December 8, 2023 • 18 mins
A team that solves together, evolves together. Learn how to build a motivated and cohesive team in your pharmacy practice.
Are you feeling like you're in a constant battle field, trying to navigate the murky waters of negativity within your pharmacy team?
By the end of this episode, you'll discover how to:
- Become vulnerable and address concerns openly
- Shift from an "I" to a "we" mindset
- Define your non-negotiables for a positive work culture
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Tamar (00:00):
Are you feeling like you're in a constant battlefield
, trying to navigate the murkywaters of negativity within your
pharmacy career?
Friend, again, just breathe.
You aren't alone and the goodnews you're in the right place.
Let's shift gears from ameltdown to a symphony of
harmony in your pharmacyprofession.
In part two of our interviewwith Dolores Neira.
(00:23):
Welcome to Pivoting Pharmacywith Nutrogenomics.
Part of the pharmacy podcastnetwork, a must-have resource
for pharmacist entrepreneursSeeking to enhance patient care
while enjoying career and life.
Join us as we pivot intoNutrogenomics, using pharmacy
and nutrition for true patientfocused care.
(00:43):
Explore how to improve chronicconditions rather than just
manage them.
Celebrate entrepreneurialtriumphs and receive priceless
advice.
Align your values with a careerthat profoundly impacts
patients.
Together, we'll raise thescript on health and pivot into
a brighter future.
Hello, hello, hello.
(01:04):
This is Dr Lawful, doctor ofpharmacy and certified
nutritional genomics specialist.
Given the current pharmacyclimate, we are taking a break
from the science of genes andnutrition to focus on the human
side of the equation thepharmacy team.
If you missed us last week, weare continuing our conversation
(01:25):
with our guests and positivitypowerhouse, Dolores Neira, who,
since 2001, has been inspiringleaders of her solution-driven
mindset, and she's here to sharethat wisdom with all of us.
Dolores is also a publishedauthor of the book a workplace
inspired and is a licensed brainhealth trainer with Dr Daniel
(01:46):
Amen.
Her dedication to inspiringleaders and teams is truly
unparalleled.
So, my friends, let's continuethe conversation with Dolores.
So, Dolores, can you unfoldyour strategy to create a
positive workplace wherenegative being stressed are kept
at a minimum?
Dolores (02:05):
The first thing I do is I sit with the managers who are
the leaders?
Because again, as everyone saysand it's been used a lot, you
know, a lot of dysfunctionbegins with the top down.
So I have to sit with the topleaders and say and investigate
number one, how much does havinga dysfunctional team hurt you
(02:27):
as a person To do you have theresources to put into this
effort?
Because when that's limitedit's like anything.
You know, if we say it toooften, are you gonna walk the
talk or you just talking to top?
You know Then then, third, whatare your goals?
Where are you?
Now?
(02:47):
Let's measure, because manytimes people call what I do soft
skills.
I don't think they're soft atall.
I think they're very concreteand that they're very
foundational.
If you don't have this, you'renot gonna have the other stuff.
You know it's gonna be reallyhard.
Let's talk about baseball for aquick minute.
Okay, the Padres.
How much money did they investin that team?
(03:08):
And they're still the worst.
I'm sorry, quadri fans, butanytime I won't say who my team
is, because then people aregonna say, oh, just cuz.
You know I won't, I'll be fair,but anytime something happens,
that's kind of like, you know,my organizational development
and leadership training kicks inand I say to my husband, I say
(03:32):
there's some dissension in thatclubhouse, that's why they're
going down, that's why they'renot playing correctly, because
if you have the right people butthey're still not performing,
there's something wrong with theleadership.
There's something wrong there'sI call it dissension, meaning
that they're talk, they're nottalking to each other.
And come on, you know, tomorrowwe are in agreement with this
(03:55):
that most pharmacists, anybodyin that field, are very
analytical people right and theywork from one side of their
brain a lot and that one is notVery social, it's not, and it's
not touchy feely and it's notcolors, and it's not let's go
play.
No, it's very.
(04:16):
Do it.
Because I said you, you need tojob, and and at that point if
you don't speak up, if you don'tShare a little more than your
disappointment that's on yourface, then you're gonna lose
those individuals that you needto balance that workforce.
See, we need influencers, weneed controllers, we need
(04:40):
satisfiers, we need doers, weneed all of that.
