Send us a text

Building high-performing teams in life sciences requires understanding how neurodiversity can be an advantage and designing work systems that enable different brain types to collaborate effectively.

• A high-performing team continues to function when everything around it has fallen apart
• Star players can become crutches that mask underlying team issues
• Life sciences faces unique challenges: financial pressures, outdated technology, layoffs, and pervasive lack of trust
• Teams often develop learned helplessness after years of having initiatives rejected
• Only 10-15% of people are needed to drive revolutionary change in an organisation
• Traditional management approaches fail because they don't account for individual differences
• Standard practices like the "feedback sandwich" often backfire depending on neurotype
• Creating concrete team habits that normalize desired behaviours works better than abstract training
• Tracking waste can give teams agency and hope while improving processes
• Many come to life sciences wanting to make a difference—reconnecting to this purpose is powerful

If you'd like to learn more about building high-performing teams in life sciences, reach out to Nehama Katan at wickedproblemwizards.com or find Rajesh Anandan at team-x.ai.

Support the show

________
Reach out to Ivanna Rosendal

Join the conversation on our LinkedIn page