1. Session Type: Mini Course Course Number: 1325 Session Title: Developing Women as Leaders in Academic Pediatrics Session Day/Date: Saturday, 5/1/2010 Session Time: 10:15:00 AM–12:15:00 PM Session Location: Vancouver Convention Centre, Room 212

2. Individualized Leadership Planning at Transition Points Becoming a Leader is Not a Random Act

3. Bonita Stanton Has documented that he/she has no relevant financial relationships to disclose or COIs to resolve.

4. Topics to be covered Different Kinds of Leadership Different Kinds of Leadership Developmental Stages Developmental Stages Styles of Leadership Styles of Leadership Careers are not Linear Careers are not Linear Promotion and advancement Promotion and advancement The fork in the road The fork in the road “What you do” “What you do” Further degrees, certificates and courses in leadership Further degrees, certificates and courses in leadership Maintaining your resume Maintaining your resume

5. Different Kinds of Leadership Leadership roles Administrative Division Chief Department chair Medical Director Committee chair President, practice Academic (promotion) Leadership styles Differs from role Innate style, but modifiable Different situations call for different styles

6. Different Kinds of Leadership, con ”The task of the leader is to get his people from where they are to where they have not been.” - Henry Kissinger ”The task of the leader is to get his people from where they are to where they have not been.” - Henry Kissinger

7. Developmental Stages Professional Student Student Resident Resident Fellow Fellow Junior faculty/junior member of practice Junior faculty/junior member of practice Established faculty Established faculty Winding down Winding down Retirement RetirementPersonal Family Family Partnering Parenting Illness and health Self family Outside interests

8. Styles of leadership Visionary Moves people toward shared dreams Moves people toward shared dreams Great to use when changes require a new vision, or when a clear direction is needed Great to use when changes require a new vision, or when a clear direction is neededCoaching Connects what a person wants within the organization goals Connects what a person wants within the organization goals Use to help an employee improve performance by building long-term capabilities Use to help an employee improve performance by building long-term capabilitiesAffiliative Creates harmony by connecting people Creates harmony by connecting people Helps to heal rifts in a team, motivate during stressful times, or strengthen connections. Helps to heal rifts in a team, motivate during stressful times, or strengthen connections.

9. Styles of leadership. con Democratic Values people’s input and gets commitment through participation. Values people’s input and gets commitment through participation. Good to build a buy- in consequences, or to get valuable input from employees. Good to build a buy- in consequences, or to get valuable input from employees.Pacesetting Meets challenging and exciting goals. Meets challenging and exciting goals. Can get high quality results from a motivated and competent team. Can get high quality results from a motivated and competent team.Commanding Sooths fears by giving clear direction in an emergency. Sooths fears by giving clear direction in an emergency. Restrict use to crisis, to kick- start a turnaround, or with problem employees. Restrict use to crisis, to kick- start a turnaround, or with problem employees.

10. Styles of leadership. con ”The day soldiers stop bringing you their problems is the day you have stopped leading them.” ”The day soldiers stop bringing you their problems is the day you have stopped leading them.” - General Colin Powell - General Colin Powell

11. Careers are not Linear Times when all you can do is put one foot in front of the other Times when all you can do is put one foot in front of the other Juggling (especially parenthood) Juggling (especially parenthood) Set-backs Set-backs Geographic moves Geographic moves Transitions Transitions YoursYours Your superiorsYour superiors

12. Careers are not linear…. and Men and Women are not the same More women part-time More women part-time Fewer % of women in academia Fewer % of women in academia Fewer % of women in sub-specialties Fewer % of women in sub-specialties More women in “teaching” in academia More women in “teaching” in academia Career trajectories are not the same Career trajectories are not the same

13. Promotion and advancement Everyone Identify a mentor(s) Identify a mentor(s) Maintain relationship(s)Maintain relationship(s) Volunteer Volunteer Selected activitiesSelected activities Do not wait to be askedDo not wait to be asked Periodically assess where you are Periodically assess where you are Progress towards your goalProgress towards your goal Is your destination the right oneIs your destination the right one

14. Promotion and advancement, con. Variable Academic promotion Academic promotion Formal administrative leadership Formal administrative leadership Elected position Elected position Single path Single path

15. Promotion and advancement, con. ”There is something that is much more scarce, something rarer than ability. It is the ability to recognize ability.” - Robert Half ”There is something that is much more scarce, something rarer than ability. It is the ability to recognize ability.” - Robert Half

16. Take the fork in the road when : Time for a change Time for a change Unparalleled opportunity Unparalleled opportunity Both are appealing Both are appealing Extra time became available (grant ended, children left for school, became full time) Extra time became available (grant ended, children left for school, became full time)

17. Identifying “what you do”* “I am an educator, with a particular interest in teaching fourth year medical students” “I am an educator, with a particular interest in teaching fourth year medical students” “I am a chair, department of pediatrics” “I am a chair, department of pediatrics” “I am a behavioral researcher” “I am a behavioral researcher” “I am a clinician with a particular interest in chronic diseases” “I am a clinician with a particular interest in chronic diseases” Borrowed from Susan Rosenthal, PhD

18. Identifying “what you do”*, con Not too broad Not too broad You may “do” several things You may “do” several things Things you do will evolve and may change overtime Things you do will evolve and may change overtime May be easier for researchers to define May be easier for researchers to define

19. Further degrees, certificates and courses in leadership MBA,MPH,MHS,MHA MBA,MPH,MHS,MHA Graduate Certificate Courses Graduate Certificate Courses Leadership seminars (Harvard) Leadership seminars (Harvard) Leadership programs Leadership programs Executive Leadership in Academic MedicineExecutive Leadership in Academic Medicine (www.drexelmed.edu/Home/OtherPrograms/ExecutiveLeadershipinAca demicMedicine.asp) Leadership Workshops Leadership Workshops APA, AMSPDCAPA, AMSPDC

20. Maintaining your resume/cv Resumes and CVs are not the same Resumes and CVs are not the same Add continuously Add continuously Prune annually Prune annually Reformat as appropriate Reformat as appropriate Brief para Brief para Brief (NIH) Biosketch Brief (NIH) Biosketch

21. And finally, whatever you do and whenever you do it, remember: ”A desk is a dangerous place from which to view the world.” ”A desk is a dangerous place from which to view the world.” - John Le Care’ - John Le Care’