Management Consultation
Management Consultation Role of executive coaching in pharmacy management
A
s t ro n g co m m i t m e n t to s e l f management is a key component in the overall effectiveness of a manager. Regardless of experience, position, or title, pharmacists in management positions must be vigilant in developing themselves both personally and professionally. In addition to the support they receive from their mentors, managers can gain important leadership skills by pursuing executive coaching. Executive coaching can take on a myriad of forms, from helping executives transition into a new role to providing them with individual support through the development of specific skills or behaviors. As the Pharmacy Practice Model Initiative remains at the forefront of pharmacy leadership, executive coaching can serve as yet another tool for pharmacists to further develop management and leadership skills. It is critical for health systems to focus on leadership acquisition and the retention of existing intellectual capital as well as embrace and provide for emerging pharmacy management practitioners. Part of this can be accomplished by proactively making available coaching resources to develop the behavioral and business competence of pharmacy leaders.1 Developing the pharmacy practice manager. Organizations can and often do provide internal opportunities for development through their human resources or organizational development departments. However, before pursuing one of the available options, it is critical for pharmacy practice managers to understand what they are seeking to improve, how they can gain competence in that area, and whether they are willing to devote the time necessary to see
the opportunity through to completion. This last step is essential to avoid wasting time and financial resources. “Do I have a strong desire to improve?”, “Am I open to new ways of thinking and behaving?”, and “Can I be honest with myself and be open to feedback?” are just some of the essential questions managers must answer before engaging an executive coach.1,2 If internal or external executive coaching is deemed as the appropriate tool for developing the competence of the pharmacy management practitioner, the individual must begin the process of locating an executive coach. It is not uncommon for an organization to have recommendations on executive coaches with whom it has previously worked. Networking with colleagues within the profession may also provide the management practitioner with recommendations on executive coaches. As a general rule, executive coaches are not psychotherapists nor should they be used in this role.1 Executive coaching at the highest level provides the trainee with feedback using instruments that capture both real and perceived behaviors in a confidential, yet objec-
tive manner. Perceptions of one’s own behaviors may or may not be known to the pharmacy management practitioner. The executive coach is positioned to work with the pharmacy practice manager and can help the trainee gain broader insight and self-awareness of his or her words and behaviors, real or perceived, to ultimately augment the impact of his or her actions or develop the desired competence. Selecting and identifying an executive coach. Selecting either internal or external executive coaching can depend on a few variables. Often, the selection is narrowed by the competence needed, the funding available for the time spent with the executive coach, and the organization’s willingness to assist with sponsoring the executive coach engagement. It is important to understand an executive coach’s experience and training, coaching style, and the experience and resources that he or she can offer. This may require speaking to three or four coaches before making a selection. Once an executive coach has been identified, the trainee and his or her sponsor should clearly articulate what it is they would like to see accomplished over the defined coaching engagement. Successful outcomes. The primary key to ensuring a successful outcome for Continued on page 1885
The Management Consultation column gives readers an opportunity to obtain advice on common management problems from pharmacists practicing in health systems. The assistance of ASHP’s Section of Pharmacy Practice Managers and its Advisory Group on Manager Development in soliciting Management Consultation submissions is acknowledged. Unsolicited submissions are also welcome. Readers are invited to submit topics for this column to [email protected] or ASHP c/o David Chen, Director, Pharmacy Practice Sections, 7272 Wisconsin Avenue, Bethesda, MD 20814 ([email protected]).
