As part of our Leading Women series, we highlight the professional challenges and career aspirations of the women we work with. In this story, Wang Li, Senior Vice President of Eli Lilly, shares her experience in building a team of 30 people to 400 people as a big partner of Lilly’s global pharmaceutical system, and boosting the transformation of Lilly China to challenges from policy changes. Looking back on your past work experience, could you share your stories of success with us as a leader? As a leader, I've perceived and experienced various challenges in my work life, as well as many achievements worth celebrating.Personally, there are two aspects of achievements that stick in my mind and make me proud: one is my work and the other is my team.In terms of work, we once needed to speed up Lilly’s drug development to cater to the changing drug development environment in China, making our clinical operating model more suitable for the needs of clinical research in China. In both aspects, I have participated in the whole process of revamping the clinical operating model. We used to carry out outsourcing experiments with our partners. And now, we and our partners complement each other to promote the development of clinical research. This has also made us who we are today, a team in the entire Lilly system that is highly appreciated by the company, a team that researchers are willing to work with, a clinical operating team that external talents would like to join. All these achievements stick in my mind and make me feel grateful.作为一名领导者，回顾您的过往工作履历，您有什么样成功的故事可以跟我们分享的吗？ 作为领导者，在我的职场生活当中会感知到和经历到很多挑战，也会有很多值得庆祝的成功。从我个人来看，让我记忆犹新，也是非常值得骄傲的成功可以分为两个方面，一个是在工作方面，还有一个是在团队方面。在工作方面，当时为了迎合了中国药物研发环境的变化，我们需要推动礼来公司新药研发的速度，让我们的临床运营模式更加适合中国临床研究的需求。在这两个方面我亲自参与了整个临床运营模式的改革过程。我们曾经是和我们的合作伙伴一起做外包性实验。而现在，我们和外包公司，你中有我，我中有你，共同促进临床研究发展。这也造就了我们今天，能够成为整个礼来体系当中总部所非常欣赏的一个团队，我们研究者非常愿意合作的一个团队，外部的人才非常愿意加入的一个临床运营团队。这方面走过的道路让我觉得记忆犹新，也觉得非常庆幸。那么另外一个成功，我觉得特别值得自豪的是我们在团队搭建上面所做出的努力。在过去几年当中，礼来中国的药物研发团队是从几十人激增到几百人。我们团队培养了很多的骨干力量。他们都是从当时个体的贡献者，成长为今天团队的领导。他们从技术人员转化成能够带团队打硬仗，即有技术也有管理才能的人才。我觉得在这个过程当中，我和他们一起成长，也非常庆幸和教育他们的成长。What challenges have you encountered while succeeding in dealing with people and work? There were lots of challenges. We tackled each challenge with our firm faith. Difficulties are only temporary and there are always solutions.In retrospect, the biggest challenge we encountered was the reform of China’s pharmaceutical policies in 2014 and 2015 with higher standards being set based on the requirements of the National Medical Products Administration in contrast to prior negligence. This is the “7/22 Storm”. To meet the latest requirements, our clinical development relies on our cohesive team, needs the understanding of the headquarter and must pass all the GCP inspections.It was a painful period of time full of pressure, but we finally got through. Several years ago, every time there was a GCP inspection, everyone was nervous. We didn’t know whether we could pass or not, what findings would be found and whether the registration in China would be influenced or not. But now, our team is excited about the inspection, like preparing for a big fight, and our field colleagues will join to tackle it. Such a challenge is a training and growth opportunity for the team.在对事和对人方面的成功背后，您遇到过什么样的挑战呢？ 挑战还是很多的。面对每个挑战，都需要有坚强的信念走过来。挑战都是暂时的，总会有解决方案。