1. Experienced Administrators Advice for new AIM Members
35th Annual AIM Educational Conference AIM Pre-course for New Administrators “Managing the Tripartite Mission” September 11, 2014 Washington, DC
Experienced Administrators
Advice for new AIM Members

2. Panel Members
Monica Fawthrop Administrator, Division of Pulmonary and Critical Care Medicine University of Washington Luis Rivera Department Administrator Department of Medicine Hofstra North Shore – LIJ School of Medicine Cynthia Sutton Administrator, Cardiology and Director – Physician Network Services University of Nebraska Medical Center / The Nebraska Medical Center

3. How did I get here?
When I was a kid, I didn’t think I would be doing this when I grew up.
So how did we all get here?
Panel member backgrounds
Tell us a little bit about yourselves
Roles and how did you land in Medicine?
Transfer from other institutional offices or departments?
Previous experience in the private sector?
Other not for profit?
???

4. What makes a Department of Medicine unlike other Departments?
Size
Balance of the tripartite mission components
Department/Division relationships
Diversity of activities

5. Key topics for administrative leaders
Administrative/leadership balance
Communication challenges
Faculty relationships
Decision-making

6. Administrative/leadership balance
Administrators and managers: Authority conferred by position Leaders: Authority from demonstrating vision and integrity

7. Be Truthful, Be Innovative
An important job of the Administrator is to tell the Chair/Division Chief/Faculty leadership what is really going on, even when the truth is not what people want to hear
In partnership with your Chair/Chief/Faculty leadership, be innovative – the Department of Medicine should be recognized as a leader on campus

8. Take the Lead
Set the tone for your division or department by your own behavior.
Nurture and provide career development for your faculty and staff
Strive to become a well respected leader not only your department but in your institution
Make the first move, propose solutions

9. Know your ‘stuff’ Always know the numbers
Always know the right numbers
When you don’t, find out
Never guess – they always remember the one time you were wrong…

10. Know when to hold ‘em Understand your various roles
When to provide leadership/direction
When to be the observer
When it is best to be hands on or hands off
Understand limits/boundaries
Understand where authority starts and stops

11. Communication challenges
The problem with communication … is the illusion that it has been accomplished. George Bernard Shaw In other words, get feedback to know you’ve been heard and understood.

12. Tips that everyone can use
Listen carefully
Learn what makes people tick
Understand various motivators and learning styles
Learn how to play to others interests and reliable strengths

13. Faculty relationships
Create an environment that allows faculty to do what they do best
Facilitate/work the system
Acknowledge process challenges and work to address and improve
Build relationships with your process partners to increase opportunities to be ‘heard’

14. Anticipate Needs
A ‘must have’ skill for all administrators is the ability to anticipate scenarios Prospective management and preparation will lead to better outcomes An understanding of who the faculty are and what they need to succeed will create strong relationships, allow creativity, and promote productivity

15. The Decision-making process
State the Objective
Collect Data/Information/Ideas
Identify Alternatives/Options
Analyze Alternatives/Options
Make a Decision
Communicate Decision
Evaluate Decision

16. Thank You and Discussion