Step 1: Trust your team
The key to success of a modern business depends mainly on mutual trust at all levels: between the employer and the employees, but also among the employees themselves.
Trusting your team means removing the traditional rule-based management style, in order to move towards a value-based management for satisfied customers and partners.
Beware though of too much freedom that leads to anarchy, by ensuring that the workers have the necessary skills, knowledge and information to do the job right.
For example, this freedom may not be suitable to a new recruit or to someone who has not yet acquired the appropriate skills.
Step 2: Put yourself in the shoes of your partners
To discover and evaluate your managerial skills at the same time, simply put yourself in the shoes of your partners and answer some simple questions they ask:
"Does my boss particularly care about me?"
"Has he taken my interest in the business into account?"
"Does he give me the means to work well?"
"Does he help me to develop professionally?"
At the same time, the manager must ask himself if he has the ability to listen to the suggestions of his employees and, therefore, make them feel important.
This internal search will allow him to identify his strengths, but also the elements of progress to develop, in order to create more commitment from his associates.
Step 3: Meet your partners
To start pushing for change, a manager must know very well the personality of each partner.
It needs to identify the people who are likely to resist change and those who can support it because they understand the need for change and are ready to encourage continuous improvement.
To carry out this task, the manager must rely on the annual evaluation interview.
Following their work over the past year, the results achieved according to the goals set, everyone's expectations for the next year...
You need to record their strengths and the points for improvement together.
At the same time, once a month, the manager should talk face to face for ten or fifteen minutes with each employee, asking him how he feels about his job and how he can help him complete his tasks.
These repetitive mini-interviews may seem time consuming, but they are a real investment for the pharmacy!
Ideally, the management style must be adapted to the personality and skills of each individual.
With experienced partners, simple information about an action is enough and then they take care of the rest.
Unlike those who are new to the business and do not yet have the right skills, we must constantly give instructions and explain how to do things.
What if one of your employees is not motivated?
Do you have a partner in your team who seems to be less willing to perform than the others?
Is there a lack of motivation that has an impact on his performance?
If this partner sees his job merely as a means of earning a living, but is doing his job well, he must be accepted as he is.
If, on the contrary, lack of motivation is reflected in his performance, we must try to identify the motivating and discouraging factors.
There may be things he does not like to do or does not know how to do properly.
We also need to look at whether the workload is realistic, because discouragement can be explained by a lack of time to do what we ask, a lack of tools or by complex and difficult relationships with other colleagues.
Step 4: Create a mood for work performance!
Implementing a management approach focused on collaboration and information, the manager has time to work on new action strategies that lead to his corporate vision.
He has the energy to create a mood for work performance!
Social as well as emotional intelligence are essential elements.
Finally, you need to have a marketing know-how and a sense of communication to succeed.
The initial idea is to build a sound strategy on the branding yourself, that is, to create a strong image of his abilities and your personality in general.
Step 5: Maintain a family spirit
In the pharmacy, as a small business, a person-centered administration must be cultivated, based on the family spirit.
Seeing your colleagues smiling on the bench is best, because this pleasant atmosphere reflects on the patients-customers.
And of course "family spirit" excludes those who do not share it. You just have to be more discriminating with the help you render towards other people.
It is not possible to work with employees who work only for their salary. This is what makes an employee stand out!
Always be careful at the time of recruitment, making sure that the candidate will follow your vision for the pharmacy.
A participation management manager often seeks the opinion of his associates, for most of his decisions.
He is the one who relies heavily on their experience for everything related to the development of the pharmacy (pricing policy, promotions, etc.).
He is also the one who does not hesitate to congratulate his teammates, often telling them that the business moves forward because of them.
This recognition is very important, because it is the first expectation of the employee, and results from studies conducted by experts on human resource management, while the salary comes in the fifth place of their expectations!
Step 6: Create a pleasant work environment
Of course, in a business, strategies and big decisions belong to the manager, but for their implementation he must rely on his associates.
In pharmacies where team members work together with common goals and in a pleasant environment, it is interesting to establish controls even among employees.
Everyone should encourage others and even help them in various activities, such as exploring the customer's needs, providing advice, training...
As for the reward, there should be both individual and group bonuses. Individuals of course will always be associated with sales and performance goals.
But what we must not forget are the small identification marks that always move, such as "congratulations" and "thank you". Reward motivation at no cost at all!