And that's one of the things Ido do is when I go, when I ask
for us to all do kind of a realbrief personality styles test,
so then I know what I'm dealingwith and then I plan six months
minimum of some training acouple times a month, and then
we measure it at the end.
But we have to have like a preand post measurement.
(05:04):
I feel like continuousimprovement is very important.
Tamar (05:07):
Yeah so you're a private investor, not private
investigator, but you go inthere and you're invested what
the real root cause of theproblem is and so that from
there they can do the work.
Dolores (05:19):
So, but tomorrow they have to be invested in it.
Like, in other words, I can goin and tell I've been doing this
for over 20 years.
I can go in and tell youexactly, just give me a couple
days of assessing the situation.
I could tell you exactly whatthey need.
But they have to tell me whatthey think they need first,
because I'm.
It's like somebody coming intelling you you know something
(05:40):
that you felt like you had undercontrol.
You know you're gonna rejectthat, you're gonna push it back,
but if they, if you told me,then I'd be like you know, you
got that.
You got that many times.
The impression of a manager or aleader on their teams dynamics
isn't always 100%.
It's skewed through their ideaof what they want in their team.
(06:04):
But now I can go on forever inthis.
I've seen so much success whereI align teams to the business
goals and I literally have totell some people you know, it's
not about you when you come here.
It's not about you, it's aboutthe goal of this company.
What are your core values?
Tamar (06:24):
Right, and that's an interesting point.
Yeah, it's not about them.
You're there for the teamHealthcare.
You're there, ultimately, forthe patient.
But what if they are still?
They are frustrated.
We don't want to ignore that.
So what can they do?
Dolores (06:39):
So I would first tell them if they could open up to me
.
I do, I do individualassessment, I do coaching.
I have a mentorship programthat I've implemented throughout
the state of California andit's really just one on one and
we talk about the areas in yourlife that you might feel are.
You know there's a shortcoming.
For instance, you know what'syour nutrition like, but it
(07:02):
would be in a very privatemanner, so.
Or, you know, is your home lifein?
I don't need to know details, Ijust need to know.
You know, is there somethingthat's causing you more stress
or more when you go home, areyou able to unwind?
Or usually I find out thatunwinding for them is the happy
(07:23):
hour at whatever, and thatdoesn't help your brain, in fact
.
Actually, you take in two stepsback every time.
And I'm not going to say that Idon't have a glass of wine once
in a while because I do, butthe brain does not function well
under artificial influences.
So that could be extra sugar,that could be drugs, that could
(07:46):
be alcohol, all those vices thatwe love because it makes us
calm down, like who could say noto chocolate on Valentine's Day
?
Right, but if you know thatthat's you know you're kind of,
you know we just.
I just had my 40th weddinganniversary this past weekend.
I made room for that,congratulations, I did, I had a
(08:07):
slice of that cake.
But let me tell you the nextmorning I was like whoo, whoo,
the brain was not used to havingthose artificial, you know
because?
And then, moving on, you knowit's important that I talk to
them kind of on a one on one,coaching for those who are
really kind of writing the fenceif they're going to leave or
not.
(08:27):
If you want to save those goodemployees, it's so important for
you to invest these dollars inthis time.
Here's one thing they say thatyou know there's three camps.
So if you had a bell curveright, just think of a bell
curve you have 20% of your staffhere that are.
They're just so excited aboutworking.
(08:49):
They're just usually the newerones that just came out of
school and they're like bring iton, I'm a pharmacist, you know
and then the higher number, 80%,up here in the bell curve you
have neutral.
They've gotten into the neutralcamp.
And then you're going down tothe other end of the bell curve
(09:09):
and you have very negativepeople who have just, they're
toxic, they're really toxic forthe team, right?
So you got 20, 20, 80, 10, 10,80.
Excuse me, I know my math.
Okay, 10, 10, 80.
If a leader does not work withthe toxic which we we tend not
(09:30):
to want to do because that'sconflict so we're like no, let's
just.
Eventually they'll quit, youknow, or eventually we'll just
ignore them.
But that toxicity will will gointo the minds of those 80% who
are neutral and eventually yourNumbers are going to start to
skew this way.
(09:51):
And if this these very excitedside of the, the 10%, see that
the toxic doesn't get anySupervision, if they come in
late, if they make errors, ifthey treat somebody you know
negatively or even you know useprofanity in the workplace,
whatever that is, if thesepeople who are so excited or
(10:15):
there see that there's nothingdone about the toxic, they will
go into a neutral camp.
