Identifying the characteristics of a good manager is not something simple.
Today, the economic growth, but also the requirements of an organization, small or large, to survive in the market, have made this responsibility quite complex.
Managing a pharmacy business now requires new features, which we will outline here.
A good “boss” must have a clear and complete vision of his business strategy and goals.
Boss, manager or owner, are words used to describe a businessman.
The word "manager" is undoubtedly more modern and denotes flexibility and activity, in contrast to the previous ones which denote more power and rigid position.
Although charisma, mood and a sense of responsibility remain important qualities of a manager, other qualities are also required: ability to communicate and listen, modesty, ability to process situations and data, courage to implement innovations.
All of the above are parameters that characterize the modern manager.
A good businessman is the one who gives the direction and the tempo, and this assumes a strong dose of optimism, a lot of courage and a lot of self-denial.
The manager is above all "the guide", where his most sensitive responsibility is to make the people of his team, of different character and abilities, cooperate.
For this reason, the ability to communicate is very important in this area; to set goals, expectations and make constructive criticism - on a two-way basis - but also to demonstrate enthusiasm and passion.
Achieving this sensitive mix is the main mission of a manager, aiming to create an environment in which people can exercise their responsibilities not only constructively, but with love and pride for the work they do and the boss they have.
Inherited or acquired ability?
Managers are quite often strong personalities. You need character, charisma, great mood and the ability to persuade.
The ability to manage is a natural inclination. There are people who know how to do it and others that do not.
Undoubtedly, education in this area remains important.
Pharmacy structure is based on administration focused on the personality of the pharmacist, which is done instinctively rather than professionally.
Thus, the mode of administration is different and heterogeneous and varies as much as the existing pharmacists.
Some have realized that charisma is not enough and feel the lack of training, directions and instructions in this area.
Since managerial skills are not taught in the University Pharmacy School, the solution is to attend special seminars on work organization and coaching of human resources.
But again, this is not enough. You need to cultivate this knowledge on a personal level and look for ways to apply it according to your personality.
Self-criticism must be done on an ongoing basis, so that the personal aspirations of the pharmacist-manager are consciously discovered.
Then he needs courage, boldness and self-confidence to implement a more professional management.
A delicate balance must be found in the manager's behavior and communication with his subordinates.
By always following a distant and cold attitude, you isolate yourself from the team and make it difficult to communicate new ideas and proposals, creating a climate of fear.
On the other hand, being very friendly, tolerant and overly polite, so as not to upset others in any way, but also to be lovable and attractive, shows weakness and is dangerous for team development.
The goals of a pharmacist-manager cannot be achieved if the staff is not motivated, informed and morally committed.
An organization moves forward only when there are common goals for development and when the roles and obligations as well as the rewards have been clarified to everyone.
The first mission of the pharmacist-manager is to hire competent associates for the operation and development of his business.
The secret here is to be able to discover the needs and aspirations of the candidate, as well as his strengths and weaknesses and to give him responsibilities that suit his personality and abilities.
Being a psychologist is very important, but you can also apply a very simple tactic.
You can just ask them questions to find out all of the above. Of course, honesty on the part of the candidate is not always a given, so a trial period is needed, which will reveal several of his characteristics.
Experts point out that a successful team needs a variety of characters and abilities, so do not try to find someone who looks exactly like you.
Example: if you are very good at science and lab work, but a little closed-minded about product suggestions to the customer, focus on hiring a more outspoken person, who has an innate ability to suggest and persuade.
An additional thing that should be avoided when selecting individuals is that the recruitment should not serve personal interests, but business interests instead.
Determining the responsibilities
Being responsible for everything is a risk, because nothing is done well and properly.
It is typical of people, when they know that there is someone else responsible for something, besides themselves, to be loose and out of focus.
Trying to take care of everything, even when having employees, is an example to avoid.
Of course, when there are no people and time to do the job, he should remain realistic, set important priorities and not be perfectionist.
Also, availability is essential for an entrepreneur, not only for his customers, but also for the guidance of his employees or for solving problems at work or among his staff.
But do not forget, the boss does not have to monitor in detail the work of his employees. A general picture is enough and, in fact, result is what counts.
Mistakes to avoid
Micromanagement: an attitude where everything has to go through the manager, without initiatives and responsibilities to the associates.
Authoritarianism: often linked to previous behavior and really crushes collaborators, not allowing any constructive criticism on their part.
Relaxation: this behavior is dangerous for the course of the business.
Of course, it often forces partners to take initiatives.
If the manager knows how to share responsibilities and takes into account the suggestions of his associates in areas related to their work, decisions for areas of responsibility must be made by them and presented to the manager for approval.
The latter, however, in difficult situations must decide and react immediately.
Indecision affects his profile to co-workers and creates unstable situations that affect the whole team.
Communication and the importance of words
Today, in large organizations with complex structures, people are isolated in their work and rarely come in contact with their managers.
The pharmacy, on one hand, has the advantage of creating human relationships between the whole team, but on the other, it "suffers" from this microstructure.
The quality of dialogue and positive communication is very important.
Only positive communication, saying things as they are, builds relationships of trust and makes a difference.
Pharmacy is a heterogeneous small business, where often not everyone has a common way of communicating.
The pharmacist-manager should, therefore, adapt his communication flexibly to each of his associates individually.
The use of power
Being the boss represents power. However, power is not gained by gallons, but by the recognition of others!
There are no generals or soldiers who only accept orders in modern management.
Of course, respect for each other is a matter of character and morality.
The secret of a good manager is to make his associates think that the necessary actions are their own ideas and that almost every decision is made by the team.
There is no mold for good pharmacists-managers.
Even if there are reasonable financial goals for the strength and maintenance of a business, human relationships are paramount.