Women Leadership Steering Committee Final Report Approved

By Sara White posted 10-06-2016 07:37


Great news. The ASHP Board of Directors approved the Women in Pharmacy Leadership Steering Committee Final Report that contained these recommendations, which staff will now work on implementing (some already in process).

 Principles Supporting the Recommendations to ASHP

  1. Leadership development is a core function of ASHP and the ASHP Research and Education Foundation and is of strategic importance to the Society and its members.
  2. Gender balanced leadership teams and the prevalence of women in leadership positions correlate with improved performance indicators. Therefore facilitating women leaders is a business issue versus a gender issue. Both men and women stand to benefit from the discussion and enhanced presence of women in leadership.
  3. ASHP as a membership society is in a unique position to facilitate and expedite the development of women leaders.
  4. Engender a high level of member involvement and commitment to support emerging women leaders.
  5. Key factors create positive career opportunities (career inflection points) that are pivotal to leadership advancement and success. Examples of career inflection points include factors such as education and training (type of additional degrees), experience (clinical/administrative), career management (risk taking), family (support for/by partner), networking (professional organizations, women’s groups), mentorship and sponsorship. These inflection points should be communicated and supported by ASHP.
  6. ASHP is committed to supporting leadership roles for women in clinical, administrative, academic, and all job functions.

 Recommendations to ASHP:

  1. Allocate resources strategically to create and sustain specific ASHP services including meetings and education, skills building programs, networking forums to support career development strategies and other resources.
  2. Work-life integration is an ongoing issue for all pharmacy professionals (men and women). Identify and share strategies for successful work-life integration with members.
  3. Highlight the differences between role models, mentors, coaches and sponsors and foster the development of these relationships among its members. Specifically, the concept of sponsorship should be introduced and nurtured between early female careerists and successful women leaders.
  4. Develop a strategy to collect baseline and ongoing metrics regarding women in leadership positions within the pharmacy profession. Data exists within the general workforce and within healthcare but not within the pharmacy profession.
  5. Proactively collect and share stories, case studies and scenarios of how women have addressed gender, workplace, work-life integration, and leadership challenges.
  6. Assess volunteer, meeting, and governance policies and practices to support successful engagement and participation among ASHP members.
  7. Share successful pharmacy employer policies and practices that reflect supportive work environments.
  8. Study pharmacy-specific career inflection points including individual, organizational and societal factors and promote these leverage points.
  9. Cultivate career aspirations of early careerists.
  10. Facilitate leadership development throughout all functional roles (e.g. clinical, administrative and academic among others).
  11. Actively recruit women into its elected and appointed leadership and support their advancements by recognizing their volunteer contributions and achievements.
  12. Support ASHP state affiliates and colleges of pharmacy in disseminating and supporting the Women in Pharmacy Leadership recommendations at the school, local, and state level.

 Recommendations to Those Seeking Leadership Roles:

  1. Develop a strategic career plan focused on personal skill development, and meet with senior leaders to voice aspirations.
  2. Seek applicable education and training (e.g. advanced degrees, residency training, skills based leadership training) to support career trajectory.
  3. Recognize that one’s career progression is a journey and that each transition entails a new level of commitment and dedication to work-life integration
  4. Expand a network of seasoned practitioners both male and female.
  5. Identify mentors and sponsors and nurture productive relationships.
  6. Be assertive in negotiating, designing, and applying work models that meet the needs of employers as well as individual professional and personal needs for work-personal life balance.

 Recommendations to Current Pharmacy Leaders:

  1. For individuals who are in the position of mentoring and sponsoring others, actively identify mentees and nurture those who would benefit from sponsorship, working together to create a personal development plan.
  2. Promote key factors that create positive career changes such as advanced degrees and residency training (career inflection points) among mentees.
  3. Encourage aspiring leaders to seek and take on visible, important and complex roles and projects.
  4. Make introductions of aspiring leaders with other influential leaders.
  5. Provide specialized coaching and give feedback.
  6. Support the expansion of professional networks of emerging leaders.
  7. Share profiles, stories and recommendations of successful female pharmacy leaders with others.

Recommendations to Employer Organizations/Pharmacy Departments:

  1. Cultivate career aspirations of female early careerists.
  2. Encourage early careerists to proactively manage career plans.
  3. Develop mentoring, coaching, and sponsorship programs.
  4. Promote active assumption of sponsorship activities to advance aspiring leaders.
  5. Identify challenges that prevent aspiring women leaders from pursuing advanced career goals.
  6. Create and expand residency programs and other skills-based formal education and training programs, including leadership training, that have been shown to be instrumental in the career success.
  7. Examine and consider implementation of organizational policies to provide support to working professionals including flexible hours, job sharing, etc.
  8. Offer and/or support educational, training programs and personal development opportunities to build success skills of female careerists

 Just as FYI.

  • 1,654 people have accessed the Podcasts from the ASHP website and we know others have downloaded them from iTunes
  • 987 folks have visited our Web page
    • http://www.ashp.org/menu/PracticePolicy/ResourceCenters/Leadership/Women-in-Pharmacy-Leadership
    • 925 have viewed the Steering Committee
    • 114 have accessed the references and readings
    • 110 have gone to the Recorded Webinar Fostering Women in Leadership in a Knowledge Café
  • The second and third stories examining women pharmacists’ careers can be found in the ASHP Intersections publication at http://www.ashpint ersections.org
  • Networking sessions will be conducted at the 2016 Leadership Conference and the MCM. Check the programs for details. Men are always welcome.


Please join the Women in Pharmacy Leadership  Connect Community and pose questions and share experiences.