Remember then the neutrals goinginto the toxic camp and
eventually you will lose yourwhole team.
Tamar (10:27):
Well, you just described what happens in pharmacy.
Absolutely amazing, laura, now,since you've been doing this
(10:50):
for 20 years and so could youshare it.
Maybe an example of teams orhealth institutions?
Yes, positive workplace culturehas benefited both the
employees and and the Leadersare even patient.
Dolores (11:04):
So I recently had the opportunity to do any an entire
Service model for a group ofindividuals.
Now these are preschoolteachers and it was a group of
45 down south and they werehaving some tough times, and, in
fact, a lot of the members, theteachers.
(11:26):
It's very hard to recruitteachers to preschool right now,
by the way.
So because they're they're notpaid.
Well, you know they have togive a lot for a very little in
return in terms of yourMonetarily, but they love the
children, you know.
So they do this.
But they needed an entirerevamp of the whole organization
(11:48):
.
So my full services start withan assessment and then a
training plan.
I did the brain fit for work inlife six week series and then I
went on and I did another kindof series that they needed to do
on leadership and organizationand time management.
So then I said, well, we couldbe done now.
(12:09):
And the organizer said no, no,no, we need to.
They're on fire for staying.
They want to get things done.
We need to do some mentoring.
So I was able to do thementorship with them for six
weeks and then they had a finalproject, or they were able to.
They picked two areas.
They wanted to encourageIndividuals to have more, a
(12:32):
higher morale for what they do.
So we had a morale team andthen we had a team building team
and within the two groups theytook another four or five weeks
to create actual Projects thatwere helping that organization.
So at the end of the effortthey realized, you know, our
(12:52):
break rooms are sad, they'redepressing, so we're going to
try to do something with thebreak rooms to brighten them up.
They had a fundraiser so theycould have some massage chairs
in the break rooms.
You know they didn't have waterthere or ice.
They now had crushed ice andwater to do these little things
matter.
I mean, it's not just pizza.
Tamar (13:14):
It's not just because.
Dolores (13:19):
I mean, pizza wasn't gonna help them because too much
carbs messes up your brain.
So here we go, so.
So then the other team buildingteam talked about how they went
as a team and they all boughtt-shirts and and they were out
in the public and any kind ofevent.
They all went together and theywere like we're here, you know.
Tamar (13:40):
Come, bring your kids to our center.
Dolores (13:42):
We're doing great.
It's a lot of unity, not aunity instead of dissension.
So this took me into aboutseven or eight months, night and
day.
I did a final survey andeverybody was saying how this
plate I would, I don't want toleave this place.
And then by that time thedirector was able to find some
(14:05):
funds and increase their dollaramount, their wage, and it
wasn't a lot.
But you know, little thingslike that make a big difference.
Tamar (14:15):
Right, that is awesome, dolores.
That is amazing.
Just those small differences,small differences, a complete
turnaround on how they thoughtabout their workplace.
Dolores (14:26):
But I didn't tell them to do it tomorrow.
They decided to do it.
See that I did.
I could have said, oh, you needto do the.
They said, no, what we need todo is paint our break room.
We need to have something inthere that you know, brighten it
up.
It's sunny here.
Tamar (14:40):
That's like coaching 101.
They, you don't have to findwhat to do.
Dolores (14:46):
Yeah, they said it's hot in the summer and we're
tired of going into our carbecause we can't be in that
break room.
It's depressing, you know right.
Tamar (14:53):
Little things, amazing, amazing, and I'm sure you have
so many others, so many stories,so many 20 years.
I want to thank you for beinghere with us today.
But how can our listeners, ourpharmacists out there, inspire
their teams, or pharmacists thatmay be entrepreneurs like
myself, or managers, supervisorsof their pharmacy departments,
(15:15):
or farm or independentpharmacists?
How can they inspire theirteams so they feel supported,
heard and respected, especiallyduring these challenging times?
Dolores (15:27):
Leaders become vulnerable.
That's my number one coachingstatement is be vulnerable.
Don't be the person that actslike I'm the boss, so I should
have it all together.
No Again, don't go to the otherextreme and say I don't know
what we're going to do.
No, just say these are myconcerns as well.
(15:47):
How can we stop saying I andsay we from now on?
All right.
In my book this is really neatbecause I talk about it's called
a workforce inspired.
It's the second edition.
It talks about understandingdiversity, brain health and a
pandemic, but for business sake.
