Taking the lead: a guide for emerging leaders in academical medical centers
Gespeichert in:
| Hauptverfasser: | , |
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| Format: | Buch |
| Sprache: | English |
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Cham
Springer
[2022]
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| Online-Zugang: | Inhaltsverzeichnis Klappentext |
| Beschreibung: | xx, 198 Seiten Illustrationen |
| ISBN: | 9783031167102 |
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| adam_text | Contents Part I Leadership in the Academie Medical Center: Insights and Perspectives 1 Introduction: Why You Should Read this Book................................... The Need to Develop Leaders................................................................... The “Emerging” Leader........................................................................... What to Expect......................................................................................... References................................................................................................. 3 3 3 5 8 2 The Milieu of the Academic Medical Center....................................... Some General Observations about Academic Medical Centers.............. Multiple Missions..................................................................................... Shared Governance................................................................................... “Government Should Be Run Like a Business” ... Or Should It?.......... Incremental Pluralism............................................................................... The Leader’s Role as Storyteller............................................................... References................................................................................................. 9 9 10 10 11 12 14 16 3 Transitioning to Leadership in the Academic Medical Center: Conceptual Considerations........................................................... 17 Why it Matters to You, the New Leader................................................... Two General Conditions of
Hire for a New Leader................................. Assets, Challenges, and Errors Associated with Being an Internal Hire......................................................................................... Assets, Challenges, and Errors Associated with Being an External Hire....................................................................................... Two Transition Challenges for the Internal or External Hire.................. Concluding Thoughts............................................................................... References................................................................................................. 20 21 23 25 Transitioning to Leadership in the Academic Medical Center: Practical Considerations................................................. 27 DO Understand Your New Role............................................................... DO Clarify Expectations (for Others and Yourself)................................. 28 28 4 17 18 19 xiii
Contents xiv 5 6 DO Establish a Cabinet................................................................................. DO Hire a Good Administrator.................................................................... DO Focus on Developing this Important Skill........................................... DO Expect and Respond to Early Leadership Challenges....................... DON’T Be in Too Big of a Hurry................................................................ DON’T Assume Others’ Problems............................................................. DON’T Listen to this Advice...................................................................... DO Take Care of Yourself (DON’T Assume the Academic Medical Center Will)..................................................................................... Concluding Thoughts................................................................................... References...................................................................................................... 30 31 32 32 33 34 35 Strengths and Motivations of the Leader............................................... Observation #1: Traits—Duality Versus Continuum................................ Observation #2: The Impact of Stress on the Manifestation of Traits.......................................................................................................... Observation #3: Strengths as Weaknesses................................................. Observation #4: The Humility-Ego Dichotomy........................................ Observation #5: Reflective
Is Effective....................................................... Observation #6: The Value of Emotional Intelligence.............................. Observation #7: The Compelling Motivation to Lead.............................. References...................................................................................................... 39 40 41 41 42 43 44 45 48 The Work of Leading in the Academic Medical Center..................... What Do Leaders Do?................................................................................... Leaders Create Meaning (and Manage Uncertainty)................................ Take Another Look at the List...................................................................... Developing People....................................................................................... Balancing and Aligning Competing Interests............................................ Power Versus Purpose................................................................................... Vision Versus People..................................................................................... Individual Versus Collective........................................................................ So... “What Would Ya’ Say You Do Here?”............................................... References...................................................................................................... 49 49 50 51 51 53 54 55 56 57 59 Part II 7 36 36 38 Deciding About Decision-Making The Multiple Dimensions of Decision-Making in the Academic Medical
Center..................................................... A “Wide-Angle” View of Decision-Making............................................... Four Frames of Decision-Making................................................................ All the Frames, All the Time........................................................................ The Nuances of Good Decision-Making................................................... “Stay in Your Lane”..................................................................................... References...................................................................................................... 63 63 64 65 65 67 69
XV Contents 8 Making Leadership Decisions Versus Clinical Decisions.................. What Are Health Professionals Taught?................................................... Why it Matters......................................................................................... A “Non-Decision” May Be the Best Decision........................................ New Day, New Way................................................................................. References................................................................................................. 71 71 72 74 75 78 9 Getting Comfortable with the “Limits” of Decision-Making............ The 70% Rule........................................................................................... The 70% Rule’s Impact on Change......................................................... The “Late Majority”............................................................................. Being Deliberate about Deliberative Decision-Making.......................... References................................................................................................. 79 79 80 82 82 85 10 Decisions about Your Academic Medical Center Career Trajectory....................................................................................... 87 Developing Your Career as Leader........................................................... Opportunities Abound............................................................................... Abundance Restraint.................................................................................
