Why Be Pharmacy Manager?

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Mr. Corporate Pharmacist

Mr. Corporate Pharmacist

Elevate. Self. Career. Profession.
5+ Year Member
I'm seeing many more of my students stepping up and wanting to take the PIC position right out of school.

But I can't help but feel that they do it more for job security than a personal drive to be a leader and business pharmacist.

I love what I do as a Pharmacy Manager, and I would like to hear your thoughts, hesitations, and questions about transitioning from new grad to PIC.

How can we help?
 
Sine Cura said:
Fact is no one aspires to be a cog in a corporate machine.

I cannot name a single manager at CVS or Walmart I know who actually wanted to be one or had the fortitude or people skills to be one.
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That's about to change solely because of the new job market. Choose 1: no job, or a really hard job.

Also, if pharmacists had the knowledge and support to be a good leader and manager, that would definitely change things.

I knew I wanted to be in management while I was in school. I was terrible my first 2 years because I had to learn through failure.

But my disposition towards leadership never changed. I love it more each and every year.

If you work in retail pharmacy, the best way to enjoy your career is embrace the corporate pharmacist brand image.
 
TerryTerry said:
I don`t think pre-pharm forum is the right place to teach people how to become a PIC.
It does sound like there are plenty of people right within your reach that can use your assistance though.
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I think this is the best time to learn how to be a great leader and manager. Sure, 70% of learning happens on the job.

But if I had more retail pharmacy-specific mentorship and training, maybe it would have taken me less than 2 years to be a corprate beast.

I'm sure better pharmacists can do it faster, but so many students are asking how to be more competitive and more successful when they graduate.

Students are getting their MBAs, spending summers on internships, and logging hundreds of extracurricular hours to prepare for their future careers.

What about the pre-pharms who want to work in retail pharmacy? The only thing they are currently getting when they search for retail pharmacy help is despair and cynicism.

I think we can definitely add value to students during their didactic courses.

Come on pre-pharms. Don't be shy!
 
Mr. Corporate Pharmacist said:
I love what I do as a Pharmacy Manager, and I would like to hear your thoughts, hesitations, and questions about transitioning from new grad to PIC.
Click to expand...

To hear the thoughts and hesitations from "new grads" going to PIC then you'd need to target the pharmacy students in a pharmacy program (not students trying to get into a pharmD program as their short term goal is simply getting a seat before a job).

With that, moving to the targeted audience in the pharmacy forum.
 
BC_89 said:
To hear the thoughts and hesitations from "new grads" going to PIC then you'd need to target the pharmacy students in a pharmacy program (not students trying to get into a pharmD program as their short term goal is simply getting a seat before a job).

With that, moving to the targeted audience in the pharmacy forum.
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I understand.

But I dont see why pre-pharms couldn't benefit if they are interested in it too

Thanks for the feedback!
 
I started my job three days after graduation as an intern moving to PIC as soon as I got licensed. By day 3 as an intern, the current manager training me simply handed it off to me and just hung around if I had questions. I definitely learned via trial by fire. It comes with a lot of headaches, but in the near future if you want a guaranteed 40hrs and more job security in retail, most people will only be able to get that by being a PIC.

If you are looking to help new grads, be a preceptor if you are near a pharmacy school and show them all that being a PIC entails. If you have a technician that shows a desire to go into pharmacy school and/or are a pre-pharmer, show them the managerial ropes also. For students that have come through my site, I really push to teach them the nuances of being the manager. I go through our monthly and quarterly numbers and teach them how to interpret the report and see trends, show them the corporate metrics and discuss strategies to meet them, put the responsibility on them to make the employee schedule while under the constraints of a budget, and discuss common scenarios that come up (both on the customer and employee side). You only really learn by experience and exposure to this stuff.

I don't glorify pharmacy/retail PIC and I don't disparage it. I tell students the truth of what to expect and do my best to teach them how to learn to accept and adapt to the challenges and not get crushed by all of it. I leave it up to them to take it to heart or not.
 
Last edited:
Wickett said:
I started my job three days after graduation as an intern moving to PIC as soon as I got licensed. By day 3 as an intern, the current manager training me simply handed it off to me and just hung around if I had questions. I definitely learned via trial by fire. It comes with a lot of headaches, but in the near future if you want a guaranteed 40hrs and more job security in retail, most people will only be able to get that by being a PIC.

