MARKSS HEALTHCARE

Tranining on Leadership based on Invictus Movie! "A leader... is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind." – Nelson Mandela

Every child is a bundle of dreams and possibilities. Let’s nurture their innocence, celebrate their laughter, and guide them toward a bright future. Happy Children's Day to the little stars who make the world a more beautiful place!

Happy World Pharmacists Day! 🌍💊 Today, we celebrate the dedication and expertise of pharmacists worldwide, ensuring the safe and effective use of medicines for healthier communities. Thank you for being on the frontlines of healthcare and making a difference in countless lives.

Hiring Alert! We're looking for an HR Executive to join our growing company!

Nature is our lifeline, and it's time we give back. Plant a tree, reduce waste, and cherish the beauty around us. Every effort counts!

The Paradox of Creative & Logical Thinking: A Professional Insight Early in my career at Procter & Gamble —20 years ago—I participated in a training session on creative and logical thinking. This experience profoundly influenced my approach to coaching, facilitation, consulting, and decision-making, and it continues to shape my professional practices today. In any meeting, you'll find a blend of personalities: some pushing for creativity to challenge the status quo and view problems from new perspectives, and others who ground their approaches in reality, focusing on constraints like bottlenecks, budgets, and timelines. Both perspectives are critical, and balancing them can depend heavily on the objectives at hand. Essentially, meetings are often a clash of these diverse styles and needs. The core concept behind integrating creative and logical thinking lies in recognizing that these mental processes are distinct and require different handling. For instance, during a creative phase, it's counterproductive to shut down ideas by saying, "We've tried this before and it didn't work." Instead, this phase should be about exploration—considering the needs and challenges from various stakeholder perspectives and asking "What if" we had unlimited resources? Conversely, logical thinking focuses on converging towards feasible solutions. It involves identifying bottlenecks, barriers, and practical constraints, and determining actionable steps within our control. This cyclical process of divergence and convergence doesn't just happen between creative and logical phases; it also occurs within each phase. For example, even within a creative brainstorming session, there is a rhythm of exploring broadly (divergent thinking) and then narrowing down (convergent thinking) to specific creative ideas that are worth further exploration. Sam Kaner's concept of the "Groan Zone" from his Facilitator's Guide to Participatory Decision-Making (2014) illustrates this well. It's a phase that teams naturally enter when transitioning between creative and logical thinking, and managing this phase effectively requires skilled facilitation. In my own practice, whether it's in one-on-one coaching, team coaching, or during facilitation sessions, understanding how to sequence these thinking styles effectively optimizes both the process and the outcomes of meetings. By embracing both the divergent and convergent phases, we pave the way for more innovative and practical solutions. 🔵 Divergent - Creative Thinking - Explore What are the needs of different stakeholders/users? What’s the challenge? What’s the challenge of the challenge? What if we had all the money/time/resources? 🔵 Convergent - Logical Thinking - Focus How can we make this a reality? What are the bottlenecks? What are the barriers? What are the limitations (budget/time/resources)? What can we do in our circle of influence?

As you know well by now, I enjoy creating or finding models which explain complexity at work. These models can be used in a variety of settings from strategy & implementation workshops, to leadership development programs or soft skills training. In this post, I review the ADKAR model of change management. The ADKAR model of change management was developed by Jeff Hiatt, the founder of Prosci, a renowned change management research and advisory firm. Introduced in 2003, the ADKAR model stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. Hiatt designed this model based on extensive research into the factors that influence successful change initiatives. 🔍 Awareness: The first step to successful change is creating awareness of the need for change. ADKAR helps leaders communicate the "why" behind the change, aligning the team with the organization’s vision and goals. When everyone understands the reasons for change, resistance is minimized, and buy-in is maximized. 💡 Desire: Change is more effective when employees have the desire to participate and support it. ADKAR emphasizes the importance of fostering a sense of ownership and personal motivation among team members. By addressing the "what's in it for me?" question, leaders can ignite the intrinsic motivation that drives commitment. 📚 Knowledge: Providing the necessary knowledge and training is essential for equipping employees to perform their roles in the new environment. The ADKAR model ensures that your team has the information and skills needed to navigate the change successfully, reducing uncertainty and increasing competence. 🛠 Ability: Beyond knowledge, the ability to implement new skills and behaviors is critical. ADKAR focuses on practical application, ensuring that employees can effectively translate their learning into action. Leaders can support this by providing resources, time, and opportunities for practice. 🎯 Reinforcement: Sustaining change requires ongoing reinforcement to prevent regression. ADKAR highlights the importance of recognizing and rewarding progress, celebrating successes, and continuously reinforcing the benefits of the change. This helps to embed the change into the organizational culture. There is no perfect model that covers 100% of the complexities of change, especially considering that much of change is about the mindsets and habits of individuals!

15 Signs of a Toxic Manager #marksshlc #managementupdate #Pharmaceuticals #PharmaIndustry #PharmaNews #PharmaLife

Toxic management behaviours can destroy all good initiatives. Avoid these seven and replace them by seven Healthy Management Habits. You’ve probably experienced it—or done it, and often more than once: toxic management behavior. It destroys all good initiatives, kills motivation and engagement, and can lead organizations to the edge of the cliff… or beyond. To recognize toxic management behavior, this list of seven types by Jakob Bovin is a useful tool. It describes seven of the most toxic management behaviors we may witness in our organizations. And, what is more, he also offers seven alternatives by flipping the behaviors 180 degrees. Let’s call them the Seven Healthy Management Habits. They are: EMPOWER EMPLOYEES: Encourage autonomy and trust employees to take initiative, fostering innovation and job satisfaction through ownership of their work. SHARE INFORMATION TRANSPARENTLY: Keep lines of communication open, sharing necessary information to ensure everyone is aligned and can contribute effectively to the team's goals. VALUE EMPLOYEES HOLISTICALLY: Recognize employees as individuals with unique contributions, promoting a culture that values personal well-being alongside professional achievements. SERVE AS A GUIDE: Understand leadership as a behaviour focused on guiding and inspiring others, not just holding a position of authority. TREAT EVERYONE EQUALLY: Ensure all employees feel valued by offering equal opportunities for recognition and advancement based on merit, fostering a fair and inclusive work environment. UNITE AND STRENGTHEN THE TEAM: Foster a collaborative environment that encourages teamwork, strengthening trust and cooperation among team members.