The Pharmacy Owner's Guide to an Exceptionally Effective Implementation Source of info: http://cdn2.hubspot.net/hub/37772/file-2334138976-pdf/The_Pharmacy_Owners_Guide_to_an_Exceptionally_Effective_Implementation_-_eBook.pdf?__hssc=37592895.3.1440037270915&__hstc=37592895.0115f9d2cacc39e32b0a52235b60f8af.1437784341426.1439870798820.1440037270915.13&hsCtaTracking=403e32f2-6a6e-424c-8bd3-a051db0227bc%7C7f0a8014-fdcc-4c8f-b421-83e7681cbff6

1. FOCUS
The Pharmacy Owner’s
Guide to an
Exceptionally Effective
Implementation

2. One of the most exciting parts about being a pharmacy owner is
taking your ideas from a concept all the way through to
implementation. Whether you’re providing new service offerings to
your community, drastically improving your internal procedures, or
are looking toward the future and keeping your pharmacy at the
forefront of the industry evolution, making your ideas a reality is
demanding.
!
Significant change takes time, energy, financial investments, and
complete compliance from your entire pharmacy team. Creating
this change is challenging when you must also continue to function
within the day-to-day operations of your business. You can’t close
your doors for two weeks while your team learns a new procedure,
service, or program, but how do you manage to simultaneously
implement a new project successfully AND keep your operations
running smoothly?
!
Using this eBook, you’ll learn the four principles you’ll need to create
an Exceptionally Effective Implementation (EEI). Regardless if your
plans are straight from you, or came from a tip from PDS, you’ll be
able to immediately apply these principles and ensure that you’re
doing everything you can as the leader of your pharmacy to
implement effectively.

3. FOCUS
The demands of running any independent business are
staggering and pharmacies are no exception. As the
owner, you’re responsible for every action taken (or not
taken) by your staff. You can’t afford to disconnect
from your business to focus solely on your exciting new
project (though one day you hope to be able to do
so). The first step toward an EEI is deciding on and
committing to the plans that you want to focus on first.
!
You may have dozens of amazing ideas that could
better your pharmacy in a myriad of ways, but none of
them will be successful if you do not first commit
yourself to defining your Wildly Important Goals (WIGs).
Think of your WIGs as your final destination for the year.
Where do you want to see your pharmacy grow? An
example of a WIG could be to implement a new
program hospital discharge service to your community.
Defining Your Wildly Important Goals
The Pharmacy Owner’s Guide to an Exceptionally Effective Implementation

4. No More than Two WIGs Each Year: We know, you have a million GREAT ideas and are finding
more every day, but we’ve found that even high-performance teams with an amazing culture
can only successfully focus on one, maybe two new WIGs a year. Remember, just as you’re
busy in your business, so are your team members. Asking them to focus on too many new
projects leads to chaos.
!
!
The Pharmacy Owner’s Guide to an Exceptionally Effective Implementation
Every Battle Must Help Win the War:
To outsiders, comparing a pharmacy
business to war may seem a bit extreme, but
to a pharmacy entrepreneur - you get it.
Defining your war is as simple as revisiting
your mission and vision statements. Go back
to the basics and refresh yourself on the
overall purpose of your pharmacy. Do the
WIGs you’re setting help move your
pharmacy and team one step closer to that
vision? If not, that’s not the WIG for you.
Here are a few tips on defining your Wildly Important Goals:
FOCUS

5. They Must Be Measurable and Have a Finish Line: Children hate long driving trips. Not because
dad’s singing is awful, though it might be, but because they have little to no point of reference
on how long they’ve been in the car, or how much longer they’ll have to endure the trip, and
they don’t have any indicators on the progress that’s being made. Don’t make your pharmacy
team suffer through any bad renditions of “Don’t Stop Believing” OR expect them to take this
journey with you without milestones of progress and a clearly defined finish line.
!
Looking at the year ahead, with your WIGs as the finish line, outline the major steps that need to
happen (and by when) in order for your team to reach their goals.
!
!
!
The Pharmacy Owner’s Guide to an Exceptionally Effective Implementation
Team Leaders Can Veto, but Not Dictate: If you haven’t found this out yet, we’re going to share
a little secret with you - being a business owner does not mean you don’t have a boss.
You may not look at your pharmacy team as “bosses” in the traditional sense, but the truth is
that you are responsible for their success and that means answering to what’s in their best
interest.
!
When deciding on your WIGs, it’s vitally important that you seek and value the feedback from
your team. They are the ones that will be doing much of the heavy lifting in this new project and
ensuring that they support the goal is important. They can also provide more in-depth insight
into the daily operations of your pharmacy that you may not get to see every day. Leverage
their knowledge and dedication and they’ll stick with you, even when things become
overwhelming.
FOCUS

