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Phm Sci 411 > Exam 3 > Flashcards

Exam 3 Flashcards

1
Q

Overview of leadership

A

-Leadership is essential for all health care professionals and pharmacists are no exception
-Whether managing a community pharmacy, leading clinical teams, or advocating for healthcare policy, leadership drives individual and collective success

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2
Q

Key leadership traits in pharmacist

A

-Communication
-Adaptability
-Ethical judgement
-Emotional intelligence
-Vision

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3
Q

Leadership role of pharmacists

A

Ensuring patient safety
*Implementation of safety protocols
*Fostering a safety first culture
*Continuous quality improvement
Advancing patient care
*Expanding clinical services
*Innovation and integration of new technologies
*Personalized patient care
Advocacy for the profession
*Influencing policy and legislation
*Championing the role of the pharmacist
*Promoting professional development

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4
Q

Key leadership styles

A

Democratic
-Includes all group members in decisions about how the group should operate
-Based on a belief that groups cannot be effective unless all members have opportunity to participate
-Establish a structure and ground rules

Facilitative
-Offering suggestions which group members may or may not take up
-Structure, content and operation of the group are left to group members to determine
-No influence of personal ideas
-Group activity should be a constant learning process

Situational
-Leader attempts to adapt how they behave according to the needs of each situation
-Leader varies style so that it is appropriate for the particular group and for the task at hand

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5
Q

Pharmacists as medication experts

A

-Pharmacists are the go to experts on drug therapy
*Comprehensive drug knowledge
*Patient and provider resource
*Preventing adverse drug events

-How pharmacists optimize medication outcomes with MTM
*Comprehensive medication reviews
*Personalized patient counseling
*Collaborative practice agreements

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6
Q

Pharmacists role in interprofessional collaboration

A

-Pharmacists work in collaboration with doctors, nurses, and other health professionals
-Pharmacists’ input helps tailor personalized treatments, prevent medication errors, and reduce costs

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7
Q

Pharmacists in public health

A

-Pharmacists are crucial players in preventative healthcare. By providing vaccination services, health screenings, and patient education, they contribute to managing chronic diseases and promoting wellness in communities
*Vaccination services
*Health screenings
*Patient education
*Public health leadership during COVID-19

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8
Q

Pharmacists role in technology

A

-Tele pharmacy
-Electronic health records
-Automated dispensing systems

Research and clinical trials
-Expanding treatment options
-clinical trial management
-Real world evidence generation

Medication Delivery systems and personalized medicine
-Advances in Medication delivery
-Personalized medicine
-Smart packaging and adherence tools

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9
Q

Pharmacists as patient advocates

A

Ensuring access to affordable medications
-Navigating insurance formularies
-Recommending generic alternatives
-Utilizing patient assistance programs
-Prior authorization support
Addressing social determinants of health and promoting equitable access to care

Preventing medication misuse and providing critical interventions
*Prescription monitoring
*Opioid overdose interventions

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10
Q

How to develop leadership skills

A

-Continual learning
Develop new skills
Self reflection and personal growth
Staying updated with advances in Pharmacy

-Mentorship programs
Learning from experienced leaders
Support and accountability
Opportunities for reverse mentorship

-Networking and collaboration
Participate in professional organizations
Engaging in collaborative projects

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11
Q

Summary of leadership

A

Leadership is crucial in pharmacy for improving patient care, advancing the profession, and ensuring pharmacists’ voices are heard in shaping healthcare policy

Pharmacy leadership is not just about leading a team; it’s about advocating for the profession, innovating patient care, and making a difference in health care

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12
Q

Differences between professional and personal leadership

A

Professional leadership is setting the organizations’ vision and mission, creating processes to achieve goals, and aligning people, infrastructure, and processes

Personal leadership is using positive leadership traits to guide your life - demonstrating expertise, building trust, caring for people, acting in a moral way

