FSHP 54 th Annual Meeting – August 7-9, 2020 Disclosure...Dorinda Segovia, PharmD Vice...

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FSHP 54th Annual Meeting – August 7-9, 2020

Developing People and Growing Careers

Steven Allison, PharmD, MBAExecutive Director of Pharmacy – Central Florida Division SouthAdventHealth

Dorinda Segovia, PharmDVice President of Pharmacy ServicesMemorial Healthcare System

DisclosureFSHP 54th Annual Meeting – August 7-9, 2020

• I do not have (nor does any immediate family member have):– a vested interest in or affiliation with any corporate organization

offering financial support or grant monies for this continuing education activity

– any affiliation with an organization whose philosophy could potentially bias my presentation

DisclosureFSHP 54th Annual Meeting – August 7-9, 2020

• I have (or an immediate family member has) a vested interest in or affiliation with any corporate organization offering financial support or grant monies for this continuing education activity or with any organization that has a specific interest in the therapeutic areas under discussion as follows:Grant/research report:Consultant:Stock Shareholder (directly purchased):Speaker with honorarium:Other:• a vested interest in or affiliation with any corporate organization

offering financial support or grant monies for this continuing education activity

• any affiliation with an organization whose philosophy could potentially bias my presentation

Goals And ObjectivesDeveloping People and Growing Careers


1. Discuss methods on how to build a strategically planned, effective team and create a learning culture

2. Develop and apply strategies to advance pharmacy services through staff engagement, customer feedback, and effective personnel management

3. Evaluate personal opportunities for self‐development and improvement to optimize leadership effectiveness

4. Build and leverage key relationships within the organization among colleagues and senior leadership

5. Discuss strategic planning to advance practice and staff role development

Hospital ChallengesFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Financial• Management of labor to budget• Drug Shortages• Increase cost of medication

• Clinical• Practice model• New evidence• Service development and maintenance

• Operational• Integration of technology• Compliance

An Ever Changing WordFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Evidence Based Clinical Changes• Unexpected emergencies and pandemics• Transition to outpatient care models• Evoluation of ambulatory and transition care• Specialty pharmacy• Provider status• Regulatory changes

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Success Despite ChallengesFSHP 54th Annual Meeting – August 7-9, 2020

References:

It's all about the team!Talent Management Strategy

• Plan for today and the future• Focus on finding and hiring the

best talent• Ideally, this is a cycle


References:

Building an Effective TeamFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Understanding today's talent is important• 35-45% of entire workforce are millenials• Nearly 60% of candidates research or engage their employers on

social media• Linkedin: Networking, position search, professional social connection• Twitter: Expertise, news, support

• 50% of healthcare workers research potential employers on GlassDoor

Forming TeamsFSHP 54th Annual Meeting – August 7-9, 2020

References: Elsey EL. Tuckman’s Team and Group Development. Thecoachingtoolscompany.com. Accessed 7.12.2020.

FormingFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Team• Honeymoon• Acclimating to roles, rules, responsibilities• Information gathering• Play nice, avoid conflict

• Leadership• Often directive

• Cautions• Slow Progress

StormingFSHP 54th Annual Meeting – August 7-9, 2020

References: Dealing with team Conflict. Peterspann.com. Accessed 7.13.2020

• Team • Begins to establish how they will work together moving forward• Boundaries pushed• Personality clashes• Complaints about conflicting working styles• Bad habits come to the surface

• Leader• Expect jostling for position• Challenges of opinion• Develop talent

• Cautions• Team may get stuck• Unresolved conflict

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NormingFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Team• Plan and work environment comes together• Agreement on plan and responsibilities

• Leader• Facilitate discussions • Help team make decisions themselves• Empower completing tasks as a unit• Healthy team bonding

• Caution• More pressure to “get things done”• Stay open to new ideas• Effectively manage conflicts to avoid slipping backwards

PerformingFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Team• Autonomous and stable environment• Goals and objectives are clear• Minimal conflict, which can be productive

• Leader• Team may work with minimal supervision• Delegate effectively

• Cautions• Team

Developing TalentFSHP 54th Annual Meeting – August 7-9, 2020

Lombardo, MM and Eichinger, RW. The Career Architect Development Planner. Minneapolis: 1996.