Am J Health-Syst Pharm—Vol 70 Nov 1, 2013
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Management Consultation Continued from page 1883
the coaching engagement is to ensure the executive coach and the trainee fit well from a personality perspective. The trainee should feel comfortable having open and honest conversations with the executive coach and be diligent in understanding what skills, experience, and attributes the executive coach offers. Through their introductory conversations, the pharmacy management practitioner should be able to determine if the executive coach is someone he or she can work with to help develop the competencies required by the employing organization. High-performing executive coaches may not always be familiar with the setting in which their trainee practices, but they should understand the current and future organizational business goals that the trainee will need to reach. Elements of feedback. As part of executive coaching, it may be beneficial for trainees to begin assembling, if available, the formal and informal feedback that they have received over time regarding their management skills. This can be done in several ways, including gathering feedback from those whom you lead, your leader, your peers, and your customers; obtaining feedback from peers or colleagues outside the trainee’s area of influence; and, if available, using personality assessment tools, such as the one developed by William Marston, who’s work and theories in the areas of dominance, inducement, submission, and compliance have been popular.3 Throughout this process, it is important for sponsors to ensure that trainees are asking the right questions and seeking the right solutions. In addition, sponsors should have input into the executive coaching contract and assist, where appropriate, in the refinement of the agreement set by the executive coach and the trainee. A trusted supervisor or colleague can serve as a sponsor and help ensure that a trainee’s competencies are embed-
ded in his or her day-to-day workplace environment. Executive coaching and contractual arrangements. Contractually, a pharmacy management practitioner can expect to spend up to six months with an executive coach, commonly meeting monthly or more frequently, as needed. In contrast with a mentoring relationship, an executive coach’s time with a management practitioner is limited and prescriptive. An executive coach’s contract is an important tool in helping articulate the coaching facets, including duration of contract, monetary rate for services rendered, and scope of coaching competencies expected to be delivered. Specifically, the contract or scope of work should detail the availability of personal face time, the project sponsors who can or will be part of the ongoing development of the pharmacy management practitioner, and the goals and milestones for the pharmacy practice manager. While global competency development themes may be shared with the trainee’s sponsors, at no time should any personality assessments or profiles be shared beyond the executive coach and trainee. Conversations between the executive coach and trainee are privileged, and the confidential nature of these conversations should be clearly defined in the executive coaching contract. During the defined contractual period, pharmacy practice managers can expect to spend several sessions covering areas of competence development. Areas could include creating collaborative work area and departmental cultures, leading through influence, working and helping others cope with change and change management, developing emotional intelligence, managing difficult conversations, and learning skills in employee engagement. Milestones or goals reached are dependent on the individual trainee. However, after working through the competence development sessions, the trainee and his or her sponsors should spend time performing a gap analysis to
ensure that the objectives previously discussed have been achieved. On completion of the coaching engagement, pharmacy management practitioners should continue to reflect on their developmental efforts to maintain their acquired competencies. Previously enlisted sponsors as well as established mentors can also help ensure that the pharmacy practice manager stays the course. Conclusion. Executive coaching offers emerging or seasoned pharmacy practice managers a tool for strengthening their leadership and self-management skills, ultimately improving their behavioral and business competence. 1. Sherman S, Freas A. The wild west of executive coaching. Harv Bus Rev. 2004; 82:82-90. 2. Keller-Johnson L. Getting more from executive coaching. http://intentionalvagabond. com/files/how_to_get_most_out_of_ executive_coaching.pdf (accessed 2013 Jul 22). 3. Marston WM. Integrative psychology: a study of unit response. Marston, NY: Harcourt, Brace & Co.; 1931.
Robert P. Granko, Pharm.D., M.B.A., Associate Director of Pharmacy University of North Carolina Hospitals Chapel Hill, NC Clinical Assistant Professor Eshelman School of Pharmacy University of North Carolina 101 Manning Drive, CB #7600 Chapel Hill, NC 27514 [email protected] Carolyn S. Morton, Pharm.D., M.B.A., Ambulatory Pharmacy Supervisor Deaconess Health System Evansville, IN Kate Schaafsma, Pharm.D., M.B.A., M.S., BCPS, Clinical Pharmacy Manager Froedtert Hospital Milwaukee, WI
The authors have declared no potential conflicts of interest. DOI 10.2146/ajhp130113
Am J Health-Syst Pharm—Vol 70 Nov 1, 2013
1885
Copyright of American Journal of Health-System Pharmacy is the property of American Society of Health System Pharmacists and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.
