Leadership That Drives Organizational Results- Leland Sandler

Leadership That Drives
Organizational Results
Amylin Pharmaceuticals:
A Case Study
Leland SandlerLeland Sandler
Executive Director Leadership Development

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CHALLENGING SCIENCE. CHANGING LIVES.
> Founded in 1987 – IPO in 1992
> ~ 1,500 employees
> Headquarters in San Diego,
California
> Marketed products:
> BYETTA®
(exenatide) injection – Type 2
diabetes
> SYMLIN®
(pramlintide acetate) injection
– Type1 & Type 2 diabetes
Our Mission
To improve lives through the discovery, development and commercialization of innovative
medicines
Company Snapshot Pipeline
*FACTOID: Drug Development Cycle Time – Compound to Drug = ave.15 years*FACTOID: Drug Development Cycle Time – Compound to Drug = ave.15 years
* Science magazine; “Drug Discovery and Biotechnology Trends: Recent Developments in Drug Discovery: Improvements in Efficiency.”
SYMLIN®
(pramlintide acetate) injection
BYETTA®
(exenatide) injection
Exenatide Once Weekly
Exenatide Nasal
Pramlintide/Metreleptin
PHASE 1 PHASE 2 PHASE 3 COMMERCIALIZATION
Exenatide Transdermal
Patch

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The Diabetes and Obesity Epidemics Drive Our
Opportunity
Source: CDC BRFSS 2005 and US Market Data from ADA
5%–6%<5%
>8%7%–8%
No Data
6%–7% ≥30%
10%–14%<10%
25%-29%20%–24%
No Data
15%–19%
24 million people with type 2 diabetes in
US in 2008
153 million overweight people – 77
million of those are obese
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Diabetes PrevalenceDiabetes Prevalence Obesity PrevalenceObesity Prevalence
““With a new diagnosis every 21 seconds, diabetes is the fastest growing disease in America”With a new diagnosis every 21 seconds, diabetes is the fastest growing disease in America”
– American Diabetes Association– American Diabetes Association

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Multiple Opportunities for Expansion Across the
Diabetes Spectrum
Undiagnosed One Oral
Agent
Multiple Oral
Agents
Intensive
Insulin
Insulin
and Orals
~6 million ~10 million ~5 million
Current market
~8 million on MET +/- SFU
~2 million using TZDs
Current market
~1.3 million
~24 million people
US Market Data from CDC, IMS, and Amylin estimates
Diet/Exercise
~3 million

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> Poor economy
> Tight credit markets
> Increasing regulatory pressures
> Healthcare reform
> Access to doctors
> Decreasing number of young
people entering sciences
The Last 18 months:
Competitive Bio-Pharmaceutical Environment
Economic
Social
Environmental
The Sustainability ChallengeThe Sustainability Challenge
How do weHow do we “Get More Drugs to More Patients Faster?”“Get More Drugs to More Patients Faster?”

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2010 is a Value Inflection Year for Amylin
• Advance clinical superiority strategies
• Execute market development activities
Launch exenatide once weekly
• Achieve sustainable positive operating cash flow by the
end of 2010
• Position for GAAP operating profitability by the end of 2011
Positive cash flow from operations
• Advance new forms and delivery options for exenatide
• Move forward obesity program
Advance pipeline
Drive revenue
• Leverage updated label for BYETTA
• Maximize increased promotion for SYMLIN
Value creation.

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Why Leadership Development is Important Now?
We MUST have the:
> right people in
> right job at the
> right time
to get the RIGHT RESULTS!
Our Current State:
of Leadership
Development and
Readiness
Our Pathway to Action:
Leadership Development
Mosaic Process
Our Desired State:
The Proactive Selection,
Management and
Development of
Leadership Critical to our
Long-Term Success

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LeadershipLeadership
CompetenciesCompetencies
Leadership Development Mosaic Process
“Accelerating the Development of Our Leaders”

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Leadership Competencies
Way of Being
 Resilience
 Accurate Self-Insight
 Presence
 Authenticity
 Courage
 Creativity
 Social Agility
 Cognitive Agility
Way of Doing
 Drives for Results
 Builds Strategic Relationships
 Leads Through Organizational
Vision and Values
 Possesses Broad
Business Acumen
 Builds Organizational Talent
 Facilitates Change
 Demonstrates Decisiveness and
Judgment Effectively
Amylin
Leadership
“What &
How”
Cultural BeliefsCultural Beliefs
Value PeopleValue People  Embrace FeedbackEmbrace Feedback  Reach OutReach Out  Take AccountabilityTake Accountability  Build TrustBuild Trust  Gain AlignmentGain Alignment 
LeadLead
Amylin Business ResultsAmylin Business Results

