You won't believe what happened to me yesterday. It started as a normal day at work, attending the Pharma Exchange event at Genentech with around 50-odd people. The leadership team was sharing valuable insights about the organization. Then, the floor opened for questions. Hesitant at first, I raised my hand, asked what to expect as a summer intern, and sought tips for myself and my fellow interns. The CEO and leadership team provided amazing advice, but that’s not the point. The event ended, and I went back to my desk. Soon, people began reaching out to appreciate me for raising my hand and asking the question. When ten people mentioned it, I realized it wasn’t just those 50 people in the room – 30,000 people had seen me ask that question. How did I find out? I reached out to the leadership panel, introducing myself, thanking them for their insights, and requesting a coffee chat. That’s when a Senior VP responded, telling me how impressed the panel was and that now, I have a network of 30,000 people I can potentially have coffee chats with. To everyone out there who thinks building a network is just about sending LinkedIn invites and having thousands of followers – building a network takes effort every single day. It takes courage to leave an impression in the room. You have to be humble and ask for opportunities. My experience taught me never to be scared or hesitant to ask a question in a room full of people – even if you gain just one good connection or none at all. Always be curious, ready to learn, and ready to adapt. These are the values my Dad instilled in me, and I thank him every day for giving me the courage and confidence to step forward. P.S: Just a fun picture of me and my fellow interns having fun!! Abhishek Dharmashekar Nigar Valiyeva
Shriya Arora’s Post
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did you know? We have been lucky to welcome over 30 students those past five years to do internships with us. Some like Yahel, Ferran, Sebastian and Fiorela joined the team full time after their internships. Others went back to university like Lucía who went to Harvard University, Adrien and Maite went back to finish or start their medical school. A few decided to join consulting firms like Matteo who joined Bain & Company (and got promoted manager recently), Mandy who joined Gartner, Himanshu who joined McKinsey & Company, Caterina who joined OWT - a Swisscom company, Alla and Cristina who joined IQVIA or Alfonso who joined Inventa. Others pursued their careers in investment like Sanchita who joined SAGANA or in finance like Marta who joined Morgan Stanley. Others chose the industry like Samantha who joined Novartis, Albert who joined ISDIN, Alexia who joined Nordstar Medical, Nicole who joined Greenlight Re. While some decided to be entrepreneurs and founders to tackle unmet needs themselves like Lucía who started YouShift, Mariana who just launched Joona, an app to access health information, Paolo who joined Antler or Lesley who co-founded Cambridge Femtech Society. We are very proud of each one of them, even if we didn't mention them all here, of their career development and the impact they are having in the different routes that they chose. #wearenina
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Good perspective on what it takes to be a CEO.
In 2006, during my summer internship, Kevin Sharer, the then CEO of Amgen, was invited to speak at McKinsey's New York office -- he was an alumnus of the Firm. After his talk, someone asked him, "What is the hardest part of being a good CEO?" He said, "Some jobs require you to think at a 60,000-foot level. You think about strategy, competition, and all the big picture stuff. Some other jobs need you to think at the 6-foot level -- you get into an incredible level of detail. "A CEO has to be able to operate at the 60,000-foot level, at the 6-foot level, and at every level in between. And you have to be able to make these transitions nearly instantly -- sometimes from one meeting to another. "This ability to effortlessly move up and down the ladder of abstraction is one of the hardest things about a CEO's job." As the CEO, one moment, you might be figuring out why the assembly line is breaking down. The next moment, you might be looking at entering a new market. Nothing is off the table. The higher your ambition, the wider the range of issues you should be willing to grapple with. Some people have depth. Some have breadth. If you want to be a leader, you need both. 😊 *** At HabitStrong, I offer programs for calm productivity, digital de-addiction, and building focus: www.habitstrong.com
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Principal Learning Consultant - Knowledge & Skills | Mentor | Industry4.0 | IQ + EQ | ex-Nokia, Oracle, Connectiva Systems, NIIT
Excellent example Rajan Singh of a 'T' shaped employee, wherein the noticeable trait is the elasticity with which one can move and anchor on points of interest and attention on both dimensions - the horizontal (zoom out / 60,000 ft) and vertical line (zoom in / 6 ft) making it up! Good to know of such professional grooming philosophies when in the academia itself - start as a 'V' shaped (6 ft at start simultaneously adjusting binoculars towards 60,000 ft) and get chiseled on the way to a 'T' shaped. #ProactiveToWin
