Management and Leadership Skills for Medical Faculty and Healthcare Executives: A Practical Handbook

Management and Leadership Skills for Medical Faculty and Healthcare Executives
	Foreword
	Leading in the Complex and Ever-Evolving World of Academic Medicine
	Preface
	Contents
	Contributors
	About the Foreword Authors
	Part I: Tools of the Trade
	1: Developing Yourself
		Introduction
		Five Components of Self-Development
			Awareness: The Essential Awakening That Things Could Be Better
			Intention
			Focus
			Action
			Hardwiring
		Conclusion
		Pearls and Pitfalls
		References
	2: Communicating Effectively: Balancing Content and Connection
		Introduction
		Balancing Content and Connection
			Quick Activity and Discussion: Balancing Content and Connection
		Why Effective Communication Is Important: Use of SBAR
			Activity and Discussion: Using SBAR
			Tips for Speaking with SBAR
			Tips for Writing with SBAR
		Effective Communication: Navigating a Complex Process
			Miscommunication: External
			Activity: Search for Common Miscommunication Errors
			Miscommunication: Internal
		Lessons for Leadership
			Effective Communication: A Human Process
		Conclusion and Best Practices
		Pearls and Pitfalls
		References
			Recommended Readings and Resources
	3: Giving and Receiving Feedback
		Introduction
		Use Active Listening and Powerful Questioning as the Foundation for Feedback
			Timing Is Everything
			The Sandwich Technique
		Self-manage
			Assumptions and Intentions
			Avoid Attribution
			A Word About Open-Ended Questions
			Angry Feedback
		Spot the Strengths
		“I” Statements
		Because I Said So
		A Note About Receiving Feedback
		Conclusion
		Pearls and Pitfalls
		References
			Recommended Readings and Resources
	4: Managing Conflict
		Introduction
		A Model for Conflict Management
		A Sample Scenario
		Pearls and Pitfalls
		References
	5: Managing Your Time
		Introduction
		More Than Quick Tips
		Behavioral Change Model
			Precontemplative
			Contemplative
			Preparation
			Action
			Maintenance
			Relapse
			Time Audit
			Setting Priorities
			Plan
			Time Consumers vs Time Traps
				Patient Care
				Teaching
				Time Traps
		Maintaining an Overall Balanced Life
			When You’ve Stretched Yourself Too Thin
		Maintenance and Relapse Stages
		Conclusions
		Pearls and Pitfalls
		References
			Suggested Readings
	6: Mindful Leadership
		Introduction
		Mindfulness: Not a Quick Fix
		Habits and Practices of Mindful Leaders
			Loving the Work
			Do the Work
			Connecting to Our Pain and the Pain of Others
			Case Study: Jared
		Pearls and Pitfalls
		Conclusions
		References
	7: Prioritizing and Decision-Making
		Introduction
		Dynamic, Agile, and Creative: We Need a New Model
		Decision-Making: New Collaborative Essentials
			Collaboration: An Iterative Process
		Decision-Making: The Human Element
			Choosing Your Team
			Support and Guide the Team: A Coaching Approach
		Prioritizing: Decision-Making Partner
			Greatest Competition: Tyranny of the Urgent
			Prioritizing and Decision-Making: Informal
			Formal Priorities: What and How
				Formal Priorities: Value
			Honoring Priorities with Tangible Decisions
		Workflow Clarity
			Zoom-In and Zoom-Out Perspectives
			Approach Your Day, Week, Month with Intentional Goals
			Allocate Your Attention Intentionally
		Adjusting Your Priorities: Clinical Case Study Analogy
		Conclusion
		Pearls and Pitfalls
		Reference
			Resources
	Part II: Management
	8: Principles of Management
		Introduction
		The Manager Imperative: What It Means To Be a Manager
		What’s Your “Style”
			Application Ideas
		Managerial Intelligence
			The Managerial Intelligence Foundation Skills
				Build Relationships
				Clarify Expectations
			The Managerial Intelligence 3Rs: Roles, Requirements, Rank
				Degree of Reliance on Manager Rank
			Application Ideas
				Clarify Roles
				Define Requirements
				Define Rank
		Conclusion
		Pearls and Pitfalls
		References
			Recommended Readings
	9: Running Effective Meetings
		Introduction
		Hallmarks of Ineffective Meetings
		Types of Meetings
			The Check-In
			Inspirational/Motivational
			Information Sharing and/or Problem Solving
		Organization of a Meeting
			Gathering and Greeting
			A Word About Norms
			Restating the Agenda
			Take Care of Routine Items
			Discuss the Topic at Hand
			Summarization and Wrap-Up
		If Conflict Erupts: Look at Content and Process
		Use of Fun and Other Tips
			Physical Space
			Model It
			Virtual Meetings
		Conclusions
		Pearls and Pitfalls
		References
			Recommended Readings and Resources
	10: Conducting Effective Retreats
		Introduction
		Start with the End in Mind
		Timing
		What Topics Warrant a Retreat?
