Collaborative Services ~ Concierge Practice


Educational GLOBAL Connection Opportunity

Posted by Diana Rangaves, PharmD,CEO on February 21, 2012 at 12:05 PM Comments comments (0)

Educational Global Connection Opportunity

REGISTER for this e- magazine Community Service Educational Project.

Our intention is to identify upcoming areas and draw aneditorial vision to fulfill the information needs of a worldwide community.

“Connecting the Educational and Clinical Essentials”.




Sweet Angels ~ Pharmacy Technician Program SRJC

Posted by Diana Rangaves, PharmD,CEO on December 4, 2011 at 12:20 PM Comments comments (0)

Starting TODAY, is donating 50% of their net proceeds to Santa Rosa Junior College Pharmacy Technician Fund to support instructional equipment including IV bags, vials, TPN bags, etc. used by the students.

Please help to maximize this opportunity! Let's create an Angel e~Tree. Please forward this e-mail to as many friends, family, Tweets,Face Book, Linked In, media as you can. Ask those to send it on to others.

The goal is to reach as many people as possible, in this very short 7 days. The Sweet Angels fundraising campaign starts TODAY and ends,Sunday, December 11th!


When making a purchase please type in Pharm -Tech SRJC as the charity to support during the checkout process. 

Join the Sweet Angel Family in supporting the Santa Rosa Junior College Pharmacy Technology Program, from NOW until Sunday,December 11th! THANK YOU!

PRESS DEMOCRAT is Onboard! ~



Employee Engagement? Maybe the Holy Grail is Really Employer Engagement

Posted by Diana Rangaves, PharmD,CEO on May 19, 2011 at 6:23 PM Comments comments (0)

"More than one in three surveyed employees hopes to be working elsewhere in the next 12 months,” concludes MetLife in its 9th annual study of employee benefits trends.

It adds: “And this intent is true no matter the company size. Employers – lulled by a period of low turnover – may have become less focused on employee job satisfaction and retention.”

There’s another side to the employee engagement discussion that seems to be ignored. I like to state it as this: Give us a reason to be engaged in what the organization is doing. I’m not talking about a mission statement or the top three corporate values, or even the company brand or its long history of innovation, etc.

Consensus a driving forceI’m talking about the efforts a company makes when it truly believes that employees are valuable, that they’re not just “human capital” or “our greatest asset.” I’m talking about a kind of excitement that comes from the top, the energy that flows through every level of the organization.

Call it “Employer engagement.” To me it makes sense that if the employer isn’t committed to its employees and isn’t collaborating with them to achieve its objectives, then the level of employee engagement will never improve (or be well founded) no matter how many satisfaction surveys the company takes.

Consensus in what drives employee engagement seems to settle on the following traits of an employee who is proud to be engaged in pursuing the aims of the business. Call it the “Holy Grail” of engagement. I’d like to turn them around to face back to the C-Suite – are you an engaged employer?

How to get to the “Holy Grail” or engagement.

Belief in the organization.

We all want to believe in the company – that its processes, practices and policies are fair, reasonable, and help us accomplish what we want to accomplish. It’s a workplace culture thing, sure, but does the company actually make the effort to ensure that the organization is effective (beyond just being efficient, which usually translates into fewer staff and resources to do more work).

Is it supportive of individual initiative that furthers the “mission?” In other words, does the organization believe in its people?

Desire to work to make things better.

We all have ideas on how to improve things.

Are they taken seriously? Or is the status quo the “way we’ve always done it,” the supervisor’s micro-management style, the sometimes insulting, usually intrusive, and often inflexible HR set of policies, all given the hands-off treatment?

How does the organization show its own desire to make things better for employees?

Understanding of business context and the “bigger picture.

Information isn’t knowledge or understanding, but it’s probably fair to say it’s where engagement begins. Unfortunately, information is often tightly controlled or is simply not available. Ask around – “Name our top 10 (or  five, or three) clients.” “What is our business model – how do we make money?” “Who are our chief competitors, and what makes us different from them?” “What is our ‘value proposition’ to clients?” And of course, “How are we doing financially?”

Everyone in the company should know those answers. They are the big picture.

Respectful of, and helpful to, colleagues.

Do working policies and operating procedures help us connect with the work, with clients, and with colleagues?

Is the executive suite approachable at all? Is it a natural practice among managers to say “good job” every so often? Or, is the focus on mistrust of employees, and the environment one of “they need to be told to just do their work.” If capacity is strained, are there any release valves for pressures, any commitment to improving things, or is the thought of getting all this work from so few people just too enticing?

Willingness to “go the extra mile.”