*Effective leaders engage in both

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13
Q

Why is both personal and professional leadership essential for a pharmacist

A

The process can be guided to ensure employees have the tools and resources they need to make accurate decisions

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14
Q

Being a Little L leader in the evolution of pharmacy services

A

On every shift, in every practice setting, from clinical, patient-care rounds to the IV room, from the “In” window to the mail order room floor, leadership must pervade the way we think and act

Examples of how everyday leaders can impact patient care:
-Hospitals have not always had pharmacy services to compound IV medications
-Community pharmacist were not always permitted to counsel patients on their meds
-Ability to use drug expertise comes by being a big L and little L leader

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15
Q

Don’t mistake a good manager for a leader

A

-All pharmacists are managers - ensuring that specific predefined tasks are done correctly
-Leadership, on the other hand, is defining what those tasks are and what direction they should take
-The precision, perfection, and fear of failure that ensures pharmacists protect patients from harm is almost 180 degrees different from creative, visionary leadership skills
-All pharmacists need to blend being a manager while also leading

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16
Q

Never think “It’s not my job”

A

Some of the most poisonous words in a pharmacy
-Leaders avoid, at all cost, the elitist mentality that is is below them to work in the trenches when required
-Leaders use those opportunities to develop good working relationships
-All groups function best when there are good trusting relationships between all members
-Don’t be afraid to rub elbows with them, getting to know them on a personal basis

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17
Q

Delegation

A

Works best when individual and delegated task are matched
-Often lacking in new pharmacists

Resistance to delegation:
-Insecure about being successful
-Lack of adequate communication about goals and expectations
-Creating a feeling that the person delegating is taking advantage of their employee

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18
Q

Employing situational leadership

A

Adjust your approach by taking into account the various factors and context in each circumstance
-What specifically needs to be achieved
-The individual people involved
-The history surrounding the challenge and other factors such as regulatory and legal challenges

*Involves facing issues head on, rather than putting off dealing with uncomfortable situations

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19
Q

Perfect leadership through involvement

A

Professional organizations can do things that would be difficult to do as individuals
-Lobbying for or against applicable legislation
-Testifying at congressional hearings
-Conducting continuing education meetings
-Publishing journals
-Establish best practices
-Communicating to the public

For a leader, professional involvement is not just attending meetings, but also a professional commitment to serve

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20
Q

Steps to actively seek out and engage with mentors

A

Find a mentor
Join PSW
Find one student org
Start thinking long term

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20
Q

Different strategies for handling conflicts and crucial conversations in a pharmacy setting to improve team cohesion and performance

A

Crucial conversation:
1. Stakes are high
2. Opinions vary
3. The parties involved have strong emotions
*not planned

  1. Know your heart
    -Look at big picture
    -Avoid trying to discredit the other person or putting them in their place
    -Take a pause remind yourself what you want
  2. Ensure safety
    -What is being discussed
    -What is happening in response
    A. Spot the turning point
    B. Watch for signs of a safety problems
    C. See if others are moving toward silence or verbal violence
    D. Beware of reverting to your style under stress
  3. Make the content safe
    -a common purpose
    -mutual respect
  4. Control your emotions
    -Retracing your path to action
  5. Share your stories
  6. Explore the other’s paths
    -Use the priming technique –> Offer a guess as to what they are thinking
  7. Move conversation to results
    -Make assignments, plan of A, follow through
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21
Q

Apply techniques for making emotional “deposits” to build trust and rapport with colleagues
and subordinates

A

By sharing each other’s stories you are being vulnerable with each other and building trust which results in making an emotional deposit.
-Make a deposit in each person’s “emotional bank account” that they work with
*Goal is that a person will give you the benefit of the doubt if you acknowledge your error

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22
Q

Understand the importance of recognizing and leveraging the strengths of team members to
enhance overall department effectiveness.

