D. Neil Granger Boyd Professor & Head Department of Molecular & Cellular Physiology LSU Health Sciences Center-Shreveport Mid-Career Transitions: Choices & Challenges Assuming Administrative/Leadership Positions While Maintaining an Active Research Program

Expanding Job Opportunities for Department Chairs in US Medical Schools  Until recently, 125 US medical schools employing ~3,000 Department Chairs  Existing physiology chair vacancies average ~16 per year ( )  In response to a predicted shortage of physicians in the US, the AAMC has called for a 30% increase in medical school enrollment.  Proliferation of new medical schools: Florida International University College of Medicine (Miami) University of Central Florida College of Medicine (Orlando) Paul L. Foster School of Medicine (El Paso, TX) Touro University College of Medicine (Hackensack, NJ) Scripps School of Medicine (La Jolla, CA) Oakland University Beaumont Medical School (Rochester, MI) Hofstra University School of Medicine (Hempstead, NY) The Commonwealth Medical College (Scranton, PA) Virginia Tech Carilion School of Medicine (Roanoke, VA)

Expectations of the Department Chair The Dean (whose success or failure largely depends on performance of Chairs) :  Advocate for Department/faculty  Promote the goals and objectives of Department (teaching, research, service)  Partner in management of medical center (institutional vision)  Apply responsible management practices in dealing with the budget, hiring/firing personnel, resource allocation, state/federal regulations, compliance issues, etc  Set an example for faculty in scholarship, teaching & research

Expectations of the Department Chair The faculty (success of Chair depends on what s/he can get others -- the faculty -- to do):  Primary spokesperson & advocate for Department/faculty  “Hold the line” with central administration (Dean) on issues perceived to negatively impact faculty/Department  Establish/maintain equity among work loads carried by individual faculty  Hold faculty accountable for performing responsibilities  Lead by example in scholarship, teaching & research

Determinants of a Successful Transition From Researcher to Administrator/Researcher  Time-management skills - setting priorities; realistic perspective about time commitment to administrative duties  Recruitment expectations - new vs established program; time-consuming nature of recruitment  Learning curve for institutional policies & procedures - a new bureaucracy; experienced, knowledgeable staff  Service obligations to national/regional organizations - restrictive & selective in extending these obligations  Research staff & trainees - quality, experience & size of own research team; graduate students & postdocs

Tips on Surviving as an Administrator/Researcher-1  Choose good people -- your success now also depends on what you can get others (faculty & research staff/trainees) to do  Set a high bar – expect excellence and professionalism  Delegate authority -- this allows for engagement of & provides administrative experience for faculty who have interest/passion for specific activities (teaching) or programs (graduate)  Work on departmental culture – create environment that is conducive to productivity and collaboration; do not allow faculty to take themselves too seriously—have fun

Tips on Surviving as an Administrator/Researcher-2  Seek input – build consensus and seek input on the “big issues”  Luck – if space and financial resources are > adequate, the faculty is willing to overlook some shortcomings (and personality defects) of the Chair  Learn to say “no” -- to new and existing obligations that detract from efforts as researcher & administrator

Major External & Internal Obligations (1985-present) Department Chair RO1 funding Program Project Grant Clinical Sciences CVBGMA-2Study SectionsGMPB Am J Physiol (AE) (Editor) Editorial MCS President Council American Physiological Society President Elect/Active/Past Physiology Test Committee National Board Of Medical Examiners FASEB Board Associate Dean for Research Chair, BoD CV Institute LSU administration Microcirculation

Assessment of “Success” as Researcher vs. Administrator/Leader Administration/leadershipResearch (Largely driven by local metrics)(Largely driven by national metrics)  Financial success  Extramural (NIH) support (grant funding)  Publication quality/impact  Meeting educational objectives (student performance & evaluations)  Editorial boards/editorships  Program development  Peer review panels (study sections) (faculty recruitment/retention)  Participation/leadership in national societies  Good citizenship  Achievement awards

“If everything is under control, you are going too slow.” Mario Andretti