Scott Knoer, M.S., Pharm.D.

1
Effective Communication and Leadership Knowing
Yourself, Learning From Your Mistakes, and
Maximizing Your Potential
Scott Knoer, M.S., Pharm.D. Director of
Pharmacy University of Minnesota Medical Center,
Fairview
2
BIG L. Little L(Formal Every Pharmacist)
Courtesy of Sara White
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Why are we doing this anyway?
Im successful because I know more ways how NOT
to do things than anyone else
- Thomas Edison
4
Establishing Credibility and Trust

• Customers - Peers
• Find loudest critics and get them to the table
• Establish Nursing-Pharmacy Committee
• Establish relationships based upon trust and
  mutual respect e.g. Pyxis rollout example
• Work toward common goals
• Be seen as collaborative, not just Pharmacy
  Kingdom based
• Do the right thing for the patient
• Deliver (integrity)

5
Credibility Your Boss

• Deliver
• Dont shy away from tough issues
• When placed in command - take charge
• Norman Schwarzkopf
• Follow-through on everything
• Even if answer is no, circle back yourself
• Communicate pro-actively
• If it is bad news, it comes from you first.
  Bosses dont like to be caught off guard
• Its my job to make my boss look good and to
  give the credit to my staff - Steve Rough

6
Credibility Your Boss

• Fix the things your boss cares about
• Hit the numbers
• Deal with complaints
• Be proactive
• Always deliver when you ask for resources
• If you ask for FTEs for Med Rec, you better do
  med rec better than nursing could have
• Always say yes to your boss Can-do action
  orientation
• May have to say yes, but
• Make sure you have the resources to be successful
• Dont commit and fail

7
Credibility Your Staff (Team)

• Deliver (see the trend?)
• Advocate for them
• New space or remodels
• Increased staffing
• Gallup question I have the materials and
  equipment I need to do my job
• Just buy the computer, or book, or file cabinet
  If you have a 32,000,000 drug budget, you
  shouldnt get too worked up over spending 100 to
  make their life easier

8
Credibility Your Staff (Team)

• Set the tone for respectful communication in the
  department
• Dont tolerate inappropriate behavior
• Its not OK to yell at staff meetings
• Zero tolerance for the big three
• Race
• Sex
• Violence / intimidation physical or verbal
• Document all disciplinary conversations
• Dont tolerate people outside of your department
  treating your staff inappropriately

9
Credibility Your Staff (Team)

• Know them
• Meet with everyone who reports to you when you
  start
• Meet with all new employees when they start
• Discuss the Vision on day one
• Walk through the department every day (MBWA) and
  address every employee by name
• Regular staff meetings
• MBWA
• Be accessible
• They can bring an issue to your attention
• They should have a potential solution when they do

10
Credibility Your Staff (Team)

• Set a vision
• This department will once again be a nationally
  recognized leader in Pharmacy Practice
• You should be proud to work here, the
  expectations are high
• We win National Championships at Oklahoma,
  thats what we do Bob Stoops, Head Coach
  Oklahoma Sooners
• We did the first Open Heart Surgery and the first
  Bone Marrow Transplant. We are a world leader in
  transplantation.
• Set accountabilities
• For yourself
• For your staff
• Address tough issues head on
• Inappropriate communication
• Tardies
• Sick Calls
• Dress Code

11
Credibility Your Management Team

• Take care of those who take care of you!
• Know their goals (Do they want to be a Director
  of Pharmacy?)
• Prepare them for their desired role
• Give them authority to make decisions
• Give them face time with Sr. Administration
• Praise them in front of your boss when they do a
  good job
• Give them the credit for their successes
• Be an advocate for their careers Catapult
  program

12
Credibility Your Management Team

• Pay them well
• Dont get hung up with what you make if there is
  a tight range
• Although its not all about the money, make sure
  money is not an issue
• Go to bat for them
• UMMC ADs are in the 95th percentile for Academic
  Medical Centers
• Establish a Leadership Pipeline
• A good manager is a man who isn't worried about
  his own career but rather the careers of those
  who work for him. My advice Don't worry about
  yourself. Take care of those who work for you and
  you'll float to greatness on their achievements.
• H.S.M. Burns 1988 President Shell Oil Company