A

It is important to recognize every team members strengths and so at the end of the conversation. You should:
Make assignments based on strengths, and follow through
Make a plan of action and document

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23
Q

Being a leader and working effectively with people

A

Personnel working in the pharmacy are the life blood of the department
-Harnessing their abilities is not easy

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24
Q

Achieving success with an angry or strong minded person

A

Understand who is influential
-People to whom others look to for guidance or approval
-They have influence because they have good people skills
-They may have gained their power from years of experience or from being liked or respected
-Has nothing to do with job

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25
Q

Dealing with angry people

A

They are often trying to be recognized for their contribution and feeling valued
Remember to use the the deposit approach for everyone you work with

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26
Q
A
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27
Q

Practical politics

A

-Think of politics as how and by whom decisions get made
-A key to success is sensing when the timing is right and make the best use of opportunities
-Effective leadership involves managing yourself and controlling your emotions, so others wants to work with you

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28
Q

Dealing with people above you

A

-Develop a personal relationship with those you work with
-Find out all you can about them and share some of your own thoughts
-If new cover shifts and understand how the system works

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29
Q

Conflict

A

-Always needs to be immediately addressed
-Try to understand the issue from another person’s perspective
-A leader should never assume that others know what is going on in their head

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30
Q

Pharmacy Golden circle

A

Pharmacy’s purpose, our identity, and a call for action.

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31
Q

What persistent and urgent question does Bruce Scott ask us to consider as a profession?

A

What are we doing for others

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32
Q

How to motivate an eeyore?

A

Leading by example

33
Q

Leading by example

A

Recognizing that you have more influence over your own behavior is important because leading by example is one of the easiest yet hardest things to do when trying to motivate others
-Requires a leader to be constantly vigilant about their own actions and ethics
-It does not mean that the ladder is supposed to be perfect
-It means that others are watching to see how you handle difficult situations
-Modeling is important because simple deeds make a difference

34
Q

Motivating others through influence

A

-Leading by example
-Sharing your passions with others
-Inspiring others to achieve a common vision
-Developing relationships
-Holding people accountable for their performance
-Recognizing the importance of the “fit” of an individual to an organization

35
Q

Sharing your passions with others

A

-Most people are more empathetic and willing to listen to someone who is excited and enthusiastic
-Success breeds success
-Sharing encourages others to get involved by propagating a feel good message
-People want to do good for others

36
Q

Inspiring others to achieve a common vision

A

Many hands make light work
Motivate oneself and others
“buy in” to the vision
Guide the team to a win/win

37
Q

Developing relationships

A

-Crucial to understanding team members and what motivates them
-Multiple modes of communication
-Better understanding of motivational triggers
-Socializing while holding a leadership role
-Healthy productive relationships can create an “emotional deposit”

38
Q

Holding people accountable

A

Performance management
-Make expectation clear
-If expectations not met, then it erodes motivations of others
-Ensure organizational goals are consistently met in an effective and efficient manner

39
Q

“The fit”

A

Getting the right people for the job
-Vet a candidate during the hiring process for potential performance issues
-Orientation period is also a time to assess the “fit”

40
Q

Understand the importance of communication skills in various practice settings and their
impact on leadership effectiveness

A

Good communication skills are crucial to your effectiveness as leaders
-Compelling words and actions are required to build the commitment of others to apply their talents and skills toward common vision

41
Q

Develop strategies for tailoring messages to different audiences, including patients,
physicians, and other healthcare professionals

A

The ability to adapt communication about a specific topic to different audiences is an important strategic skill for pharmacists to master
-Communication is most effective when the message is clear
*develop a core message that elucidates the purpose and goals of a project is the first step
*Could be simple
*Include messaging about how the project relates to the mission
*Plan how the message could be developed for communication to different audiences

42
Q

Assess the baseline knowledge and characteristics of target audiences to effectively
communicate specific topics

A

Baseline knowledge about the subject, including knowledge range that might be expected within that group
-Timing of the presentation
-Emotional climate of the audience
-Attention span of the audience
-Characteristics such as age, gender, reading ability, health literacy, language barriers

43
Q

Determine the appropriate style, format, and content of communication for different
audiences to meet presentation goals

