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PubMedDate not supplied

Selling yourself in a tough health care market.

Physician executives are vying for top positions in health care organizations. With so many qualified candidates in the marketplace, how can you differentiate yourself as a strong contender? Recruiters search through hundreds of résumés, not the ten or 20 that many hospital and HMO CEOs have seen. Recruiters--the people who actually find specific candidates--were interviewed to find out what they are looking for. Here are the top items on their checklists: Articulated focus, documented results, competitive intelligence, professional growth, good references, appearance and social skills, responsive and timely, and technical skills.

Career Mobility↗
PubMedDate not supplied

Reinventing my medical career.

The author found himself in a surprising situation in the Fall of 1998. For the first time in his life, he was looking for a job. Kent Bottles, MD, shares his experience of reinventing himself from academic chairman in an integrated delivery system to health care consultant. He stresses that physician executives need to package their experiences in terms of transferable skills that are easily understood by potential employers. He also emphasizes that acquaintances are more important than friends in obtaining employment; one needs to network with acquaintances and rely on the sympathy of relative strangers. A lot of hard work, networking, and "selling" his reinvented self resulted in a CEO hiring him. With all the changes brought on by the global economy and the uncertainties of the health care marketplace, other physician executives may be faced with the need to reinvent themselves.

Career Mobility↗
PubMedDate not supplied

The successor's dilemma.

Botched leadership transitions occur with alarming frequency--a fact that's laid bare regularly in the business pages of the nation's newspapers. The headlines trumpet the premature departures of designated successors--leaders such as Merrill Lynch's Herb M. Allison and AT&T's John Walter, who left their respective companies before they could claim the CEO's seat. Dan Ciampa and Michael Watkins, who have counseled senior executives and successors through more than 100 leadership transitions in the past 25 years, point to the successor's dilemma as the dominant cause of failed leadership transitions. The dilemma is an emotionally charged power struggle played out between the CEO and his would-be heir. Ciampa and Watkins describe the way the problem builds on both sides of the desk--the CEO's fear of giving up control versus the designated successor's need to enact the changes expected of him and prove himself to the board. They cite anecdotal evidence and their own research to suggest that this complex psychological dynamic leads CEO-successor relations astray and can block the successor's path to the top spot. But the authors also offer four ways for the would-be heir to overcome the successor's dilemma. These include gauging the CEO's readiness to leave before accepting the number two spot, maintaining regular communication with the CEO despite ever-present obstacles such as travel and business schedules, and developing and using a balanced personal advice network to help navigate the shift in power. The authors stress that defusing the problem is the responsibility of the successor, not the CEO. The reason is simple: the successor has the most to lose.

Administrative Personnel↗
PubMedDate not supplied

Grants management skills keep funded projects on target.

An often neglected but equally relevant aspect of program development and nursing research is the management of funded projects from the time an idea is generated to the final submission of project report. When effective grants management skills are used to oversee the development of a program proposal and the oversight of the funded project, the likelihood for successful outcome is increased. In this article several steps have been described in the grants management process that can be used to assure that projects are developed and proceed according to plan.

Budgets↗
PubMedDate not supplied

Reference checking: don't get lost in the translation.

Reference checking these days has gotten to be a real challenge. Assuming you can get somebody to talk to you, it's often a game of cat-and-mouse to get to the truth. Employers are becoming so careful (and fearful of litigation) that what they often will say is difficult to interpret.

Humans↗
PubMed2000

Evaluating faculty development outcomes by using curriculum vitae analysis.

BACKGROUND AND OBJECTIVES: Many faculty development (FD) programs depend on external private and public sponsors that routinely require systematic studies on FD outcomes. The results of evaluation studies can influence whether or not programs continue to be funded. To better evaluate program outcomes on academic productivity, this paper presents and illustrates an evaluation method that uses the curricula vitae (CVs) of FD program graduates. METHODS: The evaluation method is implemented by first preparing a record-review template of coding categories that is applied to FD graduates' updated CVs. Next, semi-structured interviews are held with subjects to resolve uncertain CV codes. Finally, coded data are entered into standardized forms and analyzed to yield descriptive findings. The method was piloted with two groups of FD graduates (n = 17) to determine its utility and limitations. RESULTS: Results show excellent inter-rater reliability (Cohen's Kappa = .79). There was an overall increase in productivity, measured by the CV, during and after the FD program. CONCLUSIONS: CV analysis can be a useful method for assessing FD program outcomes. Several limitations of the method, such as incomplete CVs and self-report bias, must be considered.

Cohort Studies↗