John E. Clark, PharmD, MS, FASHP LEADERSHIP AND MANAGEMENT IN PHARMACY PRACTICE: Leading Culture, People, and the Strategic Plan John E. Clark, PharmD, MS, FASHP Director, Pharmacy Residency Programs Assistant Professor, Pharmacotherapeutics & Clinical Research University of South Florida | College of Pharmacy Tampa, Florida Jclark9@health.usf.edu

OBJECTIVES Explain the importance of organizational culture and how it is set. Explain the importance of an organization structure for a pharmacy department Provide three examples of how top leaders build their leadership teams

OBJECTIVES Explain how a leader get people to follow Explain how to run an effective meeting Explain the importance of strategic planning

LEADERSHIP vs MANAGEMENT Management and leadership are terms often used interchangeably. People generally assume that managers are leaders and leaders are managers. . . . . . While it is true that some managers are leaders and some leaders are managers, leadership and management are two entirely different concepts.

LEADERSHIP vs MANAGEMENT Define group behavior in a professional or cultural setting Both are inter-connected and inter-dependent concepts Differ in the way people are motivated to work and follow Many people are both managers and leaders

LEADING THE CULTURE Organizational Culture (What is Organizational Culture?) Every organization has a culture Plays a crucial role in shaping behavior in organizations There is not consensus How does it connect to key elements of the organization? How do you analyze it, preserve it, transform it?

LEADING THE CULTURE “Culture is how organizations ‘do things’.” Organizational Culture “Culture is how organizations ‘do things’.” Culture is consistent, observable patterns of behavior in organizations. “We are what we repeatedly do.” (Aristotle). This view elevates repeated behavior or habits as the core of culture and deemphasizes what people feel, think or believe.

LEADING THE CULTURE “Culture is a product of compensation.” Organizational Culture “Culture is a product of compensation.” Culture is powerfully shaped by incentives. The best predictor of what people will do is what they are incentivized to do.  Monetary rewards Non-monetary rewards Status, recognition, advancement

LEADING THE CULTURE Organizational Culture Describe one company with the worst organizational culture that you have encountered. What was it that made this company’s culture so bad? Describe one company with the best organizational culture that you have encountered. What was it that made this company’s culture the best you’ve encountered?

ROLE OF THE LEADER IN ORGANIZATIONAL CULTURE Leadership Setting up new goals, vision or planning new strategy Sets the values and expectations for the organization Promotes productivity, happiness, longevity, cooperation, communication, teamwork, pride. Key concepts: influence, inspiration, motivation, growth, vision

LEADING THE CULTURE What makes people want to follow a leader? Why do people reluctantly comply with one leader while passionately following another to the ends of the earth?

LEADING THE CULTURE Followers of Leaders To follow a leader: People must feel confidence in the direction in which the leader is headed They are enabled and empowered to do their part in accomplishing the objectives The leaders is accountable and trustworthy They need to believe that at the end of the journey, they will be recognized and rewarded

LEADING THE CULTURE Characteristics of a Leader Charisma Commitment Communication Courage Focus Generosity Initiative Listening

LEADING THE CULTURE Characteristics of Leaders To improve: Character Search for the cracks Look for patterns Face the music Rebuild “Real character is being bigger on the inside than on the outside.” John Maxwell

LEADING THE CULTURE Characteristics of Leaders “Leadership is the capacity and will to rally men and women to a common purpose and the character which inspires confidence.” B. Montgomery Character Action is the real indicator of character Character is a choice Character brings lasting success with people There’s a price to pay for weak character

LEADING THE PEOPLE Hiring the Right People in the Right Position Is what is expected from the job clear? Is the Organizational Structure designed properly to achieved expected results?

TABLE OF ORGANIZATION Chief Executive Officer (CEO) Vice President, Medical Services Director Manager Supervisor Vice President, Ambulatory Vice President, Business Services

Clinical Pharmacy Services TABLE OF ORGANIZATION Director of Pharmacy Inpatient Services Manager Pharmacists Technicians Outpatient Services Clinical Pharmacy Services Coordinator

LEADING THE PEOPLE Teamwork Is what is expected from the job clear? Control? (freedom) Commitment? Respect and Understanding of Team Members? Collaboration Innovation

LEADING THE PEOPLE Does a leader lead his team by getting in front of them or by getting behind them?