A

What information does this specific audience need to know in order for the purpose of the presentation to be met?
-What materials and presentation style will best meet the goals
-What combination of verbal, written, and visual materials will be most helpful?
-What balance of information will be needed
-How much time should be allowed for questions

44
Q

Recognize the different priorities and concerns of various stakeholders, such as finance
personnel, vice presidents, project partners, and pharmacy staff

A

-Finance people are going to want to understand the numbers
-Vice presidents interested in balancing financial issues while ensuring the benefits outweigh the risks
-Project partners, like nurses, want confirmation that their needs will be meet and no new issues will arise for them
-Pharmacy staff will want to know if the anticipated changes will really improve care and what is means to them in terms of their ability to perform their job

45
Q

Apply effective listening skills to understand and consider the facts and feelings
expressed by others

A

-Often overlooked or undervalued
-An opportunity to understand and consider the facts and feelings expressed by others
-Enables the listener to consider information learned and adapt future communication
-Sincere listening can convey that the thoughts of others are valued
-Requires self control
-Awareness of your body language
-Staying calm during a heated conversation

46
Q

Formulate clarifying questions to ensure accurate understanding and engagement during
communication

A

-Did I hear you say?
-What do you think about?
-Have you thought about?

47
Q

Implement conflict resolution strategies in communication, especially in situations
involving team dynamics and project collaboration.

A

-Allow them to speak first
-Find a private place for the discussion, if there is conflict, choose a location that is not threatening to each individual
-Ask a third person to sit in on the convo
-Allow for adequate time to listen to the issues
-Schedule a time ASAP

48
Q

Outline a presentation strategy for different groups (e.g., nurses, technicians, pharmacists,
C-Suite) involved in a project implementation

A

Nurses: Give them a primary contact for troubleshooting; delegate responsibilities amongst the nursing staff;
Technicians: How are we going to train them, they might be disgruntled about learning a new thing
Pharmacists: A cheat sheet for operating the machine; Highlight good and bad of new intervention
C-Suite: Give abbreviated version (don’t need to understand the process)

49
Q

Identify the components of communication that are not intuitive to new pharmacists and
require planning and practice

A

-Tailoring messages
-Asses baseline knowledge
-Determine appropriate style, format, content -Recognize different priorities and concerns
-Apply effective listening skills
-Clarifying questions
-Presentation strategy
-Conflict resolution strategy

50
Q

How to give the same talk to different audiences

A
  1. First, think about your speech in terms of modules that can be shifted around as needed. 2. Second, make to to do your homework and develop a thorough understanding of your audience in advance.
  2. Finally, clarify your client’s goals. With these three strategies, you can strike a balance between making sure you deliver a standard message and customizing your talk to resonate with each unique audience.
51
Q

Understand the importance of change management in the pharmacy profession and its impact on daily operations and patient care

A

-Our success correlates with our ability to cope and excel in a changing environment
-With the rapid rate of change we cannot sit idly by and wait to be impacted
-While there is comfort in routine we become stagnant when we become too comfortable in our daily tasks

52
Q

Identify the emotional impacts of change and strategies to manage psychological well-
being during transitions

A

-We must acknowledge our psychological well being and acknowledge that there is an emotional impact with every physical change in our daily lives
Strategies:
-Find out everything about the objectives and timeline
-Keep your mind open to the positives of change, even while being realistic about the difficulties that may be encountered during the change process

53
Q

Explain the concept of embracing change and why it is essential for growth and success
in the pharmacy field

A

Change is difficult to embrace but it is an important skill needed for personal happiness
-We don’t grow without changing
-To be a good leader, you must be willing to expose yourself to situations in which you are not comfortable
-You become comfortable with uncomfortable sitations when you takcle fears head-on
-Good pharmacists are those who lead when it’s not easy

54
Q

Evaluate the importance of communication and training in preparing staff for changes in
the workplace