我回想过去这么些年来，最大挑战还是在2014，15年中国药政改革的这阶段。我们药监局对于临床研究的要求，从原来放任自流到高标准，也就是所谓的722风暴。为了让我们的临床研究能够满足最新的要求，我们需要靠团队的凝聚力一起承担，需要总部的理解，需要经历所有GCP核查的考验。那个阶段中经历了很多痛苦，团队也是面临很大的压力，但是我们终于走过来。数年以前每次有GCP核查的时候，大家都非常紧张，不知道能不能过，不知道后面有什么会有被核查发现，是不是会影响到产品在中国的注册申请。而现在，我们的团队每次有核查的时候，都有迎接大战的兴奋感，而我们一线的同事也能直接上战场来处理这个挑战。这样的挑战其实对团队来说是个历练的过程，也是一个成长的过程。There is always faith behind every challenge. What is the faith that supports you to face these challenges? The faith contains 3 parts.Firstly, I have confidence in my team. Whatever the standards are, we have confidence in meeting the highest. We believe in ourselves and our team is equipped with the capabilities to get things done.The second is the awareness of best- and worst-case scenarios. Even the worst scenario occurs, it still should be an acceptable one for us. We are striving for the best with an acceptable worst, so we have confidence in controlling the range.And the last part is the recognition and support from people around you, including your managers, colleagues and the ones outside the company, which is also the power that can support you through the difficult period. I remembered that it was when I happened to be visiting the headquarter that I said that it was difficult and very challenging. But my manager replied that every task was challenging, we believed that you could overcome. After hearing that, I said nothing and kept working hard.每一个挑战背后都是有信念去支撑的，是什么样的信念支撑了您面对这样的挑战？ ？ 我想这个信念可以分成三个部分来讲。首先是对于自己团队能力的信心。无论是有新的标准还是旧的标准，我们还是有信心按照最高的标准来做事。我们相信自己有能力，我们的团队有能力把这件事情做好。 第二个，是对于可能出现的最好的结果和最差的结果的预期。即使是最差的结果，也要是我们可以接受的结果。那我们是在最差的结果上争取最好的结果，所以对这个范围的把控也是信心所在。第三点就是周围人，包括是你领导、周围的同事和外部世界对你的认可和支持，也是能够支撑你走过艰难过程的力量。我记得当时我正好是在总部访问，我说这事情很难，我觉得很有挑战，那我在总部的领导说任何事情都是会有难度，我们知道你可以战胜挑战的。然后我什么话都没说，回来继续努力。What qualities do you think are most important in leadership? When it comes to leadership, I think that four qualities matter most. Firstly, as a team leader, you must have a clear organizational goal, which is recognized by your team as well as yourself, that we all want to work for and achieve together. The second important quality of a leader is to do it yourself and set an example for the team members. Only in this way can the team members feel that they are not alone. Therefore, “setting a good example” is a crucial quality.Thirdly, as a leader, you not only need to do things together with the team, but also ignite the team, unleash your team’s potential and maximize their talents and contributions.And at last, you, the leader, have an obligation to let your team members be successful, let them realize their career development and let their performance transform into career success. And then personal career success will also transform into the cultivation for the whole team. In this way, you can work, lead and build a team seamlessly, taking the leading role.作为一个领导力方面的话，您觉得什么样的特质在领导力当中是最重要的呢？ 说到领导力的特质的话，我觉得有4个方面可以来说的。 首先作为带团队的人，你必须有非常清晰的组织目标。这个目标必须得到自己以及团队的共同认可，是我们大家每个人都想努力的目标，是我们作为大团队共同要实现的目标。 第二点我觉得作为领导者要有一个非常重要的特质：能够身体力行，亲力亲为，能把自己的行为变成团队成员的楷模。团队成员这样能知道自己不是都孤立的。因此身体力行做好表率也是很重要的一个特质。从第三点来说，作为领导的话，你不仅是带着团队在做事，而是要点燃团队，激发出团队潜能，让他们能够最大化他们的才能，发挥自己的贡献。第四点，作为领导你有成就团队成员的义务。能够成就他的职业发展，通过他工作的成绩，转化成他在职业上的成功。然后个人的职业成就，也会转化成对于整个团队的培养。这样的话做事、带人、搭团队才能一气呵成，实现引领的作用。