The following is an excerpt from an Argentum article featuring an interview with Bob Weir, VP of operations & regulatory support at Guardian Pharmacy Services, about how his past experience and Guardian’s unique local autonomy business model prepared and empowered our partner pharmacies to make real-time decisions to support their clients’ needs during COVID-19.
Click here to access the full original article.
The only thing certain is change—and senior living is no exception.
The industry has been rapidly shifting throughout its growth. Extraordinary, creative restructurings and new strategies have risen as enthusiastic responses to a multitude of resident choices and changes. Integrating new technologies; bringing in new activities, programs, and food; making rapid discoveries about health, human relationships, and cognition—and putting them into practice for a better quality of life: The past decade has been full of advances.
But the extent of change and uncertainty with which this decade opened is unprecedented, for not only the industry, but also the nation. What do we need to get to 2030? It may start with an increased capacity to thrive under change.
Here, a selection of leaders presents what they’ve learned about managing change, and what they’ll take into the future.
Bob Weir, RPh, Vice president, operations & regulatory support, Guardian Pharmacy Services
You must allow team members to deal with change head-on.
As a long-term-care pharmacy veteran, I have worked with companies that prescribe a top-down management approach, where local pharmacies rely on corporate headquarters for direction.
I quickly discovered this is counterproductive when responding to a crisis in real time.
Click here to access the full original article.