So how are we going tounderstand all those things?
For business sake?
(16:09):
It's just a little quick readand what I did is I fashioned it
after the chicken soup for yoursoul.
But I have eight examples fromdifferent individuals who wrote
stories about their challengesin the workplace.
So I think first and foremostis admit, hey, we need to fix
this place.
Talking to a customer in thatway is unacceptable.
(16:31):
Not looking like you have asmile on your face and I'm not
saying you're laughing, I'm justsaying a peaceful smile like I
can help you and if I can't, I'mgoing to find someone who can.
I'll give you something.
Just know I'm here for you.
But you don't get that ifyou're mad at your supervisor
and if your team member istalking behind your back and
(16:52):
everything is allowed.
No, it's not allowed.
You have to know what your nonnegotiables are in your
workplace.
Tamar (16:59):
Yeah, definitely so.
Dolores Neira.
How can the pharmacist who needyou get ahold of you?
Dolores (17:07):
I'll send my QR code.
You'll be able to reach, get mybook and my my website, and
then just send me an email.
I'll be more than happy.
We can start talking ahead oftime, before we even meet, and
then we'll do a zoom and then Ican go see you.
But I could definitely let youknow what I think I can do for
your team.
You know, team dynamics are thesame, no matter what the
(17:32):
commodity.
Your team needs certain thingsand we've forgotten that, and we
need them even more as wetransition out of COVID, this
pandemic.
So I'm here for you.
Just let me know if you need meand we'll figure it out.
Tamar (17:47):
Thank, you, Dolores.
Dolores has proved that teammorale in a positive work
environment are as crucial topatient care as proper
dispensing and diseasemanagement.
If any part of thisconversation sparked interest or
resonated with you, we'd loveto hear your thoughts.
Connect with me on Instagram orLinkedIn at Dr Tamar Lawful.
You can also leave your fivestar review and comments here in
(18:10):
this podcast so you can helpguide another pharmacist on a
similar journey.
If you haven't already,subscribe, rate and download the
episode to ensure you're alwaysin the loop.
Coming up next week on a show,we're navigating the intricate
labyrinth of our microbiome soyou can embrace the empowering
role of gut bacteria in shapinghealth without getting confined
(18:33):
by the DNA blueprint.
See you back here next time anduntil then, always remember in
your journey as a healthcareprofessional, always raise the
script on health, becausetogether we can bring healthcare
to higher levels.
Are you feeling like you're in a constant battlefield
, trying to navigate the murkywaters of negativity within your
pharmacy career?
Friend, again, just breathe.
You aren't alone and the goodnews you're in the right place.
Let's shift gears from ameltdown to a symphony of
harmony in your pharmacyprofession.
In part two of our interviewwith Dolores Neira.
(00:23):
Welcome to Pivoting Pharmacywith Nutrogenomics.
Part of the pharmacy podcastnetwork, a must-have resource
for pharmacist entrepreneursSeeking to enhance patient care
while enjoying career and life.
Join us as we pivot intoNutrogenomics, using pharmacy
and nutrition for true patientfocused care.
(00:43):
Explore how to improve chronicconditions rather than just
manage them.
Celebrate entrepreneurialtriumphs and receive priceless
advice.
Align your values with a careerthat profoundly impacts
patients.
Together, we'll raise thescript on health and pivot into
a brighter future.
Hello, hello, hello.
(01:04):
This is Dr Lawful, doctor ofpharmacy and certified
nutritional genomics specialist.
Given the current pharmacyclimate, we are taking a break
from the science of genes andnutrition to focus on the human
side of the equation thepharmacy team.
If you missed us last week, weare continuing our conversation
(01:25):
with our guests and positivitypowerhouse, Dolores Neira, who,
since 2001, has been inspiringleaders of her solution-driven
mindset, and she's here to sharethat wisdom with all of us.
Dolores is also a publishedauthor of the book a workplace
inspired and is a licensed brainhealth trainer with Dr Daniel
(01:46):
Amen.
Her dedication to inspiringleaders and teams is truly
unparalleled.
So, my friends, let's continuethe conversation with Dolores.
So, Dolores, can you unfoldyour strategy to create a
positive workplace wherenegative being stressed are kept
at a minimum?
Dolores (02:05):
The first thing I do is I sit with the managers who are
the leaders?
Because again, as everyone saysand it's been used a lot, you
know, a lot of dysfunctionbegins with the top down.
