The EuroVoice is the newsletter I edited for 4 years for the HBA Europe chapter

1. The EuroVoice October 2010 THE MANY FACES OF PASSION

2. The EuroVoice October 2010 The President’s Voice The Healthcare Businesswomen’s Association (HBA) now exists since 1977 as a global not-for-profit organization dedicated to furthering the advancement of women in healthcare worldwide. 14 chapters and affiliates throughout the U.S. and in Europe do support efforts. Behind those chapters and affiliates are hundreds of dedicated members (women and men) that passionately serve and support the organization to its successful growth. I want to dedicate this issue of the Euro Voice to spend some time on recognizing some of those people and their passion for HBA. Passion drives us in everything we do, it is the force behind us giving our best in aspects of life that matter to us, it makes us show that we care and are committed. It is what keeps us going even when we are tired, what makes us stay long hours in our work, or dedicate our free time to our favorite cause. Passion is the subtle link that bonds the volunteers of HBA, men and women who believe in the importance of creating a better place and bigger space for women in their work environments and ultimately in the world. Passion makes us feel proud for achievements of our fellow colleagues and happy to have a community to share our own achievements with. On September 27 we had the first HBA meeting in Zug, Switzerland, hosted by Amgen AG and co-sponsored by Janssen Cilag GmbH. 60 Participants discussed Personal Leadership Styles and how diversity is key to success. -Continued next page- HBA Europe Board of Directors 2010 President: Friederike Sommer, Founder Friederike Sommer Training & Consulting President elect: Jolanda Groenhuijzen, Managing Director, MyLanda GmbH Vice-President: Isabelle Buckle, CEO, InGen Biosciences Immediate Past President Barbara Gerber, Senior Director Client Services Europe, InterbrandHealth Treasurer: Gabriele Matthias, Research Associate, Novartis Research Foundation FMI Secretary: Sabine Aslan, Paris Chapter Mentor: Cathy Sohn, President, SHS – Sohn Health Strategies Directors at large Programs: Dragana Zivkovic Business Analyst, Novartis Pharma AG Mentoring: Britta Luescher, Corporate Citizenship and D&I Executive Animal Health, Novartis EuroVoice: Silvia Pellegrini, Client Services Director, Sentrix Global Health Communications Corporate Relations: Deborah Wong, Director CI, Novartis Pharma AD Advocacy: Cherie Faiella, Executive Director, Office of the Chairman, Ernst&Young LLP Talent Management:Gaia Piraccini, Managing Director, Mederis Marketing:YasminaEroglu, Associate Director Specialty Commercialisation, Novartis Pharma AG Women in Science: Christine Billy, Scientific Coordinator, Novartis Pharma AG; Linn Hjortsberh, Project Manager, Archimed Medical Communications AG PR: Ritalba Lamendola, Associate, Valeocon Management Consulting Join the Ranks Not a member yet…? Get Connected - Join today's leaders committed to professional growth for women. Get Involved - Gain powerful networking and leadership opportunities. Get Ahead - Take advantage of career enhancement & learn about industry issues and trends.For more information visit http://www.hbanet.org

