Insider’s perspective
Respondents listed the following critical factors as those being the most important to them. Please note
that a factor can rank highly based on wanting the factor or wanting to avoid the factor. As an example,
some may rank repetitive activities as a top factor as this is something that they want or look to avoid
in their practice. The factors listed below are based on the number of respondents who indicated these
would be the top five factors they would like to have in a role. Note that there are 25 total critical
factors from which to select. Please note that a couple of the factors have similar percentages.
Top 5 – first tier
There were four areas rated the same across the group:
- Organizing/management/supervision of people (23.3%)
- Collaborating with health professionals (18.6%)
- Work type (e.g., repetitive versus variable work) (18.6%)
- Innovative thinking (18.6%)
- Community impact (18.6%)
In addition to the top 5 factors, the second tier of critical factors are listed below. Note that just
one of the factors, innovative thinking, is listed in both areas
Top 5 – second tier
- Leisure and family time (32.6%)
- Problem solving (27.9%)
- Autonomy (18.6%)
- Innovative thinking (14.0%)
- Ongoing coworker/client relationships (14.0%)
One respondent from Ohio wrote about the importance of organizing/management/supervision of people
indicating that they, “Be a servant leader. Treat others as you would like to be treated.” Another
respondent from Georgia added, “Managing people well to better care for patients.”
A pharmacy director from Wisconsin looked at innovative thinking in this way, “Creative,
outside-the-box, new ways of approaching pharmacy.” Another from Georgia added their role, “requires
innovative thinking to be agile and adaptable.”
There are many rewarding and challenging experiences in being a pharmacy director in a health system
setting. Seven percent of the respondents indicated that a rewarding aspect is working with the staff.
Another area highlighted was a challenge in communications also at 7.0%. Numerous other areas were
highlighted by the respondents.
A respondent from Kansas stated, “My current role has included me building a hospital pharmacy service
line from the ground up. I have increased the skill of my team and elevated the care that is provided to
my patients. Building it was hard, but I am going to finish the job and ensure that it is sustainable
beyond my time of service.” Another respondent from Washington added, “The most rewarding is seeing a
patient succeed after falling so far to be in this environment.” Supporting these statements was a
different respondent from Arkansas who indicated, “Most rewarding is hearing that from someone that
we've saved their life.”
A couple of additional rewarding and challenging statements from respondents include one from Wisconsin,
“Rewarding–department-wide results. Challenging–department-wide change management.”
A respondent from Massachusetts discussed challenges when they stated, “Making a positive difference in
patient care and in employee’s professional lives.”
Twenty-five percent indicated that self-worth/value is an additional factor that is important to them.
In addition, the following factors were also listed as important factors to consider geographic work
location (20.9%), flexibility (20.9%), work schedule (18.6%), and multiple task handling (9.30%).
The directors that work in health system settings listed a variety of responses that they consider
highlights of their career and where they see the future of the role. Several of the responses are
listed below.
- “Opening a brand-new community hospital in 2017, with oversight of inpatient and outpatient
pharmacy.”
- “After 40 years in pharmacy, having the respect of my peers and continuing to teach my team to lead
and succeed.”
- “Serving in multiple leadership roles at national and local organizations alongside amazing people.”
- “Being awarded Fellow status of the American Academy of Clinical Toxicology and being elected
President of the American Board of Applied Toxicology.”
- “Expanding clinical pharmacist work in the daily patient centered model.”
- “Increased collaboration with providers.”
- “Expansion of pharmacy staff as this area is where most care takes place.”
- “Less inpatient practice opportunities, more ambulatory care opportunities such as wellness, health
promotion, disease prevention, oncology, and biologics.”
Critical factor ratings
Opportunities for advancement
[To what degree does your work allow for advancement?]
Respondents rated this critical factor mid-range with a score of 6.56.
