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Finding Innovative Leaders

Problem Solving Style and Cognitive Diversity 

Chase Partners helps you find leaders who are comfortable pushing complex boundaries, who have emotional intelligence and soft skills, and who exercise vision and risk-taking in addition to their precise scientific knowledge. Cognitive diversity in the workplace refers to the wide variety of ways employees think and solve problems. Getting it right can pay big dividends, it terms of improved retention, engagement, and problem solving. Read Chase Partners interview with Business Leader 

Life sciences is an industry which thrives on innovation and companies innovate in different ways. Therefore, we believe it’s important that the way leaders themselves innovate need to be taken into consideration.  All individuals can be plotted on an innovation or creativity continuum between what is called “high adaptation” and “high innovation”. Leaders  at both ends of the continuum are creative, yet in very different way. People with high adaptation prefer to find solutions using established systems, whereas those with high innovation prefer to  find new and untested answers to problems. Each person's individual style is innate, such as eye color. Leaders with adaptive style are agents of stability and progress, whereas Innovators are agents of change and reactiveness.

No style is better than the other, yet certain situations call for a certain problem solving style for optimal results. Companies create their own individual innovation or problem solving climate and if a new leader has a similar style, they are more likely to thrive within their new environment.  This, will increase retention and the ability to solve problems. As part of an on-boarding programs, we work with both client and successful candidate to check alignment on crucial work areas and can offer additional coaching support on cognitive style, where appropriate, amongst senior management and new hires.  

Start-ups and emerging companies often rely on big companies for funding, robust analytics, and distribution and commercialization capabilities, yet they want to maintain their agility and autonomy throughout early development stages. Many entrepreneurs believe that large-company scientific executives are constrained by bureaucratic processes and rules that infringe on their creativity, so they try to limit big company  involvement in co-development contracts.


Chase Partners help bridge these bias by listening to candidates and clients desires and sharing what really counts to make a difference. 

Executive Recruiters

In the work we do as an executive recruiters, Chase Partners have found that both fledgling and established Life Sciences companies are challenged to identify and retain executives who can spearhead innovation within increasingly open business models. One reason for that is today’s need for leaders with stronger soft skills and self-awareness than in the past.  We at Chase Partners hone our search strategy to finding you skilled leaders with the emotional intelligence to adapt to both your company culture and your external partners.

Finding Innovative Leaders Who

Encourage Audacity

Develop Soft Skills

Cross Functional Boarders and Optimize Networking

Foster Fearless Innovation

On-Boarding Service for Game-Changers

While many organizations recognize the importance of investing in top-tier executive recruitment, the crucial phase of onboarding and ensuring a new executive's success is often overlooked. Research highlights the costly implications of executive failures, which can amount to 50 times a leader's base salary. An alarming statistic from an online survey of VPs shows that nearly 60% required six months, and about 20% took over nine months, to fully impact their new roles. Surprisingly, less than one-third received significant support during their transition, even though over 80% of this minority acknowledged the profound difference such support made in their early tenure. Fortune magazine further reports that around 40% of executives either changing roles or receiving promotions fail within the first 18 months.

Additionally, a global survey of CEOs revealed that 50% found driving culture more challenging than expected, 48% struggled with finding time for self-reflection, and 47% were surprised by the difficulties in developing leadership teams.

At Chase Partners, we understand that our responsibility extends far beyond the signing of a contract. We are deeply committed to the long-term success of our candidates and clients. To this end, we offer a comprehensive three-month onboarding service, designed to ensure seamless integration of new executives into their teams and roles. This service is a testament to our dedication to not only placing leaders but also supporting them in making a meaningful impact from the onset. Reach out to learn more about how our onboarding support can enhance the success and longevity of our executive placements.

Encourage Audacity

Finding Innovative Leaders

Who Encourage Audacity

In the fast-paced world of life sciences, transformative leadership is paramount. At Chase Partners, we recognize that the essence of innovation in drug and device development lies not just in ideas, but in the people who bring them to life. Our mission is to connect our clients with leaders whose primary ambition is to revolutionize patient care through groundbreaking medical advancements.

Our approach goes beyond conventional recruitment. We specialize in identifying leaders who thrive in innovative environments, those who lead by example, foster open dialogue, and cultivate a sense of collective ownership in projects. This leadership style is crucial in mitigating the common challenges of ego clashes and loss of focus, which often impede innovation.

