1. 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

2. 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

3. 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

4. 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

5. 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?

6. 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….

7. 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

8. 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.

9. “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 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?”

10. 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