Send us a textBuilding high-performing teams in life sciences requires understanding how neurodiversity can be an advantage and designing work systems that enable different brain types to collaborate effectively.• A high-performing team continues to function when everything around it has fallen apart• Star players can become crutches that mask underlying team issues• Life sciences faces unique challenges: financial pressures, outdated technology, layoffs, and pervasive lack of trust• Teams often develop learned helplessness after years of having initiatives rejected• Only 10-15% of people are needed to drive revolutionary change in an organisation• Traditional management approaches fail because they don't account for individual differences• Standard practices like the "feedback sandwich" often backfire depending on neurotype• Creating concrete team habits that normalize desired behaviours works better than abstract training• Tracking waste can give teams agency and hope while improving processes• Many come to life sciences wanting to make a difference—reconnecting to this purpose is powerfulIf you'd like to learn more about building high-performing teams in life sciences, reach out to Nehama Katan at wickedproblemwizards.com or find Rajesh Anandan at team-x.ai.Support the show________Reach out to Ivanna RosendalJoin the conversation on our LinkedIn page

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