3. From “To-Do” to “Done”: Empowering Staff to Get Revenue-Producing Initiatives Off the Ground Hashim Zaibak, Pharm. D. President, Hayat Pharmacy

4. Disclosure
Hashim Zaibak, Pharm. D. declares no conflicts of interest or financial interest in any product or service mentioned in this program, including grants, employment, gifts, stock holdings, and honoraria.

5. Learning Objectives
Discuss common barriers to implementing new programs and goals in your pharmacy operation.
Outline effective methods of organizing tasks, involving the multi-pharmacy team and developing a reporting structure to accomplish project goals.
Discuss staff member involvement and store owner/manager responsibilities and accountability tools for achieving goals.

6. What barriers to implementation do you face in your practice?
Change Template

7. Common Barriers to Implementation:
Lack of time
Lack of immediate ROI
Lack of resources
Unmotivated team
Sometimes, we are the barriers

8. Join the club!! Organizing Tasks
Have you ever delegated a task to someone and…
Forgot about it?
Forgot whom you delegated it to?
Forgot exactly what you told the other person and how he/she responded?
Join the club!!

9. Systems to Help with Task Management
Paper based
Simple Task Management Apps
Advanced Task Management Systems
Some are free
Some are expensive

10. Why invest in a good system?
Tracking and reporting
Communication
User-friendly app

11. Management
Apps

12. Management Apps Wrike/Asana – Task Management
Ryver/Slack – Team Chat App
Google Form – Tracking Responses

13. Wrike Task Management Mobile & desktop friendly
Can delegate tasks to teams and individuals
Members can comment on tasks
Tracking deadlines

14. Ryver Team Communication
Mobile & desktop friendly
Can communicate with teams or individuals
Free!!

15. Google Form Mobile & desktop friendly Tracks responses
Ability to transfer data for charts and graphs
Free!!

16. The 4 Disciplines of Execution: Achieving Your Widely Important Goals by C McChesney, S Covey, and J Huling

17. The 4 Disciplines of Execution (4DX)
Leaders can influence Strategy Execution

18. The 4 Disciplines of Execution (4DX)
Leaders struggle with?
Strategy
Execution

19. The 4 Disciplines of Execution (4DX)
Leaders struggle with…
Strategy
Execution

20. The 4 Disciplines of Execution (4DX)
Leaders who have business education study more?
Strategy
Execution

21. The 4 Disciplines of Execution (4DX)
Leaders who have business education study more…
Strategy
Execution

22. The 4 Disciplines of Execution (4DX)
Your business requires lots of energy to keep the door open:
Whirlwind
What are examples of whirlwind activities in your business?
Great organizations spend 80% of energy on the whirlwind

23. The 4 Disciplines of Execution (4DX)
When you have limited time and energy to work on tasks, do you work on?
Urgent
Important

24. The 4 Disciplines of Execution (4DX)
When you have limited time and energy to work on tasks, do you work on…
Urgent
Important

25. The 4 Disciplines of Execution (4DX)
What recent “important” initiative / idea / goal in your business you decided to drop because you were busy with “urgent” issues?

26. The 4 Disciplines of Execution (4DX)
Focus on the Wildly Important Goal (WIG) Act on the Lead Measures Keep a Compelling Scorecard Create a Cadence of Accountability

27. Focus on the Wildly Important Goal (WIG)X Y
How many WIG’s can a specific team handle?
Learn to say No.
Stay focused just like when sun rays can be focused to bring paper to flame
We are wired to have lack of focus and pick more goals than we can handle
Ambitious visionary leaders have a hard time sticking to one or two WIG’s…
Learn to say NO…
There will always be more good ideas then there is capacity to execute 27

28. Focus on the Wildly Important Goal (WIG)
How many WIG’s can each team handle?
Learn to say NO to good ideas
Stay focused
There will always be more “good” ideas
How many WIG’s can a specific team handle?
Learn to say No.
Stay focused just like when sun rays can be focused to bring paper to flame
We are wired to have lack of focus and pick more goals than we can handle
Ambitious visionary leaders have a hard time sticking to one or two WIG’s…
Learn to say NO…
There will always be more good ideas then there is capacity to execute

29. Focus on the Wildly Important Goal (WIG)
Wrong Question:
“What’s the most important?”
How many WIG’s can a specific team handle?
Learn to say No.
Stay focused just like when sun rays can be focused to bring paper to flame
We are wired to have lack of focus and pick more goals than we can handle
Ambitious visionary leaders have a hard time sticking to one or two WIG’s…
Learn to say NO…
There will always be more good ideas then there is capacity to execute 29

