Martina Felderman, Ph.D.

Having recently introduced myself here, I’ve been reflecting on how to engage more meaningfully with this incredible community. I’d like to start sharing content on topics I’m passionate about, including: Leadership and Team Building: What makes a great team? I’ll share insights on creating strong, resilient teams, fostering collaboration, and building a culture where mentorship and individual development are priorities. When companies invest in people, everyone succeeds. Career Development in Clinical Operations: Clinical operations often require navigating diverse environments—sites, CROs, specialty vendors, and sponsors. I’ll explore how to build and transfer skills that apply across these spaces, helping you grow and succeed no matter where your career takes you. Industry Trends and Innovations: Biotech and pharma are constantly changing! I’ll reflect on emerging trends, share updates, and discuss the unique opportunities and hurdles faced by early-stage companies. Patient Impact: At the heart of what we do are the patients we aim to help. I’ll share stories and perspectives that remind us why this work matters so much. As a mother, I’m passionate about supporting work-life balance and empowering women who are balancing the demands of family life while building ambitious careers. What kinds of insights or content would be most helpful to you? I’m excited to hear your thoughts and start some great conversations. 

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I don’t like jargon. It gets in the way of seeing the essential humanness of work. Take "stakeholder management," for example. Stakeholders are just people. True, they may be people in positions of relative power to ours, with the capacity to make things happen. But at the end of the day, they're human beings in roles at work. And what about "management?"  It’s understanding, connecting, and communicating with these people. So what if we aspired to "understanding other people's needs” instead of "stakeholder management?” Maybe with a different name, this important skill would seem less dry and intimidating and more human. And our mindset and approach might change, too. _____________ By any name "stakeholder management" is an essential part of a leader's toolbox. If you want to learn practical tips to do it well, subscribe to my email newsletter for a deeper dive coming next week.   https://lnkd.in/gYmvJwSX

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Skunkworks as a remedy to bureaucracy? Maybe. Eric Haseltine writes in psychology today - * Experts in organizational behavior assert that meaningful change must be driven from the top. * However, top executives rarely recognize the need for change before front-line employees do. * When executives fail to adapt to a changing world, ordinary workers can exercise informal power to adapt. * Informal power to change organizations comes from informal networking with like-minded change agents 𝗜 𝗿𝗲𝗳𝗹𝗲𝗰𝘁 on the current climate of mass layoffs by pharma, spurred by pivot towards acquiring late stage assets, and downsizing of internal basic R&D. Haseltine - " The dictum ‘changing people is easier than changing minds’ is also at the heart of the alternative, bottom-up approach to lasting organizational change, because it encapsulates the most important ingredient to meaningful change: motivation of the workforce. " It would be nice to have an ideal world where sufficient time is available to chase preclinical assets where intrapreneurs can work their magic, namely, discerning the good from garbage. With the "reduction of headcount", oftentimes it is those intrapreneurs who get washed out of the system. Will this ultimately be a unidirectional shift of pharmas towards top-down transactional drug development? https://lnkd.in/ebNSTHdu

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Leadership coaches on LinkedIn frequently outline approaches for leaders to build environments rooted in decision-making inclusion, minimal micromanagement, and a balanced work-life approach. There’s merit in tools like Radical Candor for fostering clarity or Insights Discovery for better team understanding—I’ve found value in both. Adaptive leadership, as promoted by Blanchard’s programs and Tribal Leadership, serves a purpose too, bringing people together in shared commitment to the mission. But my perspective is also shaped by my study of history, by the understanding that this country’s fabric was woven through hard work and grit. Perhaps it’s my Generation-X roots, that “go-getter” mentality, or my firsthand experience in startups—where precision and execution mean survival—that have given me an ingrained bias toward relentless focus. Impactful ventures aren’t 9-5; they demand the kind of dedication that pushes past comfort and drives real innovation. Simply put, I’ve only ever seen success come through obsession. To be clear, there’s nothing wrong with a stable 9-5 job in a low-stakes environment. It’s a commendable path. But that isn’t the startup way. In high-stakes tech and biotech startups, success isn’t optional, and a 9-5 mindset will almost certainly shift outcomes toward failure. Impactful organizations work in “hard-core” mode; here, work isn’t just a job—it’s a mission. In our gritty start up, we realize we need missionaries and not mercenaries. Times have changed, and so has stability in larger organizations and public institutions. The days of the golden watch and retirement party are gone. With intensifying global competition, our ability to push hard isn’t just a matter of personal grit; it’s a matter of national relevance and security. The U.S. was built on this kind of drive, from its founding to today. We risk losing our edge if we choose fringe over focus. For those absorbed in the startup world, this is a “hard-core” calling. And as Elad Gil warns in High Growth Handbook, if you see pool tables and a drift from the mission, take heed: winter is coming. Is our drive strong enough to keep us competitive?

