CEOs Accumulate Career Capital in 4 Knowledge Areas know how (clinical expertise) know why you are doing what you’re doing (goals, values) know whom (manage key relationships, build community) know when (adaptable, take risks)

Your Idea of Success?

Career Success Orientations Getting AHEAD (influence, prestige) Getting SECURE (sense of order and reciprocity) Getting FREE (autonomy) Getting HIGH (excitement, challenge) (Getting CONNECTED (relationships Getting BALANCED (flexibility)

Claiming and Using Your Strengths Describe a time in which you felt fully alive and excited in your work. What was affirmed in you? What was revealed to you? First reflect, then share your insights in pairs.

Individual Development Plan For each of your areas of effort, specify: Last year’s goals and accomplishments This year’s goals What resources, collaborators, new skills and time do you need? What competing commitments interfere? How can you address? What is your learning agenda? What is your “business plan”?

Self Department Academic Environment Align Goals Do you know the criteria for promotion?

Are You Doing What Matters Most to You? Are all your responsibilities in concert with your goals? Are your choices aligned with your values? How can you improve your focus on what’s most important to you—and what’s rewarded by your institution?

TIME FOR REFLECTION AND “BUZZ GROUPS” [find a partner] 1)What are your goals for this year? 2)What needs to happen for you to accomplish these goals? 3)What do you need to STOP doing?

Common Tough Questions How can I stay true to my values with there so many pressures to compromise them? Why do I feel guilty no matter how hard I try? Why does 24 hours seem more like a limitation than a gift--the “present”? What is balance?

Serenity Prayer—Revised “God, grant me: *the serenity to accept the things I cannot change *the insight to prioritize what I want to change *the patience to resist trying to control everything I could if had the time *and the courage and skill to change the things I have chosen to change”

Building a Personal Mosaic of Mentors

Contemporary Mentoring is: *a scaffold for sharing expertise that could otherwise only be attained from experience *a continuum: not “all or nothing” *differs by context and role—task-centered guidance and support. *about life-long co-learning NB: the “Godfather” model becoming outdated Source: Pololi, L.H., Knight S. Mentoring faculty in academic medicine. JGIM. 2005; 20:866-70

Seek Mentors/Advisors who provide: Assessment – data and insights about yourself, strengths and weaknesses Challenge –push you beyond your comfort zone, point out problems Support – encouragement, respect, inspiration Advocacy -- open doors to new learning experiences, resources, people

ASSOCIATION OF AMERICAN MEDICAL COLLEGES Obtaining Mentoring Develop a mind-set that allows you to learn from everyone around you. Don’t limit your mentors and “learning partners” to people who think like you. Remember: Mentoring is most needed during major transitions. Different types of advice/support are required at different stages

ASSOCIATION OF AMERICAN MEDICAL COLLEGES Myth Truth Mentors know big pictureMentors know their own niche Mentors are masters Mentors make mistakes too Mentors have all theMentors have great answers questions

ASSOCIATION OF AMERICAN MEDICAL COLLEGES “Career Development Advisory Committee” Main Mentor/Boss Experts Learning partners Coach? Political Strategist Cheer Leader

Nine Circles of Mentee Hell underestimate of potential failure to respect protégé’s goals failure to promote independence taking credit for protégé’s work conflicts avoided inappropriate praise or criticism expecting protégé To defer ethical violations physical intimacy (or appearance of)

Networking Tips Present at every national meeting Set up appointments before the meeting Write yourself notes on new acquaintances and stay in touch with them Look for ways to acknowledge the contributions of others (strengthens alliances) Even if you’re an Introvert, socialize and discuss your work with enthusiasm Go to lunch!

In conversations: Go deep fast –What has become clear since we last talked? –What’s your big issue right now? –What lessons are you learning these days? –What’s been keeping you awake at night? –What’s the most important decision you’re facing? –Heard any great talks or read any great books lately?

Look for dialogue and thinking partners who: can see many sides of complex issues ask great Qs offer new lines of sight challenge and expand your mental models free from conflict of interest

Questions for Buzz Groups: 1)What is your greatest challenge in obtaining career guidance and finding mentoring? 2) How can you be expanding your network of colleagues and thinking partners?

Managing “Up”

Managing “Up” means developing a pattern of interaction with your boss that produces the best results. developing a pattern of interaction with your boss that produces the best results. Seek to understand her: 1. “Big picture” ie, goals, pressures 2. Strengths, blindspots 3. Myers-Briggs Type Indicator 4. Preferences re communications

From your boss’s point of view: How do you communicate information?How do you communicate information? How do you handle disagreements?How do you handle disagreements? How do you show respect?How do you show respect? Do you keep the boss informed?Do you keep the boss informed? Use boss’s time well?Use boss’s time well? Solicit and use feedback? Solicit and use feedback? Bring solutions to problems?Bring solutions to problems?

Persuasion What constitutes persuasive data? *Published research *Opinion of particular experts *Vivid stories/examples *Comparisons, analogies *A new twist Influenced by appeal to: * what others think or do (appropriateness)? * what is in line with self-image (consistency)? * what will achieve goals/results (effectiveness)?

ASSOCIATION OF AMERICAN MEDICAL COLLEGES Avoiding Career Derailers

ASSOCIATION OF AMERICAN MEDICAL COLLEGES Common Faculty Derailers Accelerating demands and deteriorating support lead to cynicism/burn-out Lack of alignment between individual’s goals and organization’s reward structures Continuously increasing competition for research funding Insufficient opportunity/motivation for necessary skill-building Lack of useful feedback/mentoring/career advice

Top 15 Derailers of Careers of Leaders/Managers lack of emotional intelligence not reflecting on what drives you not producing results seeking job security unable to adapt to change fails to build an effective team lack of integrity/ethics

Career Derailers (cont.) Avoids risks, stays in comfort zone Isolation Arrogant or Defensive Betrays trust Overdependence on one mentor Overdependence on a single skill Political naivete Ignores feedback

What’s most likely to derail you or hold you back?

Resilience depends on: cognition: free of denial, arrogance, nostalgia cognition: free of denial, arrogance, nostalgia strategies: experimenting with alternatives, simultaneous projects, building community strategies: experimenting with alternatives, simultaneous projects, building community risk-taking: avoiding safe ruts, inventing options risk-taking: avoiding safe ruts, inventing options spirit: living your values spirit: living your values reflection and renewal: giving yourself “green” time reflection and renewal: giving yourself “green” time

ASSOCIATION OF AMERICAN MEDICAL COLLEGES Take Responsibility: You are the CEO Articulate your goals and a plan for achieving them; annually update Focus: Devote your best to what’s most important to you and your org “Manage” your boss and other key relationships Build your community—inside and outside of your department and field

Career development is like hiking: Muscles: basic skills Boots: self-efficacy Map: advancement “how- tos” Walking stick: supports Trail guide: mentors Pack: responsibilities