A respondent from New York provided the following, “I went from staff pharmacist, to supervising
pharmacist, to manager, and to director in a hospital. It was because I showed the value of a hospital
owned community pharmacy to leadership. It was not handed to me/no path laid out for me.” Another
pharmacist from Georgia added, “I am in a rural, community hospital setting. Unless I try for a
corporate office position, there is no other advancement for me within the pharmacy.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little advancement opportunities
10 = Great opportunities for advancement
Leadership development/professional involvement
[To what extent does your work allow for the development of leadership skills and
professional involvement in the pharmacy profession?]
Leadership development/professional involvement was rated a 7.98 which is a high mid-range rating.
A respondent from Louisiana stated, “I am active in state and national pharmacy organizations and in
leadership development training for myself and my teams.” Another from Georgia added, “Our institution
values growth and development and allows for budgeting for extended certifications or degrees. For
instance, I have completed the American Society of Health-System Pharmacists (ASHP) Pharmacy Leadership
Academy (PLA) program, earning a Diplomate, Pharmacy Leadership Academy (DPLA) designation.”
One respondent from Colorado looked at this from a skills development side indicating, “Never miss an
opportunity to develop new skills. You can use these outside of work as well!”
A different respondent from Georgia had a differing perspective when they stated, “Heavy workload limits
ability to be involved in professional organizations.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little development of leadership skills and professional involvement
10 = Great opportunities for leadership development and professional
involvement
Community impact
[How much impact does your work have in terms of serving the community?]
Community impact is the highest rated critical factor for this group. The rating is 8.30.
A respondent from Georgia stated, “Daily for patient care, hospital system also has numerous community
involvement opportunities.” Another pharmacist from Wyoming indicated, “I am in charge of antibiotic
stewardship, post discharge counseling and in-service programs for nursing, all of which affect the
community down the line.”
A respondent from New York provided a broader view when they said, “Meds to beds, non-sterile pediatric
compounding, home infusion and durable medical equipment (DME), we take care of our most vulnerable
patients in our community, leaving no one behind whether it is a pandemic, blizzard, or drug shortage.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little impact
10 = High level of impact
Autonomy
[To what extent does your work allow for autonomy in decision making?]
Pharmacists rated autonomy in the upper range with a score of 8.00.
A respondent from Wyoming indicated that they are, “allowed a large amount of autonomy, I have a chief
nursing officer (CNO) above me, but we have a great working relationship, and she values my input as I
do hers.” Another from Gorgia expressed, “I have pretty much full autonomy when it comes to pharmacy
decisions. Only when adding new services that will require increased costs or capital expenses do I have
to pass decisions to my one-up (which is the chief financial officer (CFO) of the hospital).”
One respondent from Wisconsin indicated that they have, “Director level autonomy–everything except
something that requires vice president approval.” A director with a different view from Massachusetts
stated, “I am a professional, I should be allowed autonomy as long as the work gets done and correctly.”
0
1
2
3
4
5
6
7
8
9
10
0 = Very little low autonomy
10 = High level of autonomy
Focus
[To what extent does your work allow you to be focused on the future versus a focus only on
immediate tasks?]
Respondent ratings were in the mid-range at 7.12, with focus leaning slightly toward future tasks.
One respondent from New York stated, “This was tough 2020–2022, but (since) 2024 we are getting back to
planning for the future.” Another from Colorado added, “We need to always be forward thinking, but the
lack of staff can lead to getting bogged down in daily tasks/audits.”
Another director from Kansas indicated, “We are very growth focused. I have increased headcount’s and
highlighted the value of our pharmacist team.”
0
1
2
3
4
5
6
7
8
9
10
0 = Immediate tasks only
10 = Tasks focused on the future
Prestige
[To what extent does your work provide professional prestige?]
Respondents rated prestige in the mid-range with a score of 6.77
A respondent from Washington stated, “I am a trusted and consulted by physicians and research
institutions for my expertise and evaluation of novel radiopharmaceuticals and procedures.” Another from
Wyoming added, “Seen as highly educated part of team. Nurses and (most) doctors’ welcome insight and
advice.”
