Transcript Document

Engaging the C-suite to Advance
Pharmacy Practice
Providing quality patient care through
progressive pharmacy practice
Effective Communication and Leadership:
Knowing Yourself, Learning From Your Mistakes,
and Maximizing Your Potential
Samuel Calabrese, R.Ph., M.B.A., FASHP
Associate Chief Pharmacy Officer
Cleveland Clinic
Cleveland, OH
Components of Effective
Communication
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Credibility
Integrity
Relationships
Knowing yourself - Self Reflection
Credibility
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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 and
mutual 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
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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 and
equipment I need to do my job”
• Just buy the computer, or book, or file cabinet…
If you have a $32,000,000 drug budget, you
shouldn’t get too worked up over spending $100
to make their life easier
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 department
treating 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 by
name
– Regular staff meetings
• MBWA
– Be accessible
– They can bring an issue to your attention
• They should have a potential solution when they
do
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 they
do 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 the
butt
– Don’t bow to pressure if it compromises
integrity
• Example - Dept Head, Dean and CEO phone call
for 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
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 build
better working relationships
– Introductions
– Initiate a meeting
– Take advantage of casual meeting
opportunities
– 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 greatest
weaknesses
– Strength: Passionate, goal oriented, driven
– Weakness: See above
Management Style
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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 requires
credibility, integrity and relationships.
• Knowing oneself provides knowledge to
refine/enhance communication
• Reflection provides a means to self
evaluate when honest feedback from
others is not available
References and Suggested
Readings
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*Zilz DA, Woodward BW, Thielke TS, Shane RR, Scott B. Leadership
skills for a high-performance pharmacy practice. Am J Health-Syst
Pharm. 2004; 61:2562-74.
Nold EG, Sander WT. Role of the director of pharmacy: the first six
months. Am J Health-Syst Pharm. 2004; 61:2297-2310.
First, Break All the Rules.
Now, Discover Your Strengths.
The One Minute Manager.
Leadership and The One Minute Manager.
Good to Great.
The 7 Habits of Highly Effective People.
Kaplan, RS. What to ask the person in the mirror. Harvard Business
Review. January 2007.
Goleman, D (1911). Leadership that gets results. In Leadership: The
Power of Emotional Intelligence (pp. 40-30). Northampton, MA: More
than Sound LLC.
QUESTIONS