Engaging the C‐suite to Advance Pharmacy PracticeProviding quality patient care throughprogressive pharmacy practice

Effective Communication and Leadership: Knowing Yourself, Learning From Your Mistakes, and Maximizing Your Potential

Samuel Calabrese, R.Ph., M.B.A., FASHPAssociate Chief Pharmacy OfficerCleveland ClinicCleveland, OH

Components of Effective Communication

• Credibility

• Integrity

• Relationships

• Knowing yourself - Self Reflection

Credibility

• Customers

• Boss

• Staff

• Management Team

Establishing Credibility and Trust

• Customers - Peers– Find loudest critics and get them to the table

• Establish Nursing-Pharmacy Committee

• Establish relationships based upon trust andmutual 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)

Credibility – Your Boss• Deliver

– Hit the numbers– Deal with complaints– Be proactive– Always deliver when you ask for resources

• Don’t shy away from tough issues– When placed in command - take charge– Always say yes to your boss: “Can-do” action orientation

• May have to say yes, but…

• 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 don’t like to be

caught off guard

Credibility – Your Staff (Team)

• Deliver (see the trend?)

• Advocate for them– New space or remodels

– Increased staffing

– Gallup question: “I have the materials andequipment I need to do my job”

• Just buy the computer, or book, or file cabinet…If you have a $32,000,000 drug budget, youshouldn’t get too worked up over spending $100to make their life easier

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Credibility – Your Staff (Team)• Set the tone for respectful communication in the

department

– Don’t tolerate inappropriate behavior

• It’s not OK to yell at staff meetings

– Zero tolerance for the big three

• Race

• Sex

• Violence / intimidation – physical or verbal

– Document all disciplinary conversations

– Don’t tolerate people outside of your departmenttreating your staff inappropriately

Credibility – Your Staff (Team)• Know them

– 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 byname

– Regular staff meetings• MBWA

– Be accessible– They can bring an issue to your attention

• They should have a potential solution when theydo

Credibility – Your Management Team

• Take care of those who take care of you!

• Know their goals

• 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 theydo a good job

– Give them the credit for their successes

– Be an advocate for their careers

Credibility – Your Management Team

• Pay them well

• Go to bat for them

• 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

Integrity

• Do the right thing– Don’t make “special arrangements”

• They will always come back to bite you in thebutt

– Don’t bow to pressure if it compromisesintegrity

• Example - Dept Head, Dean and CEO phone callfor special hiring treatment

It’s All About Relationships

• Help us do our job– Get crucial information

– Avoid pitfalls or problems

– Obtain the tools to do your job

– Identify opportunities

• Relationships are a two way street– Must be willing to assist others to foster and

grow long term relationships

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It’s All About Relationships

• Be Honest– with others

– with yourself

– when giving difficult news

– always

• Listen– good, active listening should make you tired,

it’s hard work

Where do you begin?

• Prioritize and create opportunities to buildbetter working relationships– Introductions

– Initiate a meeting

– Take advantage of casual meetingopportunities

– Congratulatory emails

Strategies for building relationships

• Ask for other’s prospective– How would a new idea effect their area

– How does the idea look from their view

– Do not dismiss input or ideas

• Help others with their goals– Investment in your future projects

– Identify opportunities before asked

Key Principles – Focus on Them

• Maintain or enhance self-esteem– Show you respect their perspectives and

opinions

– Acknowledging them for help

– Showing interest in their personal interests

• Listen and respond with empathy– Paraphrasing when communicating

– Body language

Knowing Yourself

“Those who ignore the past are doomed to repeat it”

“If you keep doing the same thing, don’t expect different results”

“If things go wrong, look in the mirror for answers”

Knowing Yourself• Tools

– Strength Finders

– Insights• Color wheel

• Red, Green, Blue, Yellow

• Our greatest strengths are our greatestweaknesses– Strength: Passionate, goal oriented, driven

– Weakness: See above

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Management Style

• Authoritative• Coaching• Affiliative• Democratic• Pacesetting• Coercive

Key is to be able to vary your style and approach depending on the situation!!