A respondent from Georgia provided a slightly different response, “We could be held at a higher
prestige, but in my opinion this is to be expected in the rural, small-town hospital I work at.” Another
respondent from Arkansas was blunt when they stated, “No ‘prestige’ with my role, even though it is a
system level director position.”
0
1
2
3
4
5
6
7
8
9
10
0 = Provides low prestige
10 = Provides high prestige
Creating value/positive outcomes
[To what extent does your work allow for personal fulfillment through the creation of value
and positive outcomes?]
Pharmacists rate this critical factor at a 7.60 mid-range response.
One respondent from Florida indicated that they, “feel that I make an impact every day. That is what
keeps me doing the role.” Another respondent from Kansas stated, “I have the ability to positively
impact patient care.”
A respondent from Washington stated, “My personal fulfillment is directly associated with the success of
our service to our community.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little extent
10 = High extent
Patient relationships
[To what degree do you have ongoing or long-term relationships with
patients?]
Health system pharmacy directors rated patient relationships at a low range with a score of 3.05. This
makes sense as the role in most locations is more administrative.
One respondent from Missouri stated, “We have little interaction with patients outside of
immunizations.” Another respondent from Wisconsin added, “No direct care patient activities.”
0
1
2
3
4
5
6
7
8
9
10
0 = No ongoing/ long-term relationships
10 = All are long-term relationships
Coworker/client relationships
[To what degree do you have ongoing or long-term relationships with coworkers or
clients?]
Health system directors indicated that their relationships with coworkers and clients is a mid-range
rating of 7.58. This makes sense based on the roles and responsibilities of the director.
One director from Wyoming indicated, “Always be pleasant. Patients come and go, but they talk. Coworkers
are often around for a long time. If you have good interactions, it is a ‘good long time;’ if painful
interactions, it is a ‘painfully long time.’” Another respondent from Georgia added, “Since my position
is mostly administrative, I have very limited contact with patients, but it does allow me to have a
large impact on coworkers!”
One respondent from Louisiana looked at this in a different light and stated, “Professional success is
dependent on relationships with colleagues and vendors.” One additional respondent from Massachusetts
listed the importance of this area by stating, “Good and rewarding relationships can help soften even a
rough job.”
0
1
2
3
4
5
6
7
8
9
10
0 = No ongoing/ long-term relationships
10 = All are long-term relationships
Writing/conducting research
[How often do you engage in writing and/or conducting research?]
Writing/conducting research is very limited in a director role. Respondent rated this in the low range
with a score of 2.86.
A pharmacist from Georgia put this bluntly, “Not enough bandwidth.” Another respondent from Wisconsin
supported this by indicating, “Usually only when a resident selects my project ideas. I would do more if
my workload were more balanced.”
One respondent from Washington has a different perspective based on their role when they stated, “I
spend approximately 40% of my time engaging in research projects, clinical trials and reviewing research
protocols.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Generating new ideas
[To what degree does your work involve generating new ideas?]
Pharmacists rated this factor in the mid-range with a score of 7.35.
One respondent from Wisconsin indicated that they are, “Responsible for enterprise-wide pharmacy
strategy and innovation.” Another respondent from Washington added, “I am always looking for the next
best treatment or diagnostic agent so that it can be utilized for patient wellbeing.”
Another pharmacist from Colorado stated, “Similar to a Plan-Do-Check-Act (PDCA) cycle, we are always
reviewing processes and trying to make improvements. Additionally utilizing new technology is always at
top of mind.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little innovative thinking
10 = High degree of innovative thinking
Supervision/management
[To what extent do you spend your time organizing, managing, or supervising others and/or
business operations?]
Respondents rated supervision/management in the upper mid-range with a score of 7.91.
One director from Kansas was straight forward when they stated, “I have a team of 14 that report to me
directly.” Another respondent from Washington added, “I provide expertise and regulatory oversight to
four hospital nuclear medicine hot labs and two radiochemistry labs. I indirectly oversee 40 individuals
of varying capacity.”