When Your Supervisor Speaks, Listen..................................................... Strategies for Picking the “Right” Opportunities.................................... A Model for Evaluating Opportunities in the AMC................................ Committing to Opportunities................................................................... Concluding Thoughts............................................................................... References................................................................................................. Part III 87 87 88 89 90 91 92 92 94 It’s the Little (or Not So Little) Things 11 Leading by Following............................................................................. Following Your Supervisor(s): Tending to Their Tendencies.................. Courageous Followership......................................................................... Leading Up............................................................................................... A Note on Manipulation........................................................................... Following your Followers: Servant Leadership...................................... Following Good Leaders........................................................................... Concluding Thoughts............................................................................... References................................................................................................. 12 Understanding (and Following) the Academic Medical Center’s “Chain of
Command”..................................................... 107 Chain of Command................................................................................... Successfully Navigating the Chain of Command in Your Academic Medical Center......................................................................... Who’s in This Chain, Anyway?............................................................... The Art of Advocating............................................................................... 97 97 99 100 101 101 102 103 106 107 108 109 Ill
Contents xvi Other Chains of Communication at the Academic Medical Center.............................................................................................. The “Secret of Life”..................................................................................... References...................................................................................................... Ill 112 114 13 The Value of “Invisible” Leadership....................................................... Behind the Scenes Is Often the “Scene”..................................................... Money............................................................................................................ People............................................................................................................ Change.......................................................................................................... Brokering...................................................................................................... The Art of Playing the Long Game.............................................................. Step #1: Seed Your Idea........................................................................... Step #2: Speaking Your Plan into Existence........................................... Step #3: Getting Your Idea on the “Agenda”........................................ Wait, What? A Note About “Getting Credit”.............................................
References...................................................................................................... 115 115 116 116 117 118 119 119 120 120 121 123 14 The Leader’s Role in Academic Medical Center Philanthropy........................................................................................ 125 The Basics of Philanthropy........................................................................... The Leader’s Role in Philanthropy.............................................................. Preparing Your Proposal............................................................................... An Investment, Not an Ask........................................................................... The Process.................................................................................................... Philanthropists and Elected and Appointed Officials................................ Concluding Thoughts................................................................................... References...................................................................................................... 125 126 127 129 130 132 132 134 Accreditation: The Regulatory Lifeblood of the Academic Medical Center................................................................................... 135 Purposes of Accreditation............................................................................. Accrediting Agencies and Accreditation Standards.................................. Beginning the Accreditation Review Process............................................. Writing
the Self-Study................................................................................. Hosting the Site Visit................................................................................... A Final Tip on the Schedule for the Site Visit.......................................... Concluding Thoughts................................................................................... References...................................................................................................... 136 137 138 139 141 142 143 145 15 Part IV 16 Leadership Challenges and Challenges to Leadership Leading Change in the Academic Medical Center................................ A “Systems” Perspective on Change......................................................... Change as “Perturbation”............................................................................. Time to Change and Time for Adapting to Change.................................. 149 149 150 151
xvii Contents Practical Recommendations for Leading Change in the Academic Medical Center......................................................................... Everyone Is a Change Agent..................................................................... Closing Encouragement........................................................................... References................................................................................................. 153 154 155 157 17 Leading Conflict Resolution................................................................... General Principles of Conflict Resolution............................................... Fundamental Elements of Conflict Resolution........................................ Content or Relationship?....................................................................... Process................................................................................................. Tenor and Language............................................................................. Conscious Listening............................................................................. Avoid Avoiding Difficult Conversations................................................... Steps for Having a Difficult Conversation............................................... The Opening of the Meeting................................................................. The Middle of the Meeting................................................................... The End of the