		Who to Include
		Using a Facilitator
		Damage Control
		Designing a Great Retreat
		Next Steps: After the Retreat
		Pearls and Pitfalls
		Conclusion
		Suggested Reading
	11: Recruitment, Retention, and Dismissal
		Introduction
		Recruitment
			Identifying the Department’s Needs and Potential Candidates
			Recruiting Visits, Interviews, and Communication with Candidates
			Follow-Up Visits, Negotiation of the Package, and Closing the Deal
		Retention
		Dismissal
		Conclusion
		Pearls and Pitfalls
		References
	12: Managing Managers
		Introduction
		The Leader and the Manager
		Providing Direction
			Communicating and Operationalizing the Vision
			Coaching
			Differential Leadership
			Promoting Autonomy
			Onboarding
		Decision-Making and Feedback
			Providing Feedback
		Intervention
			Rescue Versus Intrusion
			Coaching Versus Fixing
		Celebrating Success and Succession Planning
			Make Investing in Your Managers a Priority
		Managing the Wayward Manager
			Relinquish, Recalibrate, Redeploy
		Conclusion
		Pearls and Pitfalls
		References
	13: Promoting Professionalism and Professional Accountability
		Introduction
		A Hypothetical Scenario
		The Project Bundle
			People
			Processes and Systems
			Application to Dr. A
		When Additional Help Is Needed
		Resources to Help Address Professionals’ Needs
			Application to Dr. A
			Application to Dr. A
			Postscript
		Conclusion: Lessons for Leadership
		References
	14: Creating a Culture of Inclusion Through Diversity and Equity
		Introduction
		Business Case for Equity, Diversity, and Inclusion
		Inclusive Leadership in Health Care
			Engagement: Relating to Others
			Enablement: Creating Environments for Others to Flourish
			Empowerment: Building Confidence and Communities
			Recognizing and Developing Talent
		Building a Culture of Inclusion
			Managing Inequities and Insensitivities
		Practical Applications
		Conclusion
		Pearls and Pitfalls
		References
			Recommended Readings and Resources
	Part III: Leadership
	15: The Leadership Stance
		Introduction: Managing and Leading
		Gaining Willing Followers
		Vision or Goal
		Context or Situation
			Academic Leadership Case Study
				Teresa Sullivan, University of Virginia’s First Female President
			Medical Leadership Case Study
				“Jennifer”
		Conclusion: Lessons for Academic Medical Leadership
		Pearls and Pitfalls
		References
			Recommended Resources
	16: Leadership Presence
		Introduction
		The Art and Science of Noticing
		What Does a Leader with Presence “Look” Like?
			Actions
		Is Presence About Authenticity, Transparency, and Vulnerability?
		Is Leadership Presence About Having Charisma?
		Slow Down to Be in the Moment
		Pearls and Pitfalls
		Conclusion
		References
			Suggested Readings
	17: Forming—and Reforming—Workplace Culture
		Introduction
		Cultures Form Us
		Leader as Student of Culture
			Observing and Asking
			Articulating
		Forming and Reforming Your Culture
			Who?
			When?
			Why?
			How?
			Always Forming
		Conclusion
		Pearls and Pitfalls
		References
			Recommended Reading
	18: Coaching and Mentoring
		Introduction: Our Future Demands More
		The Challenge: New Skills Are Needed
		Coaching and Mentoring Defined
			Similarities and Differences
		New Directions in Mentoring: Reverse Mentoring and Micro-Mentoring
			Reverse-Mentoring
			Micro-Mentoring
		The Democratization and Expansion of Coaching
		Benefits of Adopting Coaching in an Academic Medical Center
		The Mindset and Essence of Great Coaching
		Practical Coaching Tips You Can Use Today
		Conclusion
		Pearls and Pitfalls
		References
			Additional Resources
	19: Leading Up
		Introduction
		Complexity in Leading Up
		Assess Before You Lead Up
			Perception
			Internal Decisions
			External Decisions
		Communication, Power, and Influence
			What If You Do Not Know What They Want or What They Are Thinking?
