Sanjeev Thohan

One of the keys to success that I have found in my own work and also teaching others in mentoring is - to be flexible. Often times what we do is that we have a messaging in mind that we are comfortable with, but to the audience that we are presenting, this may not carry the type of clarity and impact that it does with ourselves. I’ve seen over the years that there are many people who are resistant to this change because they believe that the audience should bend to their idea rather than making the idea more palatable to a broader audience. In this resistance to adapt, we often see failure of campaigns to raise capital and/or awareness for the idea.

One of the things that I found helpful in this kind of brainstorming is to bring in things like the ChatGPT platform. The AI module was able to suggest a breath that I necessarily would not have considered on my own. I was able to leverage the breath to create a more impactful message that I may have done on my own. So the orthogonal and asymmetric that outside influences like an AI program can bring sometimes are better than the diversity of thought that we can have in a room with our colleagues and friends. Like anything else you can ask for ideas and then use the ones that appeal to you or think that they’re going to appeal to the audience.

In the realm of startup Pharma, there is the ever present dilemma of funding sources, and large cash infusions very early in the discovery process. This is where STTR, SBIR and nondilutive funding from granting agencies can really assist. We often find that in these kinds of lean times we will make different decisions, than we would if there is ample (I know most of you will never have enough money). I found that designing on a budget often creates a very lean and approachable proof of concept rather than creating something that is “perfect”. It’s not to say that we will not be attentive to quality and speed, but sometimes asking a simple question. Will get you a more powerful answer than anything else?

I agree, wholeheartedly. Without proper market research what ends up happening is that you become that enthusiastic person at a party who talks endlessly about something so esoteric that you just lose interest. Just imagine if that enthusiasm were directed at something that had a real basis in actual need and fact. The key in mentoring this kind of person or team is going to be incremental moves like you would move a cruise ship rather than moving a zodiac. Having to realize that it is going to take time and effort needs to be communicated on both sides. Concrete examples of why and where energy should be put is going to be a key driver in defining a new direction.

I’ve found that active listening and some deeper questions will help to reveal the Pitons through which they have threaded their climbing rope. I use this example because often it’s not easy to release what seems to be secure for the unknown. Pointing out the pitfalls and a safer/better way is always beneficial. Plan the new journey so that can see it. Don’t be Vague. Be FIRM. Be Strong. Be Supportive. As always - Understand the Audience and what they need to hear for change.

Being honest with teammates is always the best policy. Thant said being mindful and creative with suggestions to deal with the situation that they are in. Offering experiences and navigation pointers can be helpful. I’ve used this technique in difficult conversations when change is imminent and can lead to cuts. It’s what’s helpful to have job introductions for your team. This mandates being involved and aware of the job market and opportunities or new directions based on the individual preferences and interests.