Guiding Senior Pharmacy Leaders Through Purposeful Transitions
In academic pharmacy, we spend much of our careers climbing—to the next title, the next responsibility, the next institutional challenge. But what happens when the ladder no longer points to a new title and office, but instead toward something more personal?
For late-career faculty and leaders, the question isn’t what’s next on my CV—it’s what’s next for me? These are seasoned professionals who are too young to retire, but wise enough to crave deeper alignment with passions, people, and purpose. And yet, our profession offers few guideposts for navigating this powerful but often quiet transition.
Whether it’s stepping away from a deanship to write, consulting part-time, mentoring the next generation, or finally launching that dream project, this “next chapter” deserves more visibility—and more support.
Here’s how academic institutions and individuals can better understand and embrace this rarely discussed but deeply important leadership shift.
1. Normalize the Conversation Around “Stepping Out”
Key Idea: Career transitions later in life aren’t exits—they’re evolutions.
For many pharmacy leaders, stepping away from formal roles feels like a taboo topic. There’s a fear of being seen as disengaged or “winding down,” rather than courageously pivoting toward renewed purpose. Institutions must reframe this narrative.
Try This:
Host confidential peer roundtables where late-career faculty can explore goals beyond their current titles.
Encourage reflective sabbaticals or short-term reassignments as a bridge to their next chapter.
Example:
A long-time department chair steps down to lead a regional initiative on health equity. Instead of seeing this as a loss, the college celebrates it as an extension of impact.
2. Support Identity Shifts
Key Idea: Leadership isn’t just a role—it becomes part of who you are.
Letting go of the title often means letting go of the identity that comes with it. This can feel liberating—but also destabilizing. The key is to help leaders rediscover their value outside of hierarchy and calendars.
Try This:
Recommend executive coaching or structured reflection tools to help uncover personal values and vision for the future.
Offer transitional roles like “Senior Advisor” that allow for contribution without day-to-day management.
Example:
A former dean partners with faculty development to mentor emerging leaders, channeling years of wisdom into legacy-building relationships.
3. Redesign Time, Not Just Roles
Key Idea: Freedom of time can be disorienting without purposeful structure.
Moving from back-to-back meetings to open project time can feel less like a gift and more like a void. Leaders used to full calendars may struggle with setting boundaries or creating self-directed goals.
Try This:
Encourage a “priority map” where leaders identify 3–5 focus areas that align with their values and goals.
Help structure time with “theme days” (e.g., Mondays for writing, Wednesdays for mentoring).
Example:
A former associate dean now focuses Tuesdays and Thursdays on writing a book—framing the effort as a meaningful continuation of scholarly work, not a retirement hobby.
4. Create Legacy Pathways Within the Institution
Key Idea: Leaders want to leave something behind that outlives their tenure.
Faculty approaching this stage often want to give back in meaningful ways—passing on lessons, shaping culture, or building programs. Institutions should create intentional platforms to channel this.
Try This:
Launch “Legacy Labs” where senior leaders design short-term impact projects with clear outcomes.
Build an internal recognition system that highlights the contributions of faculty in this phase.
Example:
A senior faculty leader develops a one-year leadership institute for early-career faculty, funded through a small institutional grant and guided by their own lived experience.
Final Thoughts:
Transitions at the peak of your career aren’t about slowing down—they’re about showing up differently. Academic pharmacy needs a stronger framework for guiding late-career leaders through this journey with dignity, creativity, and purpose.
Let’s stop seeing the end of formal leadership as the end of contribution. It may just be the beginning of their most meaningful work yet.
Next Steps to Guiding Late-Career Passions to Reality:
Ready to rethink what “next-level” looks like in the second half of your career? Explore coaching and consulting support tailored for academic leaders at every stage—especially this one.
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