Moreover, we understand that diversity and inclusion are not just buzzwords but critical components of a successful innovation strategy. Keeping abreast of the latest trends and shifts in D&I, we are committed to sourcing candidates from diverse backgrounds, enriching the creative and problem-solving capabilities of your leadership team. In collaboration with KAI, we offer assessments for candidates, aligning leadership teams swiftly with new strategic business goals and organizational culture. This ensures a seamless integration of leaders into your company's unique ethos.

At Chase Partners, we take pride in our extensive network of the most inventive leaders in the life sciences sector. These are the individuals who can adeptly navigate the intricate journey from development to commercialization of drugs and devices. Choose Chase Partners to connect with leaders who are not just part of the innovation process but are driving it forward.

Continuously Engaging

Chase Partners is continuously seeking to meet and engage with these new emerging innovative leaders, constantly building on our growing 
network with a specific focus with international companies setting up innovation life science companies from North America and across Europe with the goal to expand beyond.

Soft Skills

Finding Innovative Leaders

With Highly Developed Soft Skills

Guided by successful entrepreneurs, Chase Partners dig deep into the three questions that provide insight into an individual’s mind, heart, and gut:

  • (Mind) “What do you know?” The response should be brief, direct, and clear. If the candidate’s answer is long-winded and unclear, the candidate does not have the requisite self-awareness and knowledge that our client's seek in innovative drug development leaders.

  • (Heart) “Why do you do what you do?” The candidate’s response should be linked to the true mission of drug development; resolving unmet patient needs. Innovative leaders require personality traits that balance their passion and creativity with the requisite humility and fear to prepare for the obstacles and potential risks of failure.

  • (Gut) “How will you get up every morning to try again?” This question is about working in the face of adversity. The response will give insight into a candidate’s reasoning and ability to deal with the challenges of slow progress and to lead teams despite the potential risk of failure.

Effective Leadership

From our competency based interviews and confidential references, we seek to provide examples of effective leadership that  demonstrate our candidates ability to maintain an openness to changing paths as new interpretations of evidence are generated. Innovative leaders should never “fall in love” with one project or technology or assume that the current path is the best and only one toward a solution. They should demonstrate their ability to constantly seek quicker and more efficient solutions for unmet patient needs.

Big Pharma

Finding Innovative Leaders

Crossing Functional Boarders and Networking Experience

In the realm of executive search, identifying leaders capable of fostering innovative collaboration within established companies is crucial. These leaders must excel in breaking down communication barriers and building trust with smaller partners, creating an environment where big company teams are adept at navigating the delicate balance of confidentiality and collaboration. The goal is to share information beneficially, respecting privacy while encouraging open exchange.

A key aspect of executive search in this context is pinpointing leaders who can develop effective collaboration models based on interdependency. Such leaders are skilled in creating partnerships where both parties engage in projects that would be challenging to undertake independently. They are also adept at establishing governance models that streamline communication and decision-making, making cross-organizational collaboration more efficient and effective. In seeking these executives, it's essential to focus on their ability to simplify relationships and enhance communication across dynamic and fluid boundaries. This capability is critical for increasing opportunities for disruptive innovation. 

Therefore, our emphasis is on identifying leaders who not only understand the technical aspects of innovation but who are also skilled communicators and relationship builders.  We seek leaders capable of nurturing environments where disruptive innovation can flourish through collaborative efforts, thereby driving the company forward in its industry.

Creative Thinking

Chase Partners look for leaders who can demonstrate their ability to influence creative thinking across
a functional diverse team.

Fostering Fearless

Finding Leaders

Fostering Fearless Innovation

In the dynamic landscape of drug and device development, success hinges on more than just robust clinical evidence; it demands visionary leadership thriving in open, innovative environments. At Chase Partners LLC, we understand that exceptional leadership is rooted in deep self-awareness, emotional intelligence, and an unwavering commitment to both personal and professional evolution. We seek leaders who embody these traits, those unafraid to challenge the status quo, introspect, and continuously learn from diverse perspectives. For these trailblazing leaders, the journey of innovation is as vital as the destination itself.

Our approach at Chase Partners is meticulously designed to identify and cultivate such leaders. We delve beyond traditional metrics, focusing on uncovering those rare individuals who possess not only the necessary hard skills but also the soft skills that are critical to fostering a culture of innovation and success. We leverage advanced tools and techniques to gain profound insights into the soft skills of our candidates, ensuring they align perfectly with your organization's forward-thinking ethos. Contact us to discover how we can connect you with leaders who are not just a part of the innovation journey, but those who drive it.

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