Devin is a lead tech at a 24-hour central fill facility that regularly fills 4,000 prescriptions per 8-hour rotational shift. She and her team have been able to manage the workload quite well and routinely are able to hit their rotational quota every shift without any delay. More recently, the company has informed them of reduced staffing as the firm begins to incorporate the utilization of robotic filling equipment as well as aerial drone delivery which will reduce some functions of bulk packaging the pharmacy team was used to performing.
With the buzz of new information and uncertainty in the atmosphere, Devin has noticed a change in her team’s behavior including that of her pharmacy manager, Dillon. Dillon has been complaining that he left his previous job to have a better balance of workload expectation and that these enhancements are just a way to give the “big bosses” better bonuses. As a result, Devin has had a difficult time keeping the team engaged with their work although no staffing reductions have taken place despite the rising thought from future talk of new technology implementation.
Particularly, one of Devin’s technicians, Reynold, has started to arrive to their shifts late each day and extend their breaks in what seems like a defiant act towards the new company information. However, Reynold is a good worker and has been with the company for over 8 years and he knows the policy inside and out and as such makes sure to arrive just late enough to not cause a demerit or occurrence on his attendance. This has become a source of frustration and challenge for Devin as Reynold is a very good technician and she is afraid his behavior will begin to influence that of the other technicians very soon.
In 5 months, Devin has annual evaluations that she will be scheduling and is confident that she can sit down and address some of the behavioral issues at that point. However, when she mentions these concerns to Dillon, he simply shrugs it off and says “we probably won’t even be here by then so what’s it matter?” Discouraged and frustrated Devin begins to look for a new job online that evening, but soon snaps back to reality saying to herself: “I love my job! I help thousands of patients feel better EVERY DAY! Why can’t they see that?!”
After this revelation, Devin resolves to use her time more wisely and begins to think of a better approach to inspire and motivate her team and even Dillon. If you were Devin, what actions would you take to make your pharmacy practice operate as smoothly as it once had as well as prepare for the future? Share and discuss!
23 Comments
Josh Pukl · October 3, 2021 at 8:55 pm
This is a pretty challenging situation as a lead technician doesn’t always carry the authority that the pharmacy manager or PIC would in a setting like this. Therefore, it would be wise for Devin to manage up to her boss Dillon and try to encourage him to be resourceful in their current situation and win the challenges for today. There are several things they may not be able to control, but while they are still employed at the pharmacy, they should own their responsibility. For Devin, that means motivating and inspiring her techs then getting her manager to follow suit when they see the success of their momentum.
By setting goals per the Expectancy Theory and considering everyone involved, Devin can ensure she is giving the best chance of success in motivating others. She also needs to have honest conversations with herself and the staff about having the correct role fit for the position. As the business adapts, so do the employees need to adapt all the same.
As a result, Devin can provide feedback around their performance now and also build the information necessary for a very guided annual evaluation. By this point, she will have a firm understanding of their performance and if they wish to be part of the future or not. In doing so and leading the team, she can show Dillon the changes and movement possible through feedback and follow-up to encourage him as well.
Amy Woods · October 13, 2021 at 7:20 pm
I recall in the Feedback and Performance Discussions section that one of the greatest responsibilities a manager has is providing their employees with open, honest, and candid feedback on their job performance. Since Devin noticed Reynold’s behavior as out of character, it is so important to approach Reynold and provide this feedback. Show empathy and understanding for what Reynold is going through and help get him back on track. Who knows, the stress of possibly not having a job could increase anxiety and fear and make it difficult to get to work on time. You never know until you ask! It would be important to have a discussion on a path forward. Open lines of communication during uncertain and turbulent times is absolutely essential. I also have to commend Devin for managing himself. Daily self-management is so important, and the fact that he took time to reflect and pause before hitting send on another job application showcases what a inspiring leader Devin is.
Erin Houdek · January 13, 2023 at 11:40 pm
The first thing I thought of when I read the portion about Reynolds was absolutely the fear of the unknown. It is crucial to have that check-in with Reynolds to not only provide the feedback but also learn about and understand his thoughts and concerns. As the leader of the technicians, it is important for Devin to know her team and be a manager of her people. Putting the time and effort into your people is the best way to produce the desired results. Each time she allows Reynold to continue his defiant behavior is a time that another employee sees it go unaddressed, which can lead to a false understanding that such behavior is acceptable.
