People are any workplace’s most valuable asset. They are what make it all tick. To run a great pharmacy, we need great people. To find great people, we need to interview like a champion.

Gone are the days where your next hire would walk in, shake your hand and a conversation led to finding your next all-star. The fact that this may have even worked in the past is mind-blowing. To find more résumés, we need to plant seeds, but not just when we need to actively grow something.

Workplace exit happens organically when new philosophies and overarching reassessments happen inside a team. When a leader begins examining history, gathering mental data, asking questions and offering change, people naturally follow suit by doing the same in their own role.

The patient-healthcare provider bond is an alliance of honesty, understanding and trust. In our best attempts to provide patient care, we sometimes fail to establish the required relationship based on the way a patient treats us or the staff.

The pharmacist personality is commonly a confrontation-avoider. We will often put ourselves out for the sake of others. People are used to getting our attention whenever they want it, no matter how small their query.

For the past five years my work portfolio has been a mix of corporate and independent pharmacy work.

If anyone wrote down the negative thoughts that go through the minds of pharmacy people, it would alarm you (and a psychiatrist). Trust me.

Leaders must be prepared to put their bulletproof vest on and own it. To process the time-waster’s feedback, remember that the issue is not a reflection on you, but a reflection on a set of circumstances that you were a part in building.

We get a call in the pharmacy asking if we have a drug. The busy pharmacy assistant checks our software that tells them we have what they are looking for. Two hours later, a patient enters with a prescription and we realize the software inventory is off and we don’t have any physical drug.

Bold prediction: Pharmacists will grow in medical responsibility and clinical expertise. But while complexity (and exhaustion) increase, who will take care of the pharmacists?