Transcript 35th Annual AIM Educational Conference AIM Pre

35th Annual AIM Educational Conference
AIM Pre-course for New Administrators
“Managing the Tripartite Mission”
September 11, 2014
Washington, DC
Experienced Administrators
Advice for new AIM Members
Panel Members
Monica Fawthrop
Administrator, Division of Pulmonary and Critical Care Medicine
University of Washington
Luis Rivera
Department Administrator
Department of Medicine
Hofstra North Shore – LIJ School of Medicine
Cynthia Sutton
Administrator, Cardiology and Director – Physician Network Services
University of Nebraska Medical Center / The Nebraska Medical Center
How did I get here?
When I was a kid, I didn’t think I would be doing this
when I grew up.
So how did we all get here?
• Panel member backgrounds
• Tell us a little bit about yourselves
Roles and how did you land in Medicine?
Transfer from other institutional offices or
departments?
Previous experience in the private sector?
Other not for profit?
???
What makes a Department of
Medicine unlike other Departments?
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Size
Balance of the tripartite mission components
Department/Division relationships
Diversity of activities
Key topics for administrative leaders
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Administrative/leadership balance
Communication challenges
Faculty relationships
Decision-making
Administrative/leadership balance
Administrators and managers:
Authority conferred by position
Leaders:
Authority from demonstrating vision and
integrity
Be Truthful, Be Innovative
• An important job of the Administrator is to tell
the Chair/Division Chief/Faculty leadership
what is really going on, even when the truth is
not what people want to hear
• In partnership with your Chair/Chief/Faculty
leadership, be innovative – the Department of
Medicine should be recognized as a leader on
campus
Take the Lead
• Set the tone for your division or department
by your own behavior.
• Nurture and provide career development for
your faculty and staff
• Strive to become a well respected leader not
only your department but in your institution
• Make the first move, propose solutions
Know your ‘stuff’
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Always know the numbers
Always know the right numbers
When you don’t, find out
Never guess – they always remember the one
time you were wrong…
Know when to hold ‘em
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Understand your various roles
When to provide leadership/direction
When to be the observer
When it is best to be hands on or hands off
Understand limits/boundaries
Understand where authority starts and stops
Communication challenges
The problem with communication … is the
illusion that it has been accomplished.
George Bernard Shaw
In other words, get feedback to know
you’ve been heard and understood.
Tips that everyone can use
• Listen carefully
• Learn what makes people tick
• Understand various motivators and learning
styles
• Learn how to play to others interests and
reliable strengths
Faculty relationships
• Create an environment that allows faculty to
do what they do best
• Facilitate/work the system
• Acknowledge process challenges and work to
address and improve
• Build relationships with your process partners
to increase opportunities to be ‘heard’
Anticipate Needs
A ‘must have’ skill for all administrators is the
ability to anticipate scenarios
Prospective management and preparation will
lead to better outcomes
An understanding of who the faculty are and
what they need to succeed will create strong
relationships, allow creativity, and promote
productivity
The Decision-making process
1)
State the Objective
2)
Collect Data/Information/Ideas
3)
Identify Alternatives/Options
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Analyze Alternatives/Options
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Make a Decision
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Communicate Decision
7)
Evaluate Decision
Thank You and Discussion
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