Active Advising

Morunda is not only a recruitment firm, but also a source of information for candidates in the pharmaceutical industry who care about their careers. We strive to develop our best advise along all stages of the career development stages.
Written By: morunda | Posted in: Active Advising, Human Resources, We care, Your career

The Medical Affairs Director needed me to find the right kind of talent for a specialized field medical role; Medical Science Liaison (MSL). A key phrase he repeatedly used has since come up in the subsequent discussions I’ve had with Medical Affairs professionals looking for great talent for their teams; “Scientific Credibility”.   Read More >>

Written By: morunda | Posted in: Active Advising, We care

I sat across the table from a leading HR Pharma director and was spellbound by his insights into the human psyche. “How did he do it?” I asked myself and soon posed the question: “What makes you such an effective negotiator and closer of deals?”   Read More >>

Written By: morunda | Posted in: Active Advising, Hiring Authorities, We care, Your career

I left the recent NAPS conference angry and frustrated after listening to Don Schmincke defiantly explain that success in our companies is not about mastering processes, metrics, goals, or strategic analysis. Hadn’t I just filled three exercise books with notes on exactly that, ready to fly home to Japan to change the face of recruiting? Read More Wasn’t the NAPS conference all about the processes of recruiting, content, metrics, scripts, function, industry specialization, and location?  Not to Schmincke — he indicated that these are important but are not the main drivers of our businesses. I now had more questions than answers. Why had I started my own firm eight months earlier? What was our mission at our new company, Morunda KK? What was our dream, our purpose? Was I crazy? Schmincke spoke of Viktor Frankl from his book, Man’s Search for Meaning. Frankl, an Austrian neurologist and psychiatrist as well as a Holocaust survivor, observed human behavior as a prisoner in Nazi Germany’s concentration camps. He discovered that it was those people that had a dream, purpose, and passion that survived the concentration camps, and those that didn’t perished. [embed width="640" height="360"] [/embed] Don Schmincke had rekindled the desire that had led me to recruiting ten years earlier. I started to dream and imagine in a way I had not done for a long time. The words of Og Mandino (The Greatest Salesman in the World) sprang to mind, “I’ll greet this day with love in my heart for this is the greatest secret of success.”  Passion and love drive profits, not processes.  Our attitude determines our achievements in life and in business. Passion always triumphs. It’s Not the “How,” It’s the “Why” It is not the “How” that drives revenue; it is the “Why.” The “How” is all around us; once we know “Why,” the rest is easy. Don Schmincke described how people need “drama” and if they don’t have it within their companies then they will naturally create drama. Organizations, according to Schmincke, need a compelling saga and a battle cry that unites, motivates, and inspires companies. Great companies either have, or create, a great saga. For example, Japanese mining and construction equipment manufacturer Komatsu’s ongoing mission is to “encircle Caterpillar,” Coca-Cola’s aim is to put their product within “arm’s reach” of everyone in the world, and Rolex’s pitch states that they do not sell watches, they sell jewelry. What would be Morunda KK’s slogan? “Dreams not jobs?” As Steve Jobs said, “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.” Lessons from Rugby I learned the power of passion and enthusiasm at an early age. As a boy, my passion was Rugby League in Armidale NSW Australia. From the age of 5 to 18, we all played in rain, hail, or snow. Between the ages of 12 and 15, our team was undefeated locally. We were riding high. The last game of the year came around at a junior level, under 15s. We had easily defeated our opponents, Duval High School, two weeks earlier. This was going to be yet another pennant on the wall. However, the team we played that day was not the Duval we knew. Duval ran onto the field like men possessed, led by their captain Theo Anast (who later played 1st grade in Sydney and for France). They ran and tackled like seasoned pros and eventually won the match. We had no answer to explain their determination, passion, and self-belief. I would later learn that there was a dramatic backstory; they were sick and tired of being beaten up by the nearby school. Theo and his team taught me an invaluable lesson in life, that passion can defeat skill and talent. Enthusiasm, and having the courage to believe that the impossible is possible, will win the day. What are our dreams, passion, and dramas going to be? I left the conference dwelling on the haunting image of a mountain climber that Don Schmincke described; he was found dead halfway down the mountain with a camera in his pocket containing a triumphant picture of himself and his friends at the top of the summit. The goal achieved.  However, the climber’s edge, passion, and focus had now shifted. The goal was achieved and death was his reward. What is your compelling saga?

