Navigating Organized Urology: A Practical Guide

215 Pages·2020·3.821 MB·English

by  Stephen Y. Nakada, Sutchin R. Patel

Navigating Organized Urology
Stephen Y. Nakada Sutchin R. Patel
(cid:129)
Editors
Navigating Organized
Urology
A Practical Guide
Second Edition
123
Editors
StephenY.Nakada Sutchin R. Patel
Department ofUrology Department ofUrology
University of Wisconsin University of Wisconsin
Schoolof Medicine andPublic Health Schoolof Medicine andPublic Health
Madison,WI, USA Madison,WI, USA
ISBN978-3-031-05539-3 ISBN978-3-031-05540-9 (eBook)
https://doi.org/10.1007/978-3-031-05540-9
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Contents
1 Knowing Yourself (Edition 2) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Stephen Y. Nakada
2 Interview Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . 9
Sara L. Best
3 Curriculum Vitae Preparation . . . . . . . . . . . . . . . . . . . . . . . . .. . . 15
Margaret A. Knoedler
4 Finding the Right Job. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
E. Jason Abel
5 The Role of the Educator . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . 29
Byron D. Joyner
6 The Urologist as an Effective Administrative Leader . . . . . . . . . . . 39
Edwin A. Melendez and James M. McKiernan
7 The Urologist as Researcher . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . 49
Wade Bushman
8 Academic Roles: Inventor. . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . 59
Ryan L. Steinberg, Brett A. Johnson, and Jeffrey A. Cadeddu
9 Academic Research Collaboration. . . . . . . . . . . . . . . . . . . . . . .. . . 69
Kristina L. Penniston
10 Patient Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Sarah E. Tevis and Nizar N. Jarjour
11 Managing the Operating Room. . . . . . . . . . . . . . . . . . . . . . . . .. . . 99
David F. Jarrard
12 Enhancing and Promoting Your Office Urology Practice: Future
Trends in Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
David Mobley and Neil Baum
v
vi Contents
13 Coding and Billing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
David Paolone
14 Telemedicine in Urology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Gregory W. Hosier and Thomas Chi
15 Time Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Woodson W. Smelser, Aaron A. Laviana, and Sam S. Chang
16 Media and Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
Stacy Loeb
17 Burnout, Happiness and Work-Life Harmony . . . . . . . . . . . . .. . . 171
Granville L. Lloyd and Sarah E. McAchran
18 The Power of History and Leveraging Past Institutional
Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . 183
Sutchin R. Patel
19 Crisis Management for Physicians . . . . . . . . . . . . . . . . . . . . . . . . . 195
Kyle A. Richards
20 Practical Lessons Learned from the Covid-19 Pandemic . . . . .. . . 203
Hunter Wessells
21 Re-Evaluating Yourself. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . 211
Stephen Y. Nakada
Chapter 1
Knowing Yourself (Edition 2)
Stephen Y. Nakada
Self-awareness
Understanding yourself, and how you are viewed by others, is not simple. In the
worldoforganizedurology,therearenumerousdifferentinteractionsyouwillhave,
in your clinical career, academic career, and administratively. Beyond this, of
course,thereareallofyourpersonalrelationships,whichalsoeventuallyplayarole
in your professional life. I believe that the sooner you begin to acquire some
self-awareness about the style, habits, and overall image you emote to others, the
better you will perform in all phases.
Through trial and error, you will eventually come to several fundamental con-
clusionsaboutyourself.Iamnotanexpertinthisfield,andthusmystatementsare
frommyexperience.Forinstance,areyouanintrovert,oranextrovert?Theseterms
aredefinedinFig. 1.1.Tosomeextent,likeeverything,thesecategoriesrepresenta
continuum.However,knowingwhereyousitonthecurvehelpsyouwiththestyle
of your decision-making right from the beginning.
Once grounded enough in the profession, there are several excellent reference
tools to help you evaluate your style as a clinician, manager, and colleague [1].