13
Integrity

• Do the right thing
• Dont make special arrangements
• They will always come back to bite you in the
  butt
• Dont bow to pressure if it compromises integrity
• Example - Dept Head, Dean and CEO phone call for
  special hiring treatment

14
Knowing Yourself

• Those who ignore the past are doomed to repeat
  it
• If you keep doing the same thing, dont expect
  different results
• If things go wrong, look in the mirror for
  answers

15
Knowing Yourself

• Tools
• Myers-Briggs
• ENTJ
• Insights
• Color wheel
• Red, Green, Blue, Yellow
• Our greatest strengths are our greatest
  weaknesses
• Strength Passionate, goal oriented, driven
• Weakness See above

16
Develop Your Management Style

• Participatory
• Visionary
• Coaching
• Autocratic
• Commanding
• Controlling
• Democratic
• Delegating
• Key is to be able to vary your style and approach
  depending on the situation!!

17
Understand Senior Leaderships Perspective

• Pharmacy is a high cost expense in the
  organization
• I hate surprises
• Pharmacy always wants more resources when I want
  to reduce the budget
• When pharmacy talks quality, I have a difficult
  time defining it
• Physicians sometimes tell me that pharmacy wont
  let them have drugs needed to care for patients

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What does the Hospital Administrator Expect
from the Pharmacy Director?

• Safe medication use systems
• Efficient and effective medication use systems
• plans to maximize pharmacist time in patient care
  activities
• Partnering with physicians to maintain a
  cost-effective, evidence-based formulary system
• Leadership in planning and execution of
  regulatory and quality changes
• Accurate and rational drug budgeting and
  forecasting
• Managing expenses and productivity to budget
• Understand the impact of pharmacy resources on
  both the revenue and expense sides of the
  hospital income statement

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What does the Hospital Administrator Expect
from the Pharmacy Director?

• Annual goals for improving quality, lowering
  expense and improving margin
• Information to present to the board of directors
• Be simple and clear in defining what you mean
• Provide leadership in all areas of the
  organization (dont get trapped in a silo)
• Get business plans and ROIs for new programs
  visible long before decisions are made
• Satisfied employees and low turnover

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Establishing Credibility with Senior Leadership

• Set aggressive cost reduction targets and achieve
  them
• be proactive with expense controls
• implement innovative drug policy initiatives
• request that savings be used to fund new services
  and quality initiatives
• Expand pharmacy business opportunities
• add to the hospitals bottom line
• Constantly educate them on what we are doing to
  improve the bottom line

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Establishing Credibility with Senior Leadership

• Become Actively Engaged
• be visible with senior leaders and the board
• use every opportunity to educate leadership on
  what you do
• engage physicians in your decisions
• build strong relationships, trust and influence
• get on the steering committee
• Be willing to work outside of pharmacy to engage
  and lead others
• Be the consummate team player

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Establishing Credibility with Senior Leadership

• Technology and clinical IT leadership for
  improved efficiency and patient safety
• Resource utilization management and technology
  assessment leadership
• Assure external quality indicator compliance
• Stay on top of future/pipeline of pharmaceuticals
• Supply chain management
• 80/20 rule. Need the people to manage the drug
  budget

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Establishing Credibility with Senior Leadership

• Help them define quality when you demonstrate it
  for them
• be simple, be clear in educating
• Show pharmacy as a value driver, not a cost
  center
• always sell the patient care role of the
  pharmacist
• provide frequent evidence of the value of your
  programs
• Know the healthcare literature and learn to use
  it effectively
• quality literature, leadership literature
• forward articles push news, Healthleaders.com

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Looking Forward

• Mistakes are lessons of wisdom. The past cannot
  be changed. The future is yet in your power.
• Hugh White

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Managing Your Boss

• Establish expectations
• communication and feedback (good and bad)
• what do we both need to perform at our best
• how to disagree
• Understand their goals and how you can help
• Always make your boss look good
• Stay flexible
• includes being open to constructive criticism
• Always follow through on what you say you will do
• Know what makes your boss tick