So I have to sit with the topleaders and say and investigate
number one, how much does havinga dysfunctional team hurt you
(02:27):
as a person To do you have theresources to put into this
effort?
Because when that's limitedit's like anything.
You know, if we say it toooften, are you gonna walk the
talk or you just talking to top?
You know Then then, third, whatare your goals?
Where are you?
Now?
(02:47):
Let's measure, because manytimes people call what I do soft
skills.
I don't think they're soft atall.
I think they're very concreteand that they're very
foundational.
If you don't have this, you'renot gonna have the other stuff.
You know it's gonna be reallyhard.
Let's talk about baseball for aquick minute.
Okay, the Padres.
How much money did they investin that team?
(03:08):
And they're still the worst.
I'm sorry, quadri fans, butanytime I won't say who my team
is, because then people aregonna say, oh, just cuz.
You know I won't, I'll be fair,but anytime something happens,
that's kind of like, you know,my organizational development
and leadership training kicks inand I say to my husband, I say
(03:32):
there's some dissension in thatclubhouse, that's why they're
going down, that's why they'renot playing correctly, because
if you have the right people butthey're still not performing,
there's something wrong with theleadership.
There's something wrong there'sI call it dissension, meaning
that they're talk, they're nottalking to each other.
And come on, you know, tomorrowwe are in agreement with this
(03:55):
that most pharmacists, anybodyin that field, are very
analytical people right and theywork from one side of their
brain a lot and that one is notVery social, it's not, and it's
not touchy feely and it's notcolors, and it's not let's go
play.
No, it's very.
(04:16):
Do it.
Because I said you, you need tojob, and and at that point if
you don't speak up, if you don'tShare a little more than your
disappointment that's on yourface, then you're gonna lose
those individuals that you needto balance that workforce.
See, we need influencers, weneed controllers, we need
(04:40):
satisfiers, we need doers, weneed all of that.
And that's one of the things Ido do is when I go, when I ask
for us to all do kind of a realbrief personality styles test,
so then I know what I'm dealingwith and then I plan six months
minimum of some training acouple times a month, and then
we measure it at the end.
But we have to have like a preand post measurement.
(05:04):
I feel like continuousimprovement is very important.
Tamar (05:07):
Yeah so you're a private investor, not private
investigator, but you go inthere and you're invested what
the real root cause of theproblem is and so that from
there they can do the work.
Dolores (05:19):
So, but tomorrow they have to be invested in it.
Like, in other words, I can goin and tell I've been doing this
for over 20 years.
I can go in and tell youexactly, just give me a couple
days of assessing the situation.
I could tell you exactly whatthey need.
But they have to tell me whatthey think they need first,
because I'm.
It's like somebody coming intelling you you know something
(05:40):
that you felt like you had undercontrol.
You know you're gonna rejectthat, you're gonna push it back,
but if they, if you told me,then I'd be like you know, you
got that.
You got that many times.
The impression of a manager or aleader on their teams dynamics
isn't always 100%.
It's skewed through their ideaof what they want in their team.
(06:04):
But now I can go on forever inthis.
I've seen so much success whereI align teams to the business
goals and I literally have totell some people you know, it's
not about you when you come here.
It's not about you, it's aboutthe goal of this company.
What are your core values?
Tamar (06:24):
Right, and that's an interesting point.
Yeah, it's not about them.
You're there for the teamHealthcare.
You're there, ultimately, forthe patient.
But what if they are still?
They are frustrated.
We don't want to ignore that.
So what can they do?
Dolores (06:39):
So I would first tell them if they could open up to me
.
I do, I do individualassessment, I do coaching.
I have a mentorship programthat I've implemented throughout
the state of California andit's really just one on one and
we talk about the areas in yourlife that you might feel are.
You know there's a shortcoming.
For instance, you know what'syour nutrition like, but it
(07:02):
would be in a very privatemanner, so.
Or, you know, is your home lifein?
I don't need to know details, Ijust need to know.
You know, is there somethingthat's causing you more stress
or more when you go home, areyou able to unwind?
Or usually I find out thatunwinding for them is the happy
(07:23):
hour at whatever, and thatdoesn't help your brain, in fact
.
Actually, you take in two stepsback every time.
And I'm not going to say that Idon't have a glass of wine once
in a while because I do, butthe brain does not function well
under artificial influences.
