D. Neil Granger Boyd Professor & Head Department of Molecular & Cellular Physiology LSU Health Sciences Center-Shreveport Mid-Career Transitions: Choices.
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D. Neil GrangerBoyd Professor & Head
Department of Molecular & Cellular PhysiologyLSU Health Sciences Center-Shreveport
Mid-Career Transitions: Choices & Challenges
Assuming Administrative/Leadership Positions While Maintaining an Active Research Program
Expanding Job Opportunities for Department Chairs in US Medical Schools
Until recently, 125 US medical schools employing ~3,000 Department Chairs
Existing physiology chair vacancies average ~16 per year (2005-07)
In response to a predicted shortage of physicians in the US, the AAMC has called for a 30% increase in medical school enrollment.
Proliferation of new medical schools:Florida International University College of Medicine (Miami)
University of Central Florida College of Medicine (Orlando)
Paul L. Foster School of Medicine (El Paso, TX)
Touro University College of Medicine (Hackensack, NJ)
Scripps School of Medicine (La Jolla, CA)
Oakland University Beaumont Medical School (Rochester, MI)
Hofstra University School of Medicine (Hempstead, NY)
The Commonwealth Medical College (Scranton, PA)
Virginia Tech Carilion School of Medicine (Roanoke, VA)
Expectations of the Department Chair
The Dean (whose success or failure largely depends on performance of Chairs):
Advocate for Department/faculty
Promote the goals and objectives of Department (teaching, research, service)
Partner in management of medical center (institutional vision)
Apply responsible management practices in dealing with the budget, hiring/firing personnel, resource allocation, state/federal regulations, compliance issues, etc
Set an example for faculty in scholarship, teaching & research
Expectations of the Department Chair
The faculty (success of Chair depends on what s/he can get others -- the faculty -- to do):
Primary spokesperson & advocate for Department/faculty
“Hold the line” with central administration (Dean) on issues perceived to negatively impact faculty/Department
Establish/maintain equity among work loads carried by individual faculty
Hold faculty accountable for performing responsibilities
Lead by example in scholarship, teaching & research
Determinants of a Successful Transition From Researcher to
Administrator/Researcher
Time-management skills - setting priorities; realistic perspective about time commitment to administrative duties
Recruitment expectations - new vs established program; time-consuming nature of recruitment
Learning curve for institutional policies & procedures - a new bureaucracy; experienced, knowledgeable staff
Service obligations to national/regional organizations - restrictive & selective in extending these obligations
Research staff & trainees - quality, experience & size of own research team; graduate students & postdocs
Tips on Surviving
as an Administrator/Researcher-1 Choose good people -- your success now also depends on what you can get others (faculty & research staff/trainees) to do
Set a high bar – expect excellence and professionalism
Delegate authority -- this allows for engagement of & provides administrative experience for faculty who have interest/passion for specific activities (teaching) or programs (graduate)
Work on departmental culture – create environment that is conducive to productivity and collaboration; do not allow faculty to take themselves too seriously—have fun
Tips on Surviving as an Administrator/Researcher-2
Seek input – build consensus and seek input on the “big issues”
Luck – if space and financial resources are > adequate, the faculty is willing to overlook some shortcomings (and personality defects) of the Chair
Learn to say “no” -- to new and existing obligations that detract from efforts as researcher & administrator
1985 1990 1995 2000 2005
Major External & Internal Obligations (1985-present)Department Chair
RO1 funding
Program Project Grant
ClinicalSciences
CVB GMA-2 Study Sections GMPB
Am J Physiol (AE) Am J Physiol (AE) (Editor)Editorial
MCSPresident
Council American PhysiologicalSociety
PresidentElect/Active/Past
PhysiologyTest Committee
National Board Of Medical Examiners
FASEB Board
Associate Dean for Research Chair, BoD CV InstituteLSU administration
Microcirculation
Assessment of “Success” as Researcher vs.
Administrator/LeaderAdministration/leadership Research(Largely driven by local metrics) (Largely driven by national metrics)
Financial success Extramural (NIH) support (grant funding)
Publication quality/impact
Meeting educational objectives
(student performance & evaluations) Editorial boards/editorships
Program development Peer review panels (study sections) (faculty recruitment/retention)
Participation/leadership in national societies
Good citizenship
Achievement awards
“If everything is under control, you are going too slow.”
Mario Andretti
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