4. How to transition from academia to industry

5. How to transition from one company to another or from a function to another

6. Boss/associate relationship and its impact on job satisfaction and career development

8. The EuroVoice October 2010 Burnout Syndrome: How to Recognize It by Sophie Jaeger, Ph.D, Study coordinator and Clinical Research Assistant, Pasteur Hospital, Colmar, France Basel, WIS event, May 11th 2010. Dr. Ida Niklson presented the features of the Burnout Syndrome, an emergent disease of our times. According to its definition , Burnout Syndrome is a state of emotional, mental and physical exhaustion caused by excessive and prolonged stress. It can also be defined as an experience of long-term exhaustion and diminished interest. It was first defined in 1974 as a “complex state of body and mind” resulting from failed adaptation of engaged persons to requirement of the workplace and/or private life. Core aspects of Burnout Syndrome are emotional exhaustion, depersonalization (everything is black around) and reduced performance ability. The original description was made on volunteers at social institutions, people known to be indeed very committed to what they are doing. When does engagement turn into Burnout? At some point, well-being, engagement, energy and efficiency of involvement turns into exhaustion, cynicism and inefficiency. In between, the person has the ability to cope with pressure and this ability is very individual. Burn out has earlier been thought of as ‘manager disease’, however nowadays it is recognized that it is much broader and involves equally people in very different life situations. How does Burnout develop? There are different types of stress: positive stress or eustress, that is useful and stimulates people to perform better and negative stress that causes permanent pressure and damages health. The body is able to physiologically adapt to short-term stress by increase of blood pressure, heart rate and respiration. This provides the energy required to get out of the situation. Facing longer-lasting stress, the body answers with longer-term resistance mechanism. Exhaustion represents the break-down of these adaptive mechanisms. Normally if stress disappears: the body goes back to normal baseline functioning; if stress continues: people develop different kinds of psychosomatic disturbances. If it continues far longer, it can cause a lot of serious diseases and not necessarily burnout symptoms. There are seven stages in Burnout development. The first warning signals can be very individual: increased engagement over time, decreased motivation for other activities and vegetative overreactions. Next steps are reduced engagement and emotional reaction with pessimist inferiority feeling, irritability and a negative self-image. Then, people display a decrease of cognitive activities with loss of motivation, memory disturbance, loss of creativity and problem to concentrate. Further they tend to show flattening of their emotional life and demonstrate indifference, avoidance, give up hobbies, put themselves down, have sense of failure, and could abuse alcohol and medication. The latest steps are psychosomatic reactions, muscle contractions, headache, eating disturbance, sleeping disturbance, etc. The final step can be depression and despair from which it is extremely difficult to get out. To conclude, Burnout is a complex set of behavioral changes and somatic symptoms.

9. The EuroVoice October 2010 Burnout Syndrome - continued During the question session , Ida was asked how to avoid Burnout? Her answer was “First be aware that it exists, take care of your life/work balance, do something else than only work, know your limits and if you're prone to Burnout”. There are typical personality traits which makes the person more prone to develop Burnout: engagement, the major one being high level of engagement. Only people engaged and willing to help, like nurses and people working in social institutions are specially prone to Burnout. Burnout develops not just at work, it also happens at home for people caring for their family. Young mothers have high rate of Burnout because they have their career, children, family, spouse etc to take care of. The social network, namely friends and family, are good in detecting the first signals of changes in your behavior. “Recognize this first alarm signal that something has changed in your behavior is extremely important. “When you are in the middle of Burnout, you don't notice it anymore”. Only a fraction of Burnout people seek help; so the real frequency of it is not available. At work, it touches mostly people in "sandwich positions", e.g. middle level managers to whom people who report to them are usually former colleagues but nevertheless with a boss giving orders they are forced to comply, even if in discordance with their personal beliefs. The last question was: How to cure from Burnout? Ida shortly advised to go to a psychologist and discuss the situation. Dependent on the stage of Burnout, the person will have to get out of work, and recover physically. Very often when people recover from a severe Burnout and are able to think on how they want to continue their life and work, they come to the conclusion that change in the workplace might be the best solution for them. IDA NIKLSON’S CAREER PATH With a Ph.D in Human Development Neuroanatomy, Ida spent 17 years at the Medical Faculty of Novi Sad University. She worked in nuclear medicine pathophysiology, specialized in pathophysiology and neuropsychiatry and taught Clinical Physiology as assistant professor. Thinking backwards, Ida always demonstrated high interest in publications of non-marketed drugs. She met a Clinical Research Associate from Organon and got involved as investigator in clinical studies. With a job offer from Organon, she started a second chapter of her professional life, working for pharmaceutical companies. There she had different roles, but always responsible for global clinical CNS clinical drug development. She relocated many times and presently Ida is Scientific Officer at Novartis. She found some commonalities in her career: always leading global positions in drug development in the CNS Therapeutic area, and always working in series of 7 years. The path required drive, interest, motivation and curiosity, decisiveness, trust in herself, hard work and energy. Ida had to learn from the different situations and be very determined. She mentioned that luck takes a part in one’s career and underlined the importance of preserving one own’s work/life balance: “you need to get rest and hobbies, and your family is also extremely important”! According to her: “every change is a change for better, even if you don’t see it immediately”. About stubbornness, Ida advised: “know what you want for the long-term, don’t get discouraged if the short-term is difficult”.