70:20:10 Development Model70% Experiential 20% Learning from Others 10% Education

• On‐the‐job assignments• Rotation of assignments• Projects/workgroups• Research• Interdisciplinary projects

• Coaching• Mentoring• Networking• Evaluations and Feedback• Shadowing

• Coursework• Reading• Conferences• CE Programs

Traits of Effective Teams• Chicago Bulls/Phil Jackson

• Rely on superstar talent• Create operational system to

strength of a star• Build complementary supporting

cast emphasizing teamwork • Turn to the star in the greatest time

of need• Coach to stay calm under pressure• Practice visualization• Success: NBA Champions in 1992-

93 and 1996-98


Chicago Bulls history. Nba.com/bulls/history:

Traits of Effective Teams• New England Patriots/Bill

Belichick• High functioning system• Succession planning/next man up

mindset• Strong on field

(departmental) leadership and skill• Resilient• Adapt to change over time• Success: 6 Super Bowl wins under

Belichick since 2000


Sayler, L. The one thing every organization should learn from the New England Patriots. Forbes.com/sites/lancesayers

Traits of Effective Teams• Princeton Tigers/Pete Carril

• High functioning system• Recruit team members that fit the

system• Disciplined teamwork to flawlessly

execute complex plan• Everyone functions at above

average level but no superstar• Position labels aren't important• Success: 1995-96 1st round upset

of defending NCCA champions UCLA


Gregory S. Princeton vs UCLA: Reflections on a historic upset. Keepingscore.time.com

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Common ThemesFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Teamwork is prioritized• Execution of strategic plan• Leadership is critical• Ability to succeed despite turnover and new team members

Successful Pharmacy TeamsFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Strong desire to produce positive patient results• Strategic, intentional organization• Ability to collaborate• Competent, qualified, credentialled• Ability to make good, aligned decisions• Set aside roles for good of the patient and organization• Succession planning in place• Learning culture

Learning CultureFSHP 54th Annual Meeting – August 7-9, 2020

References:

• Supports desire to improve, adapt and remain relevant in ever changing, increasingly complex world• Values knowledge and skills acquired and applied in workplace• Motivates employees to self-direct individualized education plan• Provides a variety of mechanisms and tools to encourage self-

improvement• Builds sustainable engagement

Learning CultureFSHP 54th Annual Meeting – August 7-9, 2020

References:

• In Short

You Grow What You Sow!

Learning Culture and Healthcare

• Healthcare is...• Regimented• Multidisciplinary delineation• Fast paced• High pressure• Burnout

• Learning culture is...• Open mindset• Quest for knowledge• Shared learning


References:

Learning Culturein Hospital Pharmacy


References:

• Identify individualized education needs• Clinical and Operations• Regulatory• Technology• Institutional policy

• Develop bench depth for the team• Incorporate learners

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Individual Education Needs


References:

• Identification • Quality evaluation and employee rounding• Mentorship programs

• Offerings• Internal education conferences, journal clubs, CE• Personality assessments • Fasciliation of meetings• Committee involvement

• Principle• Opportunity to develop skills• Fair and equitable scheduling

Learning Culture at AdventHealth


References:

• Computer based learning modules developed internally and externally• Utilization of 45 residents (30 PGY1 and 15 PGY2) and 253 students

months/year providing constant learning atmosphere• Leverage technology to facilitate multi-campus learning through live

webinars• Shared governance chaired and organized by frontline pharmacists

and technicians

Barriers to aLearning Culture


References:

Barrier StrategyLack of Funding Provide institutional incentive for travel (travel funds,

career ladder, etc.)Internal lunch and learn, CE

Not enough time Presentations around lunch or shift changeUtilize technology for asynchronous deliveryContinuous Professional Development Program

Fear of employee leaving Provide opportunities so employee stays!

Continuous Professional Development


References: Continuing Professional Development. Accreditation Council for Pharmacy Education (n.d). Accessed 7.13.2020

• Self-directed, lifeline approach to learning• Evaluate gaps in own knowledge and develop coplan to close gaps• Utilize various methods (formal, informal, on-the-job, conference)• Utilize SMART objectives

• I will improve my knowledge on team development by attending 1 interactive CE session by September 2020

• Evaluate yourself, and continue to evolve plan

Personal Opportunities for Self Development


References:

Tools for Self Development


References:

• Self Awareness Assessments• Myers Briggs Type Indicator• Strengthsfinder• Enneagram• DISC Assessment

• Developmental Courses• ASHP

• Mentor/Mentee Relationships• Reading and Self Study

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StrengthsFinder (CliftonStrengths)


References:

• Developed based on the findings that the most effective leaders• Always investing in strengths• Surround themselves with the right people and maximize their team• Understand their follows needs

