Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers

Description

This practical, insightful title is a must read for anyone interested in or recently appointed to a leadership role in an academic medical center. Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers represents the highly accomplished authors’ more than 60 years of collective insights about leadership and leading effectively in an academic medical center environment.    The authors present creative and highly applicable themes synthesized from their knowledge, career experiences, unique reflections, practice, mistakes, and observations of successful (and not so successful) leaders. The result is a book of leadership wisdom – a wealth of ideas, concepts, and insights to inform the reader’s career journey and to become the best leader they can be.  Organized in five parts,this work examines the successful leadership transition in the unique (and sometimes perplexing) academic medical center environment. Informal, conversational in tone, and often engagingly humorous, Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers represents a concise and invaluable introductory read for the next generation of leaders, as well as a helpful resource for experienced healthcare leaders. Foreword Preface Acknowledgments Contents About the Authors Part I: Leadership in the Academic Medical Center: Insights and Perspectives 1: Introduction: Why You Should Read this Book The Need to Develop Leaders The “Emerging” Leader What to Expect References 2: The Milieu of the Academic Medical Center Some General Observations about Academic Medical Centers Multiple Missions Shared Governance “Government Should Be Run Like a Business” … Or Should It? Incremental Pluralism The Leader’s Role as Storyteller References 3: Transitioning to Leadership in the Academic Medical Center: Conceptual Considerations Why it Matters to You, the New Leader Two General Conditions of Hire for a New Leader Assets, Challenges, and Errors Associated with Being an Internal Hire Assets, Challenges, and Errors Associated with Being an External Hire Two Transition Challenges for the Internal or External Hire Concluding Thoughts References 4: Transitioning to Leadership in the Academic Medical Center: Practical Considerations DO Understand Your New Role DO Clarify Expectations (for Others and Yourself) DO Establish a Cabinet DO Hire a Good Administrator DO Focus on Developing this Important Skill DO Expect and Respond to Early Leadership Challenges DON’T Be in Too Big of a Hurry DON’T Assume Others’ Problems DON’T Listen to this Advice DO Take Care of Yourself (DON’T Assume the Academic Medical Center Will) Concluding Thoughts References 5: Strengths and Motivations of the Leader Observation #1: Traits—Duality Versus Continuum Observation #2: The Impact of Stress on the Manifestation of Traits Observation #3: Strengths as Weaknesses Observation #4: The Humility–Ego Dichotomy Observation #5: Reflective Is Effective Observation #6: The Value of Emotional Intelligence Observation #7: The Compelling Motivation to Lead References 6: The Work of Leading in the Academic Medical Center What Do Leaders Do? Leaders Create Meaning (and Manage Uncertainty) Take Another Look at the List Developing People Balancing and Aligning Competing Interests Power Versus Purpose Vision Versus People Individual Versus Collective So… “What Would Ya’ Say You Do Here?” References Part II: Deciding About Decision-Making 7: The Multiple Dimensions of Decision-Making in the Academic Medical Center A “Wide-Angle” View of Decision-Making Four Frames of Decision-Making All the Frames, All the Time The Nuances of Good Decision-Making “Stay in Your Lane” References 8: Making Leadership Decisions Versus Clinical Decisions What Are Health Professionals Taught? Why it Matters A “Non-Decision” May Be the Best Decision New Day, New Way References 9: Getting Comfortable with the “Limits” of Decision-Making The 70% Rule The 70% Rule’s Impact on Change The “Late Majority” Being Deliberate about Deliberative Decision-Making References 10: Decisions about Your Academic Medical Center Career Trajectory Developing Your Career as Leader Opportunities Abound Abundance Restraint When Your Supervisor Speaks, Listen Strategies for Picking the “Right” Opportunities A Model for Evaluating Opportunities in the AMC Committing to Opportunities Concluding Thoughts References Part III: It’s the Little (or Not So Little) Things 11: Leading by Following Following Your Supervisor(s): Tending to Their Tendencies Courageous Followership Leading Up A Note on Manipulation Following your Followers: Servant Leadership Following Good Leaders Concluding Thoughts References 12: Understanding (and Following) the Academic Medical Center’s “Chain of Command” Chain of Command Successfully Navigating the Chain of Command in Your Academic Medical Center Who’s in This Chain, Anyway? The Art of Advocating Other Chains of Communication at the Academic Medical Center The “Secret of Life” References 13: The Value of “Invisible” Leadership Behind the Scenes Is Often the “Scene” Money People Change Brokering The Art of Playing the Long Game Step #1: Seed Your Idea Step #2: Speaking Your Plan into Existence Step #3: Getting Your Idea on the “Agenda” Wait, What? A Note About “Getting Credit” References 14: The Leader’s Role in Academic Medical Center Philanthropy The Basics of Philanthropy The Leader’s Role in Philanthropy Preparing Your Proposal An Investment, Not an Ask The Process Philanthropists and Elected and Appointed Officials Concluding Thoughts References 15: Accreditation: The Regulatory Lifeblood of the Academic Medical Center Purposes of Accreditation Accrediting Agencies and Accreditation Standards Beginning the Accreditation Review Process Writing the Self-Study Hosting the Site Visit A Final Tip on the Schedule for the Site Visit Concluding Thoughts References Part IV: Leadership Challenges and Challenges to Leadership 16: Leading Change in the Academic Medical Center A “Systems” Perspective on Change Change as “Perturbation” Time to Change and Time for Adapting to Change Practical Recommendations for Leading Change in the Academic Medical Center Everyone Is a Change Agent Closing Encouragement References 17: Leading Conflict Resolution General Principles of Conflict Resolution Fundamental Elements of Conflict Resolution Content or Relationship? Process Tenor and Language Conscious Listening Avoid Avoiding Difficult Conversations Steps for Having a Difficult Conversation The Opening of the Meeting The Middle of the Meeting The End of the Meeting Number and Format of Meetings Don’t Be Intimidated or Undermined Concluding Thoughts References 18: Crisis Leadership in the Academic Medical Center A Crisis Is Coming Strategies and Skills for Crisis Leadership The Great Multiplier References 19: Betrayal: Such Is the Life of a Leader Leadership Betrayal The “Storyline” of Betrayal Results of Betrayal How to Respond to Betrayal Situations Not to Be Confused as Betrayal Learning from Betrayal Part V: Epilogue 20: You Can’t Lead if You Don’t Take Care of Yourself There’s More to Life than Leading Bicycling as a Metaphor for Leadership Wind, Wind, and More Wind What’s Your Destination? Have a Good Ride! Index