Nick Bileck · December 8, 2021 at 12:48 am
Devin is definitely going through a pretty difficult situation and finds herself between a rock and a hard place. In the future, if she sees that a solid employee is starting to exemplify some below-standard behavior, addressing it in a timely fashion can help get to the root of the problem and prevent it from getting to a more difficult point to resolve. Giving feedback consistently and over the course of the year rather than just once a year can address ongoing performance issues and hopefully solve them before they get out of hand. Devin should let her techs know that they can always go to her for any questions or concerns they have so she can address it in a timely fashion. Having a manager or lead that is approachable and attentive can make all the difference when it comes to addressing problems in the workplace.
Ruth Juul · January 25, 2022 at 6:25 pm
I believe there may be a break down in communication here, the what-why link is missing. I would start with Reynold and immediately discuss his recent actions, the reasons behind the upgrades in the facility and then leave things open for discussion. Waiting 5 months would be detrimental to the company as well as morale. I would create a safe space for Reynold to open up honestly. I would also acknowledge my mistake in not making the what-why clearer initially. Following I would speak with the entire team to clear up any confusion.
Stephanie Matesic · January 29, 2023 at 11:22 pm
Discussing the what-why link with Reynold would be very beneficial. I did not think of that, but explaining why the upgrades are happening and how it can benefit the technicians. Hopefully that will show Reynold that if his behavior improves, he will also reap benefits from the upgrade. I also think that explaining the benefits to the entire team would be wise so a similar situation does not end up happening with other technicians. I mentioned this in my initial post but I also think that having more frequent feedback sessions would be very valuable for Devin and when major issues arise, such as Reynold’s behavior, those things should take priority and be discussed immediately.
Deborah Miskie · March 17, 2023 at 8:57 pm
What a great point about discussing the What-Why link. This is such an important aspect of a team, making sure everyone is informed, and the reasons why business decisions are made. Upgrades will always occur in any business, especially in pharmacy. Many times there is pushback from the team since it is a change, though many times the changes are positive. Also, pointing out the benefits is very helpful.
Heather Lindell · May 18, 2022 at 8:19 pm
Devin is the employee you want to have on your team; she loves her job and is motivated to help the team function in a positive forward direction. Unfortunately, Dillon’s language is creating a negative response. It is important for Devin to ‘manage up’ and communicate with Dillon. She can express a counter narrative verbalizing and role modeling positivity (Bobo Doll experiment). She has a great opportunity to practice change management skills during this time by preparing her team for learning new technical skills related to robotics and aerial deliveries. She can identify employees having an interest in these technologies and begin professional development learning more as well to better support her team. She needs to have a candid, documented crucial conversation with Reynold. He seems to be exhibiting passive aggressive behavior and she is right it may begin to influence the rest of the team. He may have something going on at home, have an underlying condition, have fear of change, or other situational burdens. Speculating helps no one. Getting to the root of the problem (e.g., fear of change) and addressing with goals, performance clarity, and performance expectations is a proactive approach for getting the team back on track. Offering timely and consistent feedback to Dillon (managing up) and Reynold (managing across) is a positive step. She could use the SBI feedback model (situation, behavior, impact) to help guide her.
Erin Houdek · January 13, 2023 at 11:31 pm
This is a rather complex situation. Devin has a team of technicians to lead in a difficult situation with a PIC who has become disinterested, unmotivated, and borderline disgruntled. There are three main ideas I have for Devin to improve this situation: 1) Devin can manage up to Dillon to increase her knowledge of the situation. Once she has more information, she can (2) establish a what-why link between the changes that have been announced and the motivations/goals/mission/vision of the company. This what-why link can then be used to develop her approach for addressing the team of technicians as well as her PIC. If she can get the team to understand the what-why link and remain focused on the purpose of their positions, then the original motivation and morale have a better chance of returning. 3) The issue with Reynold needs to be addressed through Feedback. Waiting five months will increase the risk of Reynold responding with the “this hasn’t been a problem for the past five months” mentality. Devin should pull Reynold aside for a brief feedback session, but avoid utilizing the sandwich criticism method, as it has been mentioned several times that she views him as a valuable and skilled technician. Reynold’s actions may be out of a sense of fear over losing his job or that if he still has his job, it may no longer be a good fit for him. A discussion and career check-in during this brief feedback session can help Devin understand the changes in Reynold and help to reframe his line of thinking.
Ashley Martin · June 23, 2023 at 7:30 pm
I agree that Devin learning the what-why link is vital to helping her team. Understanding this can help her manage up to Dillon and help him remember why being committed to their jobs and giving 100% is so important to patients.