6. We’ve already shown how having a measurable goal is vital for an EEI, but how do you outline
those measures? We are huge fans of using a combination of both lag and lead measures to
communicate to your team how they’re progressing toward their goals.
!
!
The Pharmacy Owner’s Guide to an Exceptionally Effective Implementation
LEVERAGE
LAG & LEAD MEASURES
Lag Measures
!
A lag measure measures the end result that you’re trying to accomplish. An example of a lag
measure would be an increase in SyncRx users or an increase in profits - these are always
indicators of what actions have already happened (we’ve increased profits by 25%).
Lead Measures
!
A lead measure is both influenceable and
predictive - meaning they are the behaviors
that combine to achieve the
accomplishment of the lag measures you
defined. In the case of the SyncRx users, a
lead measure could be the number of
patients who were introduced to the
concept by your team each week.

7. If you want your new project to soar, you should make sure everyone on your team knows:
!
• that change is coming,
• how it will affect them,
• what they can do to help its success,
• how success is being measured,
• the outlined milestones
• clearly defined finish line.
!
Using a compelling scoreboard is a fantastic visual approach to measuring the progress of your
team towards their EEI. This scoreboard should be displayed where all of your team members
can easily access it and must:
!
• be simple,
• be easy to decipher,
• encourage peer accountability,
• show immediately whether or not the team is “winning” or “losing,”
• should be updated regularly (we suggest at least once a week),
• and should be compelling, fun, and engaging.
!
By keeping the stats in a common, easy to access location, every member of your team can
take ownership of the project and will be motivated to take action.
!
The Pharmacy Owner’s Guide to an Exceptionally Effective Implementation
GET EVERYONE
ENGAGED

8. Even the best made plans won't create
success without 100% compliance. Appoint
a team of your most dedicated and driven
team members as the WIGs Committee.
Charge them with the ownership of success
for each of your WIGs. These committees
should meet regularly, we find weekly (if not
more) has been most successful. These
meetings should take around 15-30 minutes
and serve as a check-in on the team’s
overall progress toward achieving your
WIGs. Together, review the goals and
measures outlined before beginning and
ensure that everything that needs to
happen to meet the goal is happening.
Setting the meeting at the same day, time,
and place is an easy way to make it a
priority. Work hard to keep the whirlwind of
the day-to-day operations from interfering
with your EEI.
The Pharmacy Owner’s Guide to an Exceptionally Effective Implementation
GET EVERYONE
ENGAGED
Create a Cadence of Accountability
Armed with the endless possibilities for
growth in your pharmacy business, you can
and will change your community. In order to
do that, you must demand a strategic plan
for growth that begins with creating your
Wildly Important Goals and ends with the
highest form of accountability from every
member of your team. Remember, hope is
not a strategy.
!
Implementing a new program, service, or
internal procedure requires a lot from you
and your pharmacy team, but no one ever
said the best things in life come easy.

9. …but unsure how you or your pharmacy team will make the time to
define your WIGs, outline your lag and lead measures, keep track of
a scoreboard, and hold each other accountable all while
continuing to offer remarkable day-to-day services to your
community? PDS members have access to world-class experts in all
areas of pharmacy business ownership, including leadership,
innovation, and we’re the world’s best at connecting like-minded
individuals for extraordinary success. Our Business Coaches and
Implementation Specialists are experts at helping pharmacy owners
find fulfillment in their pharmacy business.
!
Want to learn more about how Pharmacy Development Services
can help you lead your pharmacy team, innovate your business,
and connect with like-minded people?
Love the idea of an Exceptionally
Effective Implementation…