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? 

• You always take the best of what you see through mentors in your career
• Important to be involved in different organizations (ASHP, ACCP, Vizient, etc.) to network and build relationships with others.
• When she sees some skills and abilities that would make that person a good leader, she takes the opportunity to coach, mentor, or sponsor depending on where they are in the career and what the best next steps would be. For example, she had a resident that she saw some good potential, so she took that resident, and helped her develop her skills so that she could be a good leader and had her work alongside with her in management throughout the years.
• Promoting from within and developing talent from within the organization is really important, and then thinking about what mentorship the front-line employees need to succeed?

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

• Desi highlighted the importance of getting tools into the hands of incoming managers, directors, etc.
• Some of these tools included using “Women’s in Leadership Meeting” – women hadn’t really moved on the “I have 60% of the qualifications… I can apply for this position” when compared to men who are likely to apply without doubting themselves
• Desi discussed the importance of coaching and sharing previous experiences.
• Book recommendation: Lean In & Michelle Obama’s books
• Succession planning might look different for a female vs a male leader based on their personal lives as well as the individuals career paths.
• It is important to start succession planning as soon as you are starting out in a role. Rather than using the word “Succession,” she sees it as a 3-part process.
• Coaching
• Mentoring – two-way street for the two individuals
• Sponsorship – putting their reputation on the line for a different individual, this is what this candidate is able to offer in their role
• Executive coaches can also be helpful if you are at a very high level
• It is also important to make sure you are developing yourself and advocating for yourself, so that then you can be helpful for others. It is like when you are on a plane, if order for you to be helpful, it is important to put your mask on first before you put on the mask for someone else

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

• It is important to look at the diversity of the leadership team around you, as well as whether that leadership team represents the patients that you serve
• There are still ceilings or barriers that certain individuals may have to break through
• We have to be change agents and be willing to change/try new things

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

• Coaching, mentoring, and sponsorship are the keys to success
• Mentors should encourage “Let’s set up quarterly’s to chat about what’s on your mind”
• Important to have mentors internally, externally – also ok to have mentors outside of pharmacy
• The path of leadership has evolved throughout the years – important to keep an open mind
• Important to advocate for the pharmacist and the pharmacy technician too – always think about how you can break those barriers for the people around you
• Having a passion for the pharmacy profession is important
• Never get complacent, always reflect, and figure out what more you have to give/to do
• Don’t be afraid to be the content expert in the C suite

Interview conducted by Dipale Patel & Olga Vlashyn