Blog and Media

Every pharmaceutical leader understands the pressure of execution. Strategies are carefully developed, processes are refined, and performance goals are clearly defined. Yet despite this structure, results often fall short.

It’s a cycle employees recognize all too well, and they see right through it. The truth is that engagement and leadership buy-in can’t be manufactured with slogans or restructurings. They’re earned or lost through everyday leadership behaviors.

When managers recognize the importance of energy, they shift the focus from just hitting targets to creating conditions where reps can perform at their best. That change not only protects against burnout but also helps teams sustain motivation and deliver consistent performance in the long run.

In a recent conversation with a former pharma CEO, we reflected on just how much the industry has shifted. He began his career in the early ’90s as a sales rep at one of the largest companies, a time when relationships drove prescriptions and product differences were minimal. Those days are long gone.

Walk into any sales organization and you’ll see a familiar pattern. Top performers are celebrated and stretched with new opportunities, while struggling employees receive extra coaching to get them back on track.

The assumption is that if someone has been a manager before, they don’t need training. But skills aren’t validated beyond an interview, and those hires bring gaps with them. Meanwhile, internal talent gets overlooked.

Deadlines, pressure, and constant change are part of leadership in every industry. When the heat is on, technical expertise and training matter — but what truly holds a team together is trust. Trust is the foundation of leadership. Without it, nothing else sticks.