Project Description: Creation of a Leadership Discussion and Action Forum

SWOT Analysis

Strengths Weaknesses
  • I have acquired excellent foundational and pharmacy-focused leadership training
  • I am motivated and energetic
  • ‘S’ profile, according to DiSC workplace profiling activity
    • Even-tempered
    • Accomodating
    • Patient
    • Humble
    • Tactful
  • Via the PLA, I have acquired a plethora of readings and resources for in-depth discussion amongst those in leadership
  • Time-consuming
  • Tendency to take on too much (i.e., over-committed)
  • ‘S’ profile, according to DiSC workplace profiling activity
    • Overly accommodating
    • Indecisiveness
Opportunities Threats
  • Resources such as the DiSC workplace profiles, and Understanding how you react to the ‘_’ style (DiSC profiles)
  • Supportive Director (Kelly)
  • Mentor (Kelly)
  • Supportive boss (Jennifer)
  • Large organization, yet small enough I feel that I will be able to share this leadership plan with others
  • Competing priorities in an under-resourced Pharmacy team that relies on each others’ 100% output
  • Lack of clarity on the differences between leadership and management

Action Plan

For the purposes of structuring this plan, I am going to borrow a tool from the ADAPT program.  I am a moderator and moderator coach for ADAPT, and as such am very well versed in the development and evaluation of ADAPT Action Plans. I’ve incorporated ADAPT Action Plans into other aspects of my life, and the tool has proven to be quite… adaptable. Though typically filled out in table format, I will complete each of the sections here

ADAPT (in the context of Action Plans) stands for Action, Detail, Assistance, Planning, and Tracking.


What aspect of the team’s practice do I wish to change? What is the goal? Why is the goal achievable?

I wish to assist in the transformation of our current management team to a leadership team. I will create a forum for leaders in my department to discuss and take action on leadership issues – i.e., to solve problems strategically, to improve workplace culture, to influence (vs command), to hold each other accountable. This is achievable because of the incredible support I have from my mentor and director, and because of the other strengths and opportunities I’ve identified in my SWOT analysis.


What steps do I need to do to make these changes?

Structured in the format outlined by the ‘Getting Results’ text (Longenecker)

  • Getting Everyone on the Same Page: Focus on the Purpose of Your Organization
    • Discuss plan with my mentor
    • As stated in RQHR strategic plan, we must work towards Better Health, Better Care, Better Value, and Better Teams – this can only be achieved through leadership, not through management
  • Preparing for Battle: Equip Your Operation with Tools, Talent, and Technology
    • Leverage the infrastructure created for our current journal club to help find mutually agreeable times to meet, article selection, and drawing of conclusions and action items
    • Orientate everyone to the concept of leadership (and its differentiation from management)
      • I would do this with the very first session by asking everyone to complete the activity in Course 6 Module 3:
        • 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 part of their professional persona
        • I would close by reviewing this blog entry on my position
    • Complete the DiSC workplace profile activity with everyone to ensure that we’re all on the same page, or know how to get to each other’s pages
      • I would carry out this step in the second forum to set the stage for all future interactions
  • Stoke the Fire of Performance: Creating a Climate for Results
    • Provide ongoing feedback and coaching
    • Remove barriers of lack of time by increasing the perceived value, thus causing the participant to make time
    • Develop a tracking tool to evaluate this venture
  • Build Bridges on the Road to Results: Nurture Relationships With People
    • Allow everyone an opportunity to participate and lead the sessions
    • Graduation from this being a closed forum to being an open forum – at first, it will be closed to big ‘L’ leaders to help build their comfort in the subject matter; eventually, it would be open to all big ‘L’ and little ‘l’ leaders
  • Keep the Piano in Tune: Practice Continual Renewal
    • Continue to share my leadership learnings, both those gained through the PLA, and those that will come throughout my extension of PLA into a Masters degree (see my personal leadership plan here)


Who can help me? A mentor? A colleague? What resources do I already have access to? What resources do I need access to?

  • My mentor and director, Kelly: he has 30+ years of experience in leadership, in institutions large and small, in rural and urban settings, and in multiple geographical jurisdictions; he can provide me with the advice I need as to whether or not this will be a fruitful venture
  • PLA-identified resources: How Did That Happen (Connors), Getting Results (Longenecker), Crucial Conversations (Patterson), Teaming (Edmonson), Thank You for Arguing (Heinrichs)
  • I’ve also compiled the first several readings for discussion and action based on my assessment of the greatest needs for the leadership team AND balancing that with easing the team into the process (i.e., some easier discussion up from and some more difficult discussions to follow):
    • Leadership in a (Permanent) Crisis (Heifetz)
    • Buy-in vs Ownership (Lipmanowitz)
    • Culture Eats Strategy for Lunch (Parr)
    • Cultural Intelligence (Early)
    • Discovery and Delivery Assessment (stored locally in PLA files)
    • Why Transformation Efforts Fail (Kotter)
    • The Five Dysfunctions of a Team (Lencioni)
  • Needed Resource: A tracking tool to ensure that this venture is evaluated; will use a modified ADAPT Action Plan template
  • Financial Resources: none required thanks to support from my mentor/director


When will I begin each of these steps? When will I have my tasks accomplished?


I’ve already met to discuss the plan with my mentor/director. Over the summer I will begin the planning process with everyone, including finding a time to meet, orientating them briefly to the process, and essentially getting everyone on the same page. I will hold the first session in the fall, when everyone has completed their vacations.


What does success look like so I know we have achieved our goal? How will I measure success and when will I measure it?

The two main tracking methods I will use are:

  • Team Effectiveness Assessment (from Course 5 Module 5)
      • I’m choosing this tool because it concisely evaluates all of the aspects I’m interested in developing in our team: e.g., clear vision of team purpose and goals, a distinct team culture is present, difficult issues within the team are dealt with constructively
      • I will measure this twice annually – once in the fall, and once in the late spring/early summer (just before taking a break for the summer)
    • The goal is 100% (top marks)
  • Cultural Assessment (from Course 1 Module 3)
    • I’m choosing this tool because it will help us understand and measure whether these leadership forums are helping to improve the culture at our organization

I will report our progress on the blog.