Thesetoolsrequireinputfromothers,andrequireyoutohaveanetworkofpeople
whowillfilltheseformsoutresponsibly.Typically,greatfeedbackisscarce,butit
is typically best from co-workers, and can offer you a general profile of your
personality and leadership style. When involved with professional groups and
societies, 360° evaluations are a common tactic. Take these exercises seriously, as
the data is very valuable. I highly recommend getting a personal profile, and
numerous services offer this service. Overall, while somewhat generic, you are
placed into categories, which help in several ways.
S.Y.Nakada(&)
DepartmentofUrology,UWMedicalFoundationCentennicalBuilding,1685Highland
Avenue,Madison,WI53705-2281,USA
e-mail:[email protected]
©TheAuthor(s),underexclusivelicensetoSpringerNatureSwitzerlandAG2022 1
S.Y.NakadaandS.R.Patel(eds.),NavigatingOrganizedUrology,
https://doi.org/10.1007/978-3-031-05540-9_1
2 S.Y.Nakada
Fig.1.1 Definition
• in-tro-vert.
• .
• ex-tro-vert.
• an outgoing, overly expressive person.
First,youcanidentifyareasofimprovementforyourself,andIwoulddevelopa
strategy to improve your areas of weakness, and perhaps more logically avoid
situations that focus on your areas of weakness. For instance, I underwent a 360°
evaluation early in my career, as we performed this as a board group to help our
communicationsinboard meetings.Iproved tobeapoorlistener,spoketoomuch
and often appeared disinterested. Certainly the latter couldn’t have been further
from the truth (at least in my mind!). Regardless, focusing on listening and on
faciliatory communication became a focus for me. The 360° evaluation for some
was an “insult” or a “waste of time” but I saw it as a valuable opportunity. I have
observed most leaders exhibit great levels of interest and a supportive demeanor,
theyaregreatlisteners,andtheycancommunicatealotwithaneconomyofwords.
For me what an eyeopener!
Butadmittedlyitisnotsosimple.Whiledidacticclassesarehelpful,yournatural
abilitiesplayarole.Another,importantalternateapproachcanbegleanedfromthe
greatestmoderngolfer,TigerWoods.WhenWoodsenteredthe2000BritishOpen
whichwasheldinSt.Andrews,hewasontrackforhisTigerSlam(winningallfour
majorsconsecutively)[2].Theproblemwasthattherearearecordnumberofsand
trapsatSt.Andrews,andWoodswasamediocresandplayerbyhisstandards.One
approach would be to improve his sand play, but the key strategy was that he did
nothithisballinabunkerallweekandwonthetournamentbyagoodmargin.Mr.
Woodsavoidedbunkersandoptedformoredifficultshotsintogreens,whichwasa
strength of his game. The lesson is, even after improvement, one should select
situations to exploit areas of strength and avoid situations that focus on one’s
weaknesses. For instance, I have learned to position myself for “delivering the
message” which is a strength, rather than try and create opportunities for me to
“collectthefeedback.”Thisisbetterassignedtosomeoneelsemorenaturallygifted
at this whenever possible.
Priorities
Prioritizationseemslogicalandsimple,butintruthitisoneoftheharderthingsto
doeffectively.Thechallengeishowtoprioritizewhatwesetouttodo,andhowwe
usethoseprioritiestocreateandexecuteaplanforourcareersmovingforward.The
executionofprioritizationrelatestoorganizedurologyinthisway:ifyouseektobe
an academician focused on bench research, or a physician executive leader, or an
1 KnowingYourself(Edition2) 3
Fig.1.2 The3P’s The 3 P’s
(cid:129) Performance
(cid:129) Purpose
(cid:129) Passion
innovator in surgical education what is the path forward, and how do I get on that
path? Or maybe you just want to be the best practicing urologist you can be, or
practice the least urology you can. I strongly believe all of these paths require the
same fundamental starting point. Performance, purpose, and passion are my “3Ps”
to success in prioritization and execution, and I have not identified anyone else
coining this phrase, so for now it goes unreferenced (Fig. 1.2).
