Stefan Raos is the general manager at Moderna Canada. Leslie Madden is the head of government affairs and policy at Moderna Canada.
We all carry our experiences into the workplace. They shape how we make decisions, solve problems and work with one another. But they also create blind spots – and biases we may not even be aware of – that can limit how we see problems and solutions. That’s why working with people from different backgrounds is key to seeing more clearly and solving better.
The two of us come from different starting points. One of us nearly went off track as a teenager, until a chance decision to join the military became a turning point. It was the hardest thing, physically, mentally and emotionally. But also eye-opening to the power of purpose, structure, rigour and teamwork. Surrounded by people with nothing in common other than a shared goal, you learn quickly how to build trust, push limits and deliver under immense pressure. You also learn to perform when conditions are at their most inconvenient and uncomfortable. Those lessons stick for life and shape a lasting understanding of trust and collaboration as essential ingredients for achievement.
The other began in biology, drawn to the life sciences for deeply personal reasons. From early on, school was a powerful teacher for how science, systems and humanity intersect. Moving from lab studies into the business of commercialization, it became clear just how complex the sector is, leading to the pursuit of graduate education in business and law. This experience shaped a recognition that diversity of perspective is not just a strength in science, but a necessity in policy and regulation. The life sciences ecosystem benefits immensely from diversity: of thought, discipline, experience, age and identity.
As our careers evolved through sales, marketing, regulatory affairs, quality assurance and public affairs, we saw how critical it is to bring all those lenses into the room. Real breakthroughs happen when you stop talking long enough to hear a different perspective and work together toward a better solution.
Challenges are rarely one-dimensional, particularly in highly regulated and high-stakes environments such as health care. Teams that bring a variety of experience and expertise can spot problems faster and arrive at more well-rounded, viable solutions. They can think beyond their own blind spots. Collaboration doesn’t just enrich the process: it improves outcomes.
Working across departments isn’t always easy. People communicate differently. They operate at different speeds. They absorb external pressures, such as geopolitical events or life stress, in personal and individual ways. This can create friction or, with the right approach, momentum. It starts with creating space where people can talk about what they need, what they’re reacting to and what’s getting in the way. The faster people can voice concerns and align, the more agile the group becomes. More importantly, it always starts with authenticity and vulnerability, which lead to trust and then collaboration. You can’t skip these essentials to build true collaboration.
Hybrid work offers welcome flexibility, but face-to-face interaction still matters deeply. Trust is built faster in small, unscripted moments – in hallway chats or live debriefs – than through scheduled check-ins alone. Consistent in-person engagement by leaders helps model the type of collaboration teams are expected to deliver. Especially in times of tension or transition, showing up sends a signal: we’re in this together.
Leadership plays a pivotal role in setting that tone. One approach we advocate is simple: if you identify a challenge in the business, you must also take the first step in proposing a solution and supporting the actions. It doesn’t have to be perfect. It does have to keep the conversation moving in a constructive direction.
In an era when corporate culture is often criticized for overburdening high performers (the so-called performance punishment trap, or in meme-speak, “good work is only rewarded with more work”), leaders need to make sure the full weight of fixing things doesn’t fall solely on a few, but rather that all team members are supported in behaving like business owners.
Collaboration takes time and time is often a luxury. Involving multiple perspectives can slow things down, but it’s often worth it. The key is knowing that while every voice should be heard and respected, not every opinion will shape the final call. That clarity helps avoid dilution-by-consensus while still fostering trust.
Trust has been a critical ingredient during key decision-making moments in the COVID-19 response. Just last year, after a last-minute change in U.S. regulatory guidance, Moderna Canada had to determine whether to pivot to a different vaccine strain – a move requiring major internal and external disruption. Within 48 hours, teams from commercial, regulatory, government affairs and manufacturing aligned. It wasn’t the easiest path, but it was the right one. The flexibility of mRNA technology made it technically possible to pivot. But trust, responsiveness and the willingness to rethink decisions based on new information made it happen.
For those operating in regulated sectors, the complexity is real, but not all barriers are real. Many stem from convention, not law. Knowing the actual rules and where precedent allows room to move, is empowering. As Morpheus said in The Matrix: some rules are meant to be bent, others broken. The job is knowing which rules are absolute, and which are simply habits that need rethinking.
Different starting points can still lead to shared purpose. When trust is established, seemingly opposite leadership styles can be complimentary rather than conflicting. In fact, that contrast often strengthens outcomes.
Success in fast-moving, high-stakes environments requires bold thinking, collaborative problem-solving and a curious mindset. It isn’t about uniformity; it’s about alignment. When leaders bring different lenses but hold shared values, trust becomes the foundation and collaboration becomes the catalyst for something greater than any individual style.
This column is part of Globe Careers’ Leadership Lab series, where executives and experts share their views and advice about the world of work. Find all Leadership Lab stories at tgam.ca/leadershiplab and guidelines for how to contribute to the column here.