If you are looking to help new grads, be a preceptor if you are near a pharmacy school and show them all that being a PIC entails. If you have a technician that shows a desire to go into pharmacy school and/or are a pre-pharmer, show them the managerial ropes also. For students that have come through my site, I really push to teach them the nuances of being the manager. I go through our monthly and quarterly numbers and teach them how to interpret the report and see trends, show them the corporate metrics and discuss strategies to meet them, put the responsibility on them to make the employee schedule while under the constraints of a budget, and discuss common scenarios that come up (both on the customer and employee side). You only really learn by experience and exposure to this stuff.

I don't glorify pharmacy/retail PIC and I don't disparage it. I tell students the truth of what to expect and do my best to teach them how to learn to accept and adapt to the challenges and not get crushed by all of it. I leave it up to them to take it to heart or not.
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Trial by fire is the best way, unless it breaks you. Far too often, this is the outcome because of the lack of support and leadership from upper management.

The profession needs more pharmacists like you.

I currently do all that you suggested, but I feel my our reach can be even greater.

However, I love to glorify being a pharmacy manager. With the right mindset, skills, and resources, anyone can succeed and elevate the profession.

I am proud to wear the white coat in retail pharmacy, and I want others to see more than the usual doom and gloom.

Keep adding value to your people!
 
Mr. Corporate Pharmacist said:
Trial by fire is the best way, unless it breaks you. Far too often, this is the outcome because of the lack of support and leadership from upper management.

The profession needs more pharmacists like you.

I currently do all that you suggested, but I feel my our reach can be even greater.

However, I love to glorify being a pharmacy manager. With the right mindset, skills, and resources, anyone can succeed and elevate the profession.

I am proud to wear the white coat in retail pharmacy, and I want others to see more than the usual doom and gloom.

Keep adding value to your people!
Click to expand...

Retail pharmacy needs more people like you!
 
thecoolpharmboi said:
Retail pharmacy needs more people like you!
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Retail pharmacy has so many good leaders, but also so much untapped potential.

When pharmacists start believing in themselves and others, watch retail pharmacy recharge itself.

Our profession leaves a big footprint on the community. The ripple effect will travel far and wide.
 
3boooda said:
First, they have no options other than be a PIC or rxm.
Second, stable 40 hrs.
Third, they think it is easy to manage a pharmacy and techs.
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Are you speculating or speaking from personal perspective?

Here's why I wanted to be a retail pharmacy manager since P1:

1) I love seeing a well-run pharmacy business, happy colleagues, ecstatic patients. Culture extend outsid the four walls of the pharmacy. People literally talk about the pharmacy when they leave (colleagues and patients alike). To build that and make such a footprint in the world is unreal. Pharmacy managers are positioned the best to do this. Anyone wanting to leave behind a legacy should consider this.

2) Business ownership is super fun, but usually very risky. I have a very entrepreneurial spirit and love learning and starting new things. But healthcare is a very costly and risky business. In retail pharmacy, we get to learn, fail, try things out without fronting a dime of our own. We get paid a salary whether or not we make budgets or profits. While we learn on the job how to be better managers and leaders, we get full support, protection from liability, and tons of resources unavailable to the average business owner. Starting an independent pharmacy as a newgrad is possible, but incredibly difficult and unforgiving (kudos to those that have done it). But in retail pharmacy, everything is laid out for us. All we have to do is commit to being business pharmacists.

3) Leadership opportunities are available to everyone, but the retail PM position is the most difficult. With the great adversity, we are rewarded with the most growth and development. There are always problems to solve and opportunities to teach, add value, and mentor others. Service to others (peers, patients, colleagues, company) is the number one trait of a leader. Maybe retail pharmacy is a career stepping stone for some, but the leadership skills and experiences we get from the job are unmatched. I love learning and practicing new leadership principles. Work is my playground. If you work 5 years in Retail Pharmacy, chances are you can answer leadership interview questions better than most.
 
Sine Cura said:
If you work 5 years as a PIC, maybe.

