The Importance of Trust and Delegation in Pharmacy Management

After a decade of dedicated service in the pharmaceutical sector, a former employee of the Berlin-Apotheke seized an opportunity in 2010 to take ownership of one of its four locations in Berlin. Now the sole proprietor, she manages a thriving business with a workforce of 200, all while balancing family life. Her success can be attributed to a unique approach to leadership.

At the recent PZ Management Congress held in Palma, she shared insights on effective pharmacy management, emphasizing the significance of sharing responsibility. She believes that sustainable leadership success comes from distributing responsibilities among team members, which fosters trust, enhances team dynamics, and leads to improved decision-making by leveraging collective intelligence. In the face of an increasingly complex work environment, this strategy contributes to resilient organizational structures and lessens individual stress.

From the outset, she prioritized open communication with her staff. Regular coaching sessions, feedback discussions, and personalized interactions have become integral components of her leadership strategy. Employees are actively encouraged to voice their opinions, and regular team outings provide platforms for introducing new ideas. Each team member is expected to have a clear understanding of their role, with defined autonomy to make decisions within their areas of responsibility.

A critical aspect of her management style involves having a trusted partner. She found this in Anja Paape, a fellow leader who has been with the company for over a decade and has been a part of the management team since 2015. Their collaboration has allowed for the exchange of visions and values, creating a motivating work environment.

The effective delegation of tasks is paramount in her management philosophy. By assigning specific areas of responsibility to different team members, she can ensure smooth operations even in her absence. The leadership team comprises 14 members, each responsible for distinct functions, from specialized sectors to procurement and artificial intelligence.

While she acknowledges the challenges of making significant decisions, she emphasizes the importance of building a support network in advance. Establishing these connections before they are needed is vital. Clear communication and sharing personal values are key to effective leadership.

When faced with decisions, she suggests allowing the relevant team member to take the lead, stating that many employees possess abilities that surpass her own in specific areas. Although initially time-consuming, the process of delegating responsibilities allows leaders to focus on broader strategic goals rather than getting bogged down in minutiae.

It is essential for leaders to recognize that delegation may result in less familiarity with every detail of a process. Mistakes may occur, potentially leading to financial losses. However, the advantages of a trust-centric management style clearly outweigh the risks. She expresses gratitude for her capable team, which enables her to dedicate time to personal pursuits. Moreover, the high retention rate among long-serving managers at Medios-Apotheken reflects a satisfied workforce, with many having been with the company for over ten years.