Written By: morunda | Posted in: Active Advising, Human Resources, Making the move, We care

We recently met a 42-year-old pharmaceutical employee who was promoted to commercial director of a European pharmaceutical company in Japan. In Japan, there is often a positive correlation between age and seniority. This gentleman was promoted because of his exceptional leadership ability. What are the characteristics of a great leader in Japan’s Pharmaceutical industry? Through qualitative observations, based on over 1,000 face-to-face interviews, Morunda KK has compiled the following eight characteristics of great leaders. Read More 1. Great leaders come in all shapes and sizes. The movie Money Ball (a true story based on Oakland A’s general manager Billy Beane) is about an attempt to put together a baseball club on a budget by employing analysis to acquire new players. In it, the management of the Oakland A’s focuses on the “look” of a successful ball player. The management made false assumptions based on preconceptions of what successful player should look like! Just as in baseball, success in business is about achieving goals and managing teams to achieve those goals. Great leaders focus on achievements and not on personal qualities such as education, gender, or ethnic background. The greatest predictor of future success is past performance. 2. Great leaders have character, and some are even “characters.” Regardless of this fact, strong leaders prioritize the greatness of their organizations and teams, rather than being in the spotlight. Their characters are shown through their actions and the way that they treat others. 3. Great leaders are wonderful communicators. In an interview, Warren Buffet once said that Dale Carnegie’s course, “How to Win Friends and Influence People,” changed his life. He mentioned that his certificate from the course hung proudly in his office, while he wasn’t quite sure where his degree from Colombia Business School was. Great leaders can make the complicated simple and share with enthusiasm and urgency. They understand that communication is a two-sided coin, with one side silent and the other listening. This is what Steven Covey describes as empathetic listening in his book, The 7 Habits of Highly Effective People. Empathetic listening means listening with the intent to understand and not just waiting for the other person to be quiet so we can have our turn. 4. Great leaders are focused. Superior leaders have a laser-like focus. They know what the priorities are and have the concentration needed to do whatever it takes to get the job done. They understand the Pareto principle, also known as the 80–20 rule or the law of the vital few. This principle states that, for many events, roughly 80% of the effects come from 20% of the causes. They focus on the 20%. Great leaders are able to analyze their business and focus their energies on the 20% which will give them the greatest return on their investment of time and resources. 5. Great leaders are generous with both their time and resources. They understand that building a team takes time and people do not respond well to the carrot and stick school of management. They empower their people with autonomy and the necessary resources to accomplish their goals. 6. Great leaders are passionate. They are able to instill in their team the core belief that they will win. They unify their teams around a common goal. Enthusiasm, passion and a positive attitude are their calling cards. 7. Great leaders admit their mistakes and take responsibility. They freely admit when they are wrong and immediately seize upon their own mistakes and those of others as teaching opportunities. They welcome learning opportunities and know that the road to success is paved with the stepping stones of failure. 8. Great leaders are constantly learning. They understand that a leader is made and not born, and that the skill of leadership is learned and fostered by reading, listening, and associating with people who inspire and uplift them. Great leaders are made; the characteristics of leaders who shape the Pharmaceutical industry of Japan have been learnt over time. We all have the ability to lead whether it is on organization of one or a company of thousands. If we are fortunate enough to lead a team then one thing is certain, people are watching our behavior far more closely than they are listening to our words. Perhaps the German literary genius Johann Wolfgang von Goethe said it best, “Behavior is a mirror in which everyone displays his own image. [embed width="640" height="360"][/embed]

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