You Ever Have An Employee Who Starts Off Amazing…
…and then six months later you’re standing there wondering: “What the heck happened to this person?”
They used to be proactive. Friendly. Engaged. They cared.
Now they seem disconnected, irritated, checked out, or just kind of… floating through the day trying to survive until lunch.
And before we blame “this generation” or decide nobody wants to work anymore, I think it’s worth talking honestly about something uncomfortable:
Sometimes good employees slowly stop caring because leadership slowly stopped leading.
Not intentionally. Just gradually… a little more each week.
Because pharmacy ownership is exhausting.
Pharmacy Owners Are Busy Trying to Keep the Plane in the Air
I don’t know a single owner sitting around with too much free time thinking:
“You know what sounds fun today? An emotionally nuanced employee development conversation.”
That’s not reality.
Reality is:
- phones ringing nonstop
- staffing issues
- wholesaler drama
- PBMs doing PBM things
- three people asking you questions at once while the printer makes sounds that suggest it may already be dead
So what happens?
You start operating transactionally.
- “Did this get done?”
- “Can you handle this?”
- “Why wasn’t this finished?”
And little by little, the human side of leadership starts disappearing.
Not because you’re a bad leader. Because you’re tired.
The Cy Wakeman Concept That Hit Me Hard
A few years ago, I read The Reality-Based Rules of the Workplace by Cy Wakeman, and one idea from the book really stuck with me.
She talks a lot about separating reality from the emotional stories we create around situations.
And honestly? Pharmacy owners do this all the time.
An employee makes a mistake and suddenly we start mentally building an entire documentary about them:
“They don’t care.”
“They’re lazy.”
“They’re impossible to manage.”
“They have a bad attitude.”
Meanwhile, the actual reality might simply be:
- they’re overwhelmed
- unclear on expectations
- burned out
- undertrained
- frustrated
- or honestly just unsure if anyone notices their effort anymore
That doesn’t excuse poor performance.
But it does change how you approach it.
Most Employees Don’t Need a Pep Talk
This is important.
Most employees are not sitting around desperately hoping for a motivational speech from their boss.
Nobody wants you walking into the pharmacy sounding like a football coach who drank too much pre-workout.
What people usually want is much simpler:
- clarity
- consistency
- feedback
- support
- and to feel like someone actually notices what’s going on
That’s it.
And oddly enough, pharmacy leadership tends to become reactive instead of proactive.
We only sit down with employees when:
- something went wrong
- tensions are high
- someone’s frustrated
- or we’re one inconvenience away from updating Indeed job postings
That’s usually a little late.
Good Employees Need Feedback Too
One of the biggest mistakes I see owners make is assuming their best employees are “fine” because they’re not causing problems.
Meanwhile those employees are:
- carrying extra weight
- fixing everyone else’s mistakes
- absorbing stress from patients
- quietly getting exhausted
And nobody checks in because: “Well, they’re dependable.”
Exactly.
That’s why you should check in. One of the simplest leadership habits that changes team culture is regular one-on-one conversations that are not tied to discipline.
Not formal reviews. Not scary meetings.
Just:
- “How are things going?”
- “What’s frustrating right now?”
- “What’s working well?”
- “What do you need from me?”
You’d be surprised what people tell you when they realize they’re allowed to answer honestly.
Clarity Solves More Problems Than Personality
A lot of what owners think are personality problems are actually expectation problems.
People can’t consistently hit standards that were never clearly defined.
And pharmacy owners are notorious for assuming: “Well they should just know.”
No. They shouldn’t. Especially if:
- workflows changed
- priorities changed
- staffing changed
- expectations changed
Which, let’s be honest, happens approximately every seventeen minutes in pharmacy.
Good leadership means slowing down long enough to clarify:
- what matters
- what success looks like
- what accountability looks like
- and what “good” actually means
Because “do better” is not useful feedback.
Accountability and Kindness Are Not Opposites
I think this is where a lot of owners get stuck.
They think: “If I hold people accountable, I’m being mean.”
No. You know what’s actually frustrating for teams?
Inconsistent leadership.
When one employee gets away with everything and everyone else has to compensate for it, the whole culture starts getting weird.
Strong teams actually want accountability because accountability creates trust.
People want to know:
- standards matter
- effort matters
- leadership notices
- and problems won’t just linger forever while everyone silently suffers
That’s not toxic. That’s healthy.
I wrote a fun blog about Chuck Norris and some leadership tips he shows. If you want a chuckle this morning while learning some leadership principles that help keep your team accountable, check it out HERE.
Your Team Feels Your Energy More Than Your Words
This part matters too.
You can say all the right things, but if your team constantly feels:
- tension
- frustration
- unpredictability
- emotional whiplash
…it affects everything.
One of the most underrated leadership skills in pharmacy is emotional steadiness.
Not fake positivity. Not pretending everything is fine.
Just steadiness, especially when things are chaotic.
Your team needs someone who feels grounded when everything else feels ridiculous. And pharmacy gets ridiculous sometimes.
Like “why is this prior authorization faxed upside down from a doctor’s office in 2026?” ridiculous.
One Last Thought
Most employees don’t expect perfection from their boss.
But they do want:
- clarity
- consistency
- honesty
- and to feel like they matter beyond just filling holes in the schedule
And honestly, most pharmacy owners want the same thing from their teams too.
That’s why leadership matters so much.
Not because you need to become some corporate management robot.
But because the way you lead directly shapes the way your pharmacy feels to work in.
And patients can feel that too.
If you want a chance to ask leadership questions directly to me? Join Pharmacy Badass University. I have an Open Office Hours every Tuesday where I help you solve any problem you’re facing, from leadership issues to how to introduce new non-PBM revenue streams.
If you’ve ever wanted me to look over your shoulder and help give you specific advice for YOUR pharmacy, this is your best option for getting that!
