How Life Sciences Leaders Can Build Accountability Without Burning Out
We’ve all heard about toxic workplaces, but what about the quieter problem of over-accommodation? In the life sciences sector, where talent is highly specialized and deadlines are non-negotiable, it’s easy to fall into the trap of giving too much in the name of retention, speed, or “keeping the peace.”
But when leaders overextend themselves or overcorrect for fear of losing top performers, they may unknowingly fuel entitlement, and that can quietly sabotage both performance and morale.
Entitlement vs. Empowerment: A Critical Difference
In a high-stakes industry like biotech, pharma, or medtech, leaders are often under pressure to keep top contributors happy. While this can be healthy when done strategically, excessive accommodation can lead to behavior that looks like:
- Resistance to feedback
- Unrealistic expectations about career progression
- Declining initiative or ownership
- An assumption that results aren’t as important as effort
Entitlement erodes accountability and collaboration, and that’s dangerous in a sector where innovation depends on coordinated, purpose-driven teams.
Five Signs Entitlement May Be Creeping In
Here are five red flags executives should watch for:
- You’re Apologizing for Having Standards: Do you find yourself softening performance reviews or hesitating to enforce benchmarks? In a regulated industry where precision matters, lowering the bar creates risk.
- Promotions Feel More Political Than Merit-Based: If team members expect promotions simply because of tenure or personal rapport, rather than contributions, it sends the wrong message, especially in science-driven teams where credibility is earned through results.
- You’re Rewarding Loud Voices Over Effective Work: In any organization, some individuals are more vocal than others. But if the squeaky wheels consistently get the grease, regardless of impact, you risk alienating quiet high performers and reinforcing entitlement.
- High Performers Are Bypassing Protocols: When top scientists, commercial leaders, or execs believe they’re above internal processes, it compromises trust, reproducibility, and cross-functional effectiveness.
- You’re Compromising Mission to Avoid Pushback: Leaders who routinely avoid tough conversations or reassign work to “keep someone happy” can slowly drift from the company’s core mission. In life sciences, that mission often affects patient outcomes, it’s too important to dilute.
Creating a Culture of Accountability and Respect
Preventing entitlement doesn’t mean creating a rigid or punitive environment. It means building a culture where:
- Expectations are clear and consistently applied
- Feedback is regular, not reserved for crises
- Wins are recognized, but so are the learnings from failure
- Talent is nurtured, but not coddled
- Mission matters, and everyone’s work is tied to that larger purpose
Especially in executive hiring, these cultural dynamics are crucial. Leaders who expect to be treated as exceptions to the rules, rather than champions of them, will create long-term cultural fractures.
Hiring for Accountability and Alignment
At GeneCoda®, we help life sciences companies assess more than just skill sets. We evaluate leadership style, adaptability, emotional intelligence, and alignment with your company’s values. The goal? To find candidates who lead with humility, drive, and integrity, never entitlement. The line between empowering your team and enabling entitlement can be thin, but the consequences are stark. If you’re building or refining your leadership team, let GeneCoda® help you identify talent that fuels progress without compromising accountability. Contact us today to discuss how we can help you hire for a culture of excellence.