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DevelopmentDevelopment
CenterCenter
1:1 Feedback1:1 Feedback

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Leadership Development Center Design
Development Methodologies:
Self Assessment
Multi-Rater
Self-Observation and Reflection
Observed Center Activities:
> Solo – In Box & Challenges
> 1:1
> Small Group
> Team
> Large Group
> Business Simulation
Our Leadership CompetenciesOur Leadership Competencies
MethodologiesMethodologies
15 Leadership Competencies:
> “Way of Doing” & “Way of Being”
> “What good looks like” – High End
> “What leadership success isn’t” –
Low End
> BEHAVIORAL ANCHORS –
ARE KEY!
Partnered with:
3 Day Development Center Agenda3 Day Development Center Agenda

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Leadership Development Center Process
Leadership Competencies
Begin 6 wks Before Center – Due 1
week Before Center
Purpose:
Assess Leadership
Development skills and gather
feedback of Amylin Leader’s
Managers, Peers & Reports.
Materials:
• TAIS – The Attentional &
Interpersonal Styles Inventory
• MSCEIT – Emotional
Intelligence
• Watson-Glaser – Cognitive
Agility
• Bio-Data
• 360 Multi-rater Feedback
Pre-Center Interview
2-3 Weeks Before Center
Purpose:
For Rady Facilitator to introduce
themselves personally and get
to know the individual Amylin
Leader and their background
before the Development Center
takes place.
Length:
45 min. (Telephonic)
UCSD Rady Leadership
Development Center
Purpose:
To collect real-time data on how
Amylin Leader “shows up”
around the Amylin Leadership
Competencies; To develop a
cross-organizational network to
support their growth; To haveTo have
some fun!some fun!
Who:
Participant, Rady Facilitators
Length:
3 consecutive days
1:1 Post-Feedback
At Least 1 Week After Center
Purpose:
Provide detailed, confidential
feedback on Leadership
Competencies, Business
Acumen, and 360 results
Who:
Participant, Rady Facilitator
Length:
2 Hours
Detailed Individual Feedback ForDetailed Individual Feedback For Development PurposesDevelopment Purposes
““Participant Eyes Only”Participant Eyes Only”

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CenterCenter
Career PlanCareer Plan
ExperiencesExperiences
& Education& Education
MosaicMosaic
TalentTalent
ConversationConversation
TalentTalent
IdentificationIdentification
ToolTool

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Mosaic Talent Conversation
> Facilitated by Leadership
Development
> Focused on 15 Amylin leadership
competencies – “How does the
leader show up at Amylin?”
> Discussion informed by Rady
Development Center macro data
> Includes feedback from Amylin
cross-functional peer(s), Mgr &
HRBP
> Captures Development
suggestions, “What would make
this a strength?”
Mosaic Meeting
At least 1 Week After Feedback
Purpose:
Take Rady Center overview data
and add Amylin data to create
Leadership Mosaic/Talent profile for
Amylin Leader.
Outcome:
Clarity on Rady & Amylin data
around Amylin Leadership
Competencies; how Leader “shows
up”; Identify potential development
focus areas; Completed Leadership
Development Mosaic document
Who:
•Leadership Development
•Amylin Leader’s Manager
•Cross-Functional Manager(s)
•HR Business Partner
•Rady Facilitator
•(NO Participant)
Length:
1.5 Hours
Mo·sa·icMo·sa·ic – adjective– adjective:: “composed of a combination of diverse elements.”“composed of a combination of diverse elements.”
A Multi-faceted Leadership ViewA Multi-faceted Leadership View
Career Planning
Meeting
2-3 Weeks Before or 1 Week
After Center
Purpose:
Dialogue to understand
what individual Amylin
Leader’s short term, 2-3
year career goals are.
Outcome:
Clarity on direction &
focus of next steps for
desired career growth for
Amylin leader; Finalized
Career Discussion
Worksheet
Who:
•Participant
•Manager
•HRBP
Length:
30 min.

