To be successful in her job, she has to collaborate with the other departments of the hospital and make important decisions. Shankman, the author of the book Emotionally Intelligent Leadership, explains that, “A key characteristic of building teams is creating a shared purpose and committing to shared goals.” Shankman explains that the individuals have to be committed to a group effort and work as a team. In the hospital, all the pharmacists have to work together and treat their patients in order to help the patient’s health. When everyone does his or her part and collaborates in the hospital and in the department of pharmacy, it leads to a successful …show more content…
April believes that speaking the truth and being honest are very important when dealing with difficult situations. As a leader, some conversations may not be pleasant because an issue may have surfaced that needs to be addressed. When this occurs, an employee could have violated a policy or made a mistake with patient care. April has to address the issue privately with the employee in private to prevent the other pharmacist from feeling embarrassed. By doing this, she respects her staff’s privacy and feelings. She has to prepare herself for tears and placing blame. Blame in this context is different than the Blame explain in the book Difficult Conversations by Stone, Patton and Heen. Blame in the pharmacy sense is based on a technicality, where a set of rules is broken. In the book, placing blame is more connected to judgment and feelings. Some of the questions mentioned in the book can apply to both areas of blame, for example; who is to blame? Should the actions be judged against a code of conduct? How should the person be punished? These questions can be answered differently in different