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Managing Your Boss

• Be visible and audible
• dont be afraid to speak up
• know when to shut up
• Be a leader
• add value to others
• always be positive, and creative
• have a vision and communicate it
• give the credit away
• get your best people on stage throughout the
  organization
• Stay connected and network
• Build a reputation for success

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Managing People

• Communication
• listen carefully to what your employees think
• seek employee advice
• actively share information and ask for
  input/ideas
• learn to say let me think about it
• Make expectations clear and expect results (and
  then hopefully get out of the way)
• provide frequent and consistent feedback, mostly
  positive
• Follow through on commitments in a timely manner
• Treat everyone with respect
• maintain good relationships
• resolve differences constructively

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Managing People

• Give managers the freedom to make decisions about
  their areas of responsibility
• and allow people impacted by decisions to have
  input
• Have high expectations, expect results and
  exceptional execution
• link with situational leadership
• hold managers accountable
• provide support without removing responsibility
• There is not absolute right and wrong, only
  differences of opinion
• Always try to improve everything

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Managing People

• Never blame people
• focus on the system and the problem
• assume there was a communication breakdown
• Be a team player
• learn to manage without command and control
• your success depends on the team following a
  common goal
• Give the credit away always
• your success depends on other people
• Make good use of your time set the example for
  your mangers

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Managing People

• Recognize the best people are motivated by
• recognition
• responsibility
• advancement
• challenging and interesting work
• achievement
• Your employees are your customers
• respect them, listen carefully to them
• let them know they are doing a great job every
  day

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3 Classic Aspects of Leading People

• Set demanding goals (about the team)
• so people know what is expected of them
• Monitoring behavior
• watching what people do rather than isolating
  yourself from them
• Recognition
• letting people know when theyve done a great job

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What My Managers Need from Me

• Clarity
• clear communication of goals, expectations,
  results
• Help with prioritization and managing barriers
• help when overwhelmed
• Confidence, encouragement, and recognition
• find them doing things well and recognize this
• Latitude to make decisions
• Opportunities to learn and grow
• focus on strengths, and where they can change

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Its All About Relationships

• Be Honest
• with others
• with yourself
• when giving difficult news
• always
• Listen
• good, active listening should make you tired,
  its hard work

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Relationships

• You can accomplish anything in life, provided
  you do not mind who gets the credit.
• -Harry Truman

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Developing New (Young) Managersinto Leaders

• Grey zone decision making responsibility
• position with broader responsibility than some
  would expect
• offer help and advice, but dont solve their
  problems
• but not too much authority too fast - emotional
  competency
• Keep them busy
• Have them staff on the schedule
• Mentoring relationship
• at some point, ability to influence and persuade
  outweigh raw talent and determined ambition
• Get them out in front, and support their
  decisions
• Broaden responsibilities over time, with
  sustained mentoring through all positions
• Professional organization involvement

36
Leadership

• Never tell people how to do things. Tell them
  what to do and they will surprise you with their
  ingenuity.
• -George Patton

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Leadership Skills Young Managers Should Attain

• Strategic and creative thinking
• Systems thinking
• Big picture thinking and attitude
• Results orientation and drive for high
  performance
• Commitment
• Persistence
• How to develop future leaders- Adopted from Tom
  Thielkes 2004 Leadership Conference slides on
  Mentoring

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Managing Your Budget

• Know your budget inside and out
• Know what administration expects
• prudent budgeting, ability to explain variances
• Delegate day to day budget management details
• assign managers different expense classes and/or
  cost centers
• expect managers to explain all variances
• hire a budget coordinator
• Use monthly variance reports as a means to brag
  about department accomplishments as well
• Ability to balance fiscal with patient care
  issues
• see issues from both perspectives
• know the literature on value of pharmacy
  services...and use it
• Work with physicians to set targets and
  guidelines

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Managing Your Programs

• Surround yourself with talent
• dont compromise on hiring the best people
  (people with determination and a passion for
  pharmacy)
• provide challenging work
• Learn to elicit teamwork and good relationships
• Commitment to professionalism and organizations
• Be creative, innovative and results oriented
• market your vision