Most pharmacists lack leadership skills. They're always bitching that training is a PIC's job or noob techs should somehow absorb information by mind-reading
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And when you are a PIC you bitch that the company doesn’t provide good training or that techs don’t teach themselves.
 
No, it's your pharmacy and your license so it falls on you to provide the training. It's corporate getting in the way of itself via soft HR policies (allowing dead weight to survive) that generates discord and decreases workplace morale
 
My RXM became a manager because literally no one wanted to take the PIC job apparently. She was working as a staff pharmacist at a different walgreens and they gave her a call asking if she wanted to manage a store in a less desirable part of town. She applied and got the job on the spot.
 
Sugoi Travis said:
Being a pharmacy manager at Publix is awesome. I love every minute of my shift at it doesn't really feel like I'm working but more that I'm there because I want to be there.
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And here I was under the impression for the last 2 years that Publix went completely corporate!!

forums.studentdoctor.net

Publix pharmacy has gone completely CORPORATE now

I have been an intern at publix pharmacy for almost two years now and I was really excited at first. Now, what I see happening in Publix lets me know that I won't be working there for long besides a part time job while I find something else. 1) Publix doesn't care about the pharmacist...
forums.studentdoctor.net forums.studentdoctor.net
 
Prepharm1214 said:
And here I was under the impression for the last 2 years that Publix went completely corporate!!

forums.studentdoctor.net

Publix pharmacy has gone completely CORPORATE now

I have been an intern at publix pharmacy for almost two years now and I was really excited at first. Now, what I see happening in Publix lets me know that I won't be working there for long besides a part time job while I find something else. 1) Publix doesn't care about the pharmacist...
forums.studentdoctor.net forums.studentdoctor.net
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That thread and the OP are complete jokes. The work atmosphere at Publix is nowhere even close to CVS/Walgreens.
 
The only real reason I would want to be manager is if the staff position had significantly lower base hours, because they pay differential itself isn't worth it.

That's how it was at WM, manager had 42 and the 2 staff had like 20 or 30 and had to float for extra. I wouldn't even mind floating to get to 40 if the hours were guaranteed, but I don't think that they were.
 
ldiot said:
The only real reason I would want to be manager is if the staff position had significantly lower base hours, because they pay differential itself isn't worth it.

That's how it was at WM, manager had 42 and the 2 staff had like 20 or 30 and had to float for extra. I wouldn't even mind floating to get to 40 if the hours were guaranteed, but I don't think that they were.
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True, tangible benefits to being PM are not that substantial.

But the feeling of autonomy and creating pharmacy nirvana is so worth it.

When everything goes the way you imagined. When you and your whole team get work/life balance.

When you're never micromanaged and get to spend whatever tech payroll you want. When you go home on time, regardless of what the queue looks like.

When every day, you are reminded by patients, colleagues, students, and your leaders about all the good things you make happen.

You will truly love your job. All possible when you take the reigns and make it happen. #PICPower
 
Mr. Corporate Pharmacist said:
True, tangible benefits to being PM are not that substantial.

But the feeling of autonomy and creating pharmacy nirvana is so worth it.

When everything goes the way you imagined. When you and your whole team get work/life balance.

When you're never micromanaged and get to spend whatever tech payroll you want. When you go home on time, regardless of what the queue looks like.

When every day, you are reminded by patients, colleagues, students, and your leaders about all the good things you make happen.

You will truly love your job. All possible when you take the reigns and make it happen. #PICPower
Click to expand...

I consider myself an optimist in the pharmacy world, but even I have to admit you're laying it on a little too thick...

You may experience autonomy on the individual level, but "never micromanaged" is a pipe dream. The pressure applied will vary, some are more lax than others, but you still have metrics to meet, corporate policy to follow, company line(s) to tout.

That work-life balance? I've been staff RPH at several stores and chains, and at each one, I had a better work-life balance than my managers. They oftentimes had to come in early and/or stay late (they got paid for this, but still), and occasionally had to take work home (making the pharmacist schedule comes to mind).

It might still be worth it though, if you end up in a good spot with decent techs. I was a temporary PIC for a few months, it definitely has its moments when it goes well. Problem is, as a corporate pharmacy manager, a lot what makes it work is outside your control, and could be taken away easily: your best workers quit, your tech hours get cut, etc...
 
