As outlined in my personal leadership plan, I’ve been accepted to the New England College MBA in Healthcare Program. This was obviously a critical step in my personal leadership plan, so I’m very grateful for the opportunity. Of note, this
Help or Hinder?: Clinician Credibility, Value, Reputation, and Professional Persona After Assuming a Leadership Position
Take a position on the following Point-Counterpoint statements: Clinicians lose their credibility & value if they assume a leadership role as part of their professional persona. Clinicians enhance their reputation and professional persona if they assume a leadership role as
My Personal Vision and Mission
Though likely to change over time, here’s what my personal vision and mission are: Vision – Happy and healthy family, satisfying employment, comfortable future. Mission – Keep my wife and kids happy and healthy; reciprocate to my mom, dad, and
Course 7 – Leading for Organizational Success
In the final PLA course, we’ve been working on tying it all together. We started out talking about an enterprise, and here we are again talking about the organization at large. Along with this discussion, we’re visiting some resource that,
Course 6 – Strategic Clinical Leadership
In module 6, the veil was lifted off of something that I think we all knew was there, but hadn’t really put a name/label to it. I’m talking of course about clinical leadership, which is really a summation of many
Course 5 – Leading for Transformational Change and Innovation
For me, this module was worth 10x the price of admission. This was the most exciting and interesting module – it so splendidly covered all of the aspects that pique my curiousity: how to make big changes happen, so that
Course 4 – Leading Effective Financial Management
It was this module that I was most nervous – not because I didn’t want to do it, but because I didn’t know if I’d have business acumen to maintain interest. The thought of making profit, to me, is not
Course 3 – Reliability – Safety and Quality
It was in this module that I realized that something I had always mistook as ‘consistency’ was actually ‘reliability’. I share this because ever since I started with the health region I’ve heard my leaders talking about consistency – particularly
Course 2 – Leadership Influence
In the second course, the scope began to narrow – from looking at the entire pharmacy enterprise in the first course, to now focusing on the smaller aspect of influence. Not to say that influence isn’t a big topic unto
Course 1 – Leading the Pharmacy Enterprise
In this first course, my entire pharmacy worldview was shifted. Never before have I so strongly believed that pharmacy is a business – that’s not a bad thing, especially when I qualify the statement by saying that we are in