u/pharmacytech8

Looking for insight on navigating a 'house of cards' pharmacy environment while maintaining professional immunity at a Walmart Pharmacy.

I will try to make this a short as possible. I'm dealing with a very unique situation with my current Pharmacy manager that I have not dealt with before with other Pharmacy managers or pharmacists or any managers in general. After some thinking of the entirety of the situation I need to get some opinions an advice on how to handle the situation moving forward. Also I have to ask the question is this a house of cards just waiting to fall? I feel like I'm overthinking some of these things but this is too much of a coincidence at this point.

​Managerial Instability: The manager is exhibiting erratic behavior, defensiveness, and avoidance, which are strong indicators of significant stress and poor management practices.

​Boundary Issues: There is evidence of past boundary-blurring with patients, such as concert trips and gift-giving, which are major professional ethical concerns. Also boundary issues with staff. Letting staff have food and the pharmacy any drinks they want not following up on appropriate attire. She even gave a staff member Ray-Ban meta glasses.

​High-Risk Staffing: The current roster—consisting of an incompetent full-time tech, an uncertified part-time tech, and a toxic staff member—creates a high potential for errors and audit failures. She has stopped using scrt consistently like she used to when she first started. We have another staff pharmacist who makes a lot of errors all the time and she would always be doing something on scrt because of his mistakes. After her Bentonville trip that has completely ceased to exist from what I have seen.

​Avoidance Tactics: The manager has moved me out of opening/closing shifts and ceased informal communication, likely to hide her workflow. I never open or close with her alone anymore- which is fine by me.

​Defensive Documentation: The mention of a "phantom complaint" behind my back and with an earshot of the pharmacy. It was loud enough that I could easily hear what she was saying. She never brought anything up to me about any possible complaints, and I never get any complaints towards me at least to my knowledge.

​Professional Protection: i will continue to document my own tasks, strictly follow the Pharmacy Operations Manual (POM), and maintain professional distance.

​Pre-Bentonville Shift: Her behavior changed drastically before her work trip to Bentonville, marking the transition from an over-sharing "friend" to a paranoid, avoidant manager.

​The Text Message: I had to call out one day and use the appropriate channels I gave her a courtesy text message stating I was not coming in for the day and then I received text message received after calling out further highlights her defensive, reactive communication style, confirming the "caged animal" mentality. Was very passive aggressive

​The Severity of the Breach: Based on these behaviors, the central question remains: How severe is her professional misconduct? Given the combination of boundary violations, retaliatory staffing tactics, and potential ethics failures. The total 180 shift makes me think she made some majorly bad choices and she was trying to cover her tracks to prevent her store from being audited for anything. What are your guys's thoughts?

Thank you for any input.

I will try to make this a short as possible. I'm dealing with a very unique situation with my current Pharmacy manager that I have not dealt with before with other Pharmacy managers or pharmacists or any managers in general. After some thinking of the entirety of the situation I need to get some opinions an advice on how to handle the situation moving forward. Also I have to ask the question is this a house of cards just waiting to fall? I feel like I'm overthinking some of these things but this is too much of a coincidence at this point.

​Managerial Instability: The manager is exhibiting erratic behavior, defensiveness, and avoidance, which are strong indicators of significant stress and poor management practices.

​Boundary Issues: There is evidence of past boundary-blurring with patients, such as concert trips and gift-giving, which are major professional ethical concerns. Also boundary issues with staff. Letting staff have food and the pharmacy any drinks they want not following up on appropriate attire. She even gave a staff member Ray-Ban meta glasses.

​High-Risk Staffing: The current roster—consisting of an incompetent full-time tech, an uncertified part-time tech, and a toxic staff member—creates a high potential for errors and audit failures. She has stopped using scrt consistently like she used to when she first started. We have another staff pharmacist who makes a lot of errors all the time and she would always be doing something on scrt because of his mistakes. After her Bentonville trip that has completely ceased to exist from what I have seen.

​Avoidance Tactics: The manager has moved me out of opening/closing shifts and ceased informal communication, likely to hide her workflow. I never open or close with her alone anymore- which is fine by me.

​Defensive Documentation: The mention of a "phantom complaint" behind my back and with an earshot of the pharmacy. It was loud enough that I could easily hear what she was saying. She never brought anything up to me about any possible complaints, and I never get any complaints towards me at least to my knowledge.

​Professional Protection: i will continue to document my own tasks, strictly follow the Pharmacy Operations Manual (POM), and maintain professional distance.

​Pre-Bentonville Shift: Her behavior changed drastically before her work trip to Bentonville, marking the transition from an over-sharing "friend" to a paranoid, avoidant manager.

​The Text Message: I had to call out one day and use the appropriate channels I gave her a courtesy text message stating I was not coming in for the day and then I received text message received after calling out further highlights her defensive, reactive communication style, confirming the "caged animal" mentality. Was very passive aggressive

​The Severity of the Breach: Based on these behaviors, the central question remains: How severe is her professional misconduct? Given the combination of boundary violations, retaliatory staffing tactics, and potential ethics failures. The total 180 shift makes me think she made some majorly bad choices and she was trying to cover her tracks to prevent her store from being audited for anything. What are your guys's thoughts?

Thank you for any input.