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Simple, yet so effective. The team at OYF is truly gifted.

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Sheila Gujrathi, MD, congratulations to you. It was great to hear such an inspiring #tedxtalk addressing #DiversityInLeadership and #WomenEmpowerment (https://lnkd.in/gQE_77qW). As a father of two daughters and someone who works with three amazing women in my house, I can confidently affirm everything you said in the talk. We need to nurture & embrace #Womenleadership. I want to add that self-doubt is natural and shows we are alive. The sense of not being perfect drives us to improve, and gain more knowledge, and expertise. When we feel inadequate, it shows that we are still on a journey of self-discovery. Women have empathy, perseverance, and emotional intelligence at their core, which is why they are natural leaders. The path to becoming a leader is flexible and influenced by our individual experiences, reflections, and mistakes. It's important to understand that life is not a destination but a journey of continuous growth. Discovering our authentic self is the most important tool for shedding fear. #DiversityInLeadership #WomenEmpowerment

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Dread difficult conversations? 12 phrases to turn conflict into clarity: Ever been in a situation where misunderstandings escalate, or discussions seem to go in circles? Trust me, I've been there. It's frustrating—for everyone. But navigating these conversations is critical for strong leadership. My favorite takeaway from "Crucial Conversations" is contrast phrases. They address misunderstandings with purpose and respect. Contrast Phrases:  ↳ "I DON'T think/mean/want_____ (their fear/misunderstanding)." ↳ "I DO think/mean/want_____ (your true purpose/meaning)." Here are 15 contrast phrases I've used in real situations: 1. Performance ↳ Don't: "I don't think you're incapable of doing your job." ↳ Do: "I do believe you have great potential, and I want to help you reach it." 2. Deadlines ↳ Don't: "I don't think you're unreliable." ↳ Do: "I do want us to find ways to meet deadlines and keep the team efficient." 3. Executive Presence ↳ Don't: "I don't want you to miss out due to perceptions." ↳ Do: "I do want your business to thrive, starting with how you're perceived." 4. Collaboration ↳ Don't: "I don't think you're difficult to work with." ↳ Do: "I do think we need to work on improving our collaboration so everyone's contributions are valued." 5. Meeting Participation ↳ Don't: "I don't think you're uninterested in contributing." ↳ Do: "I do think your input is valuable, and we need to find ways for you to participate." 6. Communication Style ↳ Don't: "I don't think you're being rude." ↳ Do: "I do believe we need more constructive communication." 7. Punctuality ↳ Don't: "I don't think you're intentionally disrespecting others' time." ↳ Do: "I do need us to ensure punctuality to maintain our schedule." 8. Attitude and Behavior ↳ Don't: "I don't think you're a negative person." ↳ Do: "I do want to help you express concerns positively." 9. Conflict Resolution ↳ Don't: "I don't think you're creating conflict intentionally." ↳ Do: "I do believe we can resolve disagreements more effectively by improving communication." 10. Managing Workload ↳ Don't: "I don't think you're unable to manage your workload." ↳ Do: "I do believe we can manage this effectively with prioritization." 11. Building Trust ↳ Don't: "I don't think the team distrusts you." ↳ Do: "I do believe showing vulnerability and transparency will build stronger trust with the team." 12. Delegation ↳ Don't: "I don't think you're micromanaging." ↳ Do: "I do believe empowering your team with more autonomy will lead to better results." Contrast phrases transform difficult conversations. By creating clarity and respect, you'll turn conflict into collaboration. And that means better outcomes for everyone. ♻️ If you found this helpful, share it with your network so they can elevate their conversations too. 🔔 Follow me, Amy Misnik, for more daily leadership insights.