Reflection

• Why is this important?– Sources of honest feedback decline as you

move up the ladder

– Identify actions to continue

– Identify actions to eliminate

Key Areas for Reflection

• Vision and Priorities– If asked would my employees be able to

articulate the vision and priorities?

• Feedback– Do I give people timely feedback?

• Succession Planning– Am I delegating sufficiently?

• Leading Under Pressure– How do I behave under pressure?

Key Takeaways

• Successful communication requirescredibility, integrity and relationships.

• Knowing oneself provides knowledge torefine/enhance communication

• Reflection provides a means to selfevaluate when honest feedback fromothers is not available

References and Suggested Readings

1. *Zilz DA, Woodward BW, Thielke TS, Shane RR, Scott B. Leadership skills for a high-performance pharmacy practice. Am J Health-SystPharm. 2004; 61:2562-74.

2. Nold EG, Sander WT. Role of the director of pharmacy: the first six months. Am J Health-Syst Pharm. 2004; 61:2297-2310.

3. First, Break All the Rules.4. Now, Discover Your Strengths.5. The One Minute Manager.6. Leadership and The One Minute Manager.7. Good to Great.8. The 7 Habits of Highly Effective People.9. Kaplan, RS. What to ask the person in the mirror. Harvard Business

Review. January 2007.10. Goleman, D (1911). Leadership that gets results. In Leadership: The

Power of Emotional Intelligence (pp. 40-30). Northampton, MA: More than Sound LLC.

QUESTIONS

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Engaging the C‐suite to Advance Pharmacy PracticeProviding quality patient care throughprogressive pharmacy practice

Getting Noticed: Establishing Strategy and Defining Success

Joyce A. Tipton, R.Ph., M.B.A., FASHPDirector of PharmacyMemorial Hermann Memorial City Medical CenterHouston, Texas

Objectives

• Define strategic operational planning• Identify the components and purpose of

mission and vision statements• Discuss the steps in the strategic planning

process• List the criteria for SMART objectives• Describe tools for reporting outcomes• Explain how strategic operational planning

facilitates organizational alignment andsuccess

Strategic vs. Operational Planning

• Not mutually exclusive

• Future focus and strategy is vital in arapidly changing healthcare environment

• Clear operational goals are needed tomaintain basics, continuously improvequality, and navigate new strategies

Annual Strategic Operational Planning – Marketing the Impact

Demonstrates thorough planning

Consistent and systematic approach

Achieves buy‐in by key 

stakeholders

Annual Strategic Operational Planning – Marketing the Impact

• Accountability for pharmacy leadership and staff

• Objective measures for upline reporting

Establishes measurable evidence 

of success

• Mission and Vision

• Strategies and priorities

Facilitates alignment with organizational 

priorities

• Specificity in goals, strategies, and metrics

• Highlights alignment

Supports a structured format for marketing 

pharmacy contributions

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Annual Strategic Operational Planning – Plan the Planning

• One to two months in advance• Schedule two sessions (full day and half day or two

half days) and reserve room• Send written notice to participants outlining

attendance expectations• Invite your VP or COO to bring greetings at the

retreat• Invite Organizational Development to conduct a

developmental session during the retreat (teambuilding, time management, etc.)

• Make assignments to managers and residents (letresidents learn as they do)

Annual Strategic Operational Planning – Plan the Planning

• Two to three weeks in advance– Notify your internal public relations department and

invite them to cover the event

– Send agenda to participants, including pre-readingsuch as Pharmacy Forecast and brief thought-provoking questions they should answer prior to theretreat

– Make arrangements for meals and snacks

– Assign a photographer

Steps in the Strategic OperationalPlanning Cycle

The Planning Phase

1• Customer Identification

2

• Mission

• Vision

3• SWOT Analysis

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• Prioritize Issues

• Establish Goals and Strategies

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• Define metrics

• Identify accountability

Use Brainstorming technique to identify your customers– Internal– External

Use to identify all those who are affected by the actions and outcomes of the pharmacy team

•Customer Identification1

Mission feeds the confidence of your organization

Vision creates the momentum of anticipation about the future

•Mission

•Vision2 Mission Statement

Mission

Our Values

Our Purpose

Our BusinessThe 

opportunities or needs that we exist to address

What we do to address these

The principles and beliefs that guide our work

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Building a Compelling Mission Statement

Inspire support and commitment

Motivate

Be convincing and easy to grasp

Use proactive verbs to describe what we do

Be free of jargon

Be short enough to be easy to repeat

Vision

What does success look like?