Meeting....................................................................... Number and Format of Meetings............................................................. Don ’ t B e Intimidated or Undermined....................................................... Concluding Thoughts............................................................................... References................................................................................................. 159 159 160 160 161 162 162 163 164 164 164 165 166 166 167 169 18 Crisis Leadership in the Academic Medical Center.......................... A Crisis Is Coming................................................................................... Strategies and Skills for Crisis Leadership............................................... The Great Multiplier................................................................................. References................................................................................................. 171 172 173 174 177 19 Betrayal: Such Is the Life of a Leader................................................ Leadership Betrayal................................................................................. The “Storyline” of Betrayal.......................... ......................................... Results of Betrayal................................................................................... How to Respond to Betrayal..................................................................... Situations Not to Be Confused as
Betrayal.............................................. Learning from Betrayal............................................................................. 179 179 180 181 182 183 184 Part V Epilogue You Can’t Lead if You Don’t Take Care of Yourself.......................... There’s More to Life than Leading.......................................................... Bicycling as a Metaphor for Leadership.................................................. Wind, Wind, and More Wind................................................................... What’s Your Destination?......................................................................... Have a Good Ride!................................................................................... 189 189 189 190 192 192 Index................................................................................................................. 195 20
Kyle P. Meyer · Rob Kramer Taking the Lead A Guide for Emerging Leaders in Academic Medical Centers This practical, insightful title is a must read for anyone interested in or recently appointed to a leadership role in an academic medical center. Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers represents the highly accomplished authors’ more than 60 years of collective insights about leadership and leading effectively in an academic medical center environment. The authors present creative and highly applicable themes synthesized from their knowledge, career experiences, unique reflections, practice, mistakes, and observations of successful (and not so successful) leaders. Tire result is a book of leadership wisdom ֊ a wealth of ideas, concepts, and insights to inform the reader’s career journey and to become the best leader they can be. Organized in five parts, this work examines the successful leadership transition in the unique (and sometimes perplexing) academic medical center environment. Informal, conversational in tone, and often engagingly humorous, Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers represents a concise and invaluable introductory read for the next generation ofleaders, as well as a helpful resource for experienced healthcare leaders.
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| adam_txt |
Contents Part I Leadership in the Academie Medical Center: Insights and Perspectives 1 Introduction: Why You Should Read this Book. The Need to Develop Leaders. The “Emerging” Leader. What to Expect. References. 3 3 3 5 8 2 The Milieu of the Academic Medical Center. Some General Observations about Academic Medical Centers. Multiple Missions. Shared Governance. “Government Should Be Run Like a Business” . Or Should It?. Incremental Pluralism. The Leader’s Role as Storyteller. References. 9 9 10 10 11 12 14 16 3 Transitioning to Leadership in the Academic Medical Center: Conceptual Considerations. 17 Why it Matters to You, the New Leader. Two General Conditions of
Hire for a New Leader. Assets, Challenges, and Errors Associated with Being an Internal Hire. Assets, Challenges, and Errors Associated with Being an External Hire. Two Transition Challenges for the Internal or External Hire. Concluding Thoughts. References. 20 21 23 25 Transitioning to Leadership in the Academic Medical Center: Practical Considerations. 27 DO Understand Your New Role. DO Clarify Expectations (for Others and Yourself). 28 28 4 17 18 19 xiii
Contents xiv 5 6 DO Establish a Cabinet. DO Hire a Good Administrator. DO Focus on Developing this Important Skill. DO Expect and Respond to Early Leadership Challenges. DON’T Be in Too Big of a Hurry. DON’T Assume Others’ Problems. DON’T Listen to this Advice. DO Take Care of Yourself (DON’T Assume the Academic Medical Center Will). Concluding Thoughts. References. 30 31 32 32 33 34 35 Strengths and Motivations of the Leader. Observation #1: Traits—Duality Versus Continuum. Observation #2: The Impact of Stress on the Manifestation of Traits. Observation #3: Strengths as Weaknesses. Observation #4: The Humility-Ego Dichotomy. Observation #5: Reflective
Is Effective. Observation #6: The Value of Emotional Intelligence. Observation #7: The Compelling Motivation to Lead. References. 39 40 41 41 42 43 44 45 48 The Work of Leading in the Academic Medical Center. What Do Leaders Do?. Leaders Create Meaning (and Manage Uncertainty). Take Another Look at the List. Developing People. Balancing and Aligning Competing Interests. Power Versus Purpose. Vision Versus People. Individual Versus Collective. So. “What Would Ya’ Say You Do Here?”. References. 49 49 50 51 51 53 54 55 56 57 59 Part II 7 36 36 38 Deciding About Decision-Making The Multiple Dimensions of Decision-Making in the Academic Medical
Center. A “Wide-Angle” View of Decision-Making. Four Frames of Decision-Making. All the Frames, All the Time. The Nuances of Good Decision-Making. “Stay in Your Lane”. References. 63 63 64 65 65 67 69
XV Contents 8 Making Leadership Decisions Versus Clinical Decisions. What Are Health Professionals Taught?. Why it Matters. A “Non-Decision” May Be the Best Decision. New Day, New Way. References. 71 71 72 74 75 78 9 Getting Comfortable with the “Limits” of Decision-Making. The 70% Rule. The 70% Rule’s Impact on Change. The “Late Majority”. Being Deliberate about Deliberative Decision-Making. References. 79 79 80 82 82 85 10 Decisions about Your Academic Medical Center Career Trajectory. 87 Developing Your Career as Leader. Opportunities Abound. Abundance Restraint.
When Your Supervisor Speaks, Listen. Strategies for Picking the “Right” Opportunities. A Model for Evaluating Opportunities in the AMC. Committing to Opportunities. Concluding Thoughts. References. Part III 87 87 88 89 90 91 92 92 94 It’s the Little (or Not So Little) Things 11 Leading by Following. Following Your Supervisor(s): Tending to Their Tendencies. Courageous Followership. Leading Up. A Note on Manipulation. Following your Followers: Servant Leadership. Following Good Leaders. Concluding Thoughts. References. 12 Understanding (and Following) the Academic Medical Center’s “Chain of
Command”. 107 Chain of Command. Successfully Navigating the Chain of Command in Your Academic Medical Center. Who’s in This Chain, Anyway?. The Art of Advocating. 97 97 99 100 101 101 102 103 106 107 108 109 Ill
Contents xvi Other Chains of Communication at the Academic Medical Center. The “Secret of Life”. References. Ill 112 114 13 The Value of “Invisible” Leadership. Behind the Scenes Is Often the “Scene”. Money. People. Change. Brokering. The Art of Playing the Long Game. Step #1: Seed Your Idea. Step #2: Speaking Your Plan into Existence. Step #3: Getting Your Idea on the “Agenda”. Wait, What? A Note About “Getting Credit”.
References. 115 115 116 116 117 118 119 119 120 120 121 123 14 The Leader’s Role in Academic Medical Center Philanthropy. 125 The Basics of Philanthropy. The Leader’s Role in Philanthropy. Preparing Your Proposal. An Investment, Not an Ask. The Process. Philanthropists and Elected and Appointed Officials. Concluding Thoughts. References. 125 126 127 129 130 132 132 134 Accreditation: The Regulatory Lifeblood of the Academic Medical Center. 135 Purposes of Accreditation. Accrediting Agencies and Accreditation Standards. Beginning the Accreditation Review Process. Writing
the Self-Study. Hosting the Site Visit. A Final Tip on the Schedule for the Site Visit. Concluding Thoughts. References. 136 137 138 139 141 142 143 145 15 Part IV 16 Leadership Challenges and Challenges to Leadership Leading Change in the Academic Medical Center. A “Systems” Perspective on Change. Change as “Perturbation”. Time to Change and Time for Adapting to Change. 149 149 150 151
xvii Contents Practical Recommendations for Leading Change in the Academic Medical Center. Everyone Is a Change Agent. Closing Encouragement. References. 153 154 155 157 17 Leading Conflict Resolution. General Principles of Conflict Resolution. Fundamental Elements of Conflict Resolution. Content or Relationship?. Process. Tenor and Language. Conscious Listening. Avoid Avoiding Difficult Conversations. Steps for Having a Difficult Conversation. The Opening of the Meeting. The Middle of the Meeting. The End of the
Meeting. Number and Format of Meetings. Don ’ t B e Intimidated or Undermined. Concluding Thoughts. References. 159 159 160 160 161 162 162 163 164 164 164 165 166 166 167 169 18 Crisis Leadership in the Academic Medical Center. A Crisis Is Coming. Strategies and Skills for Crisis Leadership. The Great Multiplier. References. 171 172 173 174 177 19 Betrayal: Such Is the Life of a Leader. Leadership Betrayal. The “Storyline” of Betrayal. . Results of Betrayal. How to Respond to Betrayal. Situations Not to Be Confused as
Betrayal. Learning from Betrayal. 179 179 180 181 182 183 184 Part V Epilogue You Can’t Lead if You Don’t Take Care of Yourself. There’s More to Life than Leading. Bicycling as a Metaphor for Leadership. Wind, Wind, and More Wind. What’s Your Destination?. Have a Good Ride!. 189 189 189 190 192 192 Index. 195 20