10. Euroleader’sVoice By Gabriele Silvagni Chair, HBA Paris - Events committee Director Client Services, Grey Healthcare Group Europe The EuroVoice December 2009 A dialogue on diversity and inclusion with Isabelle Pujol Founder and President of Pluribus Europe and HBA speaker at the ‘Authentic Leadership’ Event in Paris on June 29th. Diversity & Inclusion sounds like a popular topic for HR but isn’t it everyone’s responsibility? I am often challenged by managers about the fact that the diversity topic is perceived as the "fashion of the month" and everyone is overusing it! I simply believe that organisation and certainly senior managers understand that valuing diversity in the workplace by creating an inclusive working environment is more than just a nice thing to do but a real business imperative. When you want to build inclusion, you must carefully look at reviewing all HR management processes (recruitment, promotion, evaluation etc.) in a way that is bias free. So there is a rigorous work to be done to ensure meritocracy. At the same time, managers and employees must be aware of their own biases and behaviours as exclusion is most of time the result of ignorance. All should strengthen their inclusive behaviours. It is indeed a personal responsibility but at the same time it should be clearly stated as a key competence which is recognised and rewarded by the company. How does diversity and inclusion influence the way we operate? Diversity is a reality. It’s a reality because we are all unique and operate with a distinct frame of reference which we more or less share to varying degrees to others. This frame significantly influences how we perceive and relate to others, situations & events. Inclusion is actually an option. Inclusion should be embedded in the way we behave and we do business. However, individuals should go through a personal learning journey. All need to have the humility to recognize that managing and capitalizing on diversity is complex. Based on your experience, what are the key actions for leading or creating an inclusive organisation?I was among the first European diversity & inclusion managers as I started to focus on the topic in 1994. I have talked to many companies and run numerous benchmarking with high performing companies. 5 key insights have emerged from that experience: 1) the diversity & inclusion strategy should be led by the CEO of the organisation. It is a real business issue. Without a visible commitment from the top, the D&I strategy becomes just a nice initiative. 2) It is a long-term journey: the change doesn't happen overnight. Be patient. 3) There is no miracle recipe. Each organisation must understand and build their respective D&I business case and implement the strategy accordingly. 4) Resources and budget are critical. Otherwise the implementation is not sustainable. 5) An inclusive dialogue between the top and the bottom of the organisation should take place. It must led by the top but the top must also listen to the concerns raised at all levels of the organisation.

11. Euroleader’s Voice The EuroVoice March 2010 A dialogue on diversity and inclusion with Isabelle Pujol - continued Is diversity a strategic approach to improve performance? Many studies highlight that diverse teams are indeed improving the performance and the level of creativity of the team. This can only happen if the diverse team is taking the time to acknowledge, value and capitalize on the diversity of the team. Otherwise, a diverse team not well managed can create chaos and demotivation. Only inclusion is the differentiator. In the rapid evolution of our global society, companies must be in a position to respond to the spectrum of new risks and opportunities. Beyond inclusive and authentic leadership - How do you fuel your passion to new levels for inspiring yourself and others? Regaining my passion and sources of inspiration must start with a pause for reflection. A pause to reconnect with my inner self and my real voice. Many of us find that in the process of striving to succeed at work, we have developed only part of who we are while leaving vital aspects of ourselves behind. In the midst of substantial achievement we often report feeling empty, burned out or invisible. I often dialogue with other women and gain so many insights by hearing their stories. I am genuinely keen to hear and relate to others and share my passion. My passion is about building inclusion around me and creating bridges between people who are or feel different. It is important for me to "walk the talk". I have been inspired by Gandhi: "Be the change you want to see in the world" and Nelson Mandela "everything is possible". If you are authentic in your daily life and if your key values are visible and palpable, this passion can be transferred and can fuel your personal energy to support and help others. ISABELLE PUJOL’S CAREER PATH Isabelle Pujol has 20 years of experiences working internationally in global organizations, including 14 years of developing and implementing Diversity and Inclusion strategies at global, regional and national levels. She spent 17 years at BP in various roles including 10 years as a Diversity & Inclusion Manager. While at BP, Isabelle worked in various positions in Commercial, Internal Communication and Marketing at the BP Oil European Head Office. She chaired the BP Oil European Women’s Network to look at women’s advancement issues and introduced mutual mentoring and job shadowing programmes in Europe. Isabelle rotated through different roles, including D&I Manager for Europe and the Middle East, then member of the Leadership Team of BP Germany as the Diversity & Inclusion Manager to support and position D&I as a strategic value for cultural integration. She was instrumental in initiating the German Diversity Charter, launched in December 2007. Isabelle is committed to supporting men and women in fulfilling their full potential by understanding and valuing their respective differences. She also acts as the European Director for the Heim Group to promote effective communication between men and women and is the founder and President of Pluribus Europe, a consultancy firm committed to developing individuals, teams and organisations to succeed through diversity and inclusion. Isabelle lives near Brussels and is married with two children.

