Gold | Capability-Building Journey @ a Global Pharmaceutical Leader

Program Overview

The pharmaceutical industry moves fast, and the leaders who thrive are those who can adapt quickly while bringing their teams along for the ride. But here’s the challenge: most mid-level managers are promoted because they’re great at executing, not necessarily because they know how to lead others through complexity and change.

Glenmark understood this reality and created the Gold Program specifically for over 30 of their high-potential mid-level managers. The focus wasn’t on grand leadership theories or abstract concepts—it was on the practical, everyday capabilities that make the difference between managers who struggle and those who excel. They wanted leaders who could cut through ambiguity, influence without authority, and build teams that actually deliver results.

The program was designed around a simple principle: real leadership skills are built through practice, not presentations. Every session combined proven frameworks with hands-on application, ensuring participants left with tools they could use immediately in their roles.

3-Month
Journey

30+
Participants

Mid-Level
Managers

Blended
Mode

Digital Learning
& Pre-Work

6 In-Person
Workshops

Group Coaching
Skill Building

Project Reviews
Feedback Rounds

Key Themes Covered

1. Time Management & Prioritization
Every pharmaceutical manager juggles regulatory deadlines, market pressures, and team development needs. We introduced practical tools like the Eisenhower Matrix and Pomodoro techniques, but more importantly, we helped participants develop the discipline to protect their strategic work from the constant stream of urgent interruptions that define their days.

2. Creating & Delivering Impactful Presentations
In pharma, your ability to influence senior leadership, regulatory bodies, and cross-functional teams often comes down to how well you present your ideas. Participants learned to structure their thinking clearly, design slides that actually support their message, and deliver with the kind of confidence that gets decisions made, not just information shared.

3. Influencing & Collaboration
Pharmaceutical organizations are inherently matrix-based—the most important work happens across functions, not within them. We taught participants how to build credibility with peers, manage up to senior leadership effectively, and create the kind of collaborative relationships that get things done even when org charts suggest it shouldn’t be possible.

4. Trust & Conflict Management
When you’re dealing with drug development timelines, regulatory requirements, and market pressures, conflict is inevitable. But most managers either avoid difficult conversations or handle them poorly. We gave participants frameworks for turning conflict into productive dialogue and building the kind of trust-based relationships that prevent many issues from escalating in the first place.

5. The Art of Delegation
Many pharmaceutical managers struggle with delegation—they’re either micromanaging technical details or delegating tasks without providing the context needed for success. We helped participants learn to delegate ownership, not just activities, and to see delegation as a way to develop their team’s capabilities while multiplying their own impact.

6. Building Inclusive Teams
Diverse perspectives aren’t just a nice-to-have in pharmaceutical development—they’re essential for creating products that work for diverse patient populations. Participants learned to recognize their own biases, create psychological safety for different viewpoints, and build teams where everyone’s expertise contributes to better outcomes.