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Why I Made it My Business to Transform People’s Well-Being

Going from big pharma to launching my own health care company, I knew I wanted to do business differently than the large corporations. You know the leadership trend — where companies treat money as not only the first priority but seemingly like the only priority; where no one is allowed to make that inevitable error and learn from those mistakes.

Having worked in the health care and pharmaceutical industries for just over two decades, I am not just interested in making money; I am interested in healing humans in ways other than selling drugs.

After losing my big pharma job in 2015, I became determined to start my own company and spent months with my co-founder, Joe Griffin, Ph.D., interviewing doctors to see what unmet need was present in the health care market.

I wanted to solve a problem rather than create a product and then try to find the problem. After listening to the doctors, Joe and I launched our ear care company, Eosera, Inc., with more in mind than profits. Our primary mission? Healing humans.

Joe likes to say, and I agree, that the meaning of our mission is twofold. It’s a literal healing by making the best products to treat a health care condition, and a figurative healing by respecting people. It’s emotional, spiritual, internal. It’s having a sense of worth when you come to work; it’s treating people with respect.

“Conscious Capitalism merging with science, technology and medicine not only breeds profits, but more importantly, it invites the market’s voice and puts people at the heart of the company.” — Elyse Stoltz Dickerson, CEO Eosera, Inc.

In those ways, we can provide a healing environment. Perhaps that’s missing in today’s leadership trends. My leadership style reflects the respect we have for my employees, investors, and consumers. My leadership style may seem simple and perhaps obvious to some, but treating people with respect in the workplace isn’t as common as it should be. When founding this company, I knew I wanted to lead in a way that valued people, welcomed ideas and allowed a space to learn from mistakes.

Leadership Trends: Conscious capitalism

The company is transforming the well-being of people in different ways besides ear-related issues and respectable, pleasant work environments. For instance, we practice Conscious Capitalism, a philosophy with a central principle that a company has a higher purpose over profits. Our higher purpose is, unquestionably, people.

I believe a company should do more for the economy, the environment, investors, customers, and employees than make money. Don’t get me wrong, I’m unapologetically capitalist, but I see it as a bigger word. Although money is an essential and necessary part of the business, it’s not the sole influence in our business decisions.

The way we practice Conscious Capitalism is by keeping the people involved the foremost focus when making company changes or decisions. Instead of money being the first or sole factor for decision making, we take a different approach and live up to our mission of healing humans by making sure relationships are valued while approaching problems, decisions, or changes. Conscious Capitalism works in tandem with our mission of healing humans and creates an environment where all ideas are valued and employees seem more engaged, satisfied, and eager to come to work each day.

Conscious Capitalism merging with science, technology, and medicine not only breeds profits, but more importantly, it invites the market’s voice and puts people at the heart of the company. Joe says it best: “We ensure that the decisions we make reflect the respect that we have for the individuals we associate with. We know that if we do that, and we have good products, the profits will follow. The ability to stay in business will manage itself.”

With the idea that people come before profits, Joe and I agree that big pharma has it wrong. It’s almost as if the patient became secondary to whatever was being developed. Big corporations have lost their way and are not focused on individuals; they lost sight of the customer and the employees. I wanted to create a company that puts people first and money second.

Mentoring women in business and workplace equity

Along with Conscious Capitalism, I enjoy mentoring women in business and leadership positions, specifically caring for the welfare and success of female business owners. I feel that part of my purpose in this company and in this world is to empower other people to take risks and go beyond where they thought they could go, especially women. I want to be an example of someone who does that. Being an advocate for workplace equity and closing the gender wage gap, I made it my mission to speak out about gender inequality in the workplace. Speaking up led to starting my own business and becoming the CEO and co-founder of a growing company that prides itself in doing business the right way — with people at the forefront.

Along with workplace equity, I care deeply about the well-being of our consumers, investors, and employees — and in more ways than just their ear health.

Elyse Stoltz Dickerson, CEO of Eosera, Inc., is an active member of YPO. Eosera, Inc., a majority woman-owned biotech company, commits to developing innovative products that address underserved health care needs. Eosera operates by putting purpose before profits and is proud to be one of the pioneering companies in a movement called Conscious Capitalism. Eosera offers a full line of ear care products that are currently available at CVS and Rite Aid stores in the United States, and on Amazon.