• Explores how you accomplish goals by• Building relationships• Thin strategically• Execute plans• Influence other

StrengthsFinder (CliftonStrengths)

• 34 themes in 4 domains• Results give individual the top 5

themes• Can utilize themes to understand

leadership and maximize potential

My Top 5 Themes


References: Rath Tom, StrengthsFinder 2.0. NewYork: Gallup Press, 2007

Myers-Briggs Type Indicator

• Widely known personality assessment based on Jung's theory of personality types• Reflects individual preference

and helps understand difference• Produces personality type to

help individual understand• How energy is focused• How information is understood• Decisions are made• Information is implemented


Tieger PD, Barron B, Tieger K. Do What you Are: Discover the Perfect Career For You Through the Secrets of Your Personality Type. Business Insider

Myers BriggsPersonality Types


References:


References: 16personalities.com

IIntroverted

NIntuitive

TThinker

PPerceiver

LogicianINTP


References: 16personalities.com

EExtroverted

SSensor

FFeeler

PPerceiver

A- ASSERTIVE

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Developing Self• Focus on strengths• Harness your unique powers• Manage your weakness• How can I…• Improve my career?• Improve professionally?• Perform at a higher level?• Build and develop

relationships?


("CliftonStrengths 34 | en‐us ‐ Gallup," n.d.)

Developing RelationshipsFSHP 54th Annual Meeting – August 7-9, 2020

("Building great work relationships: Making work enjoyable and productive," n.d.)

•Types of Relationships

• Romantic• Friendship• Fans and followers•Workplace

Effective RelationshipsFSHP 54th Annual Meeting – August 7-9, 2020

("Building great work relationships: Making work enjoyable and productive," n.d.)

• Bring suggested solutions to problems• Don’t play the blame game• Be mindful of verbal and non verbal communication• Never blind side• Keep commitments• Share credits• Help others find their greatness• Build on existing foundations

FoundationFSHP 54th Annual Meeting – August 7-9, 2020

(Lencioni, 2010, p. 27)

Elements of TrustFSHP 54th Annual Meeting – August 7-9, 2020

(Lencioni, 2010

Transparency firstRespect everyoneUnite the teamShow you careTime Source: McPhee Images, 2018

Stakeholders AnalysisFSHP 54th Annual Meeting – August 7-9, 2020

("Stakeholder analysis: Winning support for your projects," n.d.)

• Analyze & Brainstorm • Each project• Each strategic objective

• Map out analysis on a grid• Rank according to interest and

influence

• Position determines actions• Monitor-Low key communication• Keep Informed – Ensure no issues• Keep satisfied – Do not bore them• Fully engage - Greatest effort

Meet their Needs(Keep satisfied

Least Important(Monitor)

Consideration(keep informed)

Interest

Power and

Influ

ence

Low

High

High

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Strategic PlanningFSHP 54th Annual Meeting – August 7-9, 2020

Strategy ‐ Google search. (n.d.). Retrieved from https://www.google.com/search?q=strategy&rlz=1C1NHXL_enUS722US722&source=lnms&tbm=isch&sa=X&ved=2ahUKEwjLvM__rPHpAhWlhOAKHUJ4CaAQ_AUoAXoECBQQAw&biw=1920&bih=937#imgrc=d1Ly5shdepU2fM

What is Strategy?


“Strategy is an integrated set of choices that uniquely position a firm in its industry so as to create sustainable advantage and superior value relative to the competition.”

Michael Porter

Source: Modified from A.G. Lafley and R.L. Martin; Playing to win: How strategy really works; 2013

Mission & Vision


References:

Mission• Defines organization’s purpose• Provides focus for relationships• Answers the question: Why does your organization exits?

Vision• Describes desired future position• Aspirational and ambitious• Answers the question: What does the organization what to

become?

Mission and Vision


Strategy• Connects Everyone• Describe a destination• Answers the questions:

“Where are we going”?


Source: Knewmoney.com

Strategic Planning

REVIEW OF SYSTEMS

• SWOT• Internal / External

• PESTEL

ALIGNMENT

• Health system •Organization• Profession• Department



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S W O TSTRENGTHS

• Things your team does well

• Resources at your disposal

• Intellectual capital

WEAKNESS• Things your

team lacks• Things others

do better than you

• Resource limitations

OPPORTUNITIES• Emerging

needs

THREADS• Emerging

Competitors• Regulatory

limitations

Source: Pestel Explained: Business.com

Health System / Organization FSHP 54th Annual Meeting – August 7-9, 2020

Professional Alignment FSHP 54th Annual Meeting – August 7-9, 2020

Source: ASHP- 2030 Pharmacy Practice Initiative (PAI), 2020

Professional Alignment FSHP 54th Annual Meeting – August 7-9, 2020

Sources: ASHP Strategic Forecast, 2020

Strategic Choice CascadeFSHP 54th Annual Meeting – August 7-9, 2020


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Five Choice Framework FSHP 54th Annual Meeting – August 7-9, 2020


WINNINGS ASPIRATION

• What is our purpose?

