1. Doing What Comes Not So Naturally … Your Own Personal Career Development Corinne Lehmann, MD, MEd Jessica Kahn, MD, MPH SAHM Annual Meeting 2014

2. Boston University School of Medicine asks all individuals involved in the development and presentation of Continuing Medical Education (CME) activities to disclose all relationships with commercial interests. This information is disclosed to CME activity participants. Boston University School of Medicine has procedures to resolve apparent conflicts of interest. In addition, presenters are asked to disclose when any discussion of unapproved use of pharmaceuticals and devices is being discussed. We, Corinne Lehmann and Jessica Kahn, have no commercial relationships to disclose. We are NOT discussing any unapproved uses of pharmaceuticals or devices. Jointly Sponsored by Boston University School of Medicine and the Society for Adolescent Health and Medicine

3.  Name  Position  Institution Introductions

4.  Describe the key components of academic reappointment and promotion criteria  Design personal strategies to promote career development  Create an individual development plan, developmental network plan, and career development committee plan Learning Objectives

5.  Tracks: Clinician, Educator, Research  Tenure or Non-tenure  Ranks: Instructor, Assistant, Associate, Full Professor (Adjunct, Volunteer, Field Service) Promotion at Most Academic Health Centers

6.  Clinical, educational, research productivity  Clinical program development, educator portfolio, publications, research grants, etc.  Reputation – local, regional, national, international  Service, leadership, administration General Criteria for Promotion

7.  Individual Development Plan  Developmental Network Plan  Networking  Career Development Committee Plan 4 Strategies For Career Development

8.  Information relevant to your career trajectory  Short and long-term goals and progress  Barriers to achieving goals, mitigating strategies  Accomplishments  Plans for acquiring the skills necessary to achieve career goals  Can be used for self-reflection or for meetings with mentors or your Career Development Committee Individual Development Plan (IDP)

9. Creating Your Own IDP Today First time or “intermediate”  You may need to step back and think about your mission, vision, and values  Self-assess for personal strengths and challenges  Then focus on 3 short-term goals to start Advanced level  Chart barriers and mitigating strategies for your short-term goals  Consider your progress from the previous year and your current allocation of effort  Create/review long-term career goals

10.  Review sample IDPs  Divide into groups of 3  Take 5 minutes to complete plan of your choice  Discuss with your group  1 person in the group describes IDP  2 people listen and provide feedback, 1 may take notes Complete IDP and Discuss

11. Types of Mentors  Career  Project  Research  Peer  Psychosocial  Reverse (mentoring up) Developmental Network Plan

12. Developmental Networks: A Paradigm Shift  What is a Developmental Network?  A group of individuals that a mentee identifies as developers who take an active interest in and action to advance the mentee’s career by providing developmental assistance  Provide divergent perspectives regarding personal/career development

13.  Developmental Networks provide career support (e.g., exposure, visibility, sponsorship, and protection); and psychosocial support (e.g., friendship, counseling, acceptance, confirmation, and personal sharing/support)  Members not restricted to a single dyadic internal relationship  Traditional mentor relationships could be a part of the network Developmental Networks

14. Traditional vs. Network Mentoring Models TraditionalDevelopmental Network MentorIndividualGroup Role of mentorExpert passing on knowledgeCo-learners sharing knowledge RelationshipsHierarchical Stable Within the organization Hierarchical and peer Changing Inside/outside the organization Individual outcomes Enhanced performance, career accomplishments and satisfaction, career advancement Enhanced performance, learning, self-awareness, social skills, leadership capacity Organizational outcomes Enhanced performance and retention Enhanced performance, retention, organizational learning, innovation, leadership capacity Source: Kathy E. Kram and Monica C. Higgins

15.  Empower mentee to seek out developmental relationships  Foster a sense of personal satisfaction, personal learning  Reduce the burden on any one person to attempt to meet all the mentee’s developmental needs  Allow for fluidity in membership  Provide mentee with diverse perspectives  Support career success, personal learning, organizational commitment, and work satisfaction Benefits of Developmental Networks

16. Steps to Creating Your Own Developmental Network  Increase your self-awareness  Establish goals and map out the road to achieving them  Build up your repertoire of contacts, focusing on those who express a genuine interest in your success  Enlist developers  Reassess and modify your network on a regular basis  Pay it forward – the most effective mentoring relationships are reciprocally developmental

17.  Review sample plans  Take 5 minutes to create the plan of your choice  Discuss with your group  New group member presents mentorship plan  Others scribe and comment on the plan Developmental Network Plan

18.  Establishes mutually beneficial expectations for the mentoring relationship  Communicates expectations for the mentoring relationship  Aligns mentee and mentor expectations  Sample contract included in your take home packet Mentorship Contracts/Compacts

19.  Networking is making formal/informal connections to promote career development  Outcomes - getting a job, improving your work, establishing a reputation, collaboration on research/programs, getting invited to speak Networking: Purpose

20.  Make a plan: lunch and coffee are perfect opportunities  Go electronic: social media (blogging, FB, Twitter), listservs, etc.  Get involved: committees, professional organizations  Use conferences:  Pre-conference planning  Networking at conference – general, targeted Networking: Strategies

21.  Remember that networking is reciprocal  When speaking of your work, be humble, inquisitive, enthusiastic  Be prepared: elevator pitch, introduction, question, etc.  Be a great listener  Express gratitude  Follow-up and keep in touch Networking: Tips

22.  Most often used for junior faculty  Composition flexible, but may include a primary mentor, faculty member in same track, and faculty member from outside Division/Department  Goals  Provide suggestions regarding the appropriateness and feasibility of career goals (short, long term)  Establish and review progress toward benchmarks  Promote alignment of career objectives with institutional goals and strategic initiatives  Discuss and promote work-life integration Career Development Committee (CDC)

23.  Review sample plan  Take 5 minutes to decide what components you might use for your own CDC committee template, and consider who might be on your committee  Discuss with your group  New group member discusses what they might use and potential members  Others scribe and comment on the plan CDC Plan

24.  What will you do in the next day, week, month to further your career development?  Individual Development Plan  Developmental Network Plan  Networking  Career Development Committee Putting Your Plans into ACTION

25. MedEdPORTAL® Publication Publication Title: Professional Development Planning for Academic Faculty Publication ID: MedEdPORTAL ID#: 9280 Publication Citation: Spector N, Sectish T. Professional Development Planning for Academic Faculty. MedEdPORTAL; 2012. Available from: www.mededportal.org/publication/9280 Publication Copyright License & Usage Rights: http://creativecommons.org/licenses/by-nc-sa/3.0/ Acknowledgements