Last month, I discussed the idea of treating your relationship with your manager as just that – a relationship. As pharmacy professionals, we should know exactly what qualities we seek or avoid in our managers, just as we do in our personal relationships.
Making a list
I’ve found this helpful for several reasons. For one thing, if you happen to find yourself in the increasingly rare situation of choosing between several jobs, the pros and cons concerning your direct manager should definitely weigh into that decision.
It is more likely that the need to assess your manager will arise when you confront the decision of whether to stay at your current job or seek employment elsewhere.
Unfortunately, I have also taken a critical look at a manager when I’ve been stuck, at least temporarily, in a job and I needed some reassurance that maybe things weren’t actually so bad.
Even if you happen to be perfectly content working for your ideal manager, a reassessment of your relationship can only help to make it stronger.
Anyone who has ever stood in front of a vending machine, paralyzed by choice, knows that determining what we actually want is usually far more difficult than excluding what we don’t want.
I can tell you that there are really only two managerial traits that will make me start updating my resume: inherent laziness and failure to prioritize patient care.
Pinpointing the traits I seek out in a manager has always been a more challenging task for me, partly because when it comes to pharmacy managers, there is often a vast difference between what I want and what is actually available in the current job market. However, if I eliminate the attainability factor and assume that pink unicorns really do exist, the task becomes far easier.