Before your first session, you can expect to complete a comprehensive questionnaire to assess your unique work environment and identify any employee needs or concerns. Through our discussion of the key topics below, we will create a personalized plan so you can aim cultivate a more engaging workplace that empowers your employees, enhances your leadership skills, and ultimately drives the success of your business.
Let’s engage in a discussion about effective team leadership and the complexities of managing people. Do you ever find it challenging to choose the right leadership book to start with, or wonder which concepts will best address your needs? With so much information available, it’s difficult to know where to begin and how to apply it. My goal is to help you grow as a leader by first understanding your unique challenges and key areas of impact. Through active listening and a tailored approach, we’ll focus on developing your leadership skills, solving everyday problems, inspiring your team, and charting a clear path for your continued growth as a leader.
It can be overwhelming to balance the demands of people leadership while also managing your day-to-day responsibilities. Our sessions are designed to help you develop and practice leadership skills that may feel uncomfortable at first. They will also offer a valuable, unbiased space for discussing what you feel you've done well and areas where you can improve. Think of me as your "fly on the wall" coach, guiding you through a leadership journey that goes beyond traditional training and theory.
It’s likely that you've already thought about the vision, mission, and brand of your company, or perhaps these were established for you. But what about your leadership vision, mission, and brand? Have you ever taken the time to define them? You might be wondering why this is important. Let’s discuss how having a clear sense of your leadership identity can be a game-changer in how you engage with your team and set the tone for success.
How do these two roles differ – managing processes versus leading people? And how do you come across when you embody each persona? If you’re transitioning from a manager of processes to a leader of people, how do you make that leap? I can help you explore these questions and identify the right approach, so you can confidently grow in your leadership role and advance in all aspects of your career.
I entered the pharmacy field as a pharmacy technician in a retail setting. Within just a few months, I was asked to assist with managing schedules and coordinating staff for an upcoming computer migration, a task I was chosen for due to my technical aptitude. However, when the opportunity to lead people arose, I felt unsure. I wasn’t comfortable with confrontation, and I understood that leadership sometimes requires having difficult conversations.
My first role post-pharmacy school was at a primary medical center in Portland, Maine, where I coordinated the schedules and workflows for a new decentralized pharmacist program. When asked to lead the staff, I hesitated. I felt the negativity building among my peers, and while I was fine managing the process, I wasn’t eager to have tough conversations with those resisting the change. Are you sensing a familiar theme?
In 2007, I helped open the first Walgreens in Maine and joined a team that would open five stores in three years. This marked the start of my leadership journey in both people and processes. But leading in this retail pharmacy setting was unlike any previous experience. As a pharmacist, I expected a more natural leadership role compared to my technician days. Walgreens had solid processes for people leadership, but it was here I learned that people require a more personalized approach than just following procedures.
After my son was born, I knew retail wasn’t for me. I spent the next 15 years at a Specialty Pharmacy that experienced several acquisitions. This role taught me to lead with a more personal touch and helped me realize that leadership is a choice that demands commitment. When executed well, leadership is where psychology and communication truly come together.
Finding even one strong mentor is rare, so having three has been a true blessing. These three individuals helped shape both my career and my approach to leadership. Just six months into my role at the specialty pharmacy, I was asked to lead a team through a period of change. I was tasked with combining my process knowledge with my "raw leadership skills," as one mentor described them. He recognized my untapped potential and offered to develop those skills with me.
Being asked to take on a task you don’t think you're ready for, because someone sees something in you, is a pivotal moment. While I’ve always been passionate about pharmacy, leadership wasn’t something I’d considered deeply until that moment. Over the past 15 years, I’ve grown passionate about both. In tech- and process-driven fields, effective people leadership is key—it can reduce turnover, boost employee satisfaction, enhance customer service, and help attract and retain top talent.
I want to help you be a leader that people want to be inspired to follow even if they don't want to do the work.
As a seasoned pharmacist and healthcare industry veteran with over 20 years of experience, I have a wealth of expertise to share on effective people leadership and change management. Through my own trials and tribulations, I've learned invaluable lessons that I'm excited to pass on to the next generation of healthcare leaders. Let me guide you in developing the skills needed to inspire your team, drive positive change, and cultivate strong, visionary leadership within your organization.
In my research I have found that the more technical a profession, the less likely the leaders possess or know how to use the soft skills necessary to lead the people doing the technical work. This seems to be very true in healthcare professions like medicine, nursing and pharmacy.
We train for years to do our jobs with precision and accuracy. We even train to have empathy for patients and a good bedside manner. But neither of these skills prepare us for that busy day when the computer system is failing and employees are late because of traffic and yet we are expected to lead and know how to do this well.
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