In pharma, the barrier to progress isn’t usually the science—it’s how well leaders align brilliant, functionally deep experts to move an asset forward together. In this candid conversation, AIIR Consulting CEO Jonathan Kirschner sits down with Ian Wilcox (AIIR Advisory Board member; former Global Head of Life Sciences at HayGroup; executive advisor and investor) and Megan Marshall (Managing Partner, AIIR Consulting) to unpack what it really takes to lead in matrixed cross-functional teams—from early research through clinical, regulatory, manufacturing, medical affairs, and commercial.Drawing on decades in the industry, Jonathan, Megan, and Ian explore why influence (not authority) is the #1 leadership skill in life sciences, why self-awareness is its essential counterpart, and how leaders make the identity shift from subject-matter expert to enterprise leader. Key takeaways:Influence beats authority. In life sciences, the #1 leadership skill is influencing across disciplines; self-awareness is the essential counterpart that makes influence land.From SME to enterprise leader. High-caliber MDs/PhDs must shift identity from “proving I’m right” to orchestrating outcomes across matrixed cross-functional teams.“Dual citizenship” mindset. Great leaders stay rooted in their function while developing curiosity and fluency in clinical, regulatory, manufacturing, medical affairs, and commercial.Two meeting modes—be explicit. Superior leaders name when the team is in information-sharing vs decision-making mode and design debates to avoid sunk-cost bias.Six enterprise behaviors that matter. Clear decision frameworks; transcend silos; manage tension/ambiguity; align incentives & metrics; provide strategic direction; drive collective understanding.Set the stage, not just the agenda. Purpose, expectations, and “why you’re in the room” beat long decks and “functional imperial” updates that cause people to check out.Industry pressures reshaping leadership. AI accelerating early discovery; tougher patient recruitment; platform/partnering models; and a disrupted commercial playbook demand new ways of working.Economics raise the stakes. Pricing pressure from payers/government and narrowing launch windows force smarter cross-functional bets and faster, evidence-based pivots.Identity choices are healthy. Not everyone should “leave the science”—organizations need prestigious IC paths alongside enterprise leadership tracks.Timeless beyond pharma. These cross-functional leadership muscles translate to any sector facing complexity, speed, and high-stakes decisions.Want to learn more? You can download our whitepaper, Leadership's Critical Role in Cross-Functional Pharmaceutical Teams.

Ask this episode

“What did the council decide on item 42?” — answered with the speaker and the moment.

Transcript

Related