12. The EuroVoice October 2010 The Key Success Factors for Managing Virtual Teams by Sophie Jaeger, Ph.D, Study coordinator and Clinical Research Assistant, Pasteur Hospital, Colmar, France Basel, WIS event, May 11th 2010. Dr. Barbara Troup, Management Consultant and Business Coach presented on “how to optimize team and leadership performance in remote and virtual team settings”. During her 14 years in the pharmaceutical- and biotech industry, Barbara faced several challenges leading international and virtual teams. This long experience led her to build her own philosophy: “moving others by moving yourself”. With the aim to do what she likes, Barbara established her company Motionsquare, based in Lörrach, Germany. She splits her experience in 4 key areas: consulting, leadership, analysis and development, and team development. Due to growing globalization, the importance to diversify and work with other countries is crucial in business. Companies are now hiring people from all countries and international teams set up and grow everywhere. In parallel, advances in technology offer new solutions for those teams to get organized and new ways of working together. Virtual Teams are teams where members don’t sit in the same place. Even if they belong to the same organization, they work in different locations, or originate from different departments within the same site. They can also be home-based and work in a more flexible way. International teams have specific challenges; the main one is cultural diversity. Remote and virtual teams will become increasingly important in the future and will bring new additional challenges. Leaders and team members will have to overcome these challenges in order to optimize team performance. Communication is the most obvious challenge. Very often poor quality technology infrastructures (e.g. bad phone lines) make the communication even more difficult, sometimes virtual platforms are also not mastered by the leader himself. The most appropriate technology will have to be chosen according to the procedure. Team leaders should also create a code or rules telling when to use the phone, when to meet face-to-face. Virtual team members have limited face-to-face contacts, limited interaction. They show lower level of spontaneity and non-verbal communication is reduced when you don’t see the body language. All these elements affect the communication quality. Very often poor communication also stands for irrelevant, insufficient, not targeted, unequally distributed information. It is extremely important to deliver a timely and targeted information flow. Trust is a challenging goal for virtual teams. It is very hard to build trust over the phone. For example, if one thing is agreed and not done, nobody realizes why, maybe because the person had other more important things to do. One should trust each other and Virtual Teams have to struggle for the development of a certain level of trust. According to the usual high turnover (40%) within teams, to rebuild trust every time a new member joins, is getting difficult. Barbara explained us that moreover, “Trust tends to build easier between same cultural origins”.