LEADERSHIP IS NOT A POSITION

Leader Your Boss Your Boss’s Peers Your Peers Your Peers Subordinates Your Subordinates

Leading From the Middle People You Report To People on the Same Level YOU – LEADER People Who Work For You

LEADING THE PEOPLE Guide to Effective Meetings “Effective committees don’t just happen. They are a combination of the right individuals, a mission, good leadership, [and] good support work.” Function of Meetings The primary function is to contribute to the efficient operation of an organization. In most cases, may be concerned with the communication of information and with assisting the leadership in the decision-making process by providing needed information.

LEADING THE PEOPLE Guide to Effective Meetings “Effective committees don’t just happen. They are a combination of the right individuals, a mission, good leadership, [and] good support work.” Function of Meetings Essential to the productivity of an organization An important vehicle to perpetuate the organization’s values and culture Shape employee’s attitude toward work

LEADING THE PEOPLE Guide to Effective Meetings “Meetings can be more effective if held outside the regular meetings room.” Preparing for Meetings An agenda needs to be drawn up and sent to all members of the committee Select the time and place for the meeting. Should get involved and participate Facilities need to be arranged

LEADING THE PEOPLE Rewarding and Recognizing Employees Recognition is a personal action To be seen as a leader, you must learn how to reward and recognize those around you Reward and recognition help people deal with workplace turmoil Not everyone wants to be recognized in the same way Recognition can impact effectiveness both positively and negatively

LEADING THE PEOPLE Rewarding and Recognizing Employees Recognition can lead to an open-communication environment – reinforces desired behaviors, trust, and appreciation. There must be a clear value added to the process, one that both managers and employees can see The implementation plan must be clear, written, and embraced by the entire organization

LEADING THE PEOPLE Rewarding and Recognizing Employees Describe someone WHO was recognized, WHAT the recognition, WHY it was given Assume you are Pharmacy Owner, Manager, Director of Pharmacy, describe one example of how you would recognize and reward your pharmacy employees for outstanding performance

LEADING THE PEOPLE Strategic Plan To achieve the mission and vision of a pharmacy, you must have a strategic plan The strategic plan must be written, familiar and accepted by all team members. May need to be aligned with other units. The leader must have a process for tracking, monitoring, and assessing the strategic plan

LEADING THE PEOPLE Strategic Plan Goals Objectives Outcome based Reasonable Achievable Measurable

LEADING THE PEOPLE Strategic Plan Should have Broad Consensus and Support Administration Pharmacy Hospital Pharmacists Nursing Medical Staff Patients

LEADING THE PEOPLE: STRATEGIC PLANNING Mission To provide a pharmacy program that would allow its pharmacists to provide a single high standard of pharmaceutical care, education, and research To work cooperatively, collaboratively, and inter-professionally with other departments, schools and colleges, and affiliated practices to meet the needs of customers, to meet service requirements, and to enhance professional fulfillment

LEADING THE PEOPLE: STRATEGIC PLANNING VISION We want the pharmacy program to be locally and nationally recognized as an exemplary provider of pharmaceutical care, post-graduate education and training We will develop and acquire an infrastructure of processes, technologies, and resources that will sustain the quality and standard of the pharmacy program

LEADING THE PEOPLE: STRATEGIC PLANNING VISION We will recruit and develop highly competent committed pharmacists and staff to support the program We will develop and sustain a culture with a strong education and research foundation that is focused on meeting customer needs with respect and caring for each other

LEADING THE PEOPLE CASE STUDY You are newly appointed into your first manager position at a large, 24-hour chain-store pharmacy where you have never worked. Your plan is to work and observe the pharmacy operation for six weeks before you make any substantial changes, but you find this difficult as you see so many things and people that need correcting. After three weeks you become frustrated, because the employees are not working as an efficient team, one employee is clearly not up to par, and you know things can be much better. At four weeks of observation you say enough is enough.

LEADING THE PEOPLE CASE STUDY WHAT WILL BE YOUR INITIAL APPROACH TO MAKING THINGS BETTER? HOW WILL YOU GET OTHERS TO BUY IN TO YOUR VISION? HOW WILL YOU GET EVERYONE WORKING TOGETHER EFFICIENTLY? WHAT WILL YOU DO WITH THE SUBPAR EMPLOYEE?

LEADING THE PEOPLE A good mission and vision statement can serve as a roadmap for success Develop a strategic plan to effectively evaluate, restructure, and guide the pharmacy service

SUMMARY Pharmacists can demonstrate leadership in exercising their responsibility for medication use systems by leading in all directions. It takes time and lots of work Don’t always succeed or receive rewards Develop a strategic plan to effectively evaluate, restructure, and guide the pharmacy service A good mission and vision statement can serve as a roadmap for success “LEADship is not a position, but the ACTion you take – LEAD, ACT”