In a certain point of your career, you could have the chance to lead others. Either a student, a small team, or a whole department: you would want them to follow. Leading experts Marleen Gaillard (Owner, MG Life Science), Charlotte Kluit (Business Unit Director Gilead Sciences and Anne Vogel (Clinical Molecular Biologist in Pathology) and Haifen Hu (Director, Hyphen Projects) guided us through their tips, tricks, and experiences in this TOPX event.
We started the meeting off in fruitful breakout sessions, sharing the experiences and challenges of TOPX members. TOPX network consists of a diverse mix of junior and senior positions, discussing different leadership styles and when to (finally) ask for help.
The first talk was by Marleen, the owner of MG Life Science Coaching & Consultancy. Sheshared her insights on leading people versus managing processes. “A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” Generally speaking, people follow when they know, like and trust you. Next to her own insights, Marleen shared a great book tip on cultural differences (Culture Map, by Erin Meyer). She also showed us the importance of controlling your inner voices: if you know your saboteurs you know how to beat them. Interested? Take the saboteur assessment (via: positiveintelligence.com). According to her own words, Marleen as people pleasing, avoiding hyper-achiever can certainly recommend it.
The meeting was continued with the interview of Charlotte Kluit, by Anne Vogel. Charlotte is leading the Cell Therapy Business at Kite Pharma, a company working on CAR-T cell therapies. She showed the power of knowing your team members. Especially in life sciences, it is easy go get caught up in the data and facts, but it is important to also be open to the relationship building and spend time on this matter. Someone in the audience asked for advice on how to communicatie a decision that you know your team will not appreciate. There are in fact some decisions that Charlotte doesn’t necessarily like herself. She showed that it is very important to not forget the preparation and the after care. Know your team members and call people vulnerable for the message before or after a decision is publicly communicated. She sees herself as a buffer to protect her team members from external hurdles and encourage them to excel. She also showed the value of daring to ask, whether it is asking for feedback, support, or sponsorship.
For those still climbing the ladder: Charlotte acquired and improved her leadership skills not only by learning on the job (raise your hand when someone asks!), but also by asking for feedback regularly. This could be done by asking 5 people from different hierarchies about yourself and how you are perceived by others. Next to this, it can be greatly insightful to think about how you would act in the position that you endeavor – what would you do if you were the manager in a certain situation? I think we would all be very lucky to have, or better: be, a leader like Charlotte.
After this session, the audience was left energized and with inspiration, and ready to network in the network carrousel.
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