So that could be extra sugar,that could be drugs, that could
(07:46):
be alcohol, all those vices thatwe love because it makes us
calm down, like who could say noto chocolate on Valentine's Day
?
Right, but if you know thatthat's you know you're kind of,
you know we just.
I just had my 40th weddinganniversary this past weekend.
I made room for that,congratulations, I did, I had a
(08:07):
slice of that cake.
But let me tell you the nextmorning I was like whoo, whoo,
the brain was not used to havingthose artificial, you know
because?
And then, moving on, you knowit's important that I talk to
them kind of on a one on one,coaching for those who are
really kind of writing the fenceif they're going to leave or
not.
(08:27):
If you want to save those goodemployees, it's so important for
you to invest these dollars inthis time.
Here's one thing they say thatyou know there's three camps.
So if you had a bell curveright, just think of a bell
curve you have 20% of your staffhere that are.
They're just so excited aboutworking.
(08:49):
They're just usually the newerones that just came out of
school and they're like bring iton, I'm a pharmacist, you know
and then the higher number, 80%,up here in the bell curve you
have neutral.
They've gotten into the neutralcamp.
And then you're going down tothe other end of the bell curve
(09:09):
and you have very negativepeople who have just, they're
toxic, they're really toxic forthe team, right?
So you got 20, 20, 80, 10, 10,80.
Excuse me, I know my math.
Okay, 10, 10, 80.
If a leader does not work withthe toxic which we we tend not
(09:30):
to want to do because that'sconflict so we're like no, let's
just.
Eventually they'll quit, youknow, or eventually we'll just
ignore them.
But that toxicity will will gointo the minds of those 80% who
are neutral and eventually yourNumbers are going to start to
skew this way.
(09:51):
And if this these very excitedside of the, the 10%, see that
the toxic doesn't get anySupervision, if they come in
late, if they make errors, ifthey treat somebody you know
negatively or even you know useprofanity in the workplace,
whatever that is, if thesepeople who are so excited or
(10:15):
there see that there's nothingdone about the toxic, they will
go into a neutral camp.
Remember then the neutrals goinginto the toxic camp and
eventually you will lose yourwhole team.
Tamar (10:27):
Well, you just described what happens in pharmacy.
Absolutely amazing, laura, now,since you've been doing this
(10:50):
for 20 years and so could youshare it.
Maybe an example of teams orhealth institutions?
Yes, positive workplace culturehas benefited both the
employees and and the Leadersare even patient.
Dolores (11:04):
So I recently had the opportunity to do any an entire
Service model for a group ofindividuals.
Now these are preschoolteachers and it was a group of
45 down south and they werehaving some tough times, and, in
fact, a lot of the members, theteachers.
(11:26):
It's very hard to recruitteachers to preschool right now,
by the way.
So because they're they're notpaid.
Well, you know they have togive a lot for a very little in
return in terms of yourMonetarily, but they love the
children, you know.
So they do this.
But they needed an entirerevamp of the whole organization
(11:48):
.
So my full services start withan assessment and then a
training plan.
I did the brain fit for work inlife six week series and then I
went on and I did another kindof series that they needed to do
on leadership and organizationand time management.
So then I said, well, we couldbe done now.
(12:09):
And the organizer said no, no,no, we need to.
They're on fire for staying.
They want to get things done.
We need to do some mentoring.
So I was able to do thementorship with them for six
weeks and then they had a finalproject, or they were able to.
They picked two areas.
They wanted to encourageIndividuals to have more, a
(12:32):
higher morale for what they do.
So we had a morale team andthen we had a team building team
and within the two groups theytook another four or five weeks
to create actual Projects thatwere helping that organization.
So at the end of the effortthey realized, you know, our
(12:52):
break rooms are sad, they'redepressing, so we're going to
try to do something with thebreak rooms to brighten them up.
They had a fundraiser so theycould have some massage chairs
in the break rooms.
You know they didn't have waterthere or ice.
They now had crushed ice andwater to do these little things
matter.
I mean, it's not just pizza.
Tamar (13:14):
It's not just because.
Dolores (13:19):
I mean, pizza wasn't gonna help them because too much
carbs messes up your brain.
So here we go, so.
So then the other team buildingteam talked about how they went
as a team and they all boughtt-shirts and and they were out
in the public and any kind ofevent.
They all went together and theywere like we're here, you know.
Tamar (13:40):
Come, bring your kids to our center.
Dolores (13:42):
We're doing great.
