HS&M - September/October 2015

Gerrie Dresser, CEO, Unique Impact;

Executive/Personal Brand Coach,
is a nationally recognized Executive
l Personal Brand Coach who helps
courageous leaders and innovative
companies maximize their distinctive
value to stand out and thrive in a world
of ever-accelerating change. Through
the proven success of her proprietary coaching model,
Leadership Impact™, her firm has helped over 1,000 high
achieving leaders and pivotal leadership teams to leverage
their unique capabilities and deliver strategic, high value
contributions through an engaged team effort. Gerrie has
over 20 years of corporate experience, leading innovative
company-wide change initiatives with high-performance
senior leadership teams, and has held leadership roles in
Fortune 500 corporations in diverse industries. http://www.
linkedin.com/in/gerriedresser

R. Michael Keatley, Pharmacovigilance
Officer, Janssen Scientific Affairs, LLC,
has worked in the pharmaceutical
industry for 27 years. He began his
career at Merck & Co. in manufacturing
and then transitioned into product
safety where he assumed increasing
responsibilities for review and analysis
of product safety issues. In 2003 he
joined Centocor Inc to manage adverse event reporting
to FDA and Health Canada. In his current role in Janssen
Scientific Affairs (JSA) he oversees commercial vendor
compliance for product compliant reporting. He served
as a member of the JSA Diversity and Inclusion Council
and is currently a member of the JSA Culture initiative.
Janssen Pharmaceuticals, Inc. is a pharmaceutical company
of Johnson & Johnson, providing medicines for an array
of health concerns in several therapeutic areas, including:
attention deficit hyperactivity disorder (ADHD), general
medicine (acid reflux disease, infectious diseases), mental
health (bipolar I disorder, schizophrenia), neurologics
(Alzheimer’s disease, epilepsy, migraine prevention and
treatment), pain management, and women’s health. It has
produced and marketed many first-in-class prescription
medications. MKeatle2@its.jnj.com

COMMEnT

Gerrie: This is the deep work
that’s needed to bring about
a culture of inclusiveness that
shows up in very subtle ways.
What tools are available to mea-
sure these subtle changes?

Mike: Engagement is the most direct measurement factor, so we asked,;“How;does;diversity;and inclusion,;or;the;lack;of,;affect;en-gagement?”;Managers;were;given;a confidential self-assessment tool to measure;their;diversity;in;think-ing and behavior. How diverse are you?;How;much;are;you;thinking about diversity when you hire a new;employee?;As;a;result,;manag-ers identified specific areas of diversity where they could improve and the organization improved its overall engagement scores.

Gerrie: Mike, is there discussion
also about the strategic or com-
petitive advantage in having a
diverse and inclusive workforce?

Mike: J&J certainly is of the philosophy that having an inclusive and;diverse;workforce;is;good for business. Customers, through social media, are able to get closer to the company. As they get closer, the company becomes more aware of them as individuals. Customer centricity is very important. To understand the customer, we need to be the customer and reflect who our customers are. If our demographic doesn’t reflect our customers, there is a disconnect in the customers’ perceptions about how aligned we are with their needs.