Shawn is the Director of Pharmacy Operations for Meijer, one of the largest supermarket chains in America. Shawn’s role is to develop and execute leadership training programs for his area’s pharmacies. Developing leadership skills in a pharmacy will not only yield more knowledgeable employees, but also healthier customers.
Transcript
My name is Shawn Wilt. I'm a pharmacy director of operations for the Meijer corporation. The director of operations has a leadership role. I have a team of 12 pharmacy district managers underneath me, and 'those teams serve the pharmacists in our communities so they can ensure that the stores are properly staffed and taking care of patients. We currently are working a lot with adherence. We're trying to figure out how to get patients to take their medications better and more effectively so they have better healthcare outcomes. So we develop programs to try to get our pharmacists to help each individual patient when they visit our stores. When I travel stores with my team, I meet my team there and immediately review the pharmacy and really just look to see what they're doing and speak with my leaders about the staffing in the store, challenges they're facing, and then go in and interact with the team. We'll coach the team on how to do things better. We'll review compliance and really try to make it so they understand the best way to operate our programs so they're more effective. So we'll do that at multiple stores, and then at the end of the day, we'll debrief and we'll talk about what we saw, challenges, and then really debrief on the leadership side and talk about what we can do to make those teams better, what we can do for each individual to make them more effective so those teams are more effective. Here recently we just completely launched a new software for our company. The new software were designed to make us more efficient and to add different layers of safety, and so making sure that we deliver the care the patient needed in the most safe manner possible. So we recently launched that program over the summer, where we had to convert all of our locations and teach the teams how to use the new software while at the same time making sure we didn't disrupt patient care. It involved a lot of coordination on the advance side. Began planning for it about a year ago, where we had interactive sessions with my team to really talk about the process and the flow and training documentations, and then help leading the team through change. Change is scary, people are resistant to change 'cause it's always been done the way before. And so part of my role is to teach them the vision of what it will be like when we get to the new world with the new software, and so working with my team so they could work with their teams to really get the teams using the system effectively.
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