One the other side of this, a director from Wyoming indicated, “Small hospital; only full-time
pharmacist.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Patient interaction
[How much time do you spend interacting with patients?]
Respondents rated patient interaction as the lowest critical factor for the group at 2.40.
One respondent from Wisconsin discussed the fact that the director role is an, “Admin role... minimal
(patient interaction) compared to staff.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Public interaction
[How much time do you spend interacting with the public?]
Directors rated public interaction in the low range with a score of 2.53.
A different respondent from Wisconsin stated, “Mainly pharmacy administration, internal colleagues and
partners.” Another respondent from Kansas looked at this a little differently and stated, “I have to
interact more with board members and C-suite staff.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Collaboration
[How often do you work or collaborate with other health professionals or educate other
professionals in your work?]
Collaboration was the second highest rated critical factor for this group with a high-range score of
8.05.
One respondent from Wisconsin listed the activities that they collaborate on, “Transitions of care,
prescribing, collaborative practice agreements, pharmacy and therapeutics committees, etc.” Another from
Georgia indicated they collaborate, “On a daily basis I work with nursing and anesthesia, pharmacists
and technicians. I also create education for all staff, then targeted education for clinical leaders,
for new nurse residency graduates and nurse managers.”
A respondent from Wyoming added, “I am involved with many aspects and committees at the hospital,
safety, quality assurance, orientation, etc.” A pharmacist from Kansas added, “Collaboration key to
patient care, developing protocols, and optimizing care.”
One additional comment from Massachusetts was very positive in looking at collaboration when they
stated, “Working together from different perspectives to solve a problem is a win.” A different
respondent from Wisconsin added, “Solutions focused on root causes instead of symptoms.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Family/leisure time
[How much free time do you have for leisure and family activities in your work?]
Pharmacists rated this factor mid-range with a score of 5.31.
One respondent from Kansas stated, “I work 40 hours a week although I could work much more but with
unlimited PTO and support when I need to be somewhere else it’s not a problem.” A different respondent
from Kansas added, “I have a flexible schedule. This helps me go hard when I need to and then have the
reward of taking time for work life integration and breaks.” Another from Wisconsin indicated, “refresh
yourself to stay productive and prevent burnout.”
One the other side, a pharmacist from Georgia indicated it is, “Often difficult to manage work/life
balance.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little free time
10 = Plenty of time for family and leisure activities
Impact on well-being
[To what degree do you impact the well-being of individuals?]
Respondents rated this factor with a score of 7.57, which is a mid-range response.
One respondent from Massachusetts stated that, “Every day as leader I set the tone for the teams to
provide accountability.” Another respondent from Washington added, “I hope it is true that I have a
significant impact on other's well-being.”
Another respondent from Wyoming had a slightly different take on this when they indicated, “I have a
large impact on nursing and my pharmacy team. They see me as a go to for medication questions on a daily
basis, which gives them peace of mind.”
0
1
2
3
4
5
6
7
8
9
10
0 = Low degree
10 = High degree
Problem solving
[To what degree do you solve problems with tried-and-true alternatives versus untested
alternatives in your work?]
Problem solving is rated with a score of 6.43, which is a mid-range response.
A pharmacist from Washington stated, “Problem-solving is a matter of finding the best alternative, some
can be accomplished by utilizing tried-and-true methods and others require thinking outside the box.”
Another from Wyoming added, “There is a reason why tried-and-true became tried-and-true.”
0
1
2
3
4
5
6
7
8
9
10
0 = Tried and true
10 = Untested alternatives
Expertise
[How general or specialized is the expertise required in your work?]
Expertise is looked at a little differently from an administrator position. Respondents listed they lean
slightly to being specialized with a rating of 6.74.
One respondent Colorado stated, “Some is organic, and some is experiential, and some comes from new
training.” A different respondent from Colorado provided the following, “My role includes oversight of a
diversion monitoring platform, requiring skills with electronic medical records, automated dispensing
cabinets, general information technology questions as well as a clinical background.”