This is called discretionary effort — the extra effort I make when I have to deliver on time or solve a customer’s problem, or how I work at a full resolution to the problem. Sure, I’ll go the extra mile, but what about the company? Will management make the effort to (a) encourage me; (b) support me with the necessary tools, resources, and time; and, (c) provide clear recognition of these efforts? (From “thank you” to other tangible recognition?) 

It’s not always possible for the employer to provide the right recognition – say a promotion, or financial incentive. But “going the extra mile” means being seen to make the effort, so that I truly feel that my own efforts make a difference.

Keeping up-to-date with developments in the field.

Sure we want to keep up, even be ahead of those developments, but is there a policy against time spent online getting this information? Is there a source from the company itself that is actively supported/promoted by management (a link to an industry site, for example, or a newsletter that company will subscribe to or pay for)?

Regular briefings available to all employees (not just managers)? Recognition of and support for attending local industry events?

It seems to me that engagement stems directly from leadership. An organization’s leaders who do what they can to remove procedure/process barriers, who humanize its work policies, who put people skills ahead of task skills in appointing managers, and – most of all – who communicate their enthusiasm for the business and its customers are going to have engaged employees at virtually every level of the enterprise.

That’s the Holy Grail.

by Steve Laird

Attribution Link

Safety, Trust, and Leadership

Posted by Diana Rangaves, PharmD,CEO on April 16, 2011 at 5:18 PM Comments comments (2)

Safety, Trust, Intimacy

By Ed Batista

In my capacity as a Leadership Coach at Stanford's Graduate School of Business, I work regularly with groups of MBA students whose purpose is to help the members learn, become more self-aware (and more aware of others), and change their behavior in order to achieve their goals more effectively.

But I'd argue that every group in every organization serves one or more of these purposes in addition to the group's explicitly stated function.  Intentionally or not, each group in which we participate serves as a de facto learning laboratory, within which we come to understand how our interactions with others support or undermine our efforts to accomplish the tasks noted above.

It's clear that some groups are more effective than others at helping the members learn, increase their awareness and change their behavior, and I believe that the group's levels of safety, trust and intimacy are the key factors in determining its effectiveness in this regard.

1) Every group's experience is rooted in a set of initial conditions: How and why were we assembled?  What will our first meeting be like?  What will we discuss there?  These initial conditions form the foundation for all subsequent "layers" of the group dynamic.

2) The foundational qualities that define every group are the levels of safety, trust and intimacy: Safety =  A belief that we won't get hurt.  Trust = We mean what we say and we say what we mean.  Intimacy = A willingness to make the private public.

3) When safety, trust and intimacy are established, these qualities support the actions that lead to greater success as a group: experimentation, risk-taking and a willingness to be vulnerable.

4) When we feel able to experiment, take risks and make ourselves vulnerable, our ability to learn, to increase our self-awareness (and our awareness of others) and to change our behavior in order to achieve our goals more effectively increases dramatically.

5) The process of building one layer upon another occurs in a unique context—so in addition to asking whether learning and change are taking place, we also need to assess how the group's context supports (or inhibits) the development of the underlying layers in the group dynamic.

As we learn, become more aware (of ourselves and others), and change our behavior to achieve our goals more effectively...

Learning, awareness and change become self-reinforcing norms in the group.Group members become more willing to experiment, take risks, and express more vulnerability.

We value the importance of safety, trust and intimacy and act to enhance these qualities in the group.And we identify and seek to replicate initial conditions that support the development of these qualities in future groups. So we need to ask...

How will the group's initial conditions support or inhibit the establishment of safety, trust and intimacy?

At each step of the group's subsequent development, are we increasing or decreasing the levels of these qualities?

What behaviors in the the group dynamic support the development of these qualities?

What behaviors inhibit these qualities?

A final point regarding feedback:

While excessive delicacy and indirectness inhibit learning, awareness and change, the degree of candor and directness in a group must be calibrated to the group’s current levels of safety, trust and intimacy. 

Feedback attuned to these qualities can increase their presence in the group by stretching the group’s capacity for candid and direct discussion.  But feedback that fails to take these qualities into account can actually lead to less safety, trust and intimacy than before and undermine the group’s ability to learn and change. 


"Celebrating Our Students" Santa Rosa Junior College Pharmacy Technician & Ensemble Class Graduation

Posted by Diana Rangaves, PharmD,CEO on April 4, 2011 at 12:00 AM

Please join us at a reception hosted by the Santa Rosa Junior College Pharmacy Technician Program & Advisory Committee to Recognize Ten Years of Current and Past Graduates.


You are cordially invited to attend the 10th Annual Santa Rosa Junior College

Pharmacy Technician Class of 2011 Graduation Ceremony & Ensemble Class from 2002 to 2010,


on Saturday, May 28th, Ceremony 1 pm to 2 pm, Dessert Reception 2 pm to 3 pm


The Race Health Sciences Building, Outside Rotunda and Lawn, on the SRJC Campus,

1501 Mendocino Avenue, Santa Rosa, CA,


Reception and Socializing follows the Ceremony.


