Buchnummer des Verkäufers
Inhaltsangabe: As a current or future director, you’ve got the technical skills and knowledge you need to excel; as a resident, you know where to acquire them. But the wisdom and leadership abilities vital for success as a leader in today’s high-pressured environment can’t be learned from a textbook or in a classroom.
To fill this gap, ASHP has developed a unique new publication: Wisdom from the Pharmacy Leadership Trenches. Like having a mentor at your fingertips 24/7, it is a source of “real life” advice on all aspects of pharmacy leadership.
Written by two of pharmacy’s top leadership coaches, Toby Clark and Sara J. White, its guidance is based on their decades of experience mentoring students, residents, and assistant directors, as well as insights gained from many discussions they had with colleagues who called seeking advice.
Inspirational and thought provoking, you’ll want to turn to this “mentor” over and over again throughout your career.
Wisdom from the Pharmacy Leadership Trenches
By Toby Clark and Sara White
CJHP – Vol. 68, No. 6 – November–496 December 2015
Reviewer:Kevin Hall, PharmD, Clinical Associate Professor (retired)
Faculty of Pharmacy and Pharmaceutical Sciences
University of Alberta, Edmonton, Alberta
In this book, Toby Clark and Sara White share some of the pharmacy management insights that they have accumulated over their combined pharmacy practice experience of almost 100 years. Although many of these insights might be applicable to a broader audience, this publication is clearly directed toward hospital pharmacy managers and those who are planning to pursue such a career path. As the authors suggest, this is not a book that should be read in a single sitting. Each chapter focuses on a particular skill or attribute that is important for a pharmacy manager to have or to acquire. After a chapter has been read, the reader will want to reflect upon the material presented and then ask themselves if they should make changes to enhance their own departmental operations or management skills. Taking time for reflection and planning how improvements could be made, before moving on to the next chapter, is advised.
The authors clearly have a sense of humour and a willingness to take an unconventional approach. They have included at least one chapter for each letter of the alphabet (e.g., Accountability, Brand, Coaching, Delegation), which keeps the reader guessing what the next chapter title will be, especially when the next letter is X. Personally, I had never heard the word “Xystering”, but the authors slipped in that chapter title very nicely. Concepts such as delegation, branding, coaching, and communication are pulled together in this book and applied specifically to the work environment in which pharmacy mangers operate. My only significant criticism of this book is the absence of references, even though the material is often drawn from the work of others, such as Kotter’s change model1 and Peters’s personal branding publications, 2 which readers might want to access for further reading. This book is recommended for pharmacists who are contemplating a future career in pharmacy management, as well as those who are already in a pharmacy management position. The latter may mistakenly think there will be nothing new to learn by reading this book, but if they take the time to read and apply the insights provided by the authors, they will almost certainly be proven wrong.
(Kevin Hall CHJP 2016-01-19)
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