PRINCIPLES CHARACTERISTICS OF EFFECTIVE PHARMACY MANAGEMENT John E. Clark, PharmD, MS, FASHP Director, Experiential Education Director, Pharmacy Residency Programs Assistant Professor, Pharmacotherapeutics & Clinical Research University of South Florida | College of Pharmacy Tampa, Florida Jclark9@health.usf.edu

OBJECTIVES Describe the differences between leadership and management List three key responsibilities of a pharmacy manager Explain what new managers should accomplish during their first year

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

LEADER, MANAGER, SUPERVISOR Leaders are responsible for setting the vision, values, direction, and results of an organization Mangers have overall accountability for a department, section, or organization Supervisors are responsible for seeing that the daily work get done efficiently, but do not have the overall accountability for the entire operation.

LEADERSHIP vs MANAGEMENT Setting up new goals, vision or planning new strategy Involves a core group or single individuals About managing the group properly Key concepts: influence, inspiration, motivation, growth, vision Controlling the group and organizing it to achieve pre-set goals and objectives Involves an entire group and the actions required to make it function to achieve the goals set by the leader About helping the leader achieve the goals for the collective vision of the group Key concepts: position, procedure, adherence, analysis

LEADERSHIP vs MANAGEMENT Can managers be supervisors and leaders?

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

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

LEADERSHIP vs MANAGEMENT As a Pharmacy Manager, What do you Manage?

MANAGEMENT RESPONSIBILITIES Manage day-to-day operations of your area About achieving results Having routine progress reports Manages the leader’s vision About efficiency, effectiveness, innovation Manages resources (time, budgets, people) About prioritizing

TABLE OF ORGANIZATION Director of Pharmacy Assistant Director Ambulatory Pharmacy Services Manager Supervisor Staff Assistant Director Inpatient Pharmacy Services Assistant Director Clinical Pharmacy Services

LEADERSHIP vs MANAGEMENT Characteristics Subject Leader Manager Essence Change Stability Focus Leading people Managing people Have Followers Subordinates Horizon Long-term Short-term Seeks Vision Objectives Approach Sets direction Plans details Decision Facilitates Makes Power Personal charisma Formal authority Appeal to Heart Head Energy Passion Control

LEADERSHIP vs MANAGEMENT Subject Leader Manager Culture Shapes Enacts Dynamic Proactive Reactive Persuasion Sell Tell Style Transformational Transactional Exchange Excitement for work Money for work Likes Striving Action Wants Achievement Results Risk Takes Minimizes Rules Breaks Makes Conflict Uses Avoids

LEADERSHIP vs MANAGEMENT Subject Leader Manager Direction New roads Existing roads Truth Seeks Establishes Concern What is right Being right Credit Gives Takes Blame Blames

LEADERSHIP vs MANAGEMENT Characteristics of a Supervisor Listening Passion Positive-attitude Problem-solving Relationships Self-Discipline Servanthood Teachability Teacher Commitment Competent Consultants Communication Empathetic Flexible Generosity Genuine Initiative

LEADERSHIP vs MANAGEMENT What should a new pharmacy manager accomplish in the first year?

RESPONSIBILITIES OF NEW MANAGERS 1 – 4 Months Gather facts and assess your area of responsibility. Master organizational management skills Build relationships with the people you manage Seek competency-based Training Become knowledgeable of the skills need and expectations of the operation 5 – 12 Months Reorganize: Make personnel changes (if necessary) Strategic planning should take place Develop action plans

RESPONSIBILITIES OF NEW MANAGERS First Year Assessment of pharmacy services Regulatory and accreditation review Assessment of leadership, information services, and clinical services Workflow analysis (charts) Set priorities and work plans to address issues Development of reporting systems and metrics

SUMMARY Manager’s roles are continuous – like a journey It’s important to understand authority and responsibilities of your position Seek out a mentor Learn and develop organizational and personnel management skills “LEADship is not a position, but the ACTion you take – LEAD, ACT”