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Managing Your Programs

• Learn to prioritize and make good use of your
  time
• be patient
• focus efforts on primary goals (need a 5 year
  plan)
• keep a future project file
• Project management skills
• gantt charts, clear responsibilities and
  timelines
• Always make decisions based on whats best for
  the patient
• expect this from everyone

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Create a Teaching and Learning Environment

• Commitment to the future of our profession
• leadership crisis
• Sara J. White Will there be a pharmacy
  leadership crisis? An ASHP Foundation
  Scholar-in-Residence reportAm. J. Health Syst.
  Pharm., Apr 2005 62 845 - 855
• Surround yourself with residents and students
• start a residency
• start an administrative clerkship experience and
  market it
• Teaching and Learning
• part of a High-Performance Pharmacy
• attracts motivated and talented people
• provides an opportunity to recruit them
• opportunities for growth and learning are
  essential for retention

42
Overcoming Resistance to Change

• Provide background about the change
• Indicate how the change will affect individuals
• Discuss questions, concerns, and ideas
• Agree on solutions, resources and support needed
• Decide on actions to be taken and follow-up dates
• Summarize and express appreciation

43
Decision Making

• Is this the best use of my departments resources
  right now?
• How does this further the mission of my
  department and my institution?
• Is the timing right?
• What are the effects on
• patients?
• the staff?
• other departments?

44
Attitude
Anytime you stop trying to get better, you get
worse. - Pat Riley
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David Zilz on Leadership
Leadership is influence, nothing more, nothing
less. John C. Maxwell, 21 Irrefutable Laws of
Leadership
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Bottom Line on Influence

• Exceed expectations
• Develop your emotional intelligence
• Understand and accentuate your strengths
• Minimize your weaknesses
• Become the subject matter expert
• Dont burn any bridges
• Understand and relate your actions to the big
  picture
• Constantly build your network
• Align your action with organizational goals

47
Being a Leader

• Vision
• Passion
• Listen find out what other people think
• Trust
• Honesty
• Positive attitude
• Encourage problem talk
• Act swiftly in moment of crisis
• Set small goals and hit them

• Take risks
• Define success broadly
• Always contribute
• Act unselfishly
• Find what is broken and strive to fix it
• Demand diversity
• Honor differences
• Perpetual optimism
• Let people know its all about achievement

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Leadership
Leaders are not born, they are made. -
Vince Lombardi
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The New Pharmacy DirectorLessons from the
Trenches
Team Building, Leadership Development and
Succession Planning
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Team Building

• Shaping Your Team Bruce E. Scott 2005 ASHP
  Leadership Conference

If we get the right people on the bus, the right
people in the right seats, and the wrong people
off the bus, then well figure out how to take it
someplace great. - Jim Collins, Good to Great
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Team Building

• Identify and select the right people
• Diverse personalities, competencies and goals
• Still fit - Maintain ability to communicate and
  work together
• Know and use strengths of your team members
• Ask them what work they enjoy and why and listen
  to their answers
• Pay particular attention to their wins and
  losses
• Use evaluation tools
• Now, Discover Your Strengths
• Identifies talents and advice on how to manage

52
Team Building

• Get the wrong people off the bus
• Dont wait! Hope is not a strategy
• When you are working harder on their success than
  they are.its time
• Make a plan with the help of Human Resources
• Ongoing maintenance
• Quarterly development meetings
• Identify new roles and responsibilities
• Create opportunities for growth and learning
• Encourage (insist) on new experiences, taking
  risks

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With Others in the Organization

• Importance of partnering with.
• Nursing
• Finance
• Departmental peers, e.g., Lab, Radiology, etc.
• Nursing
• Primary customers
• Nurses perception of pharmacists as patient care
  peers not drug jockeys
• Powerful ally

54
With Others in the Organization

• Finance
• Pharmacy is a primary cost center
• Strong relationship with finance staff strong
  relationship with CFO
• CPAs are like RPhsanal retentive
• pay attention to details
• follow their rules
• understand, use and appreciate their expertise
• Departmental Peers
• Face similar issues
• Source of assistance, influence
• Camaraderie

55
Identify and Develop Future Leaders

• Identify Leaders
• Do peers look to them for guidance?
• Do they outperform their peers?
• Are they smarter than me?
• Students Residents Future Leaders
• Pharmacists
• Offer new challenges or new roles
• Spend time with them
• Find them a mentor if its not you

