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True or false? Teams that practice good teamwork contribute to an organization’s success.

Not only “true” but blatantly true.

The fact may be plain and simple, but creating a successful team, leading a successful team, or participating on a successful team is not so plain and simple. The sticky word is “succes

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

sful.” Creating a team is easy. Sitting in the leader’s chair can be fairly simple. Team membership may just mean showing up.

But successful? Hold on and wait a second.

This article explores two requirements for team success. For each requirement, we explore specific action items to help you and your team ful

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

ills those requirements. We start with trust.

Trust: A Successful Team’s Foundation

A team that builds its harmony on trust enjoys the ease and enthusiasm that bring success. In fact, that trust-foundation makes the harmony all the sweeter.

Steven Covey, author of The Seven Habits of Highly Effective People

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

states, “Trust is the highest form of human motivation. It brings out the very best in people. But it takes time and patience…”

Trust and team are almost synonymous. However, you cannot assume that trust develops naturally as part of the team’s personality. Bringing trust—what it means, how it works,

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

nd why it matters—to the front of every team member’s mind can be a great step towards team success. A great step that demands your attention.

Here are three underlying benefits your organization—and its customers—will experience once your team works with high levels of trust.

Increased Efficiency -- As team m

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

mbers trust that every one will carry out her responsibility, all can attend their specific functions more completely. The decrease in distractions gives an increase to efficiency.

Enhanced Unity -- The greater each member of a team trusts other members, the greater strength the team assumes. This unity strengt

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

hens the team’s commitment to fulfill its purpose.

Mutual Motivation -- When two (or more) people trust one another, each one consciously and subconsciously strives to uphold the others’ trust. That motivation stimulates each team member to seek peak performance.

So, how do you build trust as a fundamental tea

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

possession? Here’s the short answer: build a clear structure and process to promote trust. Team members want to trust one another from the outset. If specific trust-building tools and tactics are missing, however, they will have a hard time building that trust. Below are three traits that establish a foundat

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

on for trust among team members. Notice how each trait focuses on interactions among teammates.

Open Expression -- Every member team needs ongoing opportunities to express her thoughts regarding the team’s purpose, process and procedures, performance, and personality. From the team’s get-go, the team leader can

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

initiate every individual’s chance to speak to the team’s actions. A truly effective leader insures that even the quietest member is heard (and so becomes increasingly comfortable speaking up). The more continuously everyone on a team has chances to express openly, the more every one grows used to speaking freely and t

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

being heard. Open expression quickly becomes everyone’s pleasure, and not just the leader’s responsibility.

Information Equity -- When it comes to information relevant to the team and the team’s function, the rule must be “all for one and one for all.” Information available to one team member must be av

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

ailable to all members. The secret this trait is in its process. Standardized practices for sharing information equally are simple. A few minutes setting up a team email address and holding a five-minute update each morning are two examples. These can establish everyone-gets-to-know-what-everyone-gets-to-

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

now behavior patterns. Trust level rises when no one fears that she receives less information than others.

Performance Reliability -- We trust people we can count on. We count on people who do what they say they will do when they say they will do it. Conscientious work on the first two traits produces r

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

sults in the third. Open expression and shared information enhance team members’ performance reliability. Open communication can place everyone’s performance cards on the table: strengths and weaknesses, confidence and fears. Equal information allows everyone to know what and how every other team member contributes to

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

uccess. This knowledge produces shared support, praise, and assistance. What is more team-like than that? When expectations of every team member are up front and open, every team member strives to perform at full force for the good of the team.

TIPS FOR TEAM TRUST

The following five tips support the id

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

a that Open Expression, Information Equity and Performance Reliability grow from how well a team communicates within itself. These tips are for the team leader and every member of the team.

1. Talk the Talk. Take responsibility for role modeling Open Expression. Don’t be afraid to share information about yourse

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

lf. Encourage others to do the same. Keep at it.

2. Build the Pattern. At team meetings and water-cooler chats, establish the tell-and-ask pattern. Share information about your work and ask questions about your teammate’s work. It takes a bit of repetition to anchor the pattern. It’s worth it.

3. Distribute to Discus

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

. Make it team belief that one reason for distributing information to everyone is so that it can be discussed. “New data” can be a constant agenda item at meetings. “What do you think?” can be a constant question among team members.

4. Make Good News. Usually people want to complete work rather than fulfill roles. Not

.

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

much to say about one’s role. Much to share about one’s work. Create opportunities for people to comfortably share good news about the work they perform. (Bulletin boards, email news, lunch discussions, for example.

5. Use a Constructive Question. Have your team adopt a specific question that does two things: directs

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

ttention to the team’s purpose and stimulates communication. The question can be an icebreaker at team meetings, a common follow-up to “Hi! How are you?” in the halls, a regular element in team reports. Example questions: What progress have we made? What have we done that makes us proud? What obstacles have we overcome

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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Imagine if your company was filled with workers that were 100% devoted to its success – workers who would go through anything and everything to ensure your competitors had no chance of defeating you.

You may have heard that California is the land of the nuts, fruits and flakes and no where is that more apparent than in San Francisco where big dummies with Utopian Liberal views attempt to tell everyone else what to do.

Regardless of what you think you know about your current numbers, get them in front of your face every morning like a hearty breakfast. When you start your morning off right, you will be equipped to make decisions and take actions towards hitting your numbers the rest of the day.

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