Pharmacy U news

We should strive to be in the centre of activity. When we are here, we gain perspectives that allow us to make better decisions to lead our teams well. The problem is, it isn’t always easy to stay in the centre. We must continually be working to gain this position and perspective.

There is a dramatic cost to restarting. In my previous article The Fear All Leaders Face I discuss the power of a mental health challenge called FOMO and how to reframe thought process to overcome it. But what about when your train of thought is constantly derailed?

After turning the dispensary lights out at night, despite a fear you may feel, you are not alone. In my previous article “A Leader’s Principal Role: Taking Care of People" I discuss the ruthless requirement and offer tangible examples where leaders take care of people. But while this is going on, who will take care of us?

A few months ago, I made reference to “once-in-a-lifetime” opportunities and how they seem to come along about every two weeks. I am finding that to be very true right now.

To successfully acquire a pharmacy, you need to collect adequate information from reputable sources, understand the regulatory environment and sources of revenue, utilize trusted professionals, and be wary of irrational enthusiasm.

Change is a must. Change is the future, however small, for pharmacy. It’s been a while since I have written an article and it took me some time to think about a topic that is relevant yet important. Then I thought, there is nothing else more relevant to talk about than change.

When you are communicating with someone, whether it be a single person or an entire audience (as with a public speaker), it is not just for information, but for transformation. The thing about transformation is that it often takes place in a series of steps. So, we must show people the next step they can take. This was a lesson that I did not grasp as a young pharmacist or when I first started speaking.

We are often asked by our clients, “How long will it take for you to sell my pharmacy," to which they seem to expect an answer of “three to six months.” A better question is: how long will it take to plan and execute my exit correctly?