Her learning the what-why and then brining it back to the technicians she manages can help start to change the fear of the unknown that they face. It will also allow her to explore with her fellow technicians why these changes are happening. Sometimes the fear of the unknown with changes can end up being greater of a disrupter to teams than the actual change. While automated dispensing could displace some of the team it will likely take a while to implement and there are no actual guarantees on how many or who will be dismissed. It is vital that she help encourage the team and have each individual bring back their performance levels because poor performance or attendance problems could lead to a premature dismissal.
Alli Corbran · September 3, 2024 at 1:00 am
I agree – managing up and establishing the what-why link with her supervisor will be a key determinant for Devin’s team success. The pharmacist-technician relationship can have a challenging power dynamic at times and if the pharmacist manager is not creating confidence in the team, it puts Devin in a tough situation. If she can re-establish company and professional values with Dillon, it may inspire Devin to be more assertive and confident when approaching Reynold outside of the annual evaluation. Prompt and honest feedback that could impact the performance of the entire team to help every one adjust through a period of uncertainty.
Stephanie Matesic · January 29, 2023 at 11:16 pm
Devin certainly has a difficult situation on her hands. She may want to consider doing evaluations and giving feedback to the technicians more often than annually. It does not seem like Reynold was surprised by the feedback he was given, but giving that could help her eliminate tension in the future with other employees. Devin should also consider periodically rewarding technicians that are doing a good job to try and prevent having any one else getting to the point where Reynold is at. Devin should also consider having a conversation with her manager Dillon and let him know that it seems his carefree attitude and recent behavior are affecting the technicians in a negative way. It was noted in one of the discussions that employees will act the way managers and leaders do, and I think Devin should emphasize that to Dillon,
Paul Carnes · March 30, 2023 at 2:56 pm
Approaching her manager about his attitude is absolutely an important part of what needs to be done. As leaders, we often don’t appreciate how our attitudes “trickle down” to our employees. Having the discussion with her supervisor is probably just as important as dealing with the tardiness of the technician. I am so glad you recognized that in your response.
Deborah Miskie · March 17, 2023 at 8:50 pm
Devin should have a conversation with Reynold in a timely manner to understand and address his lateness recently. This can decrease the morale of others in the team. Being a great worker, and that this is a new change, could mean something else is going on with him, and she should not wait until his annual evaluation. It is important to listen to his concerns, and address the impact of being late. Devin also needs to listen to her staff, and use the Hawthorne Studies -Simple Observation, Feedback, and Acknowledgement of the current situation of the team. She can take this information to her supervisor Dillon, to have a discussion on the current state of the team, as well as concerns she has with his general outlook (Managing Up). Using the Pygmalion Effect, Devin can focus on, and support her staff, providing feedback to them. She can also assess the team’s knowledge, skills, and abilities to see who would be a good roll-fit for the new robotic technology, and encourage them to the challenge moving forward, possibly with stretch assignments. Since her leadership will be good influence on her staff, the team will do well, regardless of changes being made in the future.
Dina Norris · April 11, 2023 at 7:18 pm
I agree with you that Devin should have addressed Reynold’s lateness right away versus letting it build up and get potentially worse over the past 5 months. This is great advice to use the Hawthorne Studies in order to address her staff’s concerns with the new productivity and technology changes that will be forthcoming.
Paul Carnes · March 29, 2023 at 12:49 pm
As a leader, Devin has several issues occurring. The most immediate is the lateness of Dillon. She can’t wait for 5 months to address this. While discipline is one of the worst parts of leadership, one could argue it may be the most important. Timeliness in discipline (and praise!) is of utmost importance. Addressing the tardiness within the scope of the HR guidelines should be a primary focus. I believe the second most immediate concern is the influence her boss has on her and her department. She’s already experienced the negative impact he has had on her. She did some internal dialog and decided to continue moving forward. I think she needs to have that same discussion with her boss. I find that when people are reminded of the mission (the company’s and their own), they can come out of those shadows cast by change and doubt and continue forward. I use this technique frequently when dealing with change. Even though these changes are coming, we are still here to help people. This would be a great discussion to have with her staff as well. Particularly since the changes have not come yet. Remind them that the team is great together and that they can make the best of the changes that are coming to take even better care of their patients! This can help motivate her boss and her team.