Motivates

Paints picture

Stretches boundaries

Inspires

Identify using Brainstorming process

Internal Factors–Strengths–Weaknesses

External Factors–Opportunities–Threats

•SWOT Analysis3

Prioritizing issues

Establishing goals and strategies/objectives

•Prioritize issues

•Establish Goals and Strategies4

SMART Objective CriteriaSpecific State exactly what is to be achieved

Measurable Capable of measurement.  Can determine if it is achieved

Achievable Realistic given the circumstances in which it is set and the resources available to the business

Relevant Relevant to the people responsible for achieving them

Time Bound Set with a time frame in mind.  These deadlines also need to be realistic

The Beauty Pageant Objective

My goal is to achieve world peace…

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• Define metrics

• Assign accountability

•Define metrics

•Identify accountability5 Example Day 1 Agenda

7:30 – 7:45 Breakfast and Overview 7:45 – 8:05 Mission and Vision 8:05 – 8:15 Executive Greeting8:15 – 8:30 Creativity Exercise8:30 – 8:55 Pharmacy Forecast: What Speaks to You? –

Break out8:55 – 9:15 Nursing Collaborative Session 9:15 – 9:30 Break9:30 – 11:15 SWOT analysis11:15 – 11:45 Develop Potential Focus Areas - Breakout11:45 – 12:15 Lunch and Prioritization of Objectives 12:15 - 12:30 Wrap Up Session

Example Day Two Agenda

• 12:00 – 12:15 Introduction to Day Two

• 12:15 – 12:30 Smart Objectives

• 12:15- 1:00 Change Leadership: My Iceberg is Melting-

• 1:00 – 1:45 Proposed Strategic Objectives– Breakout

• 1:45 – 2:00 Break

• 2:00 – 2:45 Consensus on Objectives

• 2:45 – 3:45 Assignment of Objectives, MetricsDiscussion

• 3:45 – 4:00 Personal Mission Statements

Who is Involved in the Planning?

• Leadership vs staff

• Combination

• Consider inclusion of “customers”

• Drive the strategic operational planningprocess to staff level

• Developing cascading goal settingprocess

• Always keep a strategic focus

Sharing the Plan

• Commit the plan to writing – Detailed andMatrix

• Share with all members of theDepartment– Town Hall Meetings– Newsletters

• Share with VP, CEO, and provide withbudget documents

Matrix

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See enlargement p. 11

Steps in the Strategic Operational Planning Cycle

The Execution Phase

1

• Develop teams

• Educate teams

2

• Gather baseline data

• Refine metrics if needed

3

• Develop action plans

• Timelines and targets

4• Do it

ReportingRequire at least 

quarterly reports from each person 

accountable including specific metrics

Create Dashboards or Score Cards for visual 

reporting

Provide routine reports/presentations 

upline

Provide updates to staff at Town Halls or 

staff meetings

Post Dashboards on bulletin boards

Publish status in newsletters

Dashboard Dashboard Metrics

• Highlight the metrics from StrategicPlanning goals

• Don’t confuse what you need to knowwith what your CEO needs to know– May need two Dashboards

• Align the metrics with your organization’sstrategies– Typically will align with the functional areas

of operational, clinical, and financial

Metrics and the Whole Story

• Grab attention with the metric snapshot• Be prepared to tell the quality story

– Why is the metric meaningful– How does it impact quality and the patient

experience– Have a real patient example

• Metrics and ROI are only part of the story– Quality is meeting and exceeding the

customer’s needs and expectations for whatthey consider a reasonable price

Where does the Pharmacist Add Value?

Value =

Outcomes + Customer Experience (+/‐)____________

Cost

Paint the picture of  Pharmacist  value

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See enlargement p. 11

And if needed… put on your cowboy hat and dance! QUESTIONS

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Matrix

Dashboard

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