Annual Reviews and Goal Setting* Jan E. Patterson MD April 13, 2007 WFA *Everything you always wanted to know about talking to your Chair but were afraid to ask

Self Help Expectations should be clear Define your career track What are your Chief’s/Chair’s expectations? Define your career track Get help with this Celebrate wins and successes Let your Chief/Chair/mentors know Set goals: short term and long term Annual review Talk to your Chief and Chair

Departmental Expectations Be professional and collegial Comply with institutional policies Know your area(s) of excellence and excel Find your unique role/niche Know the promotion and tenure guidelines Find mentor(s) Support departmental activities Grand Rounds, Research conference, Front Porch, Clinical Productivity Program, Research Day, Teaching activities Support your division Understand your contribution Be someone who can be counted on

Annual Review – Key Features The facts are (should be) written down Nuances are aired and documented Make sure you understand Plans are laid for the future and accountability established Early warnings are put in writing Successes, appreciation conveyed

Types of Questions Chief/Chair Should Ask What is working and not working at… Hospital Department Division Medical School Laboratory Clinics What can we do to make it better for you? What are your goals for next year?

Types of Questions You Should Ask Am I making progress toward my area(s) of excellence? Are my activities on track for my area(s) of excellence? Should I add/subtract something? How can I improve? Be open to constructive input Get input on goals/objectives I need support for….

Approach to Problems Avoid whining Do your homework Anticipate questions Have you tried to solve? Talked to other stakeholders? Have at least one proposed solution Talk to your Chief first

Approach to Problems A problem is a perception by an individual that something he or she values is being threatened. There are no shared problems There can be a shared solution. A solution is a way of doing things that each person perceives will take care of what’s important to him or her. Build teams around the possibility of a shared solution. Never expect anyone to engage in a behavior that serves your values unless you give that person adequate reason to do so.

“I’ve got a problem. I need your help” To have more power with people, Become indebted to people; ask for help. Thank you note. If someone helps you, express gratitude. Followup. If asked to do something, write an email to followup that you have taken care of it. Take 100% responsibility for all communications in which you are involved. “I don’t think I said that very well. Let me try again.” “This is important to me. I’m not sure I’m getting it. Would you help me?”

Requests Give adequate notice for writing letters, signing documents, reviewing manuscripts and abstracts Draft the letter whenever possible Be considerate of time Be focused; to the point Is this good use of time? Assistants can help much of the time Make friends with the staff