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Large pharmacy chain · LIDStore managers caught between targets and teams: a pharmacy chain measured leadership at the counter
Stores serving similar customers had very different results, and the only variable that changed was the manager.
Pharmacy chain with about 6,500 employees, 410 stores in four states and 470 leaders across store managers, responsible pharmacists and regional supervisors. Rapid expansion meant opening stores with newly promoted managers.
ChallengeCounter staff turnover was high and concentrated in some stores. The people team wanted to understand which leadership behaviors set stable stores apart and to prepare the next generation of managers.
360° Leadership (LID)
Why this instrument. LID Regular covers all six pillars with a questionnaire short enough for store teams to answer during their shift, with breakdowns by region and tenure in role.
Format: Regular · Respondents: 2,260 of 2,900 (78%)
Where the organization stood
- Stagnant
- Reactive
- Emerging
- Structured
- Advanced
- Benchmark
From results to action, in three waves
- 90 days
Priority stores identified and managers debriefed.
- 6 months
Regular team conversations in place across stores.
- 12 months
New reading and a development path for future managers.
Before and after, pillar by pillar
Reapplied after 10 months: 55 (Emerging) → 64 (Structured).
What changed in operations
- Leadership index moved from 55 (Emerging) to 64 (Structured).
- Counter staff turnover fell from 41% to 34% per year.
- Store team engagement rose from 62% to 69% in the internal survey.
- Internal promotion to store manager went from 46% to 58% of open positions.
What this case teaches
- Strategic vision was the lowest pillar because targets reached stores without explanation. Translating strategy became the supervisors’ job.
- New managers needed support in their first months, not just training before taking over.
- Comparing similar stores made the leadership conversation concrete and less personal.
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