13. The EuroVoice October 2010 Managing Virtual Teams -continued- Virtual Team identity is also very difficult to build. Common vision and goals, clear roles and responsibilities, all these elements contribute to strong team identity. Unclear goals are the major challenge for virtual teams: “Individuals remember their goals and, most of the time, don’t remember the team’s ones”. To have clear and defined team goals is one of the most important key elements for success. Conflict management is also very difficult in Virtual Team settings. The tendency to avoid conflicts comes with the lack of personal communication. This is reinforced by cultural differences. The use of English for non-native speakers also doesn’t help people to proactively manage conflicts. Diversity is another point to be considered in Virtual Teams, as well as in any other multicultural team. According to their originating countries, people react differently: some are more respectful towards hierarchy, others have a higher level of individuality, are very competitive or less comfortable dealing with uncertain things. This is the source of challenges to cope with. “You have to be aware of that, you cannot ignore it”. Very often leaders are not trained to face cultural differences and Virtual Teams. Barbara informed us that “Cultural trainings” are available to those who want to improve their management skills. Sex and age are other diversity factors to consider. Nevertheless, according to Barbara: “Diversity is also an opportunity!!!” She emphasized that it is really important for people within the team to understand that they are different. Leaders should make them aware of that fact, so that they can deal with it and synergize to boost the team performances. Virtual Team leaders have additional challenges to face. It is not easy to get the people all together. Some may need to travel, or have different working time frame. Similarly, it is difficult in a team meeting to integrate all participants and have them committed on the line, not reading emails in the same time or dropping out from the conversation. Leaders have thus to motivate their teams and bridge the distance and isolation of team members.Supporting motivation and trust within the team is one of the biggest challenges for a Virtual Team leader. Other requirements: planning, coordination and accurate monitoring of projects. It is also very important to ensure sufficient resource allocation to the team. The key success factors for Virtual Teams to perform at their best are to respect cultural diversity, display a high degree of self-management and self-discipline with respect to agenda, time management priorities, organization follow up. Team members should have a high level of intrinsic motivation, the willingness to work independently and result oriented. Also, a strong focus on communication with preset rules and good English, goal settings, responsibilities, objectives and milestones. A well-defined team identity and trust are crucial. Successful Virtual Teams Leaders are excellent project manager, result oriented, with good coordination. They have good personal skills demonstrating exceptional leadership to motivate the team, being a role model of integrity and trust, have excellent communication and negotiation skills, master technologies, appreciate individuals and acknowledge team performance. Moreover, they preserve trust and team identity by careful integration of new members.

14. The EuroVoice October 2010 A DOUBLE INTERVIEW ON PASSION Passion is the subtle link that bonds the volunteers of HBA, men and women who believe in the importance of creating a better place and bigger space for women in their work environments and ultimately in the world. We have interviewed two HBA members to find out what ‘keeps them going’. Gabriele Mathias Research Associate, Novartis Research Foundation FMI Denise DeMan-Williams Founder, Chairman and CEO, Bench International Tell us a bit about yourself, your role in business and how you first started getting involved within HBA. I am the Founder and CEO of Bench International. We are the oldest and largest woman-owned global retained Executive and R&D Search Firm in the world. I founded Bench in 1974, at a time when no women were found in board rooms and very few conference rooms. Back then, when I walked into a conference room or a board meeting, there was an assumption by many of the attendees that I was there to serve food, not to participate. The past 30 years have been a journey of passion and of pain, trying to change the “face,” and the “voice,” of the leadership making decisions on behalf of patients and consumers. The good news is that since founding Bench, over 30% of the talented leaders Bench has placed have been women and members of diverse populations. I started as a bench scientist (hence the name of our company is Bench). Very early in my career, I realized that I could make a much larger and more sustainable difference on the quality of patients’ and consumers’ lives by broadly and deeply supporting our client partners by bringing them the righttalent. A critical aspect to this has been to ensure that the companies lead with decision makers who mirror the people they serve. It has taken the better part of 30 years, however I can say that we are finally at the Dawn of the Era of Women Leaders. I am a Molecular Biologist based in Basel (Switzerland) and I work as research scientist at the Friedrich Miescher Institute for Biomedical Research, a basic research institute which is part of the Novartis Research Foundation. My first contact with HBA was a weblink on the Novartis intranet with Amy Rojas announcing that HBA will come to Europe. Just a few weeks later the founding meeting took place in Lucerne and Amy Rojas became the first president of the European chapter of HBA. I wanted to know more so although I could not attend the founding meeting, I took the next chance and went to the London meeting in May 2006 with the topic "Develop Your Brand. Promote Your Potential." This meeting and the participants left me very impressed and I decided to attend more events. My second HBA meeting was the “Healthcare2020.forum” in June 2007 at INSEAD. There I met several 2007 HBA Europe Board members and FriederikeSommer referred me to the founders of the “Women in Science” affinity group, Isabelle Buckle and Catherine Cornu-Artis. Back in Basel they kindly invited me to the first dinner of the “Women in Science” and from then on I became involved as a volunteer.

