Welcome to Pharmanaging, where our mission is to empower pharmacy professionals by delving into the complexities of managing a diverse team. In the dynamic world of pharmacy, understanding the nuances of your team’s motivations and competencies is key to fostering a thriving workplace. Today, we’re exploring the landscape of employee behavior through a unique lens, focusing on the intrinsic qualities of “capability” and “will,” as opposed to the more commonly discussed “skill” and “motivation.”
Why “capable” and “will”? These terms dive deeper into the innate attributes of our team members. “Capability” reflects not just the skills an employee has acquired but their overall competence and potential for growth in their role. It’s about the breadth and depth of their abilities, an inherent quality that goes beyond mere training. On the other hand, “will” speaks to an employee’s inner drive and determination. It’s a personal choice, a commitment to action that is self-motivated rather than externally induced.
Contrast this with the terms “high/low skill” and “high/low will.” While “skill” can be seen as a measure of what one knows or can do at a given moment, “capability” suggests a broader competence that encompasses both current skills and the potential to learn. Similarly, while “will” and “motivation” might seem interchangeable, “will” implies a more profound, intrinsic motivation—an internal resolve that isn’t necessarily sparked by external rewards or recognition.
Through this analogy, we aim to shine a light on the core of what makes our employees who they are. It’s about recognizing and nurturing the inherent potential and drive within each member of our pharmacy team. By understanding and leveraging these inner characteristics, we can more effectively lead, inspire, and grow together in the ever-evolving landscape of pharmacy management. Let’s dive into the world of “capable” and “will” and discover how these dimensions can transform our approach to team dynamics and leadership in the pharmacy setting.
Type 1: The Capable and Willing
First, let’s talk about the stars of our team: the capable and willing employees. These pharmacists and technicians come to work each day ready to conquer the world. They are the ones who not only have the skills to decipher the most cryptic doctor’s handwriting but also the enthusiasm to serve each customer with a smile.
They take pride in their work, from meticulously managing the inventory to ensuring every prescription is filled accurately and promptly. These individuals don’t shy away from challenges; they are the ones who volunteer to learn the new software update or to rearrange the over-the-counter section to improve efficiency.
How to Lead Them
As a leader, my role is to keep their flames of enthusiasm burning. Challenge them with new projects, like taking charge of a medication therapy management program or spearheading a health outreach initiative. Recognition is also key; celebrate their achievements, offer opportunities for professional growth, and make sure they know their hard work is seen and valued. Remember, these shining stars can illuminate the path for others, so use their skills to mentor and inspire their peers.
Type 2: The Willing but Not Capable
Then, there are the employees whose enthusiasm shines brightly, akin to a lion’s heart, yet their skill set remains in its infancy, resembling that of a cub. These individuals possess a commendable willingness to dedicate themselves fully to their roles, despite encountering difficulties with intricate tasks. Challenges such as navigating the complexities of multiple prescription claims or keeping abreast of the ever-evolving landscape of pharmacology may test their limits. Their eagerness is undeniable, but the sophistication of their skills has yet to match this fervor.
How to Lead Them
I see them, and I recognize their efforts. It’s my job to nurture their growth. Structured training programs, regular feedback, and patience are my tools of choice. Pair them with your Type 1 employees for peer mentorship. They might make mistakes, but the key is to encourage their progress, not punish their learning curve. I often remind them, and myself, that every expert was once a beginner.
Type 3: The Capable but Not Willing
Now, let’s talk about the tough nuts to crack: the capable but not willing. They have the knowledge to run the pharmacy single-handedly if needed. Yet, there’s a lack of drive, a missing spark. They clock in and clock out, doing the bare minimum, showing little interest in going beyond what’s required.
How to Lead Them
These cases are puzzles that I strive to solve. I engage with them, trying to uncover the roots of their disengagement. Is it a lack of challenge? Do they feel unappreciated? Or is there something personal hindering their motivation? Tailored motivators are essential here. Sometimes, a one-on-one discussion about career aspirations can reignite their drive. Other times, reshuffling roles to provide a fresh perspective is what’s needed.