• What is our vision?

• What is our ambition?

• What does winning look like our customer? Associates?

• What growth are we targeting?

• What business line do we pursue?

• What growth are we pursuing?

WHERE TO PLAY HOW TO WIN CAPABILITIES MANAGEMENT SYSTEMS

• What the requirements to win?

• What is our value proposition?

• What are the sources of competitive advantage?

• What synergiesexist?

• What cost profile do we need to achieve?

• What capabilities do we need?

• How to leverage existing assets?

• What strategic investments are needed?

• How should our way of workingevolve?

• What new data technology, systems, and tools are required?

• How will culture evolved?

• What structure is needed?

• What adjustments do we need in talent ?

• What are the desirable internal attitudes ?

• What training will be needed?

• How will we measure success?

Objectives and Key ResultsFSHP 54th Annual Meeting – August 7-9, 2020

(Luthans, et al, 2015)

• Effective strategies address three considerations. • The organization must ask itself what outcomes it is seeking.• The enterprise must be able to measure these results. • The organization must tie its rewards to these outcomes (i.e. evaluations and

performance management).

“The problem for many of today’s organizations is that they do still not know what they want to achieve or are unable to measure the results.”

SampleFSHP 54th Annual Meeting – August 7-9, 2020

• Competency• PC practices• MD relations• Facilities• Academic • Leadership

support• Community Rx

• Collaborative practice

• Pharmacist billing

• PBM Contracts for MTM

• Risk‐based

• Risk and Value –based models

• New FL legislature

• Emphasis on Amb care

• DIR fees• Fee for service• TP Payments• Vertical

competitionAmbulatory

Care

Sample Strategic PlanObjective Initiatives KPI Timing

Ambulatory Care Practice Develop PGY2 in Ambulatory care Hospital readmissions related to medication related issues

2021-2023

Capitalize on Incident to billing

Develop faculty practice site

Build mandatory ambulatory care rotation

Develop TCM model for post DC encounters


Strategic Planning FSHP 54th Annual Meeting – August 7-9, 2020

Source: Strategic Thinking, Markus Alsleben, 2020; Measuring Economic Success, PA times 2020;

ReferencesFSHP 54th Annual Meeting – August 7-9, 2020

References:

1. Building great work relationships: Making work enjoyable and productive. (n.d.). Retrieved from https://www.mindtools.com/pages/article/good-relationships.htm

2. CliftonStrengths 34 | en‐us ‐ Gallup. (n.d.). Retrieved from https://store.gallup.com/p/en‐us/10003/cliftonstrengths‐34

3. Lafley, A. G., & Martin, R. L. (2013). Playing to win: How strategy really works. Harvard Business Press.

4. Lencioni, P. M. (2010). The five dysfunctions of a team: A leadership fable. John Wiley & Sons.

5. Stakeholder analysis: Winning support for your projects. (n.d.). Retrieved from https://www.mindtools.com/pages/article/newPPM_07.htm

6. Strategy - Google search. (n.d.). Retrieved from https://www.google.com/search?q=strategy&rlz=1C1NHXL_enUS722US722&source=lnms&tbm=isch&sa=X&ved=2ahUKEwjLvM__rPHpAhWlhOAKHUJ4CaAQ_AUoAXoECBQQAw&biw=1920&bih=937#imgrc=d1Ly5shdepU2fM

7. Lombardo, MM and Eichinger, RW. (1996) The Career Architect Development Planner. Lominger. Minneapolis

8. Ward A, Berensen N, Daniels R. Creating a learning organization to help meet the needs of multihospital health systems. Am J Health Syst Pharm. 75(7); 473-481.

9. Continuing Professional Development. Accreditation Council for Pharmacy Education (n.d). Accessed 7.13.2020

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Developing People and Growing Careers

Steven Allison, PharmD, MBAExecutive Director of Pharmacy – Central Florida Division [email protected]

Dorinda Segovia, PharmDVice President of Pharmacy ServicesMemorial Healthcare [email protected]

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