INSIGHTS

I had the privilege of meeting the student leaders (eBOD) of the IPhO chapter at The Ohio State University College of Pharmacy, and their energy was contagious. We talked about where they want to go in their careers, the many paths open to them in the pharmaceutical industry, and the learning journey it takes to get there. What stood out most wasn’t just their ambition. It was their commitment. These students aren’t waiting for opportunities to find them; they’re putting in t

What happens when PharmD students get a behind-the-scenes look at the pharmaceutical industry? They discover a world of possibilities. Teaching at The Ohio State University College of Pharmacy, I’ve loved watching students’ curiosity grow into confidence as they learn how medicines are developed and the vital role PharmDs play in getting them to patients. Watching students’ curiosity turn into confidence, and their interests turn into real career direction, is truly inspiring

Your first month as a new manager should be quieter than you think. That may feel a bit backwards. When you step into a leadership role, the urge is to prove yourself fast. You want to roll out a plan, fix problems, and show everyone they're in good hands. The challenge is that when we're in a hurry to help, we don't always take the time to understand. That's why I think the first month should be spent listening more than talking. Get to know how the team works, what each per

Nobody gets promoted for being busy. Being busy and making an impact aren't the same thing. A lot of us grew up believing good work speaks for itself. I wish it did. But the opportunities usually go to the people whose value is easy to see. So, the next time someone asks how you're doing, skip "I've been slammed." Tell them what your work made possible: "We cut our turnaround time." "The team was able to make a faster call." "We caught a risk before it turned into a problem."

By the time a role gets posted, the conversation about who might fill it has often been happening for months. The leaders who advance are usually thinking about succession long before there's an opening. If you want your name to come up, don't wait for the posting. Let your leaders know where you'd like to go and give them opportunities to see you growing into that next step. Career readiness isn't something you scramble to prove when an opportunity appears. It's built steadi

Here’s something I’ve learned… most "difficult" people aren't trying to be difficult. They're often just motivated by something different than we are. As leaders, it's easy to label someone as resistant, emotional, or checked out when things get tense. I've done it too. Resistant. Emotional. Demanding. Checked out. But labels stop us from asking the more useful question: what's driving this person? We're all wired a little differently. Some people are energized by new ideas.

How do you navigate a difficult relationship with someone you need to work with? Most people avoid the conversation. Unfortunately, avoidance usually makes the problem bigger. When emotions are running high, give yourself time to reset. Then approach the situation with a clear objective: improve the working relationship, not win an argument. Focus on what you can control: Stay calm and avoid reacting in the moment. Address specific behaviors, not the person. Keep the conversa

During times of change, leaders are under a microscope. Your team isn't just listening to what you say. Your tone, reactions, and body language often communicate as much as your words. The challenge is that you won't have all the answers. You may even be processing the change yourself. That's where emotional intelligence comes in. Before stepping into a meeting, take a moment to check in with yourself. What are you feeling? How do you want to show up for your team? Then focus

The first 90 days after a reorg can feel unsettled for everyone, including leaders. Before taking action, take time to understand the intent behind the new structure. Listen closely to senior leadership, ask questions, and get clear on what's changing, what's staying the same, and what's expected moving forward. Then help your team make sense of it. Focus on: Clarifying priorities Deciding what to continue, stop, or change Connecting everyday work to the bigger picture Most i

The change was decided three levels above you. Now what? When a major change gets handed down from leadership, managers often feel pressure to have all the answers immediately. My advice: don't rush. Even if you didn't make the decision, you still shape how your team experiences it. Acknowledge the disruption. Cut off rumors with clear communication. Focus people on what changes now and what's next. Be honest about what you know... and what you don't. When you're leading t

If “managing up” makes you uncomfortable, you are not alone. It is often misunderstood as influence or even manipulation. Managing up means building a strong working relationship with your manager so priorities and expectations are clear. Managing up helps your manager see your work, your value, and where you may need support. The clarity provided in these conversation matter even more in remote or matrixed environments, where alignment does not happen automatically.

If the interview question, "Tell me about a time you led," makes you nervous, here's a reminder: You don't need to have managed people or held a formal leadership title to demonstrate leadership. The Center for Creative Leadership defines leadership through three outcomes: direction, alignment, and commitment. In other words, leadership happens when people work together to achieve something they couldn't accomplish alone. If you've contributed to a team initiative, supported

Decision making means choosing the best option amid uncertainty and incomplete information. It is not about finding one correct answer. Start with a sound, data-driven rationale from the information available. Be timely and clear. Consider input from stakeholders and be consistent with your values. Preserve options and limit regret. A wise friend once compared decisions to hats, haircuts, and tattoos—a useful way to gauge how much time each choice deserves. A hat is easy

Nobody gets promoted for being busy, because busyness doesn’t always translate to impact. Many of us were taught that hard work should speak for itself. While in reality, opportunities come when people can see the value you've created. Instead of saying, "I've been slammed," try sharing the outcome: This reduced turnaround time. This helped the team make a faster decision. This prevented a risk. That kind of update isn't bragging, you're providing context. This is especially

Leadership begins succession planning early. By the time a role is posted, the decision is often already taking shape. If you want your name in that conversation, make sure leaders understand your career goals and see how you are building the skills to step confidently into the next opportunity. Make it easy for leadership to think of you for the role. The question is not, “How do I sprint when an opportunity appears?” It is, “How do I build the right competencies now so I

The fastest way to stall your career is to assume you already know enough. As B.B. King said, "The beautiful thing about learning is that no one can take it away from you." The reality is that the skills that helped you succeed today may not be the ones that help you succeed tomorrow. Many people see learning as something tied to school or the early stages of a career. But continued growth comes from staying curious and committed to learning over the long term. Think of it as

One of the most common challenges I see among high-achieving women is that they're so busy leading, delivering, and caring for others that they rarely create space to think about their own growth. Yet some of the most powerful leadership breakthroughs happen when we pause long enough to reflect, gain clarity, and intentionally choose what's next. As an executive coach and business owner, I'm passionate about helping leaders navigate transitions, strengthen their confidence, e

My mom painted this swan, and it sits on my desk as a reminder to slow down. Swans glide across the water with effortless calm. What we don’t see are their webbed feet paddling—perhaps frantically—beneath the surface. That image comes to mind when I think about executive presence. Executive presence is something you may already have—or something you’re working to build. As a leader, your actions are amplified. If you seem rushed or overwhelmed, people may assume things ar

Last week, I shared a post about an award I received for my Child Advocate role, but I realized I didn’t really explain what that role means. A few people asked about it, and I truly appreciate the interest (and kind words related to my award). In my county, a Child Advocate is a volunteer who helps ensure children in foster care have someone speaking up for their voice and best interests in court. You may also hear this role called a GAL (Guardian ad Litem) or CASA (Court

I avoid virtual backgrounds on video calls because my hands disappear when I gesture to emphasize a point. As it turns out, all that hand waving may actually be helping. When TED Talk speakers use gestures to visually reinforce an idea, people are more engaged and more likely to connect with the message according to Research by Luca Cascio Rizzo, Assistant Professor of Marketing at the Marshall School of Business at USC. Sometimes our hands help tell the story just as much a