Jeffrey Tran · July 17, 2023 at 6:20 pm
I completely agree with you. The first issue that needs to be addressed is staff being late. This needs to be done timely in order for it to be effective. Her second concern is in my opinion much more difficult to address as the influence that her boss has on the team is clearly affecting morale and productivity. I liked what you said about everyone being there to help people. Working to realign everyone by reminding them of the mission and values of the company is a good starting point. It’s likely there isn’t anything they can do as this change will happen regardless, but they can make the most of the situation. Additionally, she can lead by example by showing up and doing her best. I would hope that would motivate her staff to follow her lead.
Dina Norris · April 11, 2023 at 7:15 pm
Devin has a lot on her plate particularly when new technology or just general new processes come into play. It is important that Devin gathers as much information as possible up front to share with her staff regarding the benefits of the new technology and assures everyone that they are needed in their positions and are important to the company. In addition Devin should meet with Dillion and they should have a united front where they work together on staying positive and getting answers to their individual questions prior to sharing information that isn’t correct with their staff.
As far as dealing with Reynold the lateness should be addressed immediately and not help until the mid point or final yearly assessments. The employee should have ample opportunity to make adjustments to their behavior. In addition, Devin can meet with her staff early on during the technology changes and increased productivity to answer any questions they may have and relieve their anxiety.
Carol Campbell · September 18, 2023 at 6:20 pm
I agree that Devon should meet with Dillon and they should work together as a team to make the best of the situation. Communication is the key and providing as much information to staff is essential. Gathering the staffs questions and trying to get answers will help assure everyone of their future role with the company.
Jeffrey Tran · July 7, 2023 at 9:21 pm
As others have said above, Devin is in a tough situation as lead tech may not have the authority to carry out some changes that may be required to re-motivate her team. This is especially challenging since the pharmacy manager also seems to have some self-motivation issues as well. From the beginning, Devin should be providing open, honest, and candid feedback as mentioned in the self-study material. Timeliness of the feedback is also important so that the behavior can be corrected. A good place to start would be re-visiting the organization’s mission and vision statements. Are the changes in line with that? It seems like Devin was able to remind herself of why she continues to work there and so hopefully she can start by reminding others why they started working there in the first place.
Ashley Martin · July 16, 2023 at 8:13 pm
Devin is showing how good of a team leader she is by noticing the impact of Dillon’s attitude towards the changes are affecting the rest of the pharmacy team. His negativity towards this change is having a downstream impact causing distress, unease and hurting work moral on the team. She should start off by having a conversation with him about the current moral within the pharmacy. This will help Dillon know what is going on that he may not be noticing due to his own expressed viewpoints on the upcoming changes. From there she can further discuss with him the what-why behind the changes, ask any questions she may have and express her concerns.
She then needs to meet with each of the staff she manages one on one to discuss with them the what-why behind the changes, answer any questions they may have and reiterate expectations for their position. For staff that are having problems, like Reynold, she should also discuss how their current level of performance could impact their upcoming evaluations. This will hopefully help staff get back on track while also avoiding a 5 month wait for the annual reviews where they may feel blindsided as it had not previously been brought up. If there continues to be problems, she should begin documenting any discussions had and bring in someone else such as HR or management to help support both her and the team member to prevent any potential problems if a formal disciple process needs to take place. She should continue to show up daily with a great attitude to help support a positive work environment.
Caqrol Campbell · September 18, 2023 at 6:16 pm
Healthcare is constantly changing. New technology is a given. The staff should take this opportunity to learn about the robotics, which in turn could help them with future endeavors. Considering the unknown of their position Devin may want to have a staff meeting to discuss the current situation. She could get feedback from her staff and follow-up with upper-management or ask if they would meet to discuss with staff. Being upfront and truthful may help with some of the staff’s anxiety. As for the the behavioral issues with Reynold, waiting 5 months to discuss these issues is too late. When there are issues they should be addressed immediately. His negativity and attitude probably spread to other staff and in turn does not help with the overall mood of the department.
Alli Corbran · September 3, 2024 at 12:52 am
Although Devin has time to prepare for Reynold’s annual evaluation, waiting 5 months to address his current behavior will be detrimental to what sounds like would be an otherwise positive evaluation for Reynold. Providing immediate feedback will lessen the chance that the conversation will come as a surprise at a later time, particularly if the behavior is allowed to continue. Devin should also discuss with Dillon/other leadership what the expected timeline is for the new company changes, what changes will occur, and how to best convey that information to staff. Preparing the team to handle the changes before the changes are implemented will help the team to maintain the workload as they have in the past. To motivate her team, Devin will need to be honest and genuine. It may help for Devin to determine a way to motivate her team in a way her team values – this could occur through staff meetings or 1:1’s.