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Identify and Develop Future Leaders

• Treat every persondifferently NOT the same
• Every person is unique, why would you manage them
  all the same way?
• Strengthen natural talents
• The scorpion and the frog
• Identify opportunities that are suited to their
  abilities
• Encourage them to build on their strengths
• Only address weaknesses so that they are not
  detrimental
• Required reading
• First, Break All the Rules, Buckingham Coffman

57
Succession Planning

• You cant succession plan if you are insecure
• Your department should be able to run without you
• If you are scared to go on vacation you are not
  an effective leader
• Let people make decisions
• If you tell people where to go, but not how to
  get there, you will be amazed by the results,
  George S. Patton
• You can accomplish great things in life provided
  that you do not care who gets the credit. Harry S
  Truman
• Listen and offer advice when asked

58
Succession Planning

• Having said that
• Dont be an absentee director
• Dont forget where your paycheck comes from
• Its not from ASHP, APhA, or ACCP

59
Succession Planning

• Create roles of increasing responsibility
• Be creative challenging with flat management
  structures today
• On line supervisors (with project days) FTE
  neutral
• Clinical team leaders
• Technician supervisors and managers
• Techs can manage the distribution process
• Project leads
• Push the day to day decisions down as far as you
  can

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Succession Planning

• Leadership Development
• Being challenged (chance of failure)
• 50 75 chance of being successful
• Experiential learning (developmental task in
  current job or more challenging job)
• Role models (good and bad), coaches and mentors
• Courses and reading
• Personal learning
• Feedback

Lombardo and Eichinger The Leadership Machine
61
The New Pharmacy DirectorLessons from the
Trenches
Gaining Resources New Programs, Technologies
and Services
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Gaining resources

• 95 to 114 FTEs
• CPOE, Med Rec
• Requires resources
• Do your homework
• Most departments cant pull together data like we
  can
• Show why you need resources

63
Gaining resources

• Defensive
• Annual budget showdown told to cut
• Go where the money is
• 32,000,000 inpatient drug budget
• 10,000,000 salary budget
• Cut the salary budget, lose ability to control
  the drug budget
• Tie cost savings to drug budget. Track savings
  and show Sr. Leadership
• Benchmarking
• Use your peers (apples and apples)
• Span of control example with UW, IA, KS

64
Gaining resources

• Proactive
• Adding services (primarily labor cost)
• Proposal
• building a case for a service or product
• financial, safety, regulatory
• Pro Forma (example on next slide)
• method of calculating financial results in order
  to emphasize either current or projected figures
• show the return on investment (ROI)
• Capital (automation, etc)
• competing with Lab and Radiology
• show hard and soft dollars
• hard actual reduction in line item on general
  ledger
• soft extrapolated numbers for ADE avoidance
  from the literature, etc

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Gaining Resources

• Timing
• 2002 Accreditation visit (before 797 was the
  rage)
• We did not meet ASHP Guidelines in Technical
  Assistance Bulletin (which we had presented to
  Sr. Administration previously)
• Toby Clark visited
• wrote us up for not meeting ASHP professional
  standards
• received 1.5 Million worth of remodels for 3
  pharmacies (and admin area)
• Sometimes you wait. Pick your battles. Strike
  while the iron is hot.

67
Gaining Resources

• Proactive
• Understand national trends
• Example Where is the rest of the world with bar
  coding? Lay groundwork
• Use examples of what other institutions are doing
• Share literature with your CEO, VP, CFO
• Forward articles
• ASHP push news
• HealthLeaders.com
• Be realistic and be a team player. Sometimes what
  you need is the highest priority, sometimes it is
  not. Know when to push. Understand the financial,
  political, and cultural trends.