"get to spend whatever tech payroll you want" was jumping the shark for me personally. That doesn't exist, unless you have a masochistic desire to see how few tech hours you can operate on before you go crazy (the answer may surprise you!).

Every store I was ever worked at blew the script budget out of the water, sometimes in double digits, and I would get phone calls from DM-types telling me to cut tech hours. I recall one time in particular I asked something to the effect of "how do you want me to keep growing script count if I can't spend more tech hours" and the reply was basically the tech hours will increase each quarter if the script count keeps growing. Uhhh wut? That doesn't help me grow script count at all...
 
hye345 said:
I consider myself an optimist in the pharmacy world, but even I have to admit you're laying it on a little too thick...

You may experience autonomy on the individual level, but "never micromanaged" is a pipe dream. The pressure applied will vary, some are more lax than others, but you still have metrics to meet, corporate policy to follow, company line(s) to tout.

That work-life balance? I've been staff RPH at several stores and chains, and at each one, I had a better work-life balance than my managers. They oftentimes had to come in early and/or stay late (they got paid for this, but still), and occasionally had to take work home (making the pharmacist schedule comes to mind).

It might still be worth it though, if you end up in a good spot with decent techs. I was a temporary PIC for a few months, it definitely has its moments when it goes well. Problem is, as a corporate pharmacy manager, a lot what makes it work is outside your control, and could be taken away easily: your best workers quit, your tech hours get cut, etc...
Click to expand...
I'm not generalizing when I talk about autonomy. I'm speaking from personal experience.

I also am not saying it will be handed to you. We earn micromanagement until we prove ourselves capable of delivering results.

Most people think work/life balance in retail means doing the least amount of work.

My perspective on work/life balance is doing the work I want to, when I want to.

When I was a new manager, I tried to do everything myself. Which is what I see everyone else doing.

80% of my job now is training and developing others (pharmacists, interns, techs), which is what I love about my job.

I run a well-oiled pharmacy where my boss only visits me every other month to give recognition.

He's a great leader who knows once he supervises my methods, he then becomes responsible for the results.

So I have full reigns on the financials, and this is freedom.

All I'm saying is, it's possible to get whatever you want. If you fight for it.
 
owlegrad said:
"get to spend whatever tech payroll you want" was jumping the shark for me personally. That doesn't exist, unless you have a masochistic desire to see how few tech hours you can operate on before you go crazy (the answer may surprise you!).

Every store I was ever worked at blew the script budget out of the water, sometimes in double digits, and I would get phone calls from DM-types telling me to cut tech hours. I recall one time in particular I asked something to the effect of "how do you want me to keep growing script count if I can't spend more tech hours" and the reply was basically the tech hours will increase each quarter if the script count keeps growing. Uhhh wut? That doesn't help me grow script count at all...
Click to expand...
Again, I'm not generalizing. Pharmacists who don't understand how to respectfully push back on payroll needs will get crushed by their bosses.

Sometimes, DMs dont even fully understand the implications of short term profit and long-term consequences.

Show your boss what a 6 month growth trend looks like. Learn to forecast your business better than the paper budgets. I've tracked P&L statements, weekly metrics, and payroll for years now.

Any bigwigs that come into my pharmacy know nothing about my reporting and trends compared to me.

Example: overspent 50 hours in January 2019. Boss "showed concern," which is push back from RM. I say, "my 2018 growth averaged 20% over budget for the entire year. January for my store always yields most opportunity for new patients to convert to our store IF we can minimize service disruption. Let me invest and overspend. You need to spend money to make money."

He says, "Are you willing to bet your own money on it?" If you dont make budget, you pay back what is owed?"

I said, "Bet you I will make January and February bottom line profit plus more."

He was joking, of course. But my projections came true. Overspent payroll in Q1 by ~200 hours. And my script growth average is 20% over budget (30% vs LY). Crushed the P&L every month.

Was it luck? Maybe a little. But if you learn to talk dollars, show that you can execute in the short term while planning for long-term profit, and have several different points of view/reporting to support your business decions, you can do almost anything.
 
