D. Neil GrangerBoyd Professor & Head

Department of Molecular & Cellular PhysiologyLSU 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 (2005-07)

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

1985 1990 1995 2000 2005

Major External & Internal Obligations (1985-present)Department Chair

RO1 funding

Program Project Grant

ClinicalSciences

CVB GMA-2 Study Sections GMPB

Am J Physiol (AE) Am J Physiol (AE) (Editor)Editorial

MCSPresident

Council American PhysiologicalSociety

PresidentElect/Active/Past

PhysiologyTest Committee

National Board Of Medical Examiners

FASEB Board

Associate Dean for Research Chair, BoD CV InstituteLSU administration

Microcirculation

Assessment of “Success” as Researcher vs.

Administrator/LeaderAdministration/leadership Research(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