Type 4: Neither Capable Nor Willing
Finally, we arrive at the most challenging group: those who are neither capable nor willing. It’s a hard pill to swallow, but not everyone is cut out for every job. This doesn’t mean they are a lost cause; it just means we need a different strategy.
How to Lead Them
For these employees, I take a step back and assess. Are they in the right role? Can they be trained, or is there a more suitable position for their skill set? If they show no interest in improvement after coaching and counseling, tough decisions may have to be made for the good of the team and the individual.
In conclusion, managing a pharmacy is more than just overseeing medication and prescriptions; it’s about leading people. By understanding and adapting our leadership to the different types of employees, we can not only address their individual needs but also foster a thriving, productive environment where everyone – the business, the team, and the customers – benefits.
Remember, as pharmacists and pharmacy technicians, we hold a unique position of trust. We’re not just managing a store; we’re caring for a community. And it starts with caring for our team.
So, whether you’re guiding a rising star, coaching a willing learner, reigniting a dimmed flame, or helping someone find their fit, know that your role is pivotal. You have the ability to transform your pharmacy into a beacon of health, efficiency, and positivity. Use these insights, and watch your team – and your pharmacy – flourish.
FAQ’s
Q1: How can I identify which category my pharmacy employees fall into?
A1: Start by observing their daily work habits and attitudes. Capable and willing employees will demonstrate both competence and enthusiasm. Those who are willing but not capable often show eagerness but may struggle with tasks. Capable but not willing employees have the skills but lack motivation. Lastly, employees who are neither capable nor willing will exhibit neither the skillset nor the desire to perform well. Regular performance reviews and one-on-one meetings can also provide insights into where each employee stands.
Q2: What should I do if I cannot find a suitable role for an employee who is neither capable nor willing?
A2: It’s important to have an honest conversation with the employee about their performance and fit within the pharmacy. Offer support and opportunities for training to help them improve. If there’s no improvement or willingness to engage, it may be necessary to consider transitioning the employee out of their role to a position that better suits their abilities or, in some cases, out of the pharmacy.
Q3: Can an employee’s category change over time?
A3: Absolutely. Employees may evolve or regress based on personal growth, life changes, workplace culture, and other factors. Regular training, motivation, and engagement can help employees move into more favorable categories. Stay proactive in managing and supporting your team to foster positive change.
Q4: How should I approach mentorship for capable but not willing employees?
A4: Try to understand the root cause of their lack of motivation. Engage them in meaningful dialogue about their career goals and aspirations within the pharmacy. Offer them new challenges or responsibilities that align with their interests and expertise. Show appreciation for their skills and encourage them to share their knowledge with others, which can reignite their passion for the work.
Q5: Is there a risk of capable and willing employees becoming overburdened or burned out?
A5: Definitely. While it’s great to have such proactive team members, it’s crucial to ensure they are not overloaded. Balance their workload, provide ample support, and recognize their efforts consistently. Encourage a healthy work-life balance and create an environment where they feel comfortable voicing their concerns or if they feel overwhelmed.
TIPS
- Foster a Growth Mindset: No matter the starting point, every employee has the potential for growth. Encourage learning and development for all team members, from those eager to advance to those who seem disengaged. Investing in their growth shows your commitment to their success, which can be a powerful motivator.
- Tailor Your Approach: Each employee is unique, with different strengths and challenges. Customize your management approach to meet them where they are. Offer more guidance and training to those who are willing but not capable, and seek to understand and inspire those who are capable but not willing.
- Recognize and Utilize Strengths: Identify the specific talents each employee brings to the pharmacy and find ways to put those strengths to use. This not only boosts efficiency but also helps employees feel valued and understood.
- Communicate Clearly and Often: Open lines of communication can transform your team. Provide clear expectations and consistent feedback. Listen to your employees’ ideas and concerns. Regular communication helps build trust and can turn challenges into opportunities for improvement.
- Promote Teamwork and Mentorship: Create a culture of collaboration where experienced and eager employees can mentor others. This not only fosters a supportive environment but also reinforces a sense of community and shared purpose within your pharmacy.
pharmanaging 