Experienced Administrators Advice for new AIM Members 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? Size Balance of the tripartite mission components Department/Division relationships Diversity of activities

Key topics for administrative leaders 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’ 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 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 State the Objective Collect Data/Information/Ideas Identify Alternatives/Options Analyze Alternatives/Options Make a Decision Communicate Decision Evaluate Decision

Thank You and Discussion mfawthro@uw.edu lrivera4@nshs.edu csutton@unmc.edu