You're seeing that kind of growth prob due to a low baseline (i.e., 1400 sold/wk =>1700/wk is a bigger % increase compared to 2500/wk => 2800/wk or 3700/wk => 4000/wk) and insurance contracts are funneling script volume to your pharmacy, or a nearby competitor outright closed.

What the main factors to growth or decline? Location (is your pharmacy in a residential area with growing population? is it in a low-income area on the decline in a run-down strip mall?) and insurance (is insurance driving scripts to your pharmacy or taking away). Minimizing challenges to growth does matter but the public's choice of pharmacy is typically driven by convenience/proximity... those that actually care about service go to whatever independents are left.
 
Sine Cura said:
You're seeing that kind of growth prob due to a low baseline (i.e., 1400 sold/wk =>1700/wk is a bigger % increase compared to 2500/wk => 2800/wk or 3700/wk => 4000/wk) and insurance contracts are funneling script volume to your pharmacy, or a nearby competitor outright closed.

What the main factors to growth or decline? Location (is your pharmacy in a residential area with growing population? is it in a low-income area on the decline in a run-down strip mall?) and insurance (is insurance driving scripts to your pharmacy or taking away). Minimizing challenges to growth does matter but the public's choice of pharmacy is typically driven by convenience/proximity... those that actually care about service go to whatever independents are left.
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Absolutely. My point is, if we don't have the right amount of human resources to capture new traffic (no matter the source), we will lose money (opportunity cost).

I used to see huge growth in January, then it would taper off in Feb, March, April.

What we do in retail for big corporations is mainly drive loyalty, adherence, and profit margin. The big bucks spent on advertising and contracting are what drive script growth.
 
Mr. Corporate Pharmacist said:
Again, I'm not generalizing. Pharmacists who don't understand how to respectfully push back on payroll needs will get crushed by their bosses.

Sometimes, DMs dont even fully understand the implications of short term profit and long-term consequences.

Show your boss what a 6 month growth trend looks like. Learn to forecast your business better than the paper budgets. I've tracked P&L statements, weekly metrics, and payroll for years now.

Any bigwigs that come into my pharmacy know nothing about my reporting and trends compared to me.

Example: overspent 50 hours in January 2019. Boss "showed concern," which is push back from RM. I say, "my 2018 growth averaged 20% over budget for the entire year. January for my store always yields most opportunity for new patients to convert to our store IF we can minimize service disruption. Let me invest and overspend. You need to spend money to make money."

He says, "Are you willing to bet your own money on it?" If you dont make budget, you pay back what is owed?"

I said, "Bet you I will make January and February bottom line profit plus more."

He was joking, of course. But my projections came true. Overspent payroll in Q1 by ~200 hours. And my script growth average is 20% over budget (30% vs LY). Crushed the P&L every month.

Was it luck? Maybe a little. But if you learn to talk dollars, show that you can execute in the short term while planning for long-term profit, and have several different points of view/reporting to support your business decions, you can do almost anything.
Click to expand...

Well there you go. You overspent and your boss told you to cut hours. Why did he want you to cut hours if you are 20% over budget? How does that make sense?

I am glad you have a good situation. I am. But one day your boss is going to change and your next boss may not be so forgiving of being over budget. Or their boss may step in and force them to get payroll in line.
 
Which is more likely? An understanding DM who is the teacher's pet of the RM or someone who has to pass along corporate prerogatives unfiltered:

forums.studentdoctor.net

CVS managers who behave badly thread

Know any CVS managers who are behaving badly? This thread is for you! Here is the Jay Barefoot's email: His LinkedIn page indicates he is still working for CVS (probably got a nice raise): https://www.linkedin.com/in/jay-barefoot-b5528b42 Sent from my iPhone using SDN mobile app
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I've put up signs saying we didn't have any Norco circa fall 2015 or RxConnect was down and gotten bitched out. Whoever had the balls to put that up definitely did

I however would have put CVS customers not patients
 
Sine Cura said:
Which is more likely? An understanding DM who is the teacher's pet of the RM or someone who has to pass along corporate prerogatives unfiltered:

forums.studentdoctor.net

CVS managers who behave badly thread

Know any CVS managers who are behaving badly? This thread is for you! Here is the Jay Barefoot's email: His LinkedIn page indicates he is still working for CVS (probably got a nice raise): https://www.linkedin.com/in/jay-barefoot-b5528b42 Sent from my iPhone using SDN mobile app
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Click to expand...


