Transcript Overview of AAMC Mid Career Women Faculty Professional

Overview of AAMC Mid Career
Women Faculty Professional
Development Seminar
Poonam Sharma, MBBS
Why attend
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Find peers in the similar situation
Share personal challenges
Listen to others
Coping strategies
Understand institutional process
Find mentors
Find opportunities for advancement
Network
Help others
AAMC Mid Career
• Stated Learning Objectives:
• Visualize potential paths to leadership and develop
career plans to advance towards that vision
• Identify networks of mentors and colleagues in
academic medicine.
• Acquire tools and skills necessary for leading teams
and being an effective team member.
• Summarize key skill and knowledge areas related to
academic and organizational leadership.
• Apply strategies to facilitate powerful and effective
communication
Day planner
• Team building exercises
– Conflict resolution
– Effective communication
• Career mapping sessions
• Tracks –
– Career management track
– Leadership
– Financial
– Communication Skills Track
Class of MidWIM 2011 Snapshot
Current academic rank
Assistant Professor
9
Associate Professor
127
Professor
7
What year were you appointed to this rank?
Median
2008
Highest Degree
D.O.
1
PhD
35
MD
100
MD/PhD
2
Other (e.g. MD/MPH)
5
No
72
Are you currently working on a grant application?
Yes
No
71
103
Are you currently assembling a promotion packet?
Yes
40
No
71
Are you currently in an interim or acting leadership position? Yes
72
Please select the PRIMARY focus of your scholarship
Administration/Basic Science
0
Administration/Clinical
26
Administration/Educational
19
Research/Basic Science
15
Research/Clinical
30
Research/Community-Based/Health Service Promotion
9
Research/Educational/Research/Translational
18
Teaching/Basic Science
0
Teaching/Clinical
26
Total
143
Skills for Team Work Sessions
Three sessions
– interactive format, role play
– tools and skills necessary for leading teams
– being an effective team member
– review of team challenges and dynamics
– potential impact of teams on the overall
effectiveness of organizations.
– temperament in team and group dynamics,
specifically in the context of conflict
Skills for Team Work Sessions
Discover your personal style
Learn about temperaments
Understand how temperament affects our work
in groups and our reactions to others
Demonstrate how styles might influence our
approach to communication and team-building
Appreciate the value of diversity in teams and
organizations
Team Work Session
• The PACE™ Palette – Personal Style
Assessment
a color assessment tool designed to
dramatically enhance communication in the
workplace
• Four Color Cards (Red-Adventure, YellowResponsibility, Blue-Harmony & GreenCuriosity).
Use your knowledge of styles to tailor
communications with individuals and groups
Tips to remember when speaking with:
– Reds: Get to the POINT! Create urgency and
excitement; immediate outcomes; bottom-line!
– Yellow: Precise; business-like; well-organized.
– Blue: Teamwork; impact on others; creating harmony;
values and convictions.
– Green: Advance knowledge; visionary; data-based;
creative but logical ideas; solutions to problems.
Leading Teams through Conflict to
High Performance
Thomas-Kilmann Conflict Mode
Instrument (TKI) profile indicates
your repertoire of conflict-handling
modes
The Five Conflict Handling Modes
COMPETING
COLLABORATING
ASSERTIVENESS
● The goal is to “win”
● Use of power & influence
to achieve your goals
● “My way”
● The goal is to find a “win-win” solution
● An open, problem-solving approach to meet
everyone’s interests to greatest extent possible
● “Our way”
COMPROMISING
● The goal is to “find a middle ground”
● A pragmatic approach of trading concessions to make a deal
● “Half way”
AVOIDING
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The goal is to “delay”
● Denial of the existence of conflict or
unwillingness to deal with the issues
● “No way”
ACCOMODATING
● The goal is to “yield”
● Giving the other side what they ask or demand
● “Your way”
COOPERATIVENESS
Team Toxins
Blame
Defensiveness
Stonewalling
Contempt
Source:
Seven Principles for Making Marriage Work by John Gottman
Powerful and Effective Communication
1. Be Proactive: Don’t react
2. Be Direct: Ask for you want
Be assertive
3. Listen
5 Ways to Sabotage Listening
1. Interrupt
2. “I know just how you feel.”
3. Pre-Judge
4. Respond emotionally vs. logically
5. Anticipate what we will hear
Your perspective and self talk
Choose Words Carefully
Stop Ending Statements with a Question
or by Raising Your Voice
Ex:
“This process will save time, won’t it?”