0
1
2
3
4
5
6
7
8
9
10
0 = Generalized
10 = Specialized
Repetition
[To what degree is your work composed of activities and tasks that are highly repetitive
versus highly variable?]
Repetition is in the area that is very individualized–what is repetition to one, may not be to another.
Directors rated repetition with a score of 6.53.
One respondent from Wyoming provides a good overview and stated, “There is always the routine tasks that
need (to be) completed but I also work on highly variable tasks when needed. My colleagues are not
afraid to utilize my drug information expertise, so I am busy with these queries as well.” Another from
Wisconsin added, “Standard processes/approaches to work used for completing strategic plan.”
0
1
2
3
4
5
6
7
8
9
10
0 = Highly repetitive
10 = Highly variable
Applying scientific knowledge
[How much of your time is spent applying scientific knowledge in your
work?]
Respondents rated the application of scientific knowledge as a mid-range score of 5.29, slightly lower
than the application of clinical knowledge.
One respondent from Georgia stated, “It’s low only because I have a role in administration and not as
much in day-to-day operations.”
0
1
2
3
4
5
6
7
8
9
10
0 = No application
10 = High level of application all the time
Applying clinical knowledge
[How much of your time is spent applying clinical knowledge in your
work?]
The pharmacists rated the application of clinical knowledge with a score of 6.33, which is a mid-range
rating.
One respondent from Wyoming provided the following, “I am constantly asked medication dosing, side
effect and compatibility questions as well as being expected to help set up new protocols and
procedures.”
0
1
2
3
4
5
6
7
8
9
10
0 = No application
10 = High level of application all the time
Parental leave
[To what extent does your work setting offer parental leave opportunities?]
Respondents rated parental leave at 5.40 a mid-range response.
A director from Massachusetts stated, “I lead my teams with family first. The laws in our state are very
generous to family leave.” One respondent from Georgia added, “We have standard parental leave
opportunities, three months for mom and 1–2 weeks for dad.”
One respondent from Wisconsin had a very different and detailed response, “We need to think beyond
utilizing FMLA for parental leave. It is not enough to only allow parents UNPAID leave, being a
pharmacist, you are likely the parent that contributes significantly to the health of your family's
finances. It is not acceptable to expect a working individual to just go without being paid for 3+
months. Often employer programs do not have a PTO policy that can cover an individual to the entirety of
parental leave.”
0
1
2
3
4
5
6
7
8
9
10
0 = Limited opportunities
10 = Unlimited opportunities
Compensation
[To what degree do you feel compensated for your responsibilities in your work?]
Compensation van be viewed differently by each individual. The group as a whole rated this factor in the
mid-range with a 6.81 response.
One respondent from Wisconsin stated thy are, “Fairly compensated but approaching top of range.” A
respondent from Washington added, “I am well compensated for my responsibilities.”
Another from Colorado expressed a concern, “For my system level role, my compensation is less than that
of some managers.”
0
1
2
3
4
5
6
7
8
9
10
0 = Not well compensated
10 = Well compensated
Benefit package
[How comprehensive is the employee benefit package offered in your work setting?]
The directors in the group rated the overall benefit package as a mid-range 6.81, a similar rating to
compensation.
One respondent from Georgia stated that they have the, “Standard hospital benefit package.” Another
respondent from Wyoming added, “We have a good package as well as a discount on any services provided by
the hospital.”
A few respondents voiced concerns with one from Ohio indicating, “Has been better in the past.”
0
1
2
3
4
5
6
7
8
9
10
0 = Not comprehensive
10 = Very Comprehensive
Advice for students
Respondents provided advice across several areas and what the future brings. Expansion of services was
listed by 30.2% for the directors. Information from several of the pharmacists is listed below:
- “As you care for people, particularly as you get later in school and look at different practice
settings, determine what ignites your passion. Inevitably, if it is your passion and it helps
patients, the profession will grow in that direction and there will be a need you can fill.”
