Surgical mentorship and leadership: building for success in academic surgery

287 Pages·2018·4.38 MB·English

by  Charles R. Scoggins

Success in Academic Surgery
Series Editors: Lillian Kao · Herbert Chen
Charles R. Scoggins
Raphael E. Pollock
Timothy M. Pawlik Editors
Surgical
Mentorship and
Leadership
Building for Success in Academic
Surgery
Success in Academic Surgery
Serieseditors:
LillianKao
TheUniversityofTexasHealthScienceCentre
Houston,Texas
USA
HerbertChen
DepartmentofSurgery
UniversityofAlabamaatBirmingham
Alabama
USA
Moreinformationaboutthisseriesathttp://www.springer.com/series/11216
(cid:129)
Charles R. Scoggins Raphael E. Pollock
Timothy M. Pawlik
Editors
Surgical Mentorship and
Leadership
Building for Success in Academic Surgery
Editors
CharlesR.Scoggins RaphaelE.Pollock
DivisionofSurgicalOncology TheJamesComprehensiveCancer
UniversityofLouisville WexnerMedicalCenter
Louisville,KY,USA TheOhioStateUniversity
Columbus,OH,USA
TimothyM.Pawlik
WexnerMedicalCenter
TheOhioStateUniversity
Colombus,OH,USA
ISSN2194-7481 ISSN2194-749X (electronic)
SuccessinAcademicSurgery
ISBN978-3-319-71131-7 ISBN978-3-319-71132-4 (eBook)
https://doi.org/10.1007/978-3-319-71132-4
LibraryofCongressControlNumber:2018937097
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Foreword
A career in academic surgery remains extremely rewarding; those of us who have
beenbenefactorsfullyunderstandthesatisfactionandfulfillment.Nevertheless,the
landscape of academic surgery has changed. The path to become a surgical acade-
mician30yearsagowasrelativelysimple:beabusyandexcellentsurgeon,starta
basic science research laboratory, and of course be an outstanding teacher. Reim-
bursementwasexcellent,fundinglevelswerehigh,andtheelectronicmedicalrecord
was just being imagined. Today is very different. RVUs are the tender of the day
rather than academic productivity, particularly for surgeons. Basic science has
evolved from physiology to complex molecular biology. Quality metrics, safety,
online training, intense competition, IRBs, and EPIC fill each and every workday.
Notsurprising,todaytheconceptofacareerinacademicsurgeryisdaunting.
Iremainoptimisticthatacademicsurgerywillsurvive.Asthepaceofinnovation
increasesandashealthcarecontinuestoevolve,itwillbecomeincreasinglyimpor-
tant for surgical academicians to lead the way. However, success in surgical aca-
demicsinourcurrentenvironmentwillbemorechallenging,andtwoelementswill
become increasingly essential: mentorship and leadership. This book provides a
superbtreatiseonboth.
Theauthorsareatoptierteam,includingpastpresidentsoftheAmericanSurgical
Association,theAmericanCollegeofSurgeons,theSocietyofUniversitySurgeons,
andtheAssociationforAcademicSurgery,aswellasmultiplesurgicalchairs.The
best of the best have created a compendium filled with pearls that even the most
experienced of leaders and mentors would find valuable. This book is designed so
thereisvalueforallsurgeons,atallstages,whethertheybetrainees,juniorfaculty,
or seasoned professors. Hundreds of years of experience have been coalesced into
200 pages of wisdom. In short, this is a must-read for all that aspire to achieve a
successfulcareerinacademicsurgery.
v
vi Foreword
We are privileged to have the opportunity to be surgeons, but those of us who
have devoted our lives to surgical academics are truly blessed. My hope is that an
academiccareerwillcontinuetobeanaspirationofourbestandbrightest.Surgical
MentorshipandLeadership:BuildingforSuccessinAcademicSurgerycanprovide
aroadmapforourfuturegenerationofacademicleaders.
Dean,CollegeofMedicine K.CraigKent,MD
VicePresidentforHealthSciences LeslieH.
WexnerDean’sChairinMedicine AbigailS.
Columbus,OH,USA
Preface
Leadershipandmentorship—manypeopletalkaboutthesethingsasbeingessential
attributesfortoday’ssurgicalleaders,yetfewcansuccessfullybringtheseattributes
to bear. Modern medical training prepares a young surgeon for the important
responsibilityofcaringfortheinfirm,yetassurgeonsmature,theyareoftencalled
upontoleadunitsanddepartments.Thesetasksprovideuniquechallengesthattax
even the most seasoned of clinical surgeons. Dealing with human resource needs,
financial obligations, programmatic development, pursuing a national agenda, and
nurturing others are just some of the activities that must be mastered to be an
effective leader of modern surgical departments. As critical as success in these
endeavors are to the trajectory of surgical leadership accomplishment, our current
medicaltrainingparadigmsdolittletoprepareoneforthisleadershipchallenge.
Manyattributesofleadershipappeartobeessentiallyinnateinsomeindividuals:
honor,integrity,vision,service,andgrit,tonameafew.Italmostseemsasthough
somepeoplearesimplybornwiththesetraitsthatarereadilyfosteredanddeveloped
asachild.Theseindividualsarenaturalleaderswhooftenhave“magnetic”person-
alities.Yetformostofus,leadershipislearnedskillthatisbornefromourmentors.
Trainingandattentiontodevelopingleadershipskillsfromthegiftedindividualsthat
precede us can help empower us. Through systematic mentorship, education, and
experience, a young surgeon can potentially develop into a great surgical leader,
regardlessofactualtitle.
Wehavebeenluckytohavebeenexposedtosomeofthegiantsinourfield,and
amongthesementorsaresomeofthewonderfulauthorswhohavecontributedtothis
book. To these individuals, and to all our previous mentors, we owe a debt of
gratitude that can only be repaid by passing the torch to you. We hope that this
bookwillserveasavehicletohelpfulfilladesiretobecomeoneofourgreatfuture
surgicalleaders!
Colombus,OH,USA TimothyM.Pawlik
Colombus,OH,USA RaphaelE.Pollock
Louisville,KY,USA CharlesR.Scoggins
vii
Contents
PartI Mentorship
1 BriefHistoryofMentorship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
AlbertoR.Ferreres
2 CharacteristicsoftheIdealMentor. . . . . . . . . . . . . . . . . . . . . . . . . 9
MarcoG.PattiandMelinaR.Kibbe
3 MentorshipStyles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
RaphaelE.Pollock
4 AnOverallMentorshipStrategyforEntry-LevelFaculty. . . . . . . . 31
EmilyI.Spangler,CharlesLeