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Overview of AAMC Mid Career Women Faculty Professional Development Seminar Poonam Sharma, MBBS.

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Presentation on theme: "Overview of AAMC Mid Career Women Faculty Professional Development Seminar Poonam Sharma, MBBS."— Presentation transcript:

1 Overview of AAMC Mid Career Women Faculty Professional Development Seminar Poonam Sharma, MBBS

2 Why attend Find peers in the similar situation Share personal challenges Listen to others Coping strategies Understand institutional process Find mentors Find opportunities for advancement Network Help others

3 AAMC Mid Career Stated Learning Objectives: Visualize potential paths to leadership and develop career plans to advance towards that vision Identify networks of mentors and colleagues in academic medicine. Acquire tools and skills necessary for leading teams and being an effective team member. Summarize key skill and knowledge areas related to academic and organizational leadership. Apply strategies to facilitate powerful and effective communication

4 Day planner Team building exercises – Conflict resolution – Effective communication Career mapping sessions Tracks – – Career management track – Leadership – Financial – Communication Skills Track

5 Current academic rankAssistant Professor9 Associate Professor127 Professor7 What year were you appointed to this rank?Median2008 Highest DegreeD.O.1 PhD35 MD100 MD/PhD2 Other (e.g. MD/MPH)5 Are you currently working on a grant application? No72 Yes71 Are you currently assembling a promotion packet? No103 Yes40 Are you currently in an interim or acting leadership position? No71 Yes72 Please select the PRIMARY focus of your scholarship Administration/Basic Science0 Administration/Clinical26 Administration/Educational19 Research/Basic Science15 Research/Clinical30 Research/Community-Based/Health Service Promotion9 Research/Educational/Research/Translational18 Teaching/Basic Science0 Teaching/Clinical26 Total143 Class of MidWIM 2011 Snapshot

6 Skills for Team Work Sessions Three sessions – interactive format, role play – tools and skills necessary for leading teams – being an effective team member – review of team challenges and dynamics – potential impact of teams on the overall effectiveness of organizations. – temperament in team and group dynamics, specifically in the context of conflict

7 Skills for Team Work Sessions Discover your personal style Learn about temperaments Understand how temperament affects our work in groups and our reactions to others Demonstrate how styles might influence our approach to communication and team-building Appreciate the value of diversity in teams and organizations

8 Team Work Session The PACE™ Palette – Personal Style Assessment a color assessment tool designed to dramatically enhance communication in the workplace The PACE™ Palette – Personal Style Assessment Four Color Cards (Red-Adventure, Yellow- Responsibility, Blue-Harmony & Green- Curiosity).

9 Use your knowledge of styles to tailor communications with individuals and groups Tips to remember when speaking with: – Reds: Get to the POINT! Create urgency and excitement; immediate outcomes; bottom-line! – Yellow: Precise; business-like; well-organized. – Blue: Teamwork; impact on others; creating harmony; values and convictions. – Green: Advance knowledge; visionary; data-based; creative but logical ideas; solutions to problems.

10 Leading Teams through Conflict to High Performance

11 Thomas-Kilmann Conflict Mode Instrument (TKI) profile indicates your repertoire of conflict-handling modes

12 The Five Conflict Handling Modes COMPETING ● The goal is to “win” ● Use of power & influence to achieve your goals ● “My way” COLLABORATING ● The goal is to find a “win-win” solution ● An open, problem-solving approach to meet everyone’s interests to greatest extent possible ● “Our way” COMPROMISING ● The goal is to “find a middle ground” ● A pragmatic approach of trading concessions to make a deal ● “Half way” AVOIDING The goal is to “delay” ● Denial of the existence of conflict or unwillingness to deal with the issues ● “No way” ACCOMODATING ● The goal is to “yield” ● Giving the other side what they ask or demand ● “Your way” ASSERTIVENESS COOPERATIVENESS

13 Team Toxins Blame Defensiveness Stonewalling Contempt Source: Seven Principles for Making Marriage Work by John Gottman

14 Powerful and Effective Communication 1.Be Proactive: Don’t react 2. Be Direct: Ask for you want Be assertive 3. Listen

15 5 Ways to Sabotage Listening 1.Interrupt 2.“I know just how you feel.” 3.Pre-Judge 4.Respond emotionally vs. logically 5.Anticipate what we will hear

16 Your perspective and self talk

17 Choose Words Carefully

18 Stop Ending Statements with a Question or by Raising Your Voice Ex: “This process will save time, won’t it?” “More research will yield better cost analysis, don't you think?” ?