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Is Your Boss Holding You Back or Propelling You Forward? Discover the Power of Psychological Safety. ___ What is Psychological Safety? Psychological safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. (Harvard Professor Amy Edmondson) Why Does Psychological Safety Matter? Besides the obvious, it results in: ↳ Enhanced decision-making. ↳ More incredible innovation and resilience. ↳ Continuous learning and improvement. ↳ More engaged and motivated team members. So, what does psychological safety look like on your team? Use Amy Edmondson's 7-Item Questionnaire to find out: Team members answer each question with a rating from 1-5 (strongly agree or disagree): I encourage you to consider them for yourself too. 1. If you make a mistake on your team, is it held against you? 2. Are you able to bring up problems and tough issues? 3. Do people on the team sometimes reject others for being different? 4. Is it safe to take a risk? 5. Is it difficult to ask other team members for help? 6. Do people on the team deliberately act to undermine your efforts? 7. Are your unique skills and talents valued and utilized? How are things looking for you? For your team? Could they be better? Here's How to Foster Psychological Safety: ↳ Respond productively.  ↳ Model curiosity. Ask a lot of questions. ↳ Establish clear norms and expectations.  ↳ Admit your own fallibility, then work to improve. ↳ Make it clear why employees' voices and work matter.  ↳ Actively invite input. Saying it isn't enough, ask proactively. ↳ Frame the work as a learning problem, not an execution problem. A leader's duty is to care deeply. And one of the best ways to show care is to prioritize psychological safety. It unlocks the teams' full potential and drives meaningful progress. ___ Share if this resonates with you.🔄 How do you create psychological safety at work? Follow me, Amy Misnik, for more daily insights on business, leadership, and living life to your max potential. 🔔

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Generosity: The overlooked measure of true intelligence. When I started my career, I thought intelligence meant being smart. But a colleague rewrote that story for me. They consistently went out of their way to support others. Staying late to help teammates. Sharing valuable insights. Never expecting anything in return. One day, it hit me: True intelligence isn’t just knowledge. It’s about lifting others up. Studies back this up too. People with high IQs are more likely to: ↳ Prioritize others' well-being. ↳ Give more to charity. ↳ Seek fair outcomes. ↳ Think long-term. Real intelligence doesn’t just solve problems—it builds environments where everyone can succeed. Here’s what generous intelligence looks like in action: 1️⃣ Seek Fair Wins: ↳ Prioritize outcomes that benefit everyone. ↳ Win-win scenarios build stronger connections. 2️⃣ Think Long-Term: ↳ Make decisions with a lasting, positive impact. 3️⃣ Give Regularly: ↳ Small acts add up. ↳ Make generosity a habit. Generosity is one of the most valuable forms of intelligence. Do you agree? ♻️ Share if you believe kindness is strength. ➕ And follow me for daily insights like this.

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Looking for that next great summer read? From fiction books you just can't put down to personal development and non-fiction that will change your whole world-view, WEST leadership has a recommendation to cover every interest. Check out what books WEST - Women in the Enterprise of Science and Technology leadership has been reading and find one that you'll want to get a copy of too! #WESTleadership #leadership #personaldevelopment #nonfiction #fiction #biography #reading #summerreading https://hubs.ly/Q02HLwZV0

