Pharmacy U news

Here I will cover the Notices section, the Option to Renew, and the Relocation clause. Generally, once both parties have entered into a Banner Agreement and Lease, the next time those documents ever get pulled out of the filing cabinet are at term renewal, at time of sale, or when something has broken down in the relationship between the parties.

Over the past two years, I have journaled about the anecdotes and lessons from over a decade of managing small and larger pharmacy teams, across corporate and independent models, both from retail and long-term-care. Across the multitude of journal entries, 7 key characteristics (which I call dimensions) show up recurrently. Enunciating them with very specific adjectives and placing them in an acronym allowed me to understand what to strive for in showing up for my patients, team and business.

Like the banner agreement, the lease is a complex legal document, and generally never balanced in the way it is drafted. It always reads very much in favour of the landlord. When I review a lease, I think of it the same way as when I read an insurance policy. There is nothing drier on the face of the earth, but you need to understand it because the next time you pull it out to refer to it, it is because something really important is going on in your world.

Whenever we face hardship and challenge, know that what comes along with it is an invitation to become better – to become more. From a pharmacist’s perspective, I can say honestly that the world needs more from us. The world needs us to continue to grow and improve and expand our skills.

I am preparing to precept my next fourth-year University of Alberta PharmD student for their non-patient care rotation. I highly recommend becoming a preceptor for students. I learn from each of them and I get energized by their enthusiasm for the profession. My rotation is an elective with a leadership/management focus, and I often match with students who express an interest in becoming a pharmacy owner down the line.

Raphael, is a great clinician and an extremely hard worker, capable of grinding through the heavy lifting the profession requires. But the demands of pharmacy life with higher expectations, rude customers, diminishing support staff and head office policies forced down his throat have all taken their toll.

In recent weeks, I have come to realize that I have done a poor job as a historian to document certain events throughout my career. This fact has been emphasized by our smartphone-rich world where many people document numerous aspects of their lives with photographs. I am still learning that skill.

There is a certain level of chaos that exists in any pharmacy. One of the ways I measure this is by prescription volume. My last assignment as a pharmacy manager was in Punxsutawney, Pennsylvania – the home of the groundhog! This particular pharmacy was filling about 2,200 prescriptions a week at the time.