Parking available on campus, $4

For More Information :
[email protected]



Leadership ~ The Capacity Theory

Posted by Diana Rangaves, PharmD,CEO on January 13, 2011 at 9:48 PM Comments comments (1)


Capacity Theory states that people are only entrusted with that which they have the capacity to handle.


If a leader can only lead ten people, they won't been trusted with fifty.


The only way for leaders to continually grow is for them to challenge themselves.

If you grow your capacity, you'll automatically been trusted with more.


If your time management skills are lacking you will become overwhelmed; therefore,make sure you have a mentor (or mentors).


Afterwards Become ONE for someone else!

LEADERSHIP ~ Qualities

Posted by Diana Rangaves, PharmD,CEO on January 8, 2011 at 10:59 PM Comments comments (0)

Leadership Qualities

.......are skills that people develop.There are 20 traits that are the most important. See how many you feel you already have, and which ones you’re working on. Comments? Insights?


The Top Leadership Qualities


20. Patience – A good leader needs to show their colleagues that they’re willing to give time to perform and learn.  A person who aggressively chases will only antagonizeand stress their colleagues. Good leadership is about waiting as well as acting.


19. Continuous Development – Smart people have always sought out useful books and learning material that will help them along their path.


18. Graft – There’s a simple rule that most good leaders follow – always do the unpleasant job yourself.


17. Fairness/Equity - Fairness is one of the key criteria. Quite simply, if one does not behave in an equitable manner, one will never gain respect.


16. Modesty - An important note to remember in every team.


15. Appreciates Quality - People must be able to feel good about their work and their skills.


14. Sense of Humor - A good sense of humor helps smooth over awkward or tense moments.


13. Wide Outlook – Take a look at the big picture. Choose not to get bogged down in small stuff.


12. Adaptability and Flexibility – A realist adjuststheir sails Ask the question “Ok, so how can I make the best of thissituation”.


11. Human Understanding – By being able to put oneself in the shoes of your colleague.


10. Clarity - Clearly identify roles and responsibilities which ensure that everyone knows what they’re supposed to be doing.


9. Charisma - The ability to speak confidently, with meaning, and merit.  


8. Ability to Delegate - Why continue to ‘meddle’ in small, trivial matters, and refuse to give colleagues the responsibility and confidence?  Building up another adds to the merit of the whole community.


7. Calmness – Calmness is a leadership trait.


6. Ability to Listen – Drawing upon the expertise and ideas of all those around you. Be a good listener.


5. Confidence – Confidence flows through a team just like cheerfulness or a hardworking attitude.


4. Consistency – Speaks for itself.


3. Approachability & Friendliness – A person who any colleague can feel like they could have a conversation with.


2. Passion and Motivation - Passion for what you do. Whatever your role, people will respect the fact that you take pride in your work, you enjoy it, and that you will therefore try your hardest to succeed. Passion and motivation will always trump formal training.


1. Trustworthiness - Ethics and trust has to come right at the top of the most important leadership traits for one simple reason.Nobody will follow, or be inspired by someone they distrust. A good reputation,likeability and respect will be absolutely impossible if you are labeled with an untrustworthy character.



Leadership ~ Retention

Posted by Diana Rangaves, PharmD,CEO on January 8, 2011 at 6:36 PM Comments comments (0)

Leadership ~ Ensemble Retention


  1. 30-Day, 60-Dayand 90-Day Performance Evaluations of new hires (Pharmacists, Technicians, and Ancillary Staff) with an emphasis on expectations, training and feedback.
  2. Foster development and integration into the Pharmacy culture by matching new hires with a mentor.
  3. Frequent workshop meetings addressing various topics, goals, feedback creates loyalty,commitment, engagement and trust.
  4. Fair and equitable pharmacist, pharmacy technician, and ancillary Rotation Schedule.
  5. Creation of Enhanced Structure including clinical projects, P & T, development ofprograms, policies, protocols and best practices.
  6. Sponsorship of Leadership Development by allowing pharmacy personnel project-leadership roles and creative opportunities.
  7. Recognition of pharmacy employees by Pharmacy Manager and colleagues in Department Workshop/Meetings and Organization.
  8. One-on-One time with the Pharmacy Manager who makes the Effort to know every employee.
  9. Pharmacy Management Advocacy of the Value of Pharmacy across the organization.
  10. Kind, flexible, approachable Pharmacy Manager, whose show of concern for the development and welfare of others is genuine AND who keeps her Word, Building Trusting Relationships.