Success in today's corporate world isn't about what you know; it's about how you lead, influence, and build trust in an increasingly complex environment. The Success Guide: How to Thrive in the Corporate Environment provides a comprehensive framework for advancing your career at every level, from individual contributor to executive leader.
Written by a veteran pharmaceutical executive with four decades of leadership experience, this guide breaks down the essential components of corporate success into actionable strategies. You'll learn:
⢠How to foster trust-based relationships with colleagues and staff
⢠How to cultivate emotional intelligence and self-awareness to strengthen leadership
⢠How to build high-performing teams through trust and accountability
⢠How to navigate regulatory and operational complexity without compromising results or burning out your employees
⢠How to align vision, mission, and culture for sustained success
The book's five-part structure takes you through the fundamentals of human thinking and behavior, individual success principles, team development strategies, and advanced leadership techniques. The final section is a case study on how to apply these principles in a pharmaceutical manufacturing plant with a heavy regulatory burden.
This book provides proven strategies for creating a trust-based culture and maintaining superior performance through real-world examples.
Success in today's corporate world isn't about what you know; it's about how you lead, influence, and build trust in an increasingly complex environment. The Success Guide: How to Thrive in the Corporate Environment provides a comprehensive framework for advancing your career at every level, from individual contributor to executive leader.
Written by a veteran pharmaceutical executive with four decades of leadership experience, this guide breaks down the essential components of corporate success into actionable strategies. You'll learn:
⢠How to foster trust-based relationships with colleagues and staff
⢠How to cultivate emotional intelligence and self-awareness to strengthen leadership
⢠How to build high-performing teams through trust and accountability
⢠How to navigate regulatory and operational complexity without compromising results or burning out your employees
⢠How to align vision, mission, and culture for sustained success
The book's five-part structure takes you through the fundamentals of human thinking and behavior, individual success principles, team development strategies, and advanced leadership techniques. The final section is a case study on how to apply these principles in a pharmaceutical manufacturing plant with a heavy regulatory burden.
This book provides proven strategies for creating a trust-based culture and maintaining superior performance through real-world examples.
âAs a Man Thinks, So Is Heâ
Proverbs 23:7
I was standing in an empty, untilled cornfield next to the Zambezi River
in Zambia when the leaders from the local community told me they
were worried about starvation in the coming year because the spring rains
had been poor. From my engineering perspective, I asked politely, âWhat
about taking water from that river to irrigate these fields?â
Their reply shocked me as they revealed that the âriver godsâ would not
allow it, and besides, there were crocodiles in the river. I tried hard not
to disrespect their beliefs, but I could see that their traditions, fears, and
beliefs were going to affect their survival, not the lack of rain.
For many years, I have been fascinated by the question, âWhy do people
behave the way they do?â This question comes to mind most often when
peopleâs behavior is self-destructive or counter to advancing their own
careers or lives. Over the course of my career, I have hired many intelligent,
skilled, and experienced people, only to find out after a year or two that they
cannot manage their own emotions and, worse, they cannot appreciate
other peopleâs emotions or concerns.
Looking back, I see that I mistakenly hired people based solely on their
technical skills and experience without seriously exploring their emotional
maturity, or emotional intelligence, as it ismore often called. At onepoint,
I had to let one senior leader go because he spent so much time arguing
with his peers instead of negotiating solutions to the problems they faced.
His poor emotional intelligence resulted in stalled projects and increased
costs. Much of the popular leadership material tries to capture the essence
of emotional maturity in action without defining the core principles and
connecting these with the way the human brain works.
Our conscious mind consumes a lot of energy when engaged in focused
thinking. The subconscious mind uses learned programming to execute
85 to 95 percent of what we do on a day-to-day basis. The subconscious
uses much less brain energy than the conscious mind, so it frees up
energy for the conscious mind to focus on whatâs important. For example,
when we were learning to ride a bike, there was a lot of intense conscious
mind engagement. However, once learned, riding a bike becomes almost
automatic, and the conscious mind is free to focus on riding safely in traffic.
The conscious mind is engaged when we make rational decisions, learn
something new, or solve a problem. This is referred to as our cognitive
function or our rational mind at work, as it demonstrates our reasoning
and focused thinking capability. However, we do not have to engage our
rational minds to walk, breathe, chew our food, or blink our eyes. The
subconscious does that automatically. Likewise, once we learn the keys on
a piano or a computer keyboard, we do not have to think about which key
to hit as we play or type.
There are many attempts in literature to describe the unconscious mind,
the subconscious mind, or the emotional mind. These are different
names for what goes on below the awareness of the conscious mind, and
they are essentially the same, but discussed with different distinctions
for emphasis. Generally, we are completely unaware of what is going on
with our subconscious mind. However, what is commonly understood
is that the subconscious is the storehouse of all that we have learned
and experienced in life. It is like a vast database of experiences, stored
memories, and automatic skills. It also processes information much faster
than the conscious mind. [1] As a result of having access to such vast data,
the subconscious plays a key role in decision-making, pattern recognition,
intuition, and creativity. It also governs multiple processes simultaneously
and is a master at multitasking.
