To support a culture of responsibility, the pharmacy must communicate to employees why we do what we do. This is not about just issuing a set of figures, but an emotional message about what the pharmacy wants to achieve.

Employees want to feel part of a success story. An energetic manager also sets the pace for performance. Creating buy-in to a culture of responsibility means ensuring that the employee knows:

1. Why we are doing this
2. Why it is important
3. How I am involved
4. How I can contribute to the success.

Communicate the direction of the business

A determination of what is important to the pharmacy normally precedes delegating responsibility and this flows from the strategic game plan and business plan.

1. What are the most important priorities?
2. What actions need to take place to address these priorities?
3. What resources will support identified actions?
4. What new resources are needed?

Understanding the key business priorities should lead to the development of clear action plans for the pharmacy.

When we know what we must achieve as a manager, then we can communicate our direction of travel to others. An appreciation of current and required resources will focus the mind on employee skill and competency. Additional responsibility cannot be passed to those who do not have the necessary skill or competency; this is simply a recipe for disaster.

Delegate responsibly

To delegate a task, the manager should answer the following five questions:

1. Who is the right person for this task?
2. What will be delegated?
3. When will it be delegated?
4. Why is it being delegated?
5. How will it be delegated?

Once a task has been delegated, the task should not be taken back if the employee is experiencing difficulty. This is referred to as 'reverse delegation'. The employee may raise issues, hoping that you will resume responsibility for them, but the manager should offer further guidance and information so that the employees can complete the task themselves.