John E. Clark, PharmD, MS, FASHP
Director, Pharmacy Residency Programs
Assistant Professor, Pharmacotherapeutics & Clinical Research
University of South Florida | College of Pharmacy
Tampa, Florida
[email protected]
 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
 Explain how a leader get people to follow
 Explain how to run an effective meeting
 Explain the importance of strategic planning
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.
 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
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?
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.
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
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?
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
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?
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









Character
Charisma
Commitment
Communication
Courage
Focus
Generosity
Initiative
Listening
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
“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
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?
Chief Executive Officer (CEO)
Vice President, Medical
Services
Vice President,
Ambulatory
Vice President,
Business Services
Director
Director
Director
Director
Manager
Manager
Manager
Manager
Supervisor
Supervisor
Supervisor
Supervisor
Director of Pharmacy
Inpatient Services
Outpatient
Services
Clinical Pharmacy
Services
Manager
Manager
Manager
Coordinator
Pharmacists
Pharmacists
Pharmacists
Pharmacists
Technicians
Technicians
Technicians
Teamwork
 Is what is expected from the job clear?
 Control? (freedom)
 Commitment?
 Respect and Understanding of Team Members?
 Collaboration
 Innovation
Does a leader lead his team by
getting in front of them or by
getting behind them?
Your Boss
Your Boss’s
Peers
Your Peers
Your Peers
Subordinates
Leader
Your Subordinates
People You Report
To
People on the
Same Level
YOU – LEADER
People Who Work
For You
People on the
Same Level
“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.
“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
organization’s values and culture
 Shape employee’s attitude toward work
the
“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
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
Rewarding and Recognizing Employees
 Recognition can lead to an opencommunication 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
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
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
Strategic Plan
 Goals
 Outcome based
 Objectives
 Reasonable
 Achievable
 Measurable
Strategic Plan
 Should have Broad Consensus and Support
 Administration
 Pharmacy
 Hospital
 Pharmacists
 Nursing
 Medical Staff
 Patients
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
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
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
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.
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?
 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
 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”