Do you need to be in the driver’s seat?

I might not own a business, but I do oversee a department here at Peak. The start to this year has been a bit off for me – kind of wonky. But you know what? Out of all this wonkiness, I've dug deep and discovered quite a bit about myself. It's also made me reflect on my job and how to run the show smoothly. I've also learnt a solid lesson along the way, something I believe any pharmacy owner or business head could relate to. So, in classic Peak style, I've written a blog sharing my newfound wisdom…

In mid-January, I fell quite sick – I mean, really down for the count. It got so bad that I had to vanish from work for a good three weeks. And there wasn't a heads-up to John or my stellar assistant, Becaroo – just a sudden "I can't work" situation. Luckily, Bec is currently on a university break, so she swooped in, took the reins of my role, and did her best to hold down the fort during that time.

I've been with Peak Strategies for a good seven years now, and before my time, there wasn't even a marketing department. So, a ton of the systems and procedures? Well, those were crafted by either John or me, working hand in hand. That's why tossing all the work onto someone else's plate was a tad nerve-wracking, especially given the short notice. But this is where I picked up a lesson worth dishing out to our readers.

So, my lesson for me personally was that our department shouldn’t and doesn’t rely solely on me, and in some cases, it works better with another person handling it. For example, I am a strategist by heart and that is where my expertise lies, however with Bec her strengths lie in other parts of marketing land, which happen to complement my skills beautifully. However, for pharmacy owners I think it is a little more layered and I am going to share why.

I applaud anyone who has the guts to own a business, especially pharmacy. So, I understand completely when I see owners clutch onto every facet of their business like it’s the ring in Lord of the Rings. But, from a bird’s eye view is this healthy? I personally don’t think so.

I have worked with a variety of owners, partnerships, banner groups, independents etc. And it’s not rare to have some owners email in the middle of the night or have pulled a long day in dispensary and paying suppliers at midnight. Only last year, I was speaking with an owner who hasn’t taken a holiday in years. When I question these owners, most of them share the same fear, that their pharmacy just doesn’t function when they’re not around. They are too scared to not be there, very similar to how I was feeling.

In my role, I don’t just work with the owner, I work with the whole team from Pharmacists through to the Pharmacy Assistants. Due to this exposure, I hear feedback from the whole team about how the pharmacy operates. Almost always, I find that the owner's vision of operations often clashes with what the team envisions. Surprisingly, the team is willing about going the extra mile for their owner. What they're yearning for is a leader who's ready to loosen the reins.

So, here's the crux of today's lesson, as I see it. Owners need to craft a business that can hold its own, with or without them. It's not just about the owner's mental well-being, because let's face it, running on empty for years is a surefire recipe for burnout. Creating a structure where responsibilities are shared among a team, not just one person, is the key. And let's talk practicalities – what if, like me, the owner faces a health setback and can't work for weeks? Does that mean bills go unpaid, and suddenly your pharmacy is left without meds?

As a pharmacy owner, it's crucial to invest time in nurturing and developing your team. Trust that in times of crisis, your crew can navigate the ship, with or without your direct involvement. When you're training them, bear in mind they won't always tread the same path you did; they might do things differently, and that's perfectly fine. Mistakes are part of the game, but here's the kicker – they're golden opportunities for learning and growth. Embracing mistakes is a key ingredient in the recipe for success. Build a system that can withstand the ebb and flow of employees – it's a natural phase in the life of a business. Everyone, including you, the owner, will eventually move on at some point.

I don't want this blog to be a fleeting thought that slips through the cracks, so let's dive into a practical exercise we often undertake in our pharmacy mastermind. Picture this: create an organisational chart for your pharmacy, mapping out each department from Dispensary to Marketing. Beneath each position, envision how you want your pharmacy to function. The aim? Cultivate teams in each department ready and eager to support the pharmacy's smooth operation. Think of this as your blueprint for shaping the future structure of your pharmacy – it won't happen overnight, but it's a goal worth working towards.

I can't emphasise it enough – running a business doesn't mean going solo. The pinnacle of success in this industry often lies in owners having a robust team by their side. Moreover, they're unafraid to tap into outsourcing, maintain strong ties with the Pharmacy Guild, and actively participate in industry events. If you're feeling overwhelmed, take it as a sign that you can change course. Connect with us at Peak; we offer consulting support. Additionally, hold an earnest meeting with your team – you'll likely be pleasantly surprised by the results.

Alright, so you're probably wondering how things turned out. Well, surprise, surprise – no implosions happened. In fact, Bec knocked it out of the park with her amazing skills. One of the big takeaways for me is the importance of having someone take a close look at your systems and workflow. They might just take it to the next level and put their own spin on it. Take, for instance, the email campaign that went out to our readers for this blog – the artwork? All Bec's creation.  I must admit, it looks pretty darn good.