As a female leader, what are your advantages in management? In my career, I have no particular perception that women and men are different. We are very fortunate to live in China, where women are highly valued. We often say that “Women hold up half the sky”. In pharmaceutical companies, women hold more than half the sky. As a result, I’m unimpressed with female leadership. It was until I joined a week-long female leadership forum at the headquarter which dissected the differences between male and female leadership from various aspects and talked about female leadership advantages that I realized that we female leaders had lots of benefits to perform in China where the gender balance is comparatively better. Instead of overcoming disadvantages of female leadership, I’d rather focus on the unique advantages. First of all, a female leader has an acute mind and perceives better. Therefore, the agility emphasized in the VUCA era is very suitable for female leaders. Secondly, it’s pointless to say that one gender is good and the other is bad. Men and women have their own advantages. Men are more independent and competitive, while women have better interpersonal skills. We prefer to work together to achieve goals, so it is easier to do well in the teamwork. Thirdly, since women are more empathetic and willing to put themselves in others’ shoes, they are able to perceive the emotional changes when leading teams. They can go beyond work, are able to consider different perspectives, and support the needs of team members through empathy. So, this is also a special advantage for female leaders. With our special advantages, we female leaders can develop leadership that is different from that of men, making us more approachable and appealing.您作为一个女性领导者，在管理方面会发挥哪些优势呢？ 其实在我的职业生涯当中，我没有特别感知说女性和男性有什么区别。我们非常幸运能生活在中国，女性非常受重视，因为我们常说女性能顶半边天。在药企当中其实女性顶大半边天。所以每次说到女性领导力的时候，我是特别无感的。直到我有一次去参加总部为期一周的女性领导力论坛，从各方面来剖析男性女性领导风格的区别。讲到女性优势的时候，我才意识到，在男女性比较平衡的中国，我们女性还有很多的长处可以发挥。与其说要克服女性领导力当中的一些不足的地方，我更加愿意说女性领导力有很多特别的优势。 首先作为女性领导，对事情的敏锐度感知度都会比较强。所以在VUCA时代当中，我们强调的敏捷性，是非常适配女性领导者的。第二个我认为，男女性没有谁好，谁不好，两者都有各自的优势。男性可能更加独立自主，有竞争性。女性在人际的连接方面会更好。我们更愿意是和人一起做事情实现目标，所以更容易在团队的合作中发挥好作用。 那么第三点，女性的同理心会更强，换位思考的能力更强。所以领导团队时更能感知到团队的情绪变化。超越工作本身，能够换位思考，通过同理心的发挥，支持团队员工的需求。所以这也是女性的特别优势。女性以自己的优势来发展和男性不同的领导力，让我们变成更加有亲和力，更加有号召力的领导者。As a successful female leader, do you have any advice for our new female professionals? I would like to say that a woman leader is firstly a leader and then a woman.Keep reminding yourself that never limit yourself by your gender. To realize your dreams, to maximize your advantages and don’t be influenced by unimportant factors.那么作为成功的女性领导者，对于我们一些新加入职场的一些女性职场人来讲，您有什么建议给到她们吗？ 会说对于女性领导的话，首先我们要说我们是领导，然后才是女性。第二个，要提醒自己，永远不要因为自己的是女性而给自己设限。你的梦想你以是去实现，你的优势可以去发挥，而不是说因为其他的各种各样因素，自己影响了自己。 Annie ShenSenior PartnerAsia Pacific, ChinaThis interview was conducted by Annie Shen, Senior Partner at Page Executive. With Master Degree in both Biological and MBA, Annie Shen, Senior Partner of Page Executive, focuses on hiring C-level talent and providing talent advisory services in Healthcare and Life Science industry. She has more than 10 year’s recruitment experience in the industry, and has already hired more than 100 talents for multiple companies, including CEO, COO, CMO and other management roles.沈女士拥有生物医药硕士和工商管理硕士学位，在米高蒲志集团旗下高管猎寻业务Page Executive 担任高级合伙人，专注于医疗健康与生命科学领域企业高管招聘及人才解决方案咨询业务。在招聘行业有逾10年工作经验，为医疗行业企业招聘数百位人才，包括首席执行官、首席运营官、首席医学官等高层管理职位。Partner with Annie Shen to strengthen your senior leadership team.
