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Abstract
You’re not alone. Pharmacists face leadership challenges every day, whether they realize it or not. As you embark on your journey from student to new pharmacist to emerging pharmacy leader, hear from new practitioners and seasoned veterans alike who have been there and can provide invaluable advice along the way. Now, The Pharmacy Leadership Field Guide: Cases and Advice for Everyday Situations, can be your personal “in-print mentor” to introduce you to leadership concepts and situations and broaden your understanding. This Field Guide focuses on leadership in everyday pharmacy practice by employing a case-based approach. While pharmacists receive exceptional didactic clinical training, leadership skills are another crucial skill set necessary for success. Each chapter is written from the perspective of a veteran mentor and a new practitioner, both selected from various practice settings. Led by the editorial team of Drs. Michael DeCoske, Jennifer Tryon, and Sara White, you will hear from 19 contributors offering pearls of leadership wisdom for you to reference when needed and pass along to others. Inside You’ll Find: · Cases ranging from such topics as “Being a ‘little L’ everyday leader”, “The importance of listening”, “Life as a resident”, and “The art of persuasion”.· Profiles of veteran mentors and new leaders, offering pharmacy and leadership career advice · Leadership Pearls for quick tips and Exercises to reinforce each case.· An insightful foreword from MilapC. Nahata, MS, PharmD, Professor and Division Chair, College of Pharmacy, Professor of Pediatrics and Internal Medicine, College of Medicine, Ohio State University (OSU)
Michael DeCoske, Pharm.D., BCPS
Michael DeCoske currently serves as the Associate Chief Pharmacy Officer for Ambulatory Services at Duke University Hospital in Durham, NC. He also serves as a residency advisor for PGY1 residents in the 24-month Health System Pharmacy Administration Residency Program. Previously, Michael served as Coordinator of Pharmacy Administrative Services at Duke University Hospital. Prior to Duke, he completed a PGY1 and Health System Pharmacy Administration (PGY2) Residency at the Medical University of South Carolina in Charleston, SC. He completed his Doctor of Pharmacy degree at Duquesne University in Pittsburgh, PA.
Michael has served various roles within the ASHP New Practitioners Forum as a member of the Public Affairs and Advocacy and Membership and Outreach Advisory Groups as well as vice-chair of the ASHP New Practitioners Forum Executive Committee. Most recently, he served as the Chair of the 2009-2010 ASHP New Practitioners Forum Executive Committee. Michael also represented the Forum as a delegate at the 2009 ASHP House of Delegates in Chicago, IL. Michael is a member of the ASHP Section of Pharmacy Practice Managers Leadership Development Section Advisory Group, the University Health System Consortium Ambulatory Pharmacy Council, the North Carolina Association of Pharmacists and the International Pharmaceutical Federation. Michael also holds distinction as a Board Certified Pharmacotherapy Specialist.
Jennifer Tryon, PharmD, MSJennifer Tryon, Pharm.D., M.S., is the Assistant Director of Pharmacy at Southwest Washington Medical Center where she oversees inpatient operations, both clinical and distribution areas, the anticoagulation clinic, the infusion pharmacy services, and the hospice program. Jennifer also participates in the SWMC residency program, serving as a primary preceptor.
For the past three and a half years, she has been the Assistant Director of Pharmacy at Oregon Health and Sciences University, with responsibility for the inpatient central and decentral pharmacy operations, the Emergency Department, medication safety, and regulatory and quality compliance.
Dr. Tryon received her doctor of pharmacy from the University of Iowa and her master's of science degree from the University of Wisconsin.
She is active in state and national organizations, including serving as a delegate for the state of Oregon at the ASHP House of Delegates. She is the 2010 President-Elect of the Oregon Society. She is the past Chair of the ASHP Section Advisory Group on Manager Development, a member of the Committee on Nominations, and a member of the Search and Screen Committee for the ASHP Executive Vice President and Chief Executive Officer.
Sara J. White, R.Ph., MS, FASHP
Sara J. White, MS, is a retired Director of Pharmacy from Stanford Hospital and Clinics and Clinical Professor UCSF School of Pharmacy. Prior to Stanford, she was the Associate Director of Pharmacy and Professor at the University of Kansas Medical Center. Sara has over 40 years of pharmacy leadership experience and has trained over 100 residents. She is currently a Pharmacy Leadership Coach and Faculty for the ASHP Foundation’s Pharmacy Leadership Academy.
Sara has served on the ASHP Board of Directors, Chair, House of Delegates and is a Past President having also been president of the Greater Kansas City Society of Hospital Pharmacists and the Kansas Society of Hospital Pharmacists. She has been honored with receiving the Harvey A.K. Whitney Award as well as other national awards. Sara is a Fellow of the American Society of Health-System Pharmacists. After retiring she was an ASHP Foundation Scholar in Residence on Pharmacy Leadership. Sara continues to published and be an invited professional speaker.
Sara completed a BS in Pharmacy from Oregon State University, MS from Ohio State University and an ASHP accredited Residency at the Ohio State University Hospitals and Clinics.
