A groundbreaking framework based on 200+ years of collective biopharmaceutical leadership experience, revealing how Manager Once-Removed (MoR) executives become authentic and credible leaders.
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Built on research from executives across organizations ranging from <20 to 110,000+ employees, with advanced doctoral degrees and <10 to 25+ years of industry tenure.
Clear understanding of leadership responsibilities and delegation
Empowering teams with appropriate independence
Building trust and unified teams
Acting decisively under uncertainty and tension
Clear, audience-appropriate expression
Developing self and others
Personal resilience and integrity
How you show up—your executive presence and the perception others have of your leadership
How you serve—balancing stakeholder needs, organizational priorities, and ethical responsibility
How you grow—building capability in yourself, your team, and your organization
This framework isn't theoretical—it's grounded in comprehensive qualitative research of biopharmaceutical executives at the critical Manager Once-Removed level, the leadership nexus between strategy and execution.
Our research reveals that leadership in biopharma is not about personality traits or innate charisma. Instead, leadership experiences emerge when executives act within specific conditions using particular competencies.
Insights spanning organizations from:
Startups (<20 employees) to Global Pharma Leaders (110,000+ employees)
Covering roles across R&D, Commercial, Regulatory, Manufacturing, and Business Development
Discover your leadership strengths, identify development areas, and understand how you show up as a leader in your organization.
Get immediate insight into your leadership profile
Understand your unique leadership patterns
Clear next steps for your leadership development
Most pharma executives enter as subject matter experts—scientists and clinicians—not trained business managers. This framework provides the practical structure they need to lead effectively.
In an industry facing unprecedented complexity—regulatory pressures, innovation timelines, and stakeholder demands—leaders need more than personality. They need competency and commitment.
Leadership isn't a trait you're born with—it's a phenomenon that emerges when the right person exhibits the right behaviors in the right situation.