Blog

The good old pharmacy model saw the pharmacist as the firefighter and the architect, with burnout waiting around the corner. This one-person band put out fires and built buildings. However, since pharmacy is much more complex today, we find that the traditional jack-of-all-trades pharmacist divided into two different people.

Too often, we “recruit” for our teams and processes. We fill gaps with what's available, sometimes settling for what works “for now.” Maybe we hire a support staff member because we urgently need help, and once the position is filled, we stop thinking about what could be better.

Just as we don’t expect a thoughtfully prepared meal from a fast-food joint, we can’t expect pharmacists to provide carefully considered primary care from within a ‘come and get it all’ environment.

In this ongoing series, Nancy Banoub examines the symptoms of MS, their cause and outlines potential remedial steps that can be taken to help mitigate these symptoms. Feel free to share with patients.

Across years of experience practising pharmacy, a pharmacist may go through a natural incline in ego during a steep initial learning phase, followed by a plateau. Here pharmacists have seen many of the more intense challenges already and the number of new headaches flattens out. Finally, towards approximately the last third of the pharmacists’ career, they begin feeling less driven by ego and let the problems around them simmer or settle.

Little is known yet about the potential interactions between psychedelics and prescription drugs, and what is out there so far is often contradictory.

Over the years, it has become increasingly obvious to me that the heart of so many of our struggles as pharmacists comes from a lack of good leadership skills. This is not surprising. There was minimal emphasis on leadership skills during my formal education.

Ruminating over a stressful event is like holding your hand on a hot burner. Why do we do that? And how can we stop?