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32 CPD ACTIVITY FROM PAGE 31 Eight-step process for managing change 1. Create a sense of urgency: you need to assist staff to understand why change has to happen and the timeliness in which it has to occur. 2. Build a guiding coalition: if you have a core group of change ‘advocates’ that support the direction, it’s easier to build and maintain team cohesion. Minor issues are more likely to be resolved before they become major, intractable problems. 3. Form a strategic vision: define the end goal and the logical initiatives that strategically lead to the vision being realised. 4. Enlist willing participants: effective communication is at the core of any initiative and can drive ‘agents for change’ throughout the organisation. 5. Enable action by removing barriers: effective change management requires empowered staff who can anticipate and remove obstacles to ensure there is forward movement, and reduced frustration. 6. Generate short-term wins: everyone wants to ‘back a winner’, so, creating peaks along the journey is important, as well as communicating them widely. 7. Sustain acceleration: ongoing commitment to the goal is required by all levels of the organisation, but especially management. 8. Institute change: to prevent things returning ‘to normal’, changes need to be built into processes and company structure, so that it becomes the new cultural norm. Now more than ever, the key to managing a community pharmacy is understanding the difference between management and true leadership, and that, as change is inevitable, particularly in our new normal of operating within a Covid environment, ensuring your staff embrace and implement desirable changes is fundamental to ongoing survival and success. References 1. hbr.org/2013/01/management-is-still-not-leadership 2. smallbusiness.chron.com/important-traits-leadership-emotional- intelligence-81165.html 3. economictimes.indiatimes.com/opinion/et-citings/on-style-and-leadership/ articleshow/21475483.cms 4. kotterinc.com/8-steps-process-for-leading-change/ Accreditation Number: A2106RP4. This activity has been accredited for 0.5 hour of Group 1 CPD (or 0.5 CPD credits) suitable for inclusion in an individual pharmacist’s CPD plan, which can be converted to 0.5 hours of Group 2 CPD (or 1 CPD credit) upon successful completion of relevant assessment activities. 1. The differences between management and leadership can be summarised as: A) Management is about providing process, order and consistency to a business, whereas leadership is concerned with producing change and movement to a future vision. B) There’s no difference between leadership and management. C) Management is by managers and leadership is by one person at the top of the organisation’s hierarchy. D) Management and leadership are more about utilising a consistent leadership personality trait over all others. 2. Tasks that are characterised under ‘leadership’ include: A) Inspiring the team. B) Developing new strategies. C) Setting a vision and direction. D) All the above. 3. Which effective leadership personality trait utilises ‘Do what I tell you’ as an ethos? A) Democratic. B) Visionary. C) Commanding. D) Coaching. 4. The key benefit of a coaching leadership style is that: A) It gets immediate results. B) It develops people for the future. C) It forges consensus through participation. D) It enables the leader to be authoritative. 5. Kotter’s ‘model for change’ includes the following steps: A) Create, build and form. B) Enlist, enable and generate. C) Sustain and institute. D) All the above. 6. The first, and reported to be the most important, step in Kotter’s eight-step change model is: A) Get the vision right. B) Don’t give up. C) Create a sense of urgency. D) Build the right team. Do you lead or manage your team? 1 CPD CREDIT RETAIL PHARMACY • JUN 2021