15. The EuroVoice October 2010 A DOUBLE INTERVIEW ON PASSION What aspects of HBA made you continue to stay involved? Gabriele: Being a bench scientist I am specialized and focused on my field of research, but I am also very interested in broadening my horizon and learning about different professional worlds. Throughout my life I have been an active volunteer. Thus, when the opportunity to volunteer with HBA presented itself, it was the perfect match. Starting in 2007 as an event organizer for the “Women in Science” events in Basel I became in 2008 Co-director of the “Women in Science” and HBA Europe Board member. In fall 2009 I was elected Treasurer and member of the Executive Committee. To be ready for the job, I then bought a few accounting books and completed a “Finance and Accounting” course at Wharton. I find volunteering to be a very rewarding experience bringing empowerment which does not stop with the task, but extends into all aspects of my life. But above all, the professionalism, the support and the friendship provided by my HBA colleagues are priceless. Denise: I joined the HBA over a decade ago because I believed then, and still do now, that this organization exhibits the bravery and the boldness to create a forum for women in healthcare that raises corporate consciousness and mitigates the lack of access for women. HBA does this by building a forum filled with passionate leaders who are steadily changing that “face,” and that, ”voice” in their own companies, top-down and bottom up. We women have very few role models to look to as our “horizon,” of what can be. In my tenure in this world, I want to see to it that women in healthcare have the same access to role models as our male counterparts have. On my watch, I want to ensure that women leaders are charting the course of corporate transformation in healthcare around the world. I believe the HBA has the passionate and dedicated membership to make this a realizable goal. “Hope lies in dreams, in imagination and in the courage of those who dare to make dreams into reality” (Dr. Jonas Salk, developer of the polio vaccine) “Care about the big picture, but love the detail as well” (unknown)

16. The EuroVoice October 2010 A DOUBLE INTERVIEW ON PASSION Can you think of some examples of passion that you have witnessed in other HBA associates? Denise: I happened to be working out of Bench’s Swiss office last year when Deborah Dunsire was kind enough to come for a Town Hall with the HBA members. Deb’s passion for mentoring and guiding women leaders is as differentiated and as profound as her passion for patients. I watched her speak her own truth around what it took to be standing where she is today. I watched the faces of all of the women in the room. There was such a palpable hunger for Deb’s guidance, for an understanding of how to create such a roadmap for one’s own career. I watched the lights turn on in the eyes of the women in that room. Gabriele: The list with examples of passion I have witnessed in other HBA associates is very long. I see true passion in the HBA’s staff members, in my fellow board members, our dedicated volunteers or in the participants at local events. The local event coordinators are real HBA “passionistas” and I admire how they put in their whole self, their time, energy, ideas and contacts in order to stage high quality local events for all of us to enjoy. I feel surrounded by passionate audiences at HBA’s large conferences, such the Annual Leadership Conference, the “Women of the Year” celebration in New York City and the Pan -European Leadership Conference. And each single member’s passion makes HBA the great organization it is. What comes to mind when you think HBA and PASSION together? Denise: The truth is I think about that night with Deb Dunsire and how many women were turned on to “what can be,” for themselves. There is such passion and such thirst for women to do more, to be more, to influence more and to impact more. I believe the HBA can be the vehicle to help women learn to take leadership flight. By creating momentum within the HBA constituency, by reaching out more and more to connect with women seeking to make a difference in their companies and their own careers, by creating venues like that Town Hall for role models to help guide women, the HBA is uniquely poised to change the “Face,” and the, “Voice,” of women leaders in healthcare. Gabriele: The best way for feeling the passion for HBA and to fully enjoy one’s involvement with HBA is to become active as a volunteer. You will be able to meet highly talented women and men, then work together with heart and mind for the common purpose to further the advancement of women in the healthcare world. No matter how much time you can give and in which area you get involved, being an active HBA volunteer provides you the valuable experience of acquiring and practicing new skills and developing your talents. To make it even better, you can do this in a friendly and non-threatening learning environment and at the same time develop long-lasting friendships.