same time. A happy workforce is a productive workforce after all.

From an employer, you want to be pushed to your full potential, appreciated for your effort, made responsible for important decisions, making you believe in your product and employer.

Working life is most enjoyable if you’re lucky enough to be in the position of not worrying about money. To have an enthralling occupation puts a spring in your step.

And as much as looking for a new job can be tiresome and sometimes feels like a dead end, just remember, it’s all in aid of finding ‘The One’, your soulmate that offers the whole package: an invigorating role with great prospects. And if the money’s good at the same time, all the better. So make it a good one with good people.

It’s everybody’s worst nightmare isn’t it? You’re in an interview for a job you really want and it all starts going wrong. Whether it’s your phone ringing or you’re giving the longest, most irrelevant answer to an interview question ever, once things start going wrong it feels like there’s no way back. However, it is possible to get things back on track and limit the damage during the actual interview. You can also follow up with certain steps that can help to rectify the situation afterwards so do not fear, some tips are here.

Whilst in the interview

• Try not to panic: Even if you’re convinced you’ve made a massive mistake in the middle of your interview, keep calm and carry on. The interviewers may not have even noticed, or if they have, they may be willing to allow it depending on how the rest of the interview goes.
• Don’t try too hard: Ok, so you’ve been had. You made a mistake and it hasn’t quite gone to plan but don’t overcompensate by trying too hard. If you do so, you’ll tighten up, get stressed and probably go on to make many more mistakes and then comes a downward spiral. Instead, focus on executing your original game plan for the interview and try to keep your breathing even.
• Don’t dwell on the mistake – move on: Yes, you may have made a mistake, but if you keep thinking about it for the rest of the interview, you’ll be distracted and that will make matters worse. Move this mistake to the back of your mind by listening carefully to what the interviewers are saying. This will help you remain in the moment instead of thinking about what just happened.
• Control those emotions: Even if you feel like bursting into tears because the interview is going so badly, try to keep yourself in check. Keep things in perspective—it’s a job interview, not a fight to the death. If you really are emotional, excuse yourself to the bathroom so you can take a moment.

Key follow-ups after the interview

• Say ‘thank you’ in a note / email: No matter how embarrassed you are because of a bad interview, still email a ‘thank you’ note to the interviewers. It can’t logically make matters worse and is a simple sign of acknowledgement and politeness. If you are really convinced there’s no way you’ve gotten the job, just think of sending a ‘thank you’ note as an act of closure.
• Get in touch with new thoughts: The last thing you may want to do after a disastrous interview is to email the interviewers with new thoughts or ideas about the interview topics. However, by emailing them with things that have occurred to you after the event, you may be salvaging the situation. In the clear light of day, your thoughts will be more lucid and will give the interviewers a more accurate idea of who you really are.
• Don’t be tempted to vent online: Don’t dismiss your opportunity to get this job because you think it didn’t go well. There is no excuse to jump on Facebook and rant about the bad experience. You never know exactly how you came across. There is always a chance that the interviewers will consider you seriously for the role and wouldn’t it be awful if they come across you online to see a negative display of your experience with them? Also don’t forget that other employers you’ve applied to may also be checking your online profiles.
• Be sure to move on: Speaking of your other applications, if you genuinely think the bad interview is a lost cause even after you’ve followed the above steps, don’t give up on your job search completely. Focus on the other applications you’ve made and how you’re going to improve upon your interview technique. If learning from your interview mistakes helps you to ace the next interview you get, the bad interview will at least have been worth something.

For further reading and advice on interviews you may find this “How to ace the interview” eGuide helpful.

About the author:

Nisa Chitakasem, co-founder of Career Change Specialists Position Ignition, which helps people with their career change, job search and career direction.