19 Be Aware of : Words, Tone of Voice, Body Language Body Language: 55% Tone of Voice: 38% Words: 7%

20 AAMC One facilitator, group of 15 – CV – Personal narrative – LOR – art of nomination

21 Career Mapping Sessions Career Mapping I: Critical Self Reflection Exercise Purpose: 1) Use of a personal narrative document to assess your current professional situation and describe the decisions that got you here 2) Use interviewing to craft your “life story” in a concise verbal format for a novice audience. 3) Use the interview feedback to revise your personal narrative document

22 Career Mapping Sessions II. Showcasing Your Potential Career Mapping II: Your Curriculum Vitae Purpose: 1) Review the CV that you use for public dissemination (as distinguished from your school’s internal CV used for academic review) for formatting, and presentation of accomplishments and career focus. 2) Provide feedback to peers Pre-seminar assignment for the session: – Format your CV according to school’s or AAMC format

23 Career Mapping Sessions Career Mapping III: Your Letter of Reference Purpose: 1) Develop a desired letter of reference for your leadership position. 2) Develop awareness of the different language used in letters for men compared to women. The Art of Successful Nominations

24 Art of successful nomination Tips for Getting Nominated – Identify the Award or Position That Interests You and Ask To Be Nominated. – Don't wait to be asked, ask a friend, colleague, or peer to nominate you – Work to project an image of ability and strength – Make It Easy For Your Colleagues to Nominate You

25 Successful nomination Make It Easy For Your Colleagues to Nominate You – Update your CV – Offer to draft a letter – DON'T BE MODEST

26 Career Management Track Working with Your Chair: Creating a Partnership to Advance Your Career

27 What you need to know about your institution Organizational chart – who reports to whom? Big issues facing the institution

28 What you need to know about your chair Reporting relationship Responsibilities as chair Other responsibilities within the institution Other responsibilities outside the institution Finances of your department Big issues facing your department

29 Chair’s Style Introvert versus extravert Morning person versus night person Scientist, clinician, administrator New or experienced administrator Insecure versus secure in position Stressors Other personality quirks

30 The Skill Set of Both Parties Matters Personality Experience Confidence Conflict Resolution Listener Age Eye Contact Non-verbal Cues

31 Work WITH your Chair Focus on goals Balance of your needs versus department needs versus college needs Be respectful of your colleagues Be respectful of what is best for your department Expect disagreement (plan your response) Deal with conflict calmly (look for win-win) Confront issues, not people Propose solutions

32 Strategies for Success Face-to-face meetings Provide an agenda ahead of time Prioritize and organize Be respectful of time allocated for the meeting Stay focused Do not whine Have solutions to problems Action items for follow up (and do it) Keep confidential communications confidential Do not bad mouth your colleagues

33 Suggestions for one-on-one meetings with your chair Share good news Don’t use each meeting to ask for something Ask for guidance/advice Realize you may not know the entire story Consider your chair, your mentor Respect your chair’s time

34 Chance Meetings At the office, in the hall, or Social gatherings etc. Not the time for discussion of major issues Time to build a social relationship Do not focus just on yourself

35 Written Communications – /written letter - Suggestion for communications Think before you write Short and to the point Don’t over use Share good news Respect your chair’s time Always read before sending If reacting to something, wait until tomorrow Remember that s can come back to haunt you, use judiciously

36 Chair’s will respect you Build a reputation of integrity Tell the truth Work hard Deliver when asked or promised Attitude and motivation do matter Toot your horn Communicate short and long-term goals and how they can help the department Be honest, even about personal issues Respect organizational structure (do not go over your chair’s head)

37 What did I gain

38 Tips for Success Focus, focus, focus Know expectations Be proactive, look out for yourself Don’t give up Communication Team building *Build relational communication skills

39 Tips for Success Mentors Role model Maximize Your Resilience as an Individual, Team Member, and Leader Anticipate conflicts

40 Questions?


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