- “Our clinical skills are pivotal for the future of medicine. More and more things may become
automized, but that will create more opportunities for critical thinking.”
- “Continued focus on strategy and creative problem-solving; continued difficulty with obtaining
resources focused on supporting strategy.”
- “Find a role where you can actually apply what you went to school to learn and ‘get your hands
dirty’ in the practice of pharmacy as often as possible.”
- “Be open minded and remember you are here to serve others, not yourself.”
Professional organizations
Academy of Managed Care Pharmacy (AMCP)
675 North Washington Street, Suite 220, Alexandria, VA 22314
(703) 684-2600 | www.amcp.org
Accreditation Council for Pharmacy Education (ACPE)
190 South LaSalle Street, Suite 3000, Chicago, IL 60603-3446
(312) 664-3575 | www.acpe-accredit.org
American Association of Colleges of Pharmacy (AACP)
1400 Crystal Drive, Suite 300, Arlington, VA 22202
(703) 739-2330 | www.aacp.org
American Association of Pharmaceutical Scientists (AAPS)
Avedisian Hall, 7 Greenhouse Road, Kingston, RI 02881
(703) 556-0650 | www.aaps.org
American Association of Psychiatric Pharmacists (AAPP)
8055 O Street, Suite S113, Lincoln, NE 68510
(402) 476-1677 | www.aapp.org
American College of Apothecaries (ACA)
2830 Summer Oaks Drive, Bartlett, TN 38134
(901) 383-8119 | www.acainfo.org
American College of Clinical Pharmacy (ACCP)
13000 West 87th Street Parkway, Lenexa, KS 66215-4530
(913) 492-3311 | www.accp.com
American Foundation for Pharmaceutical Education (AFPE)
11325 Random Hills Road, Suite 360A-105, Fairfax, VA 22030
(571) 404-0471 | www.afpenet.org
American Pharmacists Association (APhA)
2215 Constitution Avenue, NW, Washington, DC 20037
(202) 628-4410 | www.pharmacist.com
American Society of Consultant Pharmacists (ASCP)
1240 North Pitt Street, Suite 300, Alexandria, VA 22314
(703) 739-1300 | www.ascp.com
American Society of Health-System Pharmacists (ASHP)
4500 East-West Highway, Suite 900, Bethesda, MD 20814
(866) 279-0681 | www.ashp.org
Board of Pharmacy Specialties (BPS)
2215 Constitution Avenue, NW, Washington, DC 20037
(202) 946-5026 | www.bpsweb.org
Hematology/Oncology Pharmacy Association (HOPA)
555 East Wells Street, Suite 1100, Milwaukee, WI 53202
(877) 467-2791 | www.hoparx.org
National Alliance of State Pharmacy Associations (NASPA)
2530 Professional Road, North Chesterfield, VA 23235
(804) 285-4431 | www.naspa.us
National Association of Boards of Pharmacy (NABP)
1600 Feehanville Drive, Mount Prospect, IL 60056
(847) 391-4406 | www.nabp.pharmacy
National Association of Chain Drug Stores (NACDS)
1776 Wilson Blvd, Suite 200, Arlington, VA 22209
(703) 549-3001 | www.nacds.org
National Association of Specialty Pharmacy (NASP)
300 New Jersey Ave, NW, #900, Washington, DC 20001
(703) 842.0122 | www.naspnet.org
National Community Pharmacists Association (NCPA)
100 Daingerfield Road, Alexandria, VA 22314
(703) 683-8200 | www.ncpa.org
National Pharmaceutical Association (NPhA)
10810 North Tatum Boulevard, Suite 102-965, Phoenix, AZ 85028
(480) 405-9291 | www.nationalpharmaceuticalassociation.org
Pharmaceutical Research and Manufacturers of America (PhRMA)
670 Maine Avenue, SW, Suite 1000, Washington, DC 20024
(202) 835-3400 | www.phrma.org