30. Focus on the Wildly Important Goal (WIG)
Correct Question:
“If all other areas stay the same, what’s the one change that can make the most positive impact?”
How many WIG’s can a specific team handle?
Learn to say No.
Stay focused just like when sun rays can be focused to bring paper to flame
We are wired to have lack of focus and pick more goals than we can handle
Ambitious visionary leaders have a hard time sticking to one or two WIG’s…
Learn to say NO…
There will always be more good ideas then there is capacity to execute 30

31. Act on lead measures Some actions are more significant than others
Lag measure vs. lead measures
Lag measures, when you receive them, the performance that drove them is already in the past… You can not fix it… it’s history
Lead measures are Predictive of lag measure and influence-able

32. Act on lead measures All actions are not created equal
Lag measure: when received, it’s history
Lead measure: predictive of lag measure and influence-able
All actions are not created equal
Lag measure vs. lead measures
Lag measures, when you receive them, the performance that drove them is already in the past… You can not fix it… it’s history
Lead measures are Predictive and influence-able

33. Keep a Compelling Scorecard
People play differently when they are keeping the score
Scorecards will keep them engaged
It must be simple but compelling
Can determine instantly if they are winning or losing

34. Keep a Compelling Scorecard
People play differently when keeping score
Will keep them engaged
People play differently when they are keeping the score
Scorecards will keep them engaged
It must be simple but compelling
Can determine instantly if they are winning or losing

35. Keep a Compelling Scoreboard
Simple
Easy to access
Includes lead and lag measures
Shows if team is winning
People play differently when they are keeping the score
Scorecards will keep them engaged
It must be simple but compelling
Can determine instantly if they are winning or losing

36. Create a Cadence of Accountability
Rhythm of regular and frequent meetings or conference calls
Members must hold each other accountable
What’s the one or two most important things I can do in the next week, outside the whirlwind, that will have the biggest impact on the scorecard… Make a promise to the team, not to the boss

37. Create a Cadence of Accountability
Quick meeting or conference call
Members must hold each other accountable
Commitments are made
Rhythm of regular and frequent meetings or conference calls
Members must hold each other accountable
What’s the one or two most important things I can do in the next week, outside the whirlwind, that will have the biggest impact on the scorecard… Make a promise to the team, not to the boss

38. Example #1: Wildly Important Goal
“To get 90% of our EQuIPP adherence measures into green by the end of January”

39. Example #1: Wildly Important Goal
LEAD MEASURES:
Hours of dedication
Number of outliers called
Number of outliers enrolled in Med Sync
LAG MEASURE:
Percentage of Equipp adherence measures in green 

40. Example #1: Wildly Important Goal
Results:
SEPTEMBER
JANUARY 01 31
2017
2018
2 lead measures
1 lag measures
Winning or losing?
74%
93%

41. To get 90% of our EQuIPP adherence measures into green by the end of January
Week Ending 11/18/17

42. Example #2: Wildly Important Goal
“Achieve GM of $85K weekly for all 11 Hayat Pharmacy locations by the end of November”

43. Example #2: Wildly Important Goal
LEAD MEASURES:
Number of Rx’s sold:
Preferred diabetic supplies
Non-preferred diabetic supplies
Preferred prenatal
Non-preferred prenatal
LAG MEASURE:
Weekly gross margin for 11 locations

44. What should our next week commitments be?
Week Ending:
11/11/18
Follow-up on non-preferred diabetic supplies and
non-preferred prenatal tablets
Reword WIG
“Commitments from previous”
Put some non-preferred prenatal
Two scoreboards to show commitments and progression
“What should our next week commitments be?”
Date to be prominent

45. Did we accomplish our commitments?
Week Ending:
11/18/18
Yes!!!

46. WIGS can also be used for personal goals

47. Example #3: Wildly Important Goal
School WIG for my son
“100% of homework submitted on-time and completed before 9pm daily by the end of February”

48. WE 02/02/18
WE 02/09/18

49. How do you motivate and keep teams engaged?

50. You motivate and keep teams engaged by…
Having teams pick their own…
Wildly Important Goal
Lead measures
Set the bar
Competing amongst each other during WIG meeting
Choosing their own commitments for the following week
Sharing success stories with larger group
Celebrating win!

51. “The simple act of communicating the goal will motivate them”
You motivate the leadership by having them pick their own WIG, pick their own lead measures, have them set the bar, have them compete amongst each other during WIG call/meeting, have them choose their commitments for the following week, share success stories with a larger group, celebrating win
Simple act of communicating the goal will motivate them

52. Key Takeaways Use mobile apps to improve efficiency: Task Delegation
Communication
4DX is a great execution tool
To improve a measure, you must track it

53. ? ? ?
QUESTIONS?
Hashim Zaibak, PharmD