“More research will yield better cost
analysis, don't you think?”
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Be Aware of :
Words, Tone of Voice, Body Language
Body Language:
55%
Words:
7%
Tone of Voice:
38%
AAMC
• One facilitator , group of 15
– CV
– Personal narrative
– LOR – art of nomination
Career Mapping Sessions
• Career Mapping I: Critical Self Reflection Exercise
• Purpose:
• 1) Use of a personal narrative document to assess your
current professional situation and describe the decisions that
got you here
• 2) Use interviewing to craft your “life story” in a concise verbal
format for a novice audience.
• 3) Use the interview feedback to revise your personal
narrative document
Career Mapping Sessions
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II. Showcasing Your Potential
Career Mapping II: Your Curriculum Vitae
Purpose:
1) Review the CV that you use for public dissemination (as
distinguished from your school’s internal CV used for academic
review) for formatting, and presentation of accomplishments and
career focus.
• 2) Provide feedback to peers
• Pre-seminar assignment for the session:
– Format your CV according to school’s or AAMC format
Career Mapping Sessions
• Career Mapping III: Your Letter of Reference
• Purpose:
• 1) Develop a desired letter of reference for your
leadership position.
• 2) Develop awareness of the different language
used in letters for men compared to women.
• The Art of Successful Nominations
Art of successful nomination
• Tips for Getting Nominated
– Identify the Award or Position That Interests You
and Ask To Be Nominated.
– Don't wait to be asked, ask a friend, colleague, or
peer to nominate you
– Work to project an image of ability and strength
– Make It Easy For Your Colleagues to Nominate You
Successful nomination
• Make It Easy For Your Colleagues to Nominate
You
– Update your CV
– Offer to draft a letter
– DON'T BE MODEST
Career Management Track
• Working with Your Chair: Creating a
Partnership to Advance Your Career
What you need to know about your
institution
• Organizational chart – who reports to whom?
• Big issues facing the institution
What you need to know about your
chair
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Reporting relationship
Responsibilities as chair
Other responsibilities within the institution
Other responsibilities outside the institution
Finances of your department
Big issues facing your department
Chair’s Style
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Introvert versus extravert
Morning person versus night person
Scientist, clinician, administrator
New or experienced administrator
Insecure versus secure in position
Stressors
Other personality quirks
The Skill Set of Both Parties Matters
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Personality
Experience
Confidence
Conflict Resolution
Listener
Age
Eye Contact
Non-verbal Cues
Work WITH your Chair
• Focus on goals
• Balance of your needs versus department needs
versus college needs
• Be respectful of your colleagues
• Be respectful of what is best for your department
• Expect disagreement (plan your response)
• Deal with conflict calmly (look for win-win)
• Confront issues, not people
• Propose solutions
Strategies for Success Face-to-face
meetings
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Provide an agenda ahead of time
Prioritize and organize
Be respectful of time allocated for the meeting
Stay focused
Do not whine
Have solutions to problems
Action items for follow up (and do it)
Keep confidential communications confidential
Do not bad mouth your colleagues
Suggestions for one-on-one
meetings with your chair
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Share good news
Don’t use each meeting to ask for something
Ask for guidance/advice
Realize you may not know the entire story
Consider your chair, your mentor
Respect your chair’s time
Chance Meetings At the office, in
the hall, or Social gatherings etc.
• Not the time for discussion of major issues
• Time to build a social relationship
• Do not focus just on yourself
Written Communications – email/written letter Suggestion for communications
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Think before you write
Short and to the point
Don’t over use
Share good news
Respect your chair’s time
Always read before sending
If reacting to something, wait until tomorrow
Remember that emails can come back to haunt you,
use judiciously
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Chair’s will respect you
Build a reputation of integrity
Tell the truth
Work hard
Deliver when asked or promised
Attitude and motivation do matter
Toot your horn
Communicate short and long-term goals and how they
can help the department
• Be honest, even about personal issues
• Respect organizational structure (do not go
over your chair’s head)
What did I gain
Tips for Success
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Focus, focus, focus
Know expectations
Be proactive, look out for yourself
Don’t give up
Communication
Team building
*Build relational communication skills
Tips for Success
• Mentors
• Role model
• Maximize Your Resilience as an Individual, Team
Member, and Leader
• Anticipate conflicts
• Questions?