		Pearls and Pitfalls
		Conclusion
		Suggested Readings
	20: Leading Without Line Authority
		Introduction
		Non-line Authority Leadership Is An Emergent Process
		Premised on Trust and New Relationships
		Distinguishing Characteristics of Non-line Authority Leaders
		Pearls and Pitfalls
		Conclusion
		Recommended Readings and Resources
	21: Political Savvy
		Introduction: What Does Political Savvy Have to Do with Leadership?
		Political Behavior in the Organizational Landscape
		Core Strategy for Political Savvy: Discern, Navigate, Influence
			Discern
			Navigate
			Influence
		Two Common Errors Would-Be Leaders Make
		Savvy Leadership Skill Set: Lead Without Telling People What to Do
			Exemplify
			Acknowledge
			Articulate
			Frame
			Follow
			Facilitate
			Presence
		Pearls and Pitfalls
		Conclusion
		Additional Resource
	22: Moral Courage
		Leading with Courage
		Organizational Culture
			Value Integrity
			Foster Fairness and Discourse
			Promote Effective Communication
		Exercising Individual Courage
			Understand the Barriers
			Seek Role Models
			Practice Skilled Conversations
		Case Study
		Pearls and Pitfalls
		Conclusion
		References
	23: Leading Change
		Introduction
		Character Traits Are Key
		Essential Character Traits of Effective Change Leaders
		Perspective
			Application: A Day at the Ranch
		Compassion
			Application: Having Compassion for Resistance
		Willingness
			Application: Facing the Challenges
		Change the Leaders, Change the Company: A Case Study in Developing the Character Traits of Change Leaders
		Pearls and Pitfalls
		Conclusion
		Reference
			Additional Resources
	24: Thinking Strategically
		Introduction
		The First Step: Evaluating Our Thinking
		The Second Step: Thinking Strategically as a Leadership Competency
			Selecting Your Strategies/Tactics
		The Third Step: Strategic Thinking as an Operational Mindset
		Growing Your Ability to Think Strategically
			Lessons for Leadership
		Strategic Thinking Pearls and Pitfalls
		Conclusion
		References
			Additional Resources
	Part IV: Advancing Your Career
	25: Growing in Your Current Role: Reaching the Next Rung on the Ladder
		Introduction
		Knowing Where You Are and Where You Are Headed
			Personal Goals and Planning
			Forests or Trees
		Finding Opportunities
			Do You Find Them or Do They Find You
			Confident, But Not Cocky
		Growing with Balance
		Pearls and Pitfalls
		Conclusion
			Lessons for Leadership
		References
			Recommended Readings and Resources
	26: Faculty Development and Promotion in Academic Medicine
		Introduction: Prospective Faculty Member
		Faculty Tracks
		Promotion: Understanding the Fundamentals
		The First Academic Appointment
			What Are the Criteria for Promotion?
		Associate Professorship
		Full Professorship
		Looking Toward Retirement
		Conclusion
		References
	27: Moving Out to Move Up
		Introduction
		When to Look; When Are You Ready?
		Networking and Leadership Development
		Looking Outside Your Organization Makes You Appreciate What Is Within
		Internal Opportunities: Do They Exist?
		When the “Headhunter” Calls
		When You Don’t Get the Position
		Juggling Multiple Interviews/Searches
		Should I Stay or Should I Go?
		Don’t Look Back and Don’t Stay Too Long
		Surprise Opportunities Presenting Shortly After Moving
		Honeymoon Period: Reestablishing Credibility
		Moving a Family
		Pearls and Pitfalls
		Conclusion
		Reference
	28: Executive Development
		Introduction
		Know Yourself: Knowledge and Perspective
		Develop Yourself: Charting a Path
		Know and Grow Others: Mentorship and Sponsorship
		Pearls and Pitfalls
		Conclusion
		References
	Index
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