I frankly asked a doctor how I had been able to improve my relationship with him. He told me that when a doctor is troubled by something, the most important thing is an MR who is able to quickly propose a solution. It’s almost as if my expectations about the company were betrayed, but in a good way. There certainly is a high level of freedom. That freedom is what gives us the ability to develop creative approaches. I share my ideas and discuss them with the doctors; sometimes they are receptive and sometimes they aren’t. When they aren’t receptive, I start thinking about how to phrase my next approach; this repetition becomes a process and leads to results. The extensive authority brings its own pressure but when a project is successful, I feel it in my degree of growth and my results. Everyone is aiming for the top, so we really share a feeling of friendly rivalry on the job. I think the toughest time is when a proposal is totally rejected or results I had envisioned are shot down or fail to materialize and I have to give up or make concessions. I try again and again. Sometimes things just don’t work out, but they inevitably take a turn for the better and that’s when we can have a Win-Win situation. I want to be the kind of person who can take my team and then my branch office to No. 1. For this, I need to be the kind of person who can bring up people and be worthy of admiration. I want to become the kind of person who is able to forge bonds of solidarity.