By comparison, the conscious mindcan only hold a limitednumber of items
in working memory. Depending on how complex an item is, the conscious
mind can only hold five to nine items (or chunks of information) at any
one time [2]. Also, the conscious mind cannot truly focus on more than
one thing at a time. It cannot multitask. Instead, it performs task-switching,
which increases the cognitive load, consumes more mental energy, and
reduces efficiency. More often than not, attempts at multitasking also
increase rates of errors and mistakes.
The subconscious mind also accepts everything that the conscious mind
tells it as true. [3] As such, it becomes the source of unconscious bias, as
well as attraction and motivation. It is active all the time and never sleeps,
as it governs all metabolic activity, including heart rate, breathing, and
digestion. It is the source of our dreams and the seat of our emotions. In his
book, Thinking, Fast and Slow, Daniel Kahneman describes the different
roles of the subconscious mind and the conscious mind, referring to them
as System 1 (subconscious) and System 2 (conscious). [4] He comments
that the automatic operation of System 1 relies on associative memory and
continually works to build a âcoherent interpretation of what is going on
in our world at any instant.â It is hypervigilant for anything that may be
threatening.
In his classic work, âEmotional Intelligence,â [5] Daniel Goleman focuses on
the subconscious as the repository of all emotional experiences, referring
to the subconscious as the emotional mind and the conscious mind as
the thinking mind. I have found this distinction useful when addressing
problematic workplace behavior, as there is usually an important
emotional element involved. As a result, throughout this book, I will refer
to the subconscious as the emotional mind in contrast to the conscious or
thinking mind.
As the logic of the subconscious or emotional mind is associative in nature,
it communicates via feelings and images that relate to stored experiences and
memories. As a result, it is often inexact and can interpret a circumstance
that is similar to a stored experience, as if it were exact, and then drive a
reaction that may not be appropriate.
In the following chapters, we will explore unconscious beliefs and how they
drive our behaviors, such as why we do what we do. We will also review how
to engage the rational mind versus the emotional mind, and the role that
fear plays in our everyday experience and behavior.
How Our Thinking Affects Our Work
After many years of observation and study on why people behave as they
do, my conclusion is that it all comes down to how we think or, many times,
how we act without thinking. There are many potential situations where
our emotional mind can take control and shortcut our ability to respond
thoughtfully in the moment.
While consulting, I worked with many senior executives at startups who were
facing significant challenges. At one client company, I attended a leadership
meeting where the President of the company and the CEO disagreed on how
to solve a critical problem. I cannot remember the nature of the problem, but
I will never forget the red-faced shouting match that these two had in front
of the other senior leaders of the company. This was a classic case where
they were both âhijacked by their biologyâ [6], and nothing good came of it.
These types of non-thinking reactions are well-documented in much of the
Emotional Intelligence literature and represent the natural fear response to
anything that threatens our identity, ego, or status.
It is typical to interact with a broad range of people when working in a corporate
environment. As a result, you will encounter all types of personalities and a
broad spectrum of people who think differently from you.
In the early 20th century, personality tests were developed to identify
soldiers in World War I who might be susceptible to shell shock (known
today as PTSD). The development of business-oriented personality tests began
rapidly after World War II and has proliferated dramatically since
then. Today, most of the business world has embraced these tests in an
attempt to improve teamwork, reduce conflict in the workplace, and
provide insights for leaders. There are many critics and proponents of
these tests, but I believe they provide value by highlighting the differences
in how people think and, therefore, behave.
Relatively early in my career, I was introduced to the Myers-Briggs
personality test in an off-site meeting. I do not remember all of the four-
letter combinations that make up that system, but I recall what happened
after my colleagues and I received our analysis. We were grouped based on
the letter combination that resulted from our individual assessments. As a
strong Type A personality, I joined the ENTJ group. Then, each group was
asked to list what they wanted from the other groups. My type A group
asked the people who were in the ESFJ group (the sensitive people) to âjust
stay out of our way.â I was more than surprised that they were genuinely
hurt by our request. We thought we were being polite by recognizing we
didnât want to ârun them overâ in the effort to get things done! They,
however, felt disrespected and devalued.
That was the first time it registered with me that not everyone thinks like
I do! Understanding different personality types and how their thinking
processes are structured became very intriguing. Of course, people have
their strengths and weaknesses, and every personality type has pros and
cons. The important thing is to understand your own thinking style and
those you work with.