Table of Contents
Section Title | Page | Action | Price |
---|---|---|---|
The Pharmacy Leadership Field Guide: Cases and Advice for Everyday Situations | 1 | ||
Title Page | 1 | ||
Copyright Page | 2 | ||
Dedications | 3 | ||
Acknowledgments | 5 | ||
Table of Contents | 7 | ||
Foreword | 11 | ||
Preface | 13 | ||
How to Use This Book | 15 | ||
Publisher's Note | 18 | ||
Editors | 19 | ||
Contributors | 19 | ||
Reviewers | 20 | ||
Chapter 1: Professional Leadership | 21 | ||
Case 1.1 Don't mistake a good manager for a good leader | 25 | ||
Case 1.2 Being a \"little L\" everyday leader | 29 | ||
Case 1.3 Employ situational leadership | 32 | ||
Case 1.4 Never think \"It's not my job | 34 | ||
Case 1.5 Don't miss \"the forest for the trees | 37 | ||
Case 1.6 The pharmacist's role in relation to the patient and caregivers | 40 | ||
Case 1.7 Be the CEO (chief executive officer) of your own career | 43 | ||
Case 1.8 Employ a career development plan | 45 | ||
Case 1.9 Perfecting leadership skills through involvement in professional organizations | 48 | ||
Chapter 2: Becoming a Leader | 57 | ||
Case 2.1 Building your leadership skill repertoire and knowing your personal style | 65 | ||
Case 2.2 Finding and maximizing the mentor/mentee relationship | 68 | ||
Case 2.3 How to recognize when an opportunity presents itself | 71 | ||
Case 2.4 When and how to negotiate an outcome | 74 | ||
Case 2.5 When is it appropriate to say no? (Is it ever appropriate?) | 77 | ||
Chapter 3: People, People, People! | 87 | ||
Case 3.1 Informal leaders as necessary change agents | 91 | ||
Case 3.2 Achieving success with an angry or strong-minded person | 93 | ||
Case 3.3 Having crucial conversations when needed | 96 | ||
Case 3.4 Having influence with people who have more authority than you | 98 | ||
Case 3.5 There is no \"I\" in team | 100 | ||
Case 3.6 Don't take credit for the ideas of others | 102 | ||
Case 3.7 Gaining respect from those more experienced than you | 104 | ||
Chapter 4: Motivating the Eeyores | 111 | ||
Case 4.1 Leading by example | 116 | ||
Case 4.2 Sharing your passion with others | 119 | ||
Case 4.3 Inspiring others to achieve a common vision | 123 | ||
Case 4.4 The importance of developing relationships | 127 | ||
Case 4.5 Holding people accountable for their performance | 130 | ||
Case 4.6 Recognizing the fit of an individual to the department or organization | 134 | ||
Case 4.7 Working with individuals who do not take initiative and rely on you for productivity | 137 | ||
Chapter 5: Communication | 147 | ||
Case 5.1 Adapting a message to a target audience | 152 | ||
Case 5.2 Tailoring a message to accommodate individual needs and preferences | 155 | ||
Case 5.3 The importance of listening | 157 | ||
Case 5.4 General approaches to feedback | 160 | ||
Case 5.5 Giving feedback to an individual | 163 | ||
Case 5.6 Hearing and responding to feedback | 165 | ||
Chapter 6: Embracing Change | 175 | ||
Case 6.1 Expect change to occur | 179 | ||
Case 6.2 View change as a positive opportunity | 182 | ||
Case 6.3 Being comfortable with being uncomfortable | 185 | ||
Case 6.4 Change agent/change leader | 187 | ||
Case 6.5 Successfully managing yourself during change | 190 | ||
Chapter 7: Working Efficiently | 203 | ||
Case 7.1 Tackling the most challenging task of your day | 207 | ||
Case 7.2 How to implement the techniques | 210 | ||
Case 7.3 Life in the techno age | 213 | ||
Case 7.4 Life as a resident | 216 | ||
Case 7.5 Balancing work, school, and life | 218 | ||
Case 7.6 Covey's circle of influence adaptation | 221 | ||
Case 7.7 Setting and meeting deadlines | 223 | ||
Case 7.8 Asking for help: who, when, how | 226 | ||
Chapter 8: Leading Yourself | 235 | ||
Case 8.1 Approach opportunities with a \"can-do\" attitude | 240 | ||
Case 8.2 Begin with the end in mind | 242 | ||
Case 8.3 What's your life plan? | 245 | ||
Case 8.4 What will be your legacy? | 247 | ||
Case 8.5 Importance of a role model (both good and bad) | 250 | ||
Case 8.6 How to influence others' perception of you and why you should want to | 252 | ||
Case 8.7 Don't play the blame game or be the victim | 255 | ||
Chapter 9: Marketing Yourself in Pharmacy | 265 | ||
Case 9.1 Representation is key | 268 | ||
Case 9.2 Remain positive and optimistic; seize every opportunity | 271 | ||
Case 9.3 Know your strengths | 275 | ||
Case 9.4 The art of persuasion | 278 | ||
Case 9.5 Stay motivated and keep your vision | 281 | ||
Index | 291 |