Risky move... at my last CVS gig, 3 of the most senior techs had quit, so most of the crew were very green, most of those couldn’t fill, as they weren’t licensed yet. Even then, from what I was told, we weren’t allowed to tell patients we were short-staffed... we had to say it’s a “transition period” 😏
 
owlegrad said:
Well there you go. You overspent and your boss told you to cut hours. Why did he want you to cut hours if you are 20% over budget? How does that make sense?

I am glad you have a good situation. I am. But one day your boss is going to change and your next boss may not be so forgiving of being over budget. Or their boss may step in and force them to get payroll in line.
Click to expand...
Thank you for the sentiment.

The reason for being concerned about payroll in Q1 for hours is accountability. If all the stores overspend on payroll unchecked, how will anyone make budgets by end of the year?

And just because I'm 20% over budget in scripts doesnt mean it translates to bottom line. Profit and loss reporting is a historical report. So no one really knows how we did until all the numbers are crunched the next month. A lot of variable come into play, and it's not an exact science.

It's best practice to create a safety net because no one knows what true demand and profit will be. Any good business owner will be conservative with any funding they get in order to deliver results end of month and end of year.

Generally, we focus on payroll Q1 and Q4. Q2 and Q3, there is less chatter about payroll.
 
I think it's a good opportunity because you learn more about the procedures and forms that you have to maintain as a manager. As a new grad, my manager left for LOA and I had to become PIC right away. Even if you don't take it, you'll likely have to do the work of a manager anyway.

That being said, when my manager came back from LOA and left again for a second LOA after a few months, I declined becoming PIC the second time. The raise wasn't worth it and it's stressful to be in control of all the controlled substances, especially if something happens when you're not there.
 
Mr. Corporate Pharmacist said:
That's about to change solely because of the new job market. Choose 1: no job, or a really hard job.

Also, if pharmacists had the knowledge and support to be a good leader and manager, that would definitely change things.

I knew I wanted to be in management while I was in school. I was terrible my first 2 years because I had to learn through failure.

But my disposition towards leadership never changed. I love it more each and every year.

If you work in retail pharmacy, the best way to enjoy your career is embrace the corporate pharmacist brand image.
Click to expand...

Actually, the way to enjoy yourself in retail pharmacy is to start your own pharmacy and not make someone else's paycheck (i.e., corporate management) who isn't A. as smart as you and B. doesn't work as hard as you.
 
Mr. Corporate Pharmacist said:
Again, I'm not generalizing. Pharmacists who don't understand how to respectfully push back on payroll needs will get crushed by their bosses.

Sometimes, DMs dont even fully understand the implications of short term profit and long-term consequences.

Show your boss what a 6 month growth trend looks like. Learn to forecast your business better than the paper budgets. I've tracked P&L statements, weekly metrics, and payroll for years now.

Any bigwigs that come into my pharmacy know nothing about my reporting and trends compared to me.

Example: overspent 50 hours in January 2019. Boss "showed concern," which is push back from RM. I say, "my 2018 growth averaged 20% over budget for the entire year. January for my store always yields most opportunity for new patients to convert to our store IF we can minimize service disruption. Let me invest and overspend. You need to spend money to make money."

He says, "Are you willing to bet your own money on it?" If you dont make budget, you pay back what is owed?"

I said, "Bet you I will make January and February bottom line profit plus more."

He was joking, of course. But my projections came true. Overspent payroll in Q1 by ~200 hours. And my script growth average is 20% over budget (30% vs LY). Crushed the P&L every month.

Was it luck? Maybe a little. But if you learn to talk dollars, show that you can execute in the short term while planning for long-term profit, and have several different points of view/reporting to support your business decions, you can do almost anything.
Click to expand...
You obviously have a very unique situation--you have someone in upper management that will listen to you and someone, with perhaps, some common sense. That isn't reality in a lot of places. You could talk to these *****s until you're blue in the face with your ideas that you know will work, but inevitably, they won't listen to you because 'they know better' because they are 'upper management'. That's why I have my OWN pharmacy and analyze my OWN financials and do what I WANT TO DO, WHEN I WANT TO DO IT.
 
rockpharm said:
Actually, the way to enjoy yourself in retail pharmacy is to start your own pharmacy and not make someone else's paycheck (i.e., corporate management) who isn't A. as smart as you and B. doesn't work as hard as you.
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Touche. When you first started your pharmacy, how did you feel about taking on contracting? What were your struggles with reimbursements? I am not detail oriented or meticulous, and I would get crushed by DIR/clawbacks.