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CenterCenter
MosaicMosaic
TalentTalent
MosaicMosaic
AmylinAmylin
SuccessionSuccession
PlanPlan
IndividualIndividual
PlansPlans
TalentTalent
ToolTool

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Leadership Development Mosaic Document

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Leadership Development Mosaic Download
> Provides Feedback to the leader on how
they are “showing up” at Amylin
> Focuses on 15 “Way of Doing” & “Way of
Being” Leadership Competencies
> Includes development suggestions “What
would make this a strength . . .”
> Drives individual leader’s development plan
> Leadership Development Mosaic Document
informs Amylin Succession Plans
> Reviewed and updated annually at senior
levels
Mosaic Download
Within 30 Days of Center
Purpose:
Share finalized Leadership Development
document with Amylin Leader and identify
potential development areas given short term
career goals
Outcome:
Amylin Leader clarity on Rady & Amylin data
around the Amylin Leadership Competencies -
feedback on how Leader “shows up”; Identify
potential development focus areas
Who:
•Participant
•Manager
•HRBP
Length:
1 hour
““Feedback is the Breakfast of Champions.” ~ Dr. Ken BlanchardFeedback is the Breakfast of Champions.” ~ Dr. Ken Blanchard

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CenterCenter
MosaicMosaic
TalentTalent
MosaicMosaic
AmylinAmylin
SuccessionSuccession
PlanPlan
IndividualIndividual
PlansPlans
TalentTalent
ToolTool
Peer & LeaderPeer & Leader
CoachingCoaching
PracticesPractices
SupportSupport
NetworksNetworks
TransformationalTransformational
& Facilitative& Facilitative

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Leadership Development Practices
Practices toPractices to “Accelerate the Development of Our Leaders.”“Accelerate the Development of Our Leaders.”

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Practices toPractices to “Accelerate the Development of Our Leaders.”“Accelerate the Development of Our Leaders.”
Formal Programs (cont.):
Facilitative Leadership
> Focus on “Way of Doing” competencies
> 2 day workshops in groups of 16
> Covering 7 Leadership Practice areas
> Monthly FL “Crosswalk” refreshers

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On-going Leadership Application Practices:
Change Ambassadors:
> Cross functional group of Transformational Leadership graduates to help
drive organizational Change required for success in new “bio-pharma reality”
across our business
> WHO: “Leaders who have demonstrated our Cultural Beliefs, Leadership
Competencies, are articulate, good facilitators, objective centered, excitement
for change and model the behaviors linked to them, committed to Amylin’s
success and making a difference.”
Practices thatPractices that “Accelerate the Development of Our Leaders.”“Accelerate the Development of Our Leaders.”
Internal Coaching Pilot Program – “Leaders Developing Leaders”
> Interested Transformational Leadership graduates (coaches),
> Accelerate the development of min-level managers (selected after Functional
Talent Reviews)
> Further deploy Integral Leadership Model and Leverage Facilitative Leadership
Tools and models
> Help the whole person
> Promote networking across functional lines
> Support individual career and development objectives of participant and Coach

Leadership Development
Transformational Leadership is marquee development program
• Every Sr. Vice President, Vice President, and Sr. Director (62 leaders)
completed or currently enrolled
• Leadership Metrics
> All ten Vice-President Promotions in the last three years are graduates of
Transformational Leadership
> Six of the seven Functional Lead positions changes were graduates
> Thirty seven graduates have moved up in Amylin’s Succession Ladder for
Key Positions (68% of non-EC graduates)
> Post-program 360s
– 80% of participants demonstrated measureable change in their top 3
development areas

Succession Planning
Investment in leadership development have improved succession
depth
2007 2008 2009 2010
Critical Leadership Positions 15 21 22 19
Ready Now Candidates 0 3 6 11
Ready Later Candidates 7 15 14 5
No Ready Now/Later Candidates 8 3 2 3
2008 2010

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The Wrap Up – Our Results:
“And the Survey Says . . .”
1. “Do you feel the participant has become more or less effective as a leader since
beginning the Leadership Development Mosaic process at Amylin?”
80% of individuals have
observed measurable change
The mean level of change was 1.40
on a -3 to +3 scale
Less Effective No Change More Effective
2.“How has the individual changed with respect to: [Insert individual Leadership
Development competency objectives]” actually worked on in their Individual
Leadership Development Plans over the course of the past 18 months.
> There was improvement in every leadership competency area
> There was significant improvement in the 6 of the 15 competencies

Why Amylin Develops Leaders?
“Businesses are all about people. It is particularly
true for challenging and complex industries such as
pharmaceuticals. At Amylin, we need leaders with
breadth and a broad understanding of our
environment and business. We need leaders that can
make decisions with that environment in mind and
understanding the implications across our business.
We need leaders to motivate people to do
extraordinary things so we can truly BE an innovation
driven business. I'm very committed to developing our
people and growing leaders at Amylin."
Daniel Bradbury – CEO Amylin

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Questions & Comments
Leland Sandler
Executive Director, Leadership Development
Amylin Pharmaceuticals
~ Accelerating the Development of Our Leaders

Leadership That Drives Organizational Results- Leland Sandler

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