1. 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

2. 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

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

4. 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.

5. 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

6. 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?

7. 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.

8. 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

9. 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?

10. 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

11. 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?

12. 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

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

14. 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

15. 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

16. 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?

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

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

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

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

22. LEADERSHIP IS NOT A POSITION

23. Leader Your Boss Your Boss’s Peers Your Peers Your Peers Subordinates
Your Subordinates

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

25. 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.

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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

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

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

34. 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

35. 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

36. 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

37. 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.

38. 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?

39. 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

40. 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”