In my position now, I feel more enjoyment in creating systems and developing talent to make a bigger footprint in the community. I think the impact I would make with my own pharmacy would be smaller because I would have to take on so many other roles and responsibilities that are currently outsourced.
 
rockpharm said:
You obviously have a very unique situation--you have someone in upper management that will listen to you and someone, with perhaps, some common sense. That isn't reality in a lot of places. You could talk to these *****s until you're blue in the face with your ideas that you know will work, but inevitably, they won't listen to you because 'they know better' because they are 'upper management'. That's why I have my OWN pharmacy and analyze my OWN financials and do what I WANT TO DO, WHEN I WANT TO DO IT.
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Love it. Autonomy feels good, and the freedom you have is priceless.

The turning point for me in my career was when I was visited by some big wigs. I wouldn't call anyone a ***** because I didn't know them very well. But they made me feel so small in the pharmacy I worked so hard to build up and lead.

If you want to read about it:

No One Owns Me – The Corporate PharmD

I will always remember this particular time when I experienced a store visit from corporate. They barged into the pharmacy without permission, barely introducing themselves. Their titles included “Director,” “District,”Read More No One Owns Me
thecorporatepharmd.com thecorporatepharmd.com

That's why I obsess about my business and speak with corporate jargon as my primary language. Some people see it as politics and positioning (because it is), but it also enables me to love my job. I feel that if other pharmacists can do the same, they would be happy in retail pharmacy.

I do think that many people would enjoy owning their own pharmacy as well. But the barrier to entry is much higher IMO. I would have to hire, outsource, and partner to make up for all my weaknesses and deficiencies in knowledge. Running an independent pharmacy without being a subject matter expert in everything is a huge liability.

But that's why I focus on what I'm passionate and good at. The only complain I have right now is that there are so many hoops to jump through to get the carpets in the pharmacy upgraded.
 
Mr. Corporate Pharmacist said:
Love it. Autonomy feels good, and the freedom you have is priceless.

The turning point for me in my career was when I was visited by some big wigs. I wouldn't call anyone a ***** because I didn't know them very well. But they made me feel so small in the pharmacy I worked so hard to build up and lead.

If you want to read about it:

No One Owns Me – The Corporate PharmD

I will always remember this particular time when I experienced a store visit from corporate. They barged into the pharmacy without permission, barely introducing themselves. Their titles included “Director,” “District,”Read More No One Owns Me
thecorporatepharmd.com thecorporatepharmd.com

That's why I obsess about my business and speak with corporate jargon as my primary language. Some people see it as politics and positioning (because it is), but it also enables me to love my job. I feel that if other pharmacists can do the same, they would be happy in retail pharmacy.

I do think that many people would enjoy owning their own pharmacy as well. But the barrier to entry is much higher IMO. I would have to hire, outsource, and partner to make up for all my weaknesses and deficiencies in knowledge. Running an independent pharmacy without being a subject matter expert in everything is a huge liability.

But that's why I focus on what I'm passionate and good at. The only complain I have right now is that there are so many hoops to jump through to get the carpets in the pharmacy upgraded.
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I know what you mean about the carpets. We have a water dispenser for customers in the waiting area that leaked into the IMZ room. Totally stained the carpets... looks gross and they will not replace it. I feel embarrassed when we have doctors who get their shots here.
 
Twentytwelve2 said:
I know what you mean about the carpets. We have a water dispenser for customers in the waiting area that leaked into the IMZ room. Totally stained the carpets... looks gross and they will not replace it. I feel embarrassed when we have doctors who get their shots here.
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My carpets are also a hazard for my techs. They are literally peeling off the ground and we're tripping over them.

Once I figure out the secret to upgrading these, I will hit you up lol
 
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