Zack Dumont
The proverb itself has stood the test of time: If you want to go fast, go alone; if you want to go far, go together. The adage is not clearly attributed to any one person, and perhaps this is intentional. It speaks to what leadership isn’t, and in place beckons collaboration, cooperation, coordination, and engagement, tools leaders strive to use.
Leadership is about others. An individual’s specific credentials or qualifications do not guarantee success. A leader must find ways to create a particular environment; one where the collective competency of team members can optimally radiate. Further, when presented with an opportunity to lead, we learn that the spotlight will come—there are times when this will be welcome and others when it won’t—thus, there’s no need to force it. Instead, the opportunity can be used to shine the spotlight on others.
Leadership is about listening to others. It’s not about the leader getting first crack. To lean on another important saying: leaders eat last. It’s still great for a leader to bring forth ideas, especially if they are innovative. However, an idea is not much good if the visionary can’t help others see how the benefits may outweigh the risks. While we must work together to ensure we’re attentive to every voice, it’s up to those in leadership roles to communicate their vision in compelling and inspirational ways. This helps reach the state whereby a team can make informed decisions. On that note, it’s not all about ‘majority rule’. It’s about first seeking consensus.
Leadership is about all time. For example, we mustn’t simply aim to balance this year’s budget, we must also aim to balance next year’s, and the year after that, and so on. It’s about setting-up to have infinite budget cycles. It’s critical not to throw away everything for today, as tomorrow is just as important, and vice versa. On this, we should seek balance. To go completely without today in speculation for tomorrow is not only unpopular, but arguably unethical. As leaders, we must think about sustainability, consider both today and tomorrow, and balance making safe decisions with taking calculated risks. A legacy isn’t about what is done for the current state, it’s about what is left behind for those who come next.
In these times of unfamiliar adversity and uncertainty, I’ve never been more grateful for and optimistic about the Canadian Society of Hospital Pharmacists (CSHP). Despite attending more virtual meetings than we could’ve ever possibly imagined, battling tumultuous economics, and having the odds stacked against us, our Board and Executive have risen to the challenge. To all CSHP members and supporters, staff, and volunteers, including those on affiliated boards, branches, committees, and task forces, you likely signed up for something very different than what you got. Yet, the show goes on! This is possible, because you are all leaders—you make it about others, about their wants and needs—CSHP continues to succeed, and the future is bright. We’re sticking together, and we’re going the distance.
Canadian Journal of Hospital Pharmacy , VOLUME 75 , NUMBER 1 , Winter 2022