It's a lot of unity, not aunity instead of dissension.
So this took me into aboutseven or eight months, night and
day.
I did a final survey andeverybody was saying how this
plate I would, I don't want toleave this place.
And then by that time thedirector was able to find some
(14:05):
funds and increase their dollaramount, their wage, and it
wasn't a lot.
But you know, little thingslike that make a big difference.
Tamar (14:15):
Right, that is awesome, dolores.
That is amazing.
Just those small differences,small differences, a complete
turnaround on how they thoughtabout their workplace.
Dolores (14:26):
But I didn't tell them to do it tomorrow.
They decided to do it.
See that I did.
I could have said, oh, you needto do the.
They said, no, what we need todo is paint our break room.
We need to have something inthere that you know, brighten it
up.
It's sunny here.
Tamar (14:40):
That's like coaching 101.
They, you don't have to findwhat to do.
Dolores (14:46):
Yeah, they said it's hot in the summer and we're
tired of going into our carbecause we can't be in that
break room.
It's depressing, you know right.
Tamar (14:53):
Little things, amazing, amazing, and I'm sure you have
so many others, so many stories,so many 20 years.
I want to thank you for beinghere with us today.
But how can our listeners, ourpharmacists out there, inspire
their teams, or pharmacists thatmay be entrepreneurs like
myself, or managers, supervisorsof their pharmacy departments,
(15:15):
or farm or independentpharmacists?
How can they inspire theirteams so they feel supported,
heard and respected, especiallyduring these challenging times?
Dolores (15:27):
Leaders become vulnerable.
That's my number one coachingstatement is be vulnerable.
Don't be the person that actslike I'm the boss, so I should
have it all together.
No Again, don't go to the otherextreme and say I don't know
what we're going to do.
No, just say these are myconcerns as well.
(15:47):
How can we stop saying I andsay we from now on?
All right.
In my book this is really neatbecause I talk about it's called
a workforce inspired.
It's the second edition.
It talks about understandingdiversity, brain health and a
pandemic, but for business sake.
So how are we going tounderstand all those things?
For business sake?
(16:09):
It's just a little quick readand what I did is I fashioned it
after the chicken soup for yoursoul.
But I have eight examples fromdifferent individuals who wrote
stories about their challengesin the workplace.
So I think first and foremostis admit, hey, we need to fix
this place.
Talking to a customer in thatway is unacceptable.
(16:31):
Not looking like you have asmile on your face and I'm not
saying you're laughing, I'm justsaying a peaceful smile like I
can help you and if I can't, I'mgoing to find someone who can.
I'll give you something.
Just know I'm here for you.
But you don't get that ifyou're mad at your supervisor
and if your team member istalking behind your back and
(16:52):
everything is allowed.
No, it's not allowed.
You have to know what your nonnegotiables are in your
workplace.
Tamar (16:59):
Yeah, definitely so.
Dolores Neira.
How can the pharmacist who needyou get ahold of you?
Dolores (17:07):
I'll send my QR code.
You'll be able to reach, get mybook and my my website, and
then just send me an email.
I'll be more than happy.
We can start talking ahead oftime, before we even meet, and
then we'll do a zoom and then Ican go see you.
But I could definitely let youknow what I think I can do for
your team.
You know, team dynamics are thesame, no matter what the
(17:32):
commodity.
Your team needs certain thingsand we've forgotten that, and we
need them even more as wetransition out of COVID, this
pandemic.
So I'm here for you.
Just let me know if you need meand we'll figure it out.
Tamar (17:47):
Thank, you, Dolores.
Dolores has proved that teammorale in a positive work
environment are as crucial topatient care as proper
dispensing and diseasemanagement.
If any part of thisconversation sparked interest or
resonated with you, we'd loveto hear your thoughts.
Connect with me on Instagram orLinkedIn at Dr Tamar Lawful.
You can also leave your fivestar review and comments here in
(18:10):
this podcast so you can helpguide another pharmacist on a
similar journey.
If you haven't already,subscribe, rate and download the
episode to ensure you're alwaysin the loop.
Coming up next week on a show,we're navigating the intricate
labyrinth of our microbiome soyou can embrace the empowering
role of gut bacteria in shapinghealth without getting confined
(18:33):
by the DNA blueprint.
See you back here next time anduntil then, always remember in
your journey as a healthcareprofessional, always raise the
script on health, becausetogether we can bring healthcare
to higher levels.
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