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WOW! What a fantastic, must-read article! “Truth tellers are the Achilles heel of collective denial because they call attention to what’s being ignored. Thus, another playbook tactic is to hush them up, often by painting them as subversives or deviants.” As a marginalized truth-teller for 40 years, I've seen how public health officials label those who challenge the status quo as "crackpots." First-generation virologists should not lead public health systems. Amid global crises—wars, pandemics, climate disasters—institutions meant to protect us have ignored issues like COVID-19. We’ve become numb to the devastation, accepting the unacceptable while clinging to outdated beliefs. Faith, and those who exploit it, poses a danger to our planet's survival. Public denial is at the heart of systemic failures today. We’ve downplayed COVID's impact, suppressed crucial data, and silenced those who raise alarms. Although the pandemic isn't over, we’re being lulled into complacency by those meant to protect us. Truth-tellers highlighting public health crises are dismissed, allowing denial to lead to greater disasters. To escape this cycle, we must reject false narratives, hold leaders accountable, and support truth-tellers. Complacency is no longer an option—our survival depends on it. It took me a half-century to create the Golden Age of Virology. Crackpot? No, my friends. As our great Roman scholar Darius Arya knows what I mean when I quote the brave ancient dissidents when I stand up to the oppressors, thrust my middle finger on high, and shout at the top of my lungs: I am Spartacus! https://lnkd.in/e4XDzRRc And now you all know the significance of placing a White Rose (https://lnkd.in/eFnUYQJT) at the feet of the great Robert Koch in our founding of The Golden Age of Virology: https://lnkd.in/ewU3n2ei - - You can also read this article from the Scientific American website: https://lnkd.in/eszf_nAG #dementia #alzheimers #venturecapital #angelinvestor #cancer #hivaids  #bioOS #biotechnology #diagnostics #innovation #technology #management #startups #liquidbiopsy #neurodegenerativediseases #multiplesclerosis #parkinsonsdisease #alzheimersdisease #longhaulers #longcovid #humangenome #onetestonelife #longevity #artificialintelligence #rna #rnaseq #personalizedprevention #PersonalizedMedicine #ClinicalResearch #COVID19 #Parkinsons

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Raise your hand (in the comment section) if this resonates. 🤚🏼. What resonated with me is Tom Fishburne writing about a CEO comment “interpreting the strategy through the lens of the function”lends to disconnect. That’s reality, and that’s what makes the diligent communication and efforts to create clarity so difficult. You literally, as a leader, need to put yourself in the shoes of each function you communicate with and try to connect their roles to the strategy. Not easy. Not quick. It takes a lot of effort, mentally and time wise. This is where “nested strategies” come into place. Once the corporate strategy is completed, next level leaders should construct a “nested” strategy for their particular function that ladders up to the overall corporate strategy. In effect the “nested functional team strategy” is next level down from the corporate strategy and essentially are the tactics. Rinse and repeat through each level and you have the common line through the plans. Easy to write, hard to do. But - it works.

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We're shaping TheBehaviourForum Virtual Workshops! 🧠💡 What topics should we cover? Drop your ideas in the comments and help us create engaging sessions! ✨ #BehavioralResearch #VirtualWorkshops #ScientificCommunity

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One of the questions that came up at disrep, which you can still sign up for at https://lnkd.in/e7RW7NYP is how are we developing leadership in self-awareness of those we are organizing with? reason being that not everyone comes to the organizing table having worked on or knowing how to regulate their problematic behaviors. Overall with leadership that is a fundamental that is a prerequisite to doing the work. And shameless plug you can get my book to help you cultivate a mindset that gets to the heart of how to work collaboratively and strategically: https://lnkd.in/dVuPPGsh but wait there's more! it's also available as a course!! https://lnkd.in/e5-MkdZm

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In the realm of leadership, the interplay between intent, perception, and consequence forms a complex and often misunderstood dynamic. During the nascent stages of my career, I held a naive belief that pure and well-intentioned actions would inherently lead to positive outcomes. However, years of experience at the helm of various organizations have illuminated a crucial truth: while noble intentions are foundational, managing perceptions is equally critical in shaping outcomes. This realization has led to the development of what I call the Intent, Perception, Consequence (IPC) framework in the way I choose to lead. #Leadership #Management #Startups #Culture https://lnkd.in/gfUcfAFM

