Pharmacy U news

In 2007, I found myself accepting a promotion to help develop clinical programs for pharmacists across multiple states. But what started as excitement soon turned to concern as it hit me like a ton of bricks that I would now be finding myself in some of the largest cities in North America.

The problem with pharmacy is that it is all practice. It is training without race day. The daily grind offers much of the same training as it did the day before. After a short time, we become jaded. We practise with repetitive questions, monotonous problems, completing the daily-weekly-monthly tasks and draft endless calendars.

Pharmacy can learn from a world-class Finnish education system by bringing more prestige, calibre and preparedness to our managers. We can also creatively find ways to make the job more fun and autonomous. We can also shift to treating our lowest skilled staff to their potential instead of their current status quo.

I have been a presenter at Pharmacy U since 2018, where I gave a presentation on travel medicine. I have always been impressed with the event attendance and, specifically, engagement from attendees to elevate their practice.

In the world of medications, we want patients to take their appropriately prescribed medications regularly to obtain the intended benefit. Is this done through compliance or adherence? The intent of the two terms is the same, but the spirit is entirely different. And it’s the spirit that counts in the end when leading patients to take their medications.

The shift in recognizing obesity as a chronic disease, rather than simply a lifestyle issue, has elevated the importance of its management within healthcare. Pharmacists are excited because this change aligns with their focus on chronic disease management and provides new opportunities to address obesity with the same seriousness as diabetes or hypertension.

Make no mistake, as leaders, it is important to develop the people around us. This is not limited to support staff. It also includes helping to develop our peers and even the people we report to. When we develop people, we increase the overall capacity of the organization, and we instill an increased feeling of ownership with our team members.

In pharmacy, the iceberg principle will apply at each step of promotion along the various dispensary or head office jobs. This will also apply in the change from managerial to ownership roles. We can only see what we understand and the truth hits home when we finally step inside.