Bradley HamnerFounder, BlueprintOS · Founder - Above the Business & BlueprintOS

Unlocking Leadership Potential with Randy Gravitt

Name: Unlocking Leadership Potential with Randy Gravitt
Uploaded: 2024-07-26T04:00:07+00:00
Duration: 55 s
Channel: Bradley Hamner
Description: In this excerpt from the YouTube interview "Unlocking Leadership Potential with Randy Gravitt," Randy highlights a critical gap in pharmacy education…

26 Jul 2024 · 1 min

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In this excerpt from the YouTube interview "Unlocking Leadership Potential with Randy Gravitt," Randy highlights a critical gap in pharmacy education: graduates often assume leadership roles—managing teams of 8 to 20 people—without ever having been taught core leadership skills. He argues that traditional curricula focus on clinical competencies while neglecting essential leadership fundamentals such as casting a vision, developing people, navigating change and innovation, and balancing results with relationships. Randy warns that simply adding more of the same content will not elevate leadership capability; instead, educators must deliberately teach and reinforce these foundational competencies to ensure new pharmacy leaders can effectively lead meetings, solve problems, and build high‑performing teams.

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sudden they've got a team of 8, 10, 20 people that they're organizing and trying to lead. And you go to pharmacy school, just like if you go to, you know, any— pick any school you went to, there's a good chance that nobody ever taught you how to lead a meeting or solve problems or how to build a team or any of that stuff that you end up doing with a lot of your job. The competencies are good, but— and I think the same thing is true with your question. If we're not careful, we'll just teach them more of what they've already been taught Now, can they do those things better? Yes, they ought to be leveling up all the time. But when we think about leadership skills, I would go back to some of the fundamentals that we teach. I mean, it starts with vision. Can they cast vision? Can they develop people? What does that look like? How skilled are they at change and innovation? Some of those kind of things. Do they understand and value what we say results and relationships?