CONNECTORx CORNERx: 034 - 2025-06-25

CONNECTORx CORNERx Pharmacy Strategy & Career Development Newsletter: CPO vs VP, Slow Productivity, Happiness 

PHARMACY STRATEGY: CPO vs VP 

With the announcement of a promotion of a colleague to the role of Chief Operating Officer (COO) while maintaining pharmacy leadership, I was reminded of a dilemma related to the leadership level of the top leader of a health system pharmacy enterprise.  

As health systems evolve, so do the roles of pharmacy leaders. Two common leadership structures are emerging: the Chief Pharmacy Officer (CPO), who focuses exclusively on pharmacy operations and strategy, and the Vice President of Professional Services (or other similar name), who oversees pharmacy and along with other clinical or operational departments. Each model offers unique advantages and potential trade-offs. 

Pros of the Chief Pharmacy Officer Role 

• Focused Expertise: A CPO brings deep clinical and operational knowledge specific to pharmacy, allowing for more strategic decision-making and innovation within the department. 

• Advocacy and Visibility: With a seat at the executive table, the CPO can directly advocate for pharmacy’s role in patient care, safety, and cost containment. 

• Talent Development: A dedicated leader can better mentor pharmacy staff, build leadership pipelines, and foster a strong departmental culture. 

Cons of the Chief Pharmacy Officer Role 

• Limited Scope: The CPO may have less influence over broader system initiatives that intersect with pharmacy, such as care transitions or population health. 

• Resource Competition: Pharmacy may still compete for attention and funding with other departments led by VPs with broader portfolios. 

Pros of the VP of  Professional Services Role 

• Cross-Departmental Influence: A VP overseeing multiple areas can integrate pharmacy into broader system strategies, such as quality improvement or service line development. 

• Operational Synergies: Overseeing related departments (e.g., lab, radiology, or supply chain) can lead to more efficient workflows and shared resources. 

• Executive Visibility: This role often reports directly to the COO or CEO, increasing pharmacy’s visibility at the highest levels. 

Cons of the VP of  Professional Services Role 

• Diluted Focus: Pharmacy may receive less attention than other departments, especially if the leader’s background isn’t in pharmacy. 

• Leadership Gaps: Without a strong second-in-command, pharmacy-specific initiatives may stall or lack strategic direction. 

Which Model Is Right for Your Health System? 

The best structure depends on your organization’s size, complexity, and strategic goals. Some systems even blend the two—appointing a CPO who reports to a VP of Professional Services to balance focus and integration. 

I prefer to have a CPO in the C-Suite so they have the focus and a seat at the table.  

What leadership model does your health system use, and how has it impacted pharmacy’s role and performance? I’d love to hear your perspective—reply and share your thoughts in the comments. 

CAREER DEVELOPMENT: Slow Productivity 

I wanted to share insights from an interesting session at the ASHP Futures meeting, "The Joy of Being "Selfish": How to Protect Our Well-Being with Slow Productivity" - Michael D. Wolcott, PharmD, PhD, BCIDP - UNC School of Pharmacy 

In a world that glorifies hustle and constant output, it’s easy to feel like we’re never doing enough. But what if the problem isn’t our effort—it’s the system we’re working within? Three powerful books—Laziness Does Not Exist by Devon Price, Slow Productivity by Cal Newport, and Do Nothing by Celeste Headlee—challenge the cultural obsession with busyness and offer a new path forward. 

Devon Price dismantles the myth that people are lazy, arguing that what we often label as laziness is actually exhaustion, burnout, or a response to unrealistic expectations. Cal Newport builds on this by advocating for “slow productivity”—a deliberate, focused approach that values depth over speed and sustainability over short-term gains. Meanwhile, Celeste Headlee reminds us that constant activity doesn’t equal value, and that reclaiming rest, reflection, and human connection is essential for well-being. 

Together, these authors invite us to redefine success—not by how much we do, but by how intentionally we live and work. For pharmacists, healthcare professionals, and business leaders alike, this shift could mean healthier teams, better outcomes, and a more meaningful professional life. 

What’s your relationship with productivity right now? Have you tried slowing down—and if so, what changed? I’d love to hear your thoughts. 

FUN & JOY: Happiness 

We often think of happiness as a reward—something we earn after achieving success. But research shows the opposite is true: happiness is a precursor to success, not just a byproduct. Studies from institutions like the University of Pennsylvania and Harvard Business Review reveal that people who cultivate joy and optimism are more productive, resilient, and creative. 

True happiness isn’t fleeting pleasure—it’s a deeper sense of joy that comes from moving toward your potential. It’s not about ignoring challenges, but about developing what experts call rational optimism: the ability to realistically assess the present while believing your actions still matter. This mindset buffers the brain against negativity and prepares it to scan for opportunities, not threats. 

So how do we train our brains for joy? Simple daily habits like writing down three things you’re grateful for, reflecting on a positive moment, or doing 15 minutes of cardio can rewire your brain to see the world through a more positive lens. These aren’t just feel-good exercises—they’re performance enhancers. 

Check out the resources at UPenn - Authentic Happiness. 

What’s one small habit you’ve used to boost your happiness or mindset? I’d love to hear your experience.