Currently, there is a lot of talk about the importance of diversity, but not
enough emphasis on diversity of thought. Assembling a team with diverse
perspectives can result in conflict if not managed properly. However, when
trust and respect are established, such a team can tackle a problem from
different angles and build on one anotherâs input. As a result, the solution
can be far superior and more creative than that produced by a team with a
similar mindset.
When I was hired at Amgen, I was asked to start a new department called
Engineering and Construction, as the company had new facilities it needed to
build, including offices, labs, and manufacturing plants. After making
my first few new hires to staff this department, I realized they were all
Chemical Engineers, like me! I made a commitment to recruit engineers
from different disciplines before I hired another Chemical Engineer. I
needed to have electrical, mechanical, and civil engineers in addition to
the few chemical engineers I had already hired. Even though they would
all be project engineers, their different backgrounds would complement
one another, especially in dealing with the diverse problems and everyday
challenges all projects inevitably experience. From that early time in my
career, I realized the significant value that can be realized by having people
with different backgrounds and experiences working in harmony.
In terms of personality traits, some people are introverts, while others
are extroverts. Some people are more sensitive than others. Some are
risk-averse, and others, not so much. Some are enthusiastic, and others
are more skeptical. Some of these characteristics may be genetic, but the
experiences in life drive a large portion of why people think and behave as
they do. I found the Results Pyramid, popularized by Roger Connors and
Tom Smith in their 1999 book Change the Culture, Change the Game, [7]
very insightful. Their discussion of how beliefs are forged out of experience
is a key learning for leaders.
Peopleâs actions and behaviors are shaped by their beliefs. Thatâs why it is
important to understand what your people believe, as this determines their
actions. Those beliefs stem from how they interpret their experiences.
One example is employees working in manufacturing who are recognized
and rewarded for meeting production targets. This experience forms the
belief thatmaking a product is their most important task. This could morph
into the belief that meeting their production target, no matter what, is
correct, irrespective of required procedures or potential impacts on quality.
This happened in one plant where the leader of a team responsible for a
key manufacturing process deliberately violated established procedures
and misrepresented production data to hide what he and his team were
doing. When this was discovered, the leader and the majority of his team
(those who were complicit) were all fired.
Manufacturing pharmaceutical drugs must be done consistently by
following established, validated, and approved Standard Operating
Procedures (SOPs). Failure to do so can lead to severe consequences for
the operation when discovered, including product recalls and regulatory
actions by the FDA. Failure to follow these procedures is often unintended
and usually due to misunderstandings or mistakes. These situations almost
always have straightforward solutions. However, on several occasions
in my career, it was determined that a failure to follow SOPs was done
intentionally or in an effort to hide mistakes. Apparently, the individuals
involved believed they could do the job better by not following the SOP.
In such cases, letting the person go for cause may be a necessity, depending
on whether the violation was flagrant and intentional.
The key lesson is that a pharmaceutical operation must be able to
completely trust the employees who work there to be honest. If a mistake
is made, the individual must report it to their supervisor. Then, it can
be dealt with according to established quality procedures. If a mistake is
made and the person attempts to hide it, they jeopardize their job. Having
a coworker fired for trying to conceal an honest mistake is a powerful
experience for everyone in the organization. It is not done lightly and only
after a significant investigation.
Ask yourself, âWhy would anyone try to hide a mistake if it could cost
them their job?â
I believe it is an emotional response to not wanting to look incompetent
to their peers or supervisors. In this situation, the person is not thinking
rationally but is letting their actions be driven by their emotional mind.
Assuming it is not intentional, an honest mistake is usually correctable and
forgivable. Mistakes always have an associated cost, either in lost time or
lost material. This is true in any industry, but is especially problematic for
the pharmaceutical industry, as the cost of lost material can be significant.
Though no one should ever be fired for a mistake, hiding a mistake is a
breach of integrity that cannot be tolerated when one is in the business of
making lifesaving drugs.
Several years ago, I was introduced to an intriguing concept called
âmetacognition.â This is a fancy word for the idea that you can consciously
think about your own thinking processes. It involves self-awareness and
self-regulation, enabling you to evaluate not only what you are thinking but
also how you are feeling and why. This is a reflective practice that engages
the rational mind to analyze your thoughts and emotions in the context of
what is currently happening.
In practice, metacognition allows you to ask yourself critical questions such as
⢠âIs what I am thinking and feeling aligned with the reality of this
situation?â
⢠âDo the emotions I am feeling make sense, given what is currently
happening, or am I being influenced by some past experience?â
Suppose you find yourself feeling upset or even angry during a team
meeting when a teammate asks a question about the data you just presented.
You may be tempted to respond defensively or angrily. However, taking
a breath and thinking about why you are feeling this way in the moment
is metacognition at work and gives you the space to realize the question
was asked to understand the data, not to challenge it. Additionally, you
may realize you were stressed by the argument you had that morning with
your teenage daughter. This kind of reflection leads to greater emotional
regulation and gives you the ability to respond to such a question with an
appropriate explanation, not an emotional reaction.