A

-Changes in the marketplace drive an urgency to act to avoid being left out in the cold
-Look at change as an opportunity to improve medication outcomes in the US
-Health system pharmacists are constantly dealing with change
-It can be overwhelming to learn new things

55
Q

Describe strategies for fostering resilience and adaptability among pharmacy staff
during periods of change

A

Acknowledge emotions: recognize that change can evoke a range of emotions such as anxiety and uncertainty
Normalize feelings: let team members know that it is normal to feel stressed and overwhelmed during periods of change
Promote self-care: Encourage practices such as adequate rest to maintain health
Encourage flexibility: Help team members adapt to change by promoting a growth mindset and resilience

56
Q

Examine case studies (e.g., Rob and Rudy) to identify effective change management
practices and common obstacles

A

-Technicians are under a lot of pressure
-Techs overloaded by training responsibilities
How to manage:
-Observe how other pharmacies are handling the change
-Be honest about not understanding something

57
Q

Develop a plan for implementing change in a pharmacy setting, considering the needs
and concerns of all stakeholders involved

A

-Consider the needs for your employees and yourself and recognize what people are good at and utilize that
-Settings for every person
-Be aware of your own needs and what you need

58
Q

10 tips to boost yor productivity

A

Declutter your workspace
Create a to-do list
Prioritise
Set achievable goals
Use organisation apps
Don’t multitask
Reward yourself
Stay off social media
Audit your time
Take frequent breaks

59
Q

Key principles in managing time

A
  1. Prioritization
  2. Managing expectations
  3. Managing up
  4. Effective use of tech
  5. Delegation
  6. Meeting management
  7. Effective management of large projects
  8. Finding balance
60
Q

Why time management?

A

-Competing demands on pharmacy leaders
*All pharmacists are leaders
-Focus on high-value activities
-Individual performance and satisfaction
-Enhance skills and satisfaction of teammates
-Prevent burnout

61
Q

Prioritization

A

-Use a task list
-Keep a reminder of top goals
-Review list relative to time-based goals (month, quarter, year) and align priorities
-Break down large projects to individual tasks
-Identify dependencies and pre reqs
-Avoid desire to work on easy tasks first and work on high-priority/difficult tasks first
-Proactively identify tasks for which you are not the best resource
-Resist the urge to addresss every question or issue
-Block time on calendar for working on projects

62
Q

Manage expectations

A

-You will be beset by expectations from internal and external customers
-Learn how to say no in a respectful way
-Don’t become path of least resistance
-Manage up

63
Q

Manage up

A

-Proactively managing relationship between your boss and you
-Manage expectations and priorities
-Requires trust and honesty
-Don’t just bring problems but also pot. solutions
-Make boss aware of your top priorities, including those assigned by others
-Be honest about timelines and ask for help with prioritization

64
Q

Technology

A
  1. Silence personal phone
  2. Turn off email notifications
    -Limit recipients of emails, email checking
    -May be more effective to meet after multiple emails without resolution
  3. Company chat:
    -Limit to questions with short, easy answers
    -Turn off notifications
    -Limit use to specific times of the day

Note: Excellent tool for meeting and project notes
Multitasking is generally not effective

65
Q

Delgation

A

-Are you the right resource?
-Do you have capacity?
-Are you doing the task because it is easy and you are good at it?
-Are you the path of least resistance?
-Are you doing the task because you don’t trust others?
-Growth opportunity for staff?
Delegate effectively—situational leadership

66
Q

Meeting management

A

-Is the meeting necessary? Are all attendees necessary?
-Establish clear goals for meeting
-Start on time, stay on track, avoid tangents, finish on time or early
-Clearly document deliverables, responsible party and due dates, share with participants and review at next meeting

67
Q

Large projects

A

-Project management as a discipline
-Break project down to individual tasks
-Identify dependencies and pre-req tasks and make sure you are not the rate limiting step
-Structure to keep everyone informed, keep things moving, hold people accountable, identify risks and challenges and adjust