Management Consultation Role of executive coaching in pharmacy management
A
s t ro n g co m m i t m e n t to s e l f management is a key component in the overall effectiveness of a manager. Regardless of experience, position, or title, pharmacists in management positions must be vigilant in developing themselves both personally and professionally. In addition to the support they receive from their mentors, managers can gain important leadership skills by pursuing executive coaching. Executive coaching can take on a myriad of forms, from helping executives transition into a new role to providing them with individual support through the development of specific skills or behaviors. As the Pharmacy Practice Model Initiative remains at the forefront of pharmacy leadership, executive coaching can serve as yet another tool for pharmacists to further develop management and leadership skills. It is critical for health systems to focus on leadership acquisition and the retention of existing intellectual capital as well as embrace and provide for emerging pharmacy management practitioners. Part of this can be accomplished by proactively making available coaching resources to develop the behavioral and business competence of pharmacy leaders.1 Developing the pharmacy practice manager. Organizations can and often do provide internal opportunities for development through their human resources or organizational development departments. However, before pursuing one of the available options, it is critical for pharmacy practice managers to understand what they are seeking to improve, how they can gain competence in that area, and whether they are willing to devote the time necessary to see
the opportunity through to completion. This last step is essential to avoid wasting time and financial resources. “Do I have a strong desire to improve?”, “Am I open to new ways of thinking and behaving?”, and “Can I be honest with myself and be open to feedback?” are just some of the essential questions managers must answer before engaging an executive coach.1,2 If internal or external executive coaching is deemed as the appropriate tool for developing the competence of the pharmacy management practitioner, the individual must begin the process of locating an executive coach. It is not uncommon for an organization to have recommendations on executive coaches with whom it has previously worked. Networking with colleagues within the profession may also provide the management practitioner with recommendations on executive coaches. As a general rule, executive coaches are not psychotherapists nor should they be used in this role.1 Executive coaching at the highest level provides the trainee with feedback using instruments that capture both real and perceived behaviors in a confidential, yet objec-
tive manner. Perceptions of one’s own behaviors may or may not be known to the pharmacy management practitioner. The executive coach is positioned to work with the pharmacy practice manager and can help the trainee gain broader insight and self-awareness of his or her words and behaviors, real or perceived, to ultimately augment the impact of his or her actions or develop the desired competence. Selecting and identifying an executive coach. Selecting either internal or external executive coaching can depend on a few variables. Often, the selection is narrowed by the competence needed, the funding available for the time spent with the executive coach, and the organization’s willingness to assist with sponsoring the executive coach engagement. It is important to understand an executive coach’s experience and training, coaching style, and the experience and resources that he or she can offer. This may require speaking to three or four coaches before making a selection. Once an executive coach has been identified, the trainee and his or her sponsor should clearly articulate what it is they would like to see accomplished over the defined coaching engagement. Successful outcomes. The primary key to ensuring a successful outcome for Continued on page 1885
The Management Consultation column gives readers an opportunity to obtain advice on common management problems from pharmacists practicing in health systems. The assistance of ASHP’s Section of Pharmacy Practice Managers and its Advisory Group on Manager Development in soliciting Management Consultation submissions is acknowledged. Unsolicited submissions are also welcome. Readers are invited to submit topics for this column to [email protected] or ASHP c/o David Chen, Director, Pharmacy Practice Sections, 7272 Wisconsin Avenue, Bethesda, MD 20814 ([email protected]).