It is misguided to start out of the gate wanting to be an academic urologist,
withoutbeingagreatclinicalurologistfirst.Moreimportantly,thesamegoesforall
paths. Want to do less urology? You better be good at it. Early in one’s career,
performance must be prioritized, and learning and studying to become the best
clinicianyoucanbeisthefirstpriority.Insomeways,thissimplifiesthingsforyou,
and I found in many ways my career goals were the least conflicted as a resident.
How many people as residents enjoyed all aspects of urology? I believe it will be
the good ones that feel that way at some point.
Findingpurpose,thesecondP,isanemotionaldecisionthatdoescometomost
successful urologists. Perhaps one good way to think of “purpose” is to identify
something that gives you professional satisfaction, it may be a cause, or moments
(certain fulfilling cases), innovative breakthrough or practice decision that allows
one to develop purpose. More recently, volunteerism, supporting DEI (Diversity,
Equity, and Inclusion) are also emotional “purposes” for some. For me this was
minimally invasive urology, and studying, innovating in this field gave me great
direction.Decision-making,orprioritizingandexecutingmyplanmadesense,and
my career became focused on acquiring skills to get become more effective.
Eventually leadership and mentoring would take priority in my career. One’s pri-
oritiesandthuspurposecanchange,ormoreaccuratelyevolve,butIbelievethisis
always not necessary. The “chairman conundrum” is a great example. Most of us
realize that the attributes that often position you to become chairman (success
clinicallyandinresearch,anationalreputation)hardlyprepareyoufortherolesof
mentorship and personnel management which are vital to this role. You can add
socialandemotionalawarenesstothatlistaswell!Moreover,businessandfinance
training (MBA, MHA, MMM) are degrees designed to prepare administratively,
and only recently have younger faculty pursued these opportunities.
ThelastP,passion,istypicallythemostelusive.Ibelievepassionistheticketto
extraordinary success, if you seek this. What does passion do, positively for you
and your career? It lengthens the workday, it decreases your fatigue, it explains
taking extrememeasures toachieve success,and it explains unrelentingbehaviors.
Thisenablesonetoproducemorethanexpected,orevenmorethaniswise.George
Bernard Shaw said, “when I was young, I observed that I failed 9 out of 10 times.
4 S.Y.Nakada
So, I decided to work 10 times as hard.” Passion leads to followers, and followers
leadstoafollowing,whichareoftengoodthings.Alternatively,thiscanleadtoan
unbalanced life, and more importantly lead to burnout and broken relationships
(see Chapt. 17). As such, balance plays a role, but I would not call it a priority in
this paradigm. To summarize, I believe prioritization is an evolving process and
requires ongoing check-ins with your ongoing self-awareness.
Relationship Management
Therearethreegeneralrelationshipsyouwillhaveinyourcareer:withyourbossor
superiors,withyourcolleagues,andwithyoursubordinates(Fig. 1.3).Themodern
era has led us to see this traditional separation to be dwindling, but it is my belief
that while in the technical sense this distinction remains, how you manage these
relationships has changed dramatically. The power differential, or management of
subordinates, has become critical, and for most reading this book, this aspect will
expand in size and scope. Potentially this situation is a veritable minefield. Let’s
review these three general relationships, and some strategies to navigate them.
Bosses
Startingwithyourboss,herearefourreasonableinitialpillarstoworkoff:(1)show
upearly,(2)havealist,(3)showappreciation,and(4)valuegrowthopportunities.
What does your boss do that you don’t? What can you learn from that? What are
his/her weaknesses?
Ingeneral,Ihaveviewedtimewithmybossasopportunity,andgenerallyalittle
extratimeneverhurts.Thus,ifIhaveascheduled4:30 pmmeeting,Iwillarriveat
4:20 pmorso, no earlier, no later. That way, ifearly,I getextra timeor allow my
bosstofinishwithmeearlier.Ifthemeetingdoesstartontime,itgivesmetimeto
relax,potentiallyminglewithhisstaff,whichisalsobeneficial.Ibelievefaciliatory,
orcollaborative-typerelationshipsarebest,andnowheredoesthatworkbetterthan
with one’s superior.
Fig.1.3 Threegeneral
relationshipsinyourcareer