68
Q

Balance

A

-Work life balance, work life integration
-Understand yourself and your needs
-Protect yourself and your balance
-Burnout is real and prevalent
-Communicate openly about your balance needs and concerns with your boss
-There may be more flexibility than you think

69
Q

What is servant leadership

A

-Servant first
-Begins with the natural feeling that one wants to serve, to serve first. The m conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant - first to make sure that other people’s highest priority needs are being served

70
Q

The Great resignation

A

Significant incease in the number of employees voluntarily leaving their jobs, driven by wage stagnation, limited career advancement opporunities, and a desire for better work life balance

71
Q

5 characterisitics of servant leadership

A
  1. Empathy –> understanding and sharing the feelings of others
    In practice: servant leaders actively listen to their team and patients, seeking to understand their perspectives and challenges
  2. Listening –> actively seeking to understand before responding, ensuring all voices are heard
    In practice: servant leaders prioritize listening as a tool for learning and supporting others
  3. Stewardship –> taking responsibility for the well0being of the organization, team and community
    In practice: servant leaders act as stewards by managing resources ethically and ensuring sustainability
  4. Commitment to the growth of people –> supporting the personal and professional development of individuals within the organization or community
    In practice: servant leaders invest in mentoring, training, and empowering others
  5. Building community –> creating a sense of belonging and collaboration among team members and stakeholders
    In practice: servant leaders foster trust, collaboration, and a shared sense of purpose
72
Q

Traditional vs servant leadership

A

Traditional:
-Focuses on improving prescription fulfillment rates to meet corporate goals
-Enforces strict performance metrics
-No regard for employee burnout
(don’t put people first)

Servant leadership:
- Collaborates with staff to identify workflow inefficiencies
-Implements employee suggestions
-Recognizes contributions, resulting in improved morale and productivity
(put people first)

Exam example: What are three characterisitcs of each?

73
Q

Why should pharmacists be servant leaders?

A
  • The impact of servant leadership on healthcare outcomes
  • Objective: to investigate the relationship between servant leadership characterisitics and various outcomes in healthcare settings
    (understand how specific traits of servant leadership could influence employee satisfaction, retention, and overall patient quality)

-Participants completed surveys that measured their perceptions of their leaders’ servant leadership qualities

74
Q

Key findings about servant leaders

A

Empathy: leaders who demonstrated empathy significantly improved employee satisfaction

Exceptional listening: Leaders who practiced active listening had better trust within teams

Awareness: Leaders with strong awareness of strengths and weaknesses, were more effective in managing team dynamics and promoted a positive work culture

Retention: healthcare workers who perceived their leaders as servant leaders reported higher job satisfaction and less likely to leave

75
Q

Addressing health equity

A

Servant leaders plays a role in ensuring that pharmacy services reach underserved pops
- By leading with empathy pharmacists can reduce barriers to care, like transportation, affordability, or language

76
Q

Advocacy for the underserved

A
  • A servant leader identifies and addresses the needs of marginalized or underrecognized pops
    -Provide an example of how pharmacists can advocate for underserved pops
77
Q

Core practices for servant leadership in pharmacy

A
  1. Prioritize patient needs:
    -Tailor services to underserved pops (educational materials in multiple languages or free health screenings)
  2. Empowering the team (train staff to recognize and address implicit bias, ensuring equitable treatment to all patients)
  3. Ethical stewardship: advocate for systemic change, ensure formularies reflect equitable access to essential meds
78
Q

Identify barriers to care

A
  1. Financial barriers
  2. Transportation issues
  3. Health literacy gaps
  4. Cultural sensitivity (cultural norms for asking for help)
79
Q

Servant leader opportunities to combat barriers to care

A
  1. Advocacy: connect to assistance programs
  2. Partnerships: arrange for local transportation services
  3. Education: use visual aids and simple languages
  4. Empowerment: set achievable goals with the patient and make them an active participant in their own health

Phm Sci 411 (4 decks)

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