68
Its All About Relationships

• Demonstrate respect
• Listen and dont interrupt
• and dont get defensive
• Diplomatically seek (negotiate) win-win solutions
  so everyone benefits
• Settle difference by sitting down offline
• try not to say I disagree in public
• develop a good poker face

69
Its All About Relationships

• Manage your body language
• Let others know they are important to you
• Be open minded
• Focus on commonalities and stay positive
• Dont be too forceful when speaking
• Say we, not I
• In times of confrontation, say I really need
  your help

70
Top Career Blunders to Avoid

• Failure to effectively convey information up/down
  the organization
• Tunnel vision for pharmacy
• Inflexibility only your way will work
• Impatience work so aggressively toward your
  goal that you alienate others
• Failure to network
• Lack of CE and well-roundedness

71
Power of Positive Thinking
There are those who believe they can and there
are those who believe they cant. Usually both
are right. - Henry Ford
72
The New Pharmacy DirectorLessons from the
Trenches
Work/Life Balance
73
Work/Life Balance

• Weekends don't count unless you spend them doing
  something completely pointless. Hobbes
• Walk the talk
• Your team will follow your example of work-life
  balance
• Send your top performers home
• Sometimes the best dont know when to give
  themselves a break
• First nice Friday in Spring
• Insert/plan a slowdown
• Not only celebrate after big projects, plan a
  lull
• 2006 is the year we do everything, were taking
  2007 off.

74
Work/Life Balance

• Develop and maintain your 5 year plan
• work, family, hobbies, personal goals
• Know what is most important to you
• Build these priorities into your calendar before
  anything else
• Learn to effectively delegate
• Move from control and command to influence
• Lead by example
• Read the Covey books
• Leave briefcase at work at least one day per week
• Vacation leave laptop and reading at home

75
Time Management

• Accept that you dont have enough time for
  everything
• make conscious choices about what you are going
  to do
• dont feel guilty about everything else
• Exercise powerful planning
• plan based on what you want to accomplish by the
  end of the year, and let that drive what you do
  each month
• what must be done this month determines daily
  activities
• Focus your efforts on strategic issues and only
  things you can do, delegate other
  responsibilities
• System for managing each day, week and month
• meet with assistant first thing each Monday
• constantly re-assess your priorities
• ask what is the most valuable use of my time
  right now?

76
Time Management

• Save time (avoid wasting your time)
• always carry important reading materials
• avoid incessant need to polish everything
• avoid people who are habitually late
• dont answer your phone
• return all calls (and emails) in a row, not
  throughout the day
• keep note cards with you, write thank you notes
  in downtime
• make standing appointments for personal needs
  (hair cuts, etc)
• develop a great filing system
• Use reminder system in e-calendar as a tickler
• Block time to walk around
• Block time for working on high priority goals
• Have high expectations of your assistant
• Be willing to close your door

77
Social Aspects of Job Satisfaction

• Essential, often overlooked, element of team
  building
• Its the Life in Work/Life balance
• Opportunity to learn about each other
• families, hobbies
• People know you better
• honesty the most admired trait in leaders
• people want to follow a real person

78
David Zilz on Accomplishment
No one ever completes as much as they think they
can in a day, but everyone accomplishes much more
in a decade than they would have ever thought
possible ..so pace yourself
79
The New Pharmacy DirectorLessons from the
Trenches
New Director Pearls Results of ASHP Practice
Managers Listserv Survey
80
ASHP Practice Managers Listserv Survey for
Pharmacy Directors

• What year did you first become a pharmacy
  director?
• What was the greatest challenge you faced as a
  new director that year, and what did you do to
  overcome that challenge?
• What has been the greatest challenge you faced in
  your career as a pharmacy director, and what did
  you do to overcome that challenge?
• What do you think is the greatest challenge
  facing pharmacy directors today?
• If you could give one piece of advice to a new
  pharmacy director, what would it be?
• If there were one course that you could send a
  new director to, what is the title of that course?

81
Listserv Survey Results General Themes

• 33 respondents
• Year became director 1970-2006
• Relationships
• Senior team
• Staff
• Transitions
• Operational, technological
• Philosophical, roles
• Keeping it all going
• Resource acquisition
• Keeping all the balls in the air

82
Listserv Survey ResultsWhat was the greatest
challenge you faced as a new director that year,
and what did you do to overcome that challenge?