Research shows that metacognitive skills are linked to enhanced learning
outcomes. Leaders who employ metacognitive strategies can foster a
culture of reflection and growth in the workplace, encouraging their teams
to critically evaluate their thought processes and emotional responses. This
can lead to more constructive communication, better conflict resolution,
and a stronger team dynamic.
Ultimately, metacognition is closely aligned with emotional intelligence
(EQ), which will be explored in more detail in the next chapter. What you
need to know now is that both concepts emphasize self-awareness and the
ability to understand oneâs own emotions and thoughts. By developing
metacognitive skills, individuals can enhance their emotional intelligence,
leading to more thoughtful and deliberate actions rather than reactive,
emotion-driven responses.
Success Factor Summary
Understanding how we think and how our subconscious influences our
behavior is vital for personal and professional growth. The interplay
between our emotional mind and conscious reasoning shapes our actions,
often in ways we are only partially aware of. Embracing diversity of thought
and fostering an environment where different perspectives are valued will
enhance team dynamics and lead to better results. Remember that our
thoughts shape our reality. By transforming our thinking, we can transform
our actions, leading to a more fulfilling and productive life both personally
and professionally.
Reflect on the insights shared in this chapter, and take a moment to assess
your thinking patterns and the beliefs driving your actions. Consider how
you can apply emotional intelligence in your professional interactions.
Challenge yourself to engage in reflective practices, asking critical questions
about your thoughts and feelings in various situations.
Key Takeaways for Chapter 1: How We Think
1. The Impact of Beliefs on Behavior: Peopleâs actions are largely
driven by their beliefs, which are formed through their experiences and
how they interpret them. Understanding what your people believe is
crucial to influencing their behavior and achieving desired outcomes.
2. Emotional Intelligence is Essential: This chapter highlights the
value of emotional intelligence (EQ) in leadership and workplace
interactions. Many leaders focus solely on skills and experience, and
overlooktheimportanceofemotionalmaturity.Leadersmust recognize
that emotional responses can often override rational decision-making,
often nullifying the value of both skill and experience.
3. The Subconscious vs. Conscious Mind: The subconscious mind
is emotionally based and handles the majority of our daily actions
automatically. It also significantly influences our decisions through
emotions and past experiences, both good and bad. In contrast, the
conscious mind is engaged in focused thinking and rational decision-
making, but is limited in capacity and cannot multitask effectively. The
best decisions are made when the rational mind works seamlessly with
the subconscious mind tomake thoughtful decisions that are informed
by previous experiences.
4. Diversity of Thought: The value of diversity in a team goes beyond
demographic factors and should include diversity of thought and
experience. This variety enriches problem-solving, innovation, and
creativity. When people from different backgrounds and disciplines
combine their efforts, truly creative and even surprising solutions can
be born.
The Success Guide: How to Thrive in the Corporate Environment is an amazing business handbook divided into five parts. Part one focuses on how our thinking influences our behavior and therefore our ability to succeed. This part starts with a strong personal anecdote. Edward Bjurstrom was standing in a cornfield in Zambia when the leaders from the local community told him they were worried about starvation since the spring rains had been poor. Bjurstrom proposed a solution which required taking water from a local river to irrigate the fields. The reply from the community shocked him as they revealed that the âriver godsâ would not allow it. The author tried hard not to disrespect their beliefs, but could not understand how they could let their traditions affect their survival to this extent. I wanted to highlight this example, because I think Bjurstrom chose the perfect anecdote to illustrate the question every person has asked themselves at a certain point in their life: âWhy do people behave the way they do?â. The Success Guide explains that a good employee does not just need intelligence, skills or experience, but also has to be able to manage their emotions and take in consideration the emotions and concerns of others. Emotional intelligence is a key factor when it comes to thriving in the workspace.
Part two of this book covers principles that can assist in being more productive and successful such as asking good questions, embracing failure and resolving conflicts. After focusing on the individual, Bjurstrom uses part three as a success guide for teams. Part four is about leadership and the final part, part five, zooms in on pharmaceutical manufacturing.
I really enjoyed how after every chapter there is a short summary of key takeaways which make it easier to use this book as an actual guide. I also appreciate that Bjurstrom dedicated an entire chapter to maximizing performance in an uncertain and overwhelming environment where we have to deal with a huge daily flood of information. I personally do not work in a cooperative environment, but highlighted so many parts which I cannot wait to implement in my personal daily life. This really helps to streamline my productivity. I also loved the quotes at the beginning of each chapter by for example Ronald Reagan or Churchill. This brings even more structure to this guide and also serves as an extra inspirational message.
I can recommend this to anyone who wants to strengthen their leadership qualities or wants a guide on how to achieve their personal goals more easily.