Kyle P. Meyer · Rob Kramer Taking the Lead A Guide for Emerging Leaders in Academic Medical Centers This practical, insightful title is a must read for anyone interested in or recently appointed to a leadership role in an academic medical center. Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers represents the highly accomplished authors’ more than 60 years of collective insights about leadership and leading effectively in an academic medical center environment. The authors present creative and highly applicable themes synthesized from their knowledge, career experiences, unique reflections, practice, mistakes, and observations of successful (and not so successful) leaders. Tire result is a book of leadership wisdom ֊ a wealth of ideas, concepts, and insights to inform the reader’s career journey and to become the best leader they can be. Organized in five parts, this work examines the successful leadership transition in the unique (and sometimes perplexing) academic medical center environment. Informal, conversational in tone, and often engagingly humorous, Taking the Lead: A Guide for Emerging Leaders in Academic Medical Centers represents a concise and invaluable introductory read for the next generation ofleaders, as well as a helpful resource for experienced healthcare leaders. |
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| publisher | Springer |
| record_format | marc |
| spelling | Meyer, Kyle P. ca. 20./21. Jh. Verfasser (DE-588)1278478108 aut Taking the lead a guide for emerging leaders in academical medical centers Kyle P. Meyer, Rob Kramer Cham Springer [2022] xx, 198 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Führungskraft (DE-588)4071497-4 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Medizinische Forschungseinrichtung (DE-588)1226987478 gnd rswk-swf Führungskraft (DE-588)4071497-4 s Management (DE-588)4037278-9 s Medizinische Forschungseinrichtung (DE-588)1226987478 s DE-604 Kramer, Rob Verfasser aut Erscheint auch als Online-Ausgabe 978-3-031-16711-9 Digitalisierung UB Augsburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033999568&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis Digitalisierung UB Augsburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033999568&sequence=000003&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA Klappentext |
| spellingShingle | Meyer, Kyle P. ca. 20./21. Jh Kramer, Rob Taking the lead a guide for emerging leaders in academical medical centers Führungskraft (DE-588)4071497-4 gnd Management (DE-588)4037278-9 gnd Medizinische Forschungseinrichtung (DE-588)1226987478 gnd |
| subject_GND | (DE-588)4071497-4 (DE-588)4037278-9 (DE-588)1226987478 |
| title | Taking the lead a guide for emerging leaders in academical medical centers |
| title_auth | Taking the lead a guide for emerging leaders in academical medical centers |
| title_exact_search | Taking the lead a guide for emerging leaders in academical medical centers |
| title_exact_search_txtP | Taking the lead a guide for emerging leaders in academical medical centers |
| title_full | Taking the lead a guide for emerging leaders in academical medical centers Kyle P. Meyer, Rob Kramer |
| title_fullStr | Taking the lead a guide for emerging leaders in academical medical centers Kyle P. Meyer, Rob Kramer |
| title_full_unstemmed | Taking the lead a guide for emerging leaders in academical medical centers Kyle P. Meyer, Rob Kramer |
| title_short | Taking the lead |
| title_sort | taking the lead a guide for emerging leaders in academical medical centers |
| title_sub | a guide for emerging leaders in academical medical centers |
| topic | Führungskraft (DE-588)4071497-4 gnd Management (DE-588)4037278-9 gnd Medizinische Forschungseinrichtung (DE-588)1226987478 gnd |
| topic_facet | Führungskraft Management Medizinische Forschungseinrichtung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033999568&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=033999568&sequence=000003&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT meyerkylep takingtheleadaguideforemergingleadersinacademicalmedicalcenters AT kramerrob takingtheleadaguideforemergingleadersinacademicalmedicalcenters |