In 2006, during my summer internship, Kevin Sharer, the then CEO of Amgen, was invited to speak at McKinsey's New York office -- he was an alumnus of the Firm. After his talk, someone asked him, "What is the hardest part of being a good CEO?" He said, "Some jobs require you to think at a 60,000-foot level. You think about strategy, competition, and all the big picture stuff. Some other jobs need you to think at the 6-foot level -- you get into an incredible level of detail. "A CEO has to be able to operate at the 60,000-foot level, at the 6-foot level, and at every level in between. And you have to be able to make these transitions nearly instantly -- sometimes from one meeting to another. "This ability to effortlessly move up and down the ladder of abstraction is one of the hardest things about a CEO's job." As the CEO, one moment, you might be figuring out why the assembly line is breaking down. The next moment, you might be looking at entering a new market. Nothing is off the table. The higher your ambition, the wider the range of issues you should be willing to grapple with. Some people have depth. Some have breadth. If you want to be a leader, you need both. 😊 *** At HabitStrong, I offer programs for calm productivity, digital de-addiction, and building focus: www.habitstrong.com
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In 2006, during my summer internship, Kevin Sharer, the then CEO of Amgen, was invited to speak at McKinsey's New York office -- he was an alumnus of the Firm. After his talk, someone asked him, "What is the hardest part of being a good CEO?" He said, "Some jobs require you to think at a 60,000-foot level. You think about strategy, competition, and all the big picture stuff. Some other jobs need you to think at the 6-foot level -- you get into an incredible level of detail. "A CEO has to be able to operate at the 60,000-foot level, at the 6-foot level, and at every level in between. And you have to be able to make these transitions nearly instantly -- sometimes from one meeting to another. "This ability to effortlessly move up and down the ladder of abstraction is one of the hardest things about a CEO's job." As the CEO, one moment, you might be figuring out why the assembly line is breaking down. The next moment, you might be looking at entering a new market. Nothing is off the table. The higher your ambition, the wider the range of issues you should be willing to grapple with. Some people have depth. Some have breadth. If you want to be a leader, you need both. 😊 *** At HabitStrong, I offer programs for calm productivity, digital de-addiction, and building focus: www.habitstrong.com
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Global Early Talent Recruiting- Program Management - Emerging Talent- Early Careers - Campus Recruiting - Internships - University Recruiting - Talent Management - Talent Acquisition
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🌟 **Reflecting on an Incredible Journey** 🌟 As I wrap up my time mentoring two outstanding interns at AstraZeneca, I can't help but feel an overwhelming sense of gratitude and accomplishment. This experience has truly been a turning point in my professional journey, giving me invaluable lessons on leadership, mentorship, and personal growth. This experience wouldn’t have happened without the environment that AstraZeneca provides, supporting it’s people and their development, fostering an environment where growth is not just encouraged but celebrated. The guidance and opportunities I've been given have sharpened my leadership skills in ways I never imagined. Being a mentor to these two talented individuals has taught me so much about motivating and guiding others—a reminder that leading is as much about learning as it is about teaching. I'm also incredibly fortunate to have had Hamza Jaraden and Meera Daghash through this journey. Their commitment to learn, passion, and enthusiasm for every task was beyond impressive. I feel lucky to have played a small part in their journey, and I can’t wait to see what you achieve next! The lessons and experiences I've gained over the course of this internship have profoundly shaped me, not just as a professional, but as a person. I look forward to applying everything I've learned to new challenges, and I’m excited to continue growing with this incredible team. Here’s to future successes and a never-ending pursuit of excellence! 🌟💼 #Gratitude #Leadership #Mentorship #Growth #Internship #AstraZeneca #BrightFutures #LeadershipJourney #TeamDevelopment #ProfessionalGrowth
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Psychologist | Author | ICF Certified ACC Coach | Founder at LetsDRIVE | Certified BPS Level 1 & 2 Test User | Advocate of Cognitive Diversity & Total Inclusion
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LinkedIn Top Voice ‘24 • Amadeus • ESSEC • Trusting my instincts and sharing what I learn along the way
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Head - US Customer Engagement
4moThanks for your question Shriya Arora! I hope you have a great summer at Genentech!