1	Leading Effectively at the Department or Program Level: People, Priorities, and Politics Michael D. Lumpkin, PhD Department of Physiology Georgetown University School of Medicine
2	The People Faculty Students Deans Department Staff and Administrators
3	The Faculty The long-term constant of the institution Others come and go Tenure potential or tenured Must be the leaders’ priority for nurturing and rewards All institutional success flows from the accomplishments of the faculty
4	The Faculty The leaders’ top priority Particularly so for the Chair or Director
5	Chair’s Responsibilities to Faculty Respect above all else Advocate to Deans and others Recognize each person’s uniqueness Capitalize on each person’s talent Reward accomplishments with words and deeds Be prepared to defend the faculty members actions and statements if at all reasonable Maximum flexibility: lead well, manage little
6	Chair’s Responsibilities to Faculty Mentor toward promotion and tenure Use formal evaluation process to assess progress Evaluations done in person, always emphasizing the positive Advise to turn negatives into positives Don’t dwell on negatives End evaluation on positive note of value
7	Students and Education Stop boring them to death-every basic science subject can be made interesting Take chances with instruction and encourage others to do the same Information transfer is not education-students can read faster than you talk Inspiration leads to a meaningful education: this is the value added
8	Students and Educational Programs The final product is education Don’t bemoan it- embrace it Be imaginative- take chances My examples: - Special Physiology Master’s Degree - CAM (Integrative) Medicine Master’s - Two Mini-Medical Schools
9	Students and Educational Politics Curricular changes may be desired by competing interests with different goals Enlist the students to your cause For extensive curricular changes that seem threatening, suggest a limited “demonstration” project Develop additional allies- other faculty and deans
10	Deans Respect their position and authority Acknowledge their unique constraints Don’t ask for handouts- no entitlements Do present practical solutions, ideas, and proposals that help to solve the deans’ problems Make their problem your problem Then ask for money: Win-Win for both
11	Deans My example: - Dean wants to promote self-care for Meds - Mind-body skills programs for Meds - Hired licensed clinical social worker - Program was a surprising success - Greater demand across Med Center - Dean’s office has assumed entire expense and hired social worker full-time
12	Department Staff and Administrators Treat with respect Have regular staff meetings Keep informed of all activities as appropriate Advocate for their well being - Necessary equipment and furniture - Better compensation - Access to kitchen-like facilities - Flexibility in scheduling and work
13	Department Staff and Administrators Help them with problems as appropriate Intervene on their behalf Publicly acknowledge their work and successes Use them as valuable sources of institutional information (confidentially) Give credit where credit is due
14	Department Staff and Administrators Treat everyone equitably- avoid favoritism My personal advice: Don’t socialize with staff members outside of office-related functions. Sometimes leaders have to make hard decisions.
15	Coping with Change in the Academic Medical Center Accept the new financial realities Be prepared to do more with less Adopt a positive perspective: opportunity to take chances, start programs Deans want you to adapt to changes But always ask: what is the goal? What is the problem we are trying to fix? Does that problem exist here?
16	Coping with Change in the Academic Medical Center If a problem is identified, be the first to step forward to help find a solution Recruit your faculty to get involved Indicate that early involvement by them will make sure that the change goes the direction they desire Highlight your faculty’s participation to the dean