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Do we need a #mentor or a #sponsor? Does everyone know the ultimate difference between the two concepts? Interesting reading to know more in just a few minutes. Well, now my personal interpretation: Especially for senior leaders that genuinely believe that #diversity can bring more, better, stronger intelectual discussions, foster innovation and deliver on better outcomes knowing the difference and act on it should be quite relevant because senior leaders are pivotal for the prep of the next generation of #leaders. At the end of the day, I would say that probably we would need both figures, in certain moments of our life, but certainly with different objectives in mind. Last but not least, if you don’t have the lucky to naturally have a sponsor to raise your voice for you, build one, develop one, ask for one. Don’t simply wait. It may happen, it may not happen. Be proactive! The “no” is always guaranteed. Don’t give up on you. 😉 #sponsorship #mentorship #leadership #femaleleadership #diversity #equity #dei

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Recent research highlights an inspiring trend: young people are redefining what it means to be happy. This shift is not just a cultural phenomenon; it's a call to action for those of us in the fields of precision psychiatry and clinical trials. In today's digital age, technology is a double-edged sword. For young individuals, it offers unprecedented access to information, communities, and support. However, it also brings challenges that can affect mental health. As we delve deeper into precision psychiatry and decentralized clinical trials, we have the unique opportunity to leverage this technology to support young people's well-being in meaningful ways. By utilizing advanced data analytics, we can tailor mental health interventions to each individual's unique needs. This personalized approach, especially within precision psychiatry, ensures that young people receive the most effective treatments, reducing the trial-and-error period that often accompanies mental health care. These decentralized clinical trials break down barriers by bringing research directly to participants through digital platforms. This not only makes it easier for young people to participate but also ensures a more diverse and representative sample. By integrating technology into the trial process, we can gather real-world data that reflects the everyday experiences of young people. Here are some recommendations for supporting young people: 1) Encourage the use of mental health apps and online resources that provide immediate support and coping strategies. However, limit the social media outlook that discourages them from performing better or provides them with negativity, discouragement, or worse - useless! 2) Promote online communities that offer peer support, ensuring young people feel connected and understood. Introduce them to new things. 3) Talk to them. Partner with them and use social media to disseminate accurate information about mental health, breaking down stigma and encouraging open conversations. 4) Advocate for the development of more accessible mental health resources (check out www.researchforrelief), ensuring that help is available whenever and wherever it's needed. Let's harness the power of technology to support the next generation in their quest for happiness and well-being. Together, we can create a future where precision psychiatry and decentralized clinical trials not only improve mental health outcomes but also empower young people to lead happier, healthier lives. #MentalHealth #PrecisionPsychiatry #ClinicalTrials #YouthWellbeing #InnovationInHealthcare

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When I first learned about this work in 2022, I was taken aback by the complexities surrounding conversations about ASD (Autism Spectrum Disorder) and neurodiversity. It raised important questions for me—How do you ‘treat’ neurodiversity? Can ASD even be 'treated?' Should it be? The truth is, the work we are doing is not about ‘curing’ or ‘treating’ ASD or neurodiversity. It’s about reducing the physical and biological burdens for individuals living with ASD. In our research study, we found that people with clinically diagnosed ASD had higher levels of pathogenic organisms in their microbiome, and their microbiome’s capacity to synthesize thiamine (Vitamin B1) was significantly reduced. This led us to create formulations that don’t aim to “fix” ASD, but rather modulate the microbiome, addressing these specific imbalances. As a result, our study participants and their caretakers reported improvements in the overall well-being of the participants, with notable enhancements in speech, mood, and cognition. I believe this work is a critical step in redefining how we think about support for neurodiversity—through science, compassion, and respect for the uniqueness of every individual. It is ultimately about easing the load, not altering the essence of neurodiverse individuals. #Neurodiversity #ASD #MicrobiomeScience #Innovation #SupportNotCure #AutismResearch

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Priorities shift quickly in innovative organizations. That’s why it’s crucial for leaders to regularly adjust strategic goals. When employees aren’t aligned with organizational objectives, efforts can be wasted, and morale can drop. This issue is widespread—research indicates that 75% of employees are not aligned with strategic objectives. How can you improve alignment? Ask employees to report their priorities regularly to you and review them to ensure alignment. What are your thoughts? Have you noticed misalignment of priorities? How do you keep your team’s priorities aligned with your strategic goals? Read more about the research on alignment here: https://lnkd.in/e-A2cjH3

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