1. © 2007 Physician Executive’s Coach, Inc. SM 1

2. © 2007 Physician Executive’s Coach, Inc. SM 2 ELAM April 2007 The Search Advisory Committee/Candidate Preparation for Search David J. Bachrach, FACMPE/FACHE Boulder, CO

3. © 2007 Physician Executive’s Coach, Inc. SM 3 Part One: The Search Advisory Committee

4. © 2007 Physician Executive’s Coach, Inc. SM 4 What Will You Remember Monday Morning?  The Search Advisory Committee:  The three essential roles of the Dean/Chair  Recruiting is not a ‘sometimes’ activity  Our job is to identify qualified, ‘recruitable’ candidates, not to select the candidate  Members of the committee represent the entity, not their constituency  I understand the meaning of confidentiality

5. © 2007 Physician Executive’s Coach, Inc. SM 5 The Three Essential Responsibilities of the …  1. Determination, articulation and advancement of the Vision …  1. Stewardship of resources (money/space/people): procurement, allocation (re-allocation), application to their highest-and-best use…  1. Nurturing Chairs/Faculty: recruitment, mentoring, evaluation, promotion … discipline, termination …

6. © 2007 Physician Executive’s Coach, Inc. SM 6 Recruiting is not a Part- time/Some-time Activity  Deans and Chairs should always be looking for talent  They need to develop a strategy for doing so:  The ‘visiting professor’ strategy  The, ‘While I am in town’ strategy  The, ‘Whatever happened to …’ strategy

7. © 2007 Physician Executive’s Coach, Inc. SM 7 What Does the Search Advisory Committee Need to Get Started? 1  A CLEAR Charge from the appointing authority  What the search committee is to deliver  What does the appointing authority expect the unit to look like 5/10 years hence  What the word ‘confidentiality’ means  An explicit/realistic timeframe for the search  An effective Committee Chair …continued

8. © 2007 Physician Executive’s Coach, Inc. SM 8 What Does the Search Advisory Committee Need to Get Started? 2  Knowledgeable and experienced staff support…with sufficient time to commit  A sufficient budget for the search process  A ‘Resource Book’ that describes:  The Institution  The Unit  The Vision for the future …continued

9. © 2007 Physician Executive’s Coach, Inc. SM 9 What’s in the Resource Book?  Book #1  Mission/Vision/Principles of the institution  Mission of the unit  Current demographics of the unit  Faculty and staff  Space resources (including condition study)  Fiscal resources  Description of collateral relationships and interdependencies

10. © 2007 Physician Executive’s Coach, Inc. SM 10 What’s in the Resource Book?  Book #2  Vision of the unit 5/10 years hence  More details about faculty and staff  More details about space and fiscal resources  General description of incremental resource package and intent of their application… what each element is for and when it will become available

11. © 2007 Physician Executive’s Coach, Inc. SM 11 What Does the Search Advisory Committee Need to Get Started? 3  The unit’s members need to have a clear understanding of what the Vision for the future is….delivered by the appointing authority (and supported by the person above them, if the future vision is controversial)

12. © 2007 Physician Executive’s Coach, Inc. SM 12 Questions  Why do we call it a ‘Search Advisory Committee’ and not a ‘Search Committee’?  Should the involved unit have a member (several) on the search committee?  When does the candidate meet the department’s faculty?

13. © 2007 Physician Executive’s Coach, Inc. SM 13 Why do searches often fail?  Start before they are ready  Take too long  Identify un-recruitable candidates  Identify the wrong candidate  Lose good candidates  Negotiate with the candidate beyond their scope of authority  Fail to properly ‘Recruit the Spouse/Family’

14. © 2007 Physician Executive’s Coach, Inc. SM 14 Cardinal Sin in Search  We will find a ‘good’ person and they will define what the department should look like in 5/10 years and what resources are required to take the department there

15. © 2007 Physician Executive’s Coach, Inc. SM 15 Part Two: The Candidate’s Preparation for Search

16. © 2007 Physician Executive’s Coach, Inc. SM 16 What Will You Remember Monday Morning?  Prepare yourself for search … complete an asset/deficit inventory  Know the ‘go-to’ people in your field … and be sure they know you  Prepare for the interview … practice the ‘hourglass answer’

17. © 2007 Physician Executive’s Coach, Inc. SM 17 Candidate Preparation for Search  Dig Your Well Before You’re Thirsty  Who are the ‘Go To’ people in your field?  Make a list …  Become ‘Front of Mind’ with them  Do a ‘Capability/Experience Audit’  What knowledge/skills are required … where do I have assets/deficits? Implement a plan to correct …  Have a career plan … A ‘Drive-to’ Strategy … where do you want to ‘end’ your career and what are the desirable interim positions to get there?

18. © 2007 Physician Executive’s Coach, Inc. SM 18 Acing The Interview: The Hourglass Is A Clue To The Five Parts To A Well Framed Answer - SELAM Newsletter Spring 2006

19. © 2007 Physician Executive’s Coach, Inc. SM 19 Hourglass… 1.Restate the question in light of what is happening across the field. 2.Reframe the question to narrow it to your own institution 3.Narrow it … give an example of something you have personally done … or speak about what was done at your own institution … connect yourself to the process or the outcome. 4.Broaden it … what is/may be needed at the institution at which you are interviewing. 5.Broaden further by speaking to its global importance … close by looking for (and even asking for) affirmation that your answer was responsive to the question.

20. © 2007 Physician Executive’s Coach, Inc. SM 20 Factors Contributing to the Success of Leaders in Academic Medicine (SELAM Newsletter Summer 2005)  Integrity  Exceptional people skills  Clear expectations of others  Clear Vision … Consistently communicated  Respectful of others (including predecessors)  Predictable and consistent  Effective communication skills … consequences  Seek and receive feedback … and act on same … Continued

21. © 2007 Physician Executive’s Coach, Inc. SM 21 Factors Contributing to the Success of Leaders in Academic Medicine …continued  Meaningful peer relationships … collegiality  Learn, understand and embrace the culture of the organization  Appropriately respond to problems  Demonstrate transparency when dealing with others  Negotiate in a collegial and forthright fashion  Demonstrate ‘fit’ and ;alignment’ with the culture of the organization  Maintain a suitable Work:Life balance … and encourage others to do the same

22. © 2007 Physician Executive’s Coach, Inc. SM 22