How were you initially exposed to succession planning and how has it played a role in your career journey? Can you share an experience/example? 

Organic, had no idea I would be in this role ever. Always completed training with focus on taking care of patients. Was doing good work and was noticed by one of the leaders and asked if he wanted to be a representative on a committee. Pivot point – being recognized by a leader – being found, being mentored, and being lifted; engaging people in decision making.

What tools and resources have you utilized in your journey to successful succession planning?

We have become a lot more structured with succession planning and leadership training. We miss out on layered learning in leadership. There is often the hurry to get a lot of badges and awards – these have their advantage in the moment, but you miss key value. At each level, take it in and learn. Most important step in that first leadership position – being a good leader and advocate; learning to be a good listener. It’s all about the employee and how you can be better for them. There are advantages of adding learning at every level over time rather than all at once. Don’t hurry through everything. Be thoughtful about the ladder and succession planning.

What are some barriers or challenges you have experienced when implementing succession planning? Can you share an example?

Transitions and succession planning are blended to me. Trying to eliminate ceilings for people. I like to give people bumpers but prefer to let others make their own decisions. Listen for enabling opportunities. Illuminate opportunities and gaps and make it fun and a common team goal for everyone to improve. Create a pathway for anyone to get to where they want to go. A transition plan is what you have to do to do the job. Succession planning is what that person has to do to get to their next step (whatever that may be).

Bonus question: Any tips for encouraging sharing or reflection from direct reports?

It gets harder as you go through your career. When a frontline manager, your direct reports tend to be more homogenous compared to once you are at a higher leadership level. Having a connection of hopes, dreams, goals and what is going on outside of work. There is no formula. There are 117 managers that report up through me - I meet with all of them. What do you want to be when you grow up? Just opening the door and starting the conversation. Give them a chance to create their own succession plan by giving them time and being a resource.

What parting advice do you have for current or future pharmacy leaders when considering optimal strategies for succession in leadership roles?

Live in the moment. Don’t skip the steps too quickly. Do everything you do well and do it in the moment. Find mentors and find plenty of them. Make sure not all of them are in the same lane as you. In our organization, we have education, ladders, associate positions – these have been very valuable. Keep a mandatory rotation for RPDs to give people time to try something new and/or take a break. Rotation is very real world. Learn some new skills and then switch them up.

Bonus question: Do you feel like you have had a variety of experiences in transitions, and which one was most effective?

The one I’m in now, many eyes on it, internal and external to department. The pressure and title overcooked it a bit, but it created streamlining and sequential tasks. I needed to know external stakeholders. As you go backwards in my positions, it gets less streamlined. It does depend on whether previous person is still there to learn from. Chaos is our job – I don’t know what to expect when I walk in each day, and it is like Christmas. I wouldn’t want it to be so structured that once you get into chaos you struggle. You can be on the same page as others – clear expectations are helpful – but over-structured is not actually real world. 

Interview conducted by Dorela Priftanji & Samantha Relias