• Personnel issues
• Following a great director
• Transitioning
• Manager to Director
• Old system to new system

83
Personnel Issues / Transitioning

• Staff dissatisfaction with previous leadership
  and desire to become represented by organized
  labor I worked very hard with staff the first 3
  weeks of my position to improve 2-way
  communication, listen to their concerns, post
  positions for vacancies (the vote was
  unanimously against representation when it
  occurred exactly 3 weeks after my start date--a
  fact that was noted across the campus)
• -Marianne Ivey

84
Listserv Survey ResultsWhat has been the
greatest challenge you faced in your career as a
pharmacy director, and what did you do to
overcome that challenge?

• Personnel issues, again
• Layoffs, terminations
• Major medication errors
• New level of transition Culture
• Merging two departments
• Senior Management Relationships

85
Everything

• To maintain, develop and refine leadership and
  management skills to meet the current and future
  needs of our patients. Today's skills aren't
  necessarily those to meet tomorrows needs.
  Resting on laurels is dangerous, relying on past
  successes to meets current needs is dangerous
  
• -Bill Gouveia

86
Listserv Survey ResultsWhat do you think is the
greatest challenge facing pharmacy directors
today?

• 1 Leadership recruitment
• Managers, motivated people, not 9-5ers, etc.
• Staffing
• Recruiting and retaining
• Increasing demand and diminishing resources
• Regulatory compliance
• Complexity of the Director role

87
Leadership

• Finding good managers Mike Sanborn
• Managing individuals who may not have the same
  passion for pharmacy as those of us did when we
  decided to move into leadership role. Rita
  Shane

88
Complexity

• Dealing with the complexity of services and
  diversity of position responsibilities--fiscal
  savvy, clinical practice development and
  expansion, information technology, automation
  development, and personnel management and
  professional growth. All administrative and
  support personnel must be on he same page.
• - Harold Godwin
• To orchestrate the multiple components of an
  integrated health-system pharmacy service,
  especially recruiting, guiding, coaching capable
  individuals with the diversity of skills needed
  to be a progressive and patient service centric
  organization." I chose the word orchestrate -
  because the most important is timing of
  everything in the concert.
• Dave Zilz

89
Listserv Survey ResultsIf you could give one
piece of advice to a new pharmacy director, what
would it be?

• Identify mentors network
• Build strong relationships with
• Your team
• Senior Management
• Nursing, Physicians, other departments
• Commit to being a director
• Take risks, dont give up, be passionate about
  what you do

90
Solid Advice

• Be patient, we have a great product to sell in
  health-system pharmacy. You must believe in it,
  be passionate about it but you can't do it all at
  once. It takes time and moderately paced plan is
  more effective.
• -Tom Thielke
• Identify a key mentor or two ... and develop and
  maintain a network of colleagues to assist you
  ... to assist each other.
• -Dan Ashby

91
Listserv Survey Results If there were one
course that you could send a new director to,
what is the title of that course?

• Listening, Negotiating, Building Relationships
• Listening mentioned 3 times
• Its All About Relationships
• Personality and strengths assessment
• Political savvy
• Ethics
• Wharton Leadership Program

92
Listening

• "The ear of the leader must ring with the voices
  of the people." Woodrow Wilson
• "Seek first to understand, then to be
  understood." Stephen R. Covey7 Habits of
  Highly Effective People

93
Commitment
Its not whether you get knocked down, its
whether you get back up. - Vince Lombardi
94
References and Suggested Readings

• Zilz DA, Woodward BW, Thielke TS, Shane RR,
  Scott B. Leadership skills for a
  high-performance pharmacy practice. Am J
  Health-Syst Pharm. 2004 612562-74.
• Slides Hunt M, Ashby DA, Scott BE The New
  Leaders First 100 Days Key Strategies for
  Success. 10th ASHP Annual Leadership Conference.
  2005.
• Nold EG, Sander WT. Role of the director of
  pharmacy the first six months. Am J Health-Syst
  Pharm. 2004 612297-2310.
• Thielke TS. Searching for excellence in
  leadership transformation. Am J Health-Syst
  Pharm. 2005 621657-62.
• First, Break All the Rules.
• Now, Discover Your Strengths.
• The One Minute Manager.
• Leadership and The One Minute Manager.
• Good to Great.
• The 7 Habits of Highly Effective People.