Am J Health-Syst Pharm—Vol 70 Nov 1, 2013
1883
Management Consultation Continued from page 1883
the coaching engagement is to ensure the executive coach and the trainee fit well from a personality perspective. The trainee should feel comfortable having open and honest conversations with the executive coach and be diligent in understanding what skills, experience, and attributes the executive coach offers. Through their introductory conversations, the pharmacy management practitioner should be able to determine if the executive coach is someone he or she can work with to help develop the competencies required by the employing organization. High-performing executive coaches may not always be familiar with the setting in which their trainee practices, but they should understand the current and future organizational business goals that the trainee will need to reach. Elements of feedback. As part of executive coaching, it may be beneficial for trainees to begin assembling, if available, the formal and informal feedback that they have received over time regarding their management skills. This can be done in several ways, including gathering feedback from those whom you lead, your leader, your peers, and your customers; obtaining feedback from peers or colleagues outside the trainee’s area of influence; and, if available, using personality assessment tools, such as the one developed by William Marston, who’s work and theories in the areas of dominance, inducement, submission, and compliance have been popular.3 Throughout this process, it is important for sponsors to ensure that trainees are asking the right questions and seeking the right solutions. In addition, sponsors should have input into the executive coaching contract and assist, where appropriate, in the refinement of the agreement set by the executive coach and the trainee. A trusted supervisor or colleague can serve as a sponsor and help ensure that a trainee’s competencies are embed-
ded in his or her day-to-day workplace environment. Executive coaching and contractual arrangements. Contractually, a pharmacy management practitioner can expect to spend up to six months with an executive coach, commonly meeting monthly or more frequently, as needed. In contrast with a mentoring relationship, an executive coach’s time with a management practitioner is limited and prescriptive. An executive coach’s contract is an important tool in helping articulate the coaching facets, including duration of contract, monetary rate for services rendered, and scope of coaching competencies expected to be delivered. Specifically, the contract or scope of work should detail the availability of personal face time, the project sponsors who can or will be part of the ongoing development of the pharmacy management practitioner, and the goals and milestones for the pharmacy practice manager. While global competency development themes may be shared with the trainee’s sponsors, at no time should any personality assessments or profiles be shared beyond the executive coach and trainee. Conversations between the executive coach and trainee are privileged, and the confidential nature of these conversations should be clearly defined in the executive coaching contract. During the defined contractual period, pharmacy practice managers can expect to spend several sessions covering areas of competence development. Areas could include creating collaborative work area and departmental cultures, leading through influence, working and helping others cope with change and change management, developing emotional intelligence, managing difficult conversations, and learning skills in employee engagement. Milestones or goals reached are dependent on the individual trainee. However, after working through the competence development sessions, the trainee and his or her sponsors should spend time performing a gap analysis to
ensure that the objectives previously discussed have been achieved. On completion of the coaching engagement, pharmacy management practitioners should continue to reflect on their developmental efforts to maintain their acquired competencies. Previously enlisted sponsors as well as established mentors can also help ensure that the pharmacy practice manager stays the course. Conclusion. Executive coaching offers emerging or seasoned pharmacy practice managers a tool for strengthening their leadership and self-management skills, ultimately improving their behavioral and business competence. 1. Sherman S, Freas A. The wild west of executive coaching. Harv Bus Rev. 2004; 82:82-90. 2. Keller-Johnson L. Getting more from executive coaching. http://intentionalvagabond. com/files/how_to_get_most_out_of_ executive_coaching.pdf (accessed 2013 Jul 22). 3. Marston WM. Integrative psychology: a study of unit response. Marston, NY: Harcourt, Brace & Co.; 1931.
Robert P. Granko, Pharm.D., M.B.A., Associate Director of Pharmacy University of North Carolina Hospitals Chapel Hill, NC Clinical Assistant Professor Eshelman School of Pharmacy University of North Carolina 101 Manning Drive, CB #7600 Chapel Hill, NC 27514 [email protected] Carolyn S. Morton, Pharm.D., M.B.A., Ambulatory Pharmacy Supervisor Deaconess Health System Evansville, IN Kate Schaafsma, Pharm.D., M.B.A., M.S., BCPS, Clinical Pharmacy Manager Froedtert Hospital Milwaukee, WI
The authors have declared no potential conflicts of interest. DOI 10.2146/ajhp130113
Am J Health-Syst Pharm—Vol 70 Nov 1, 2013
1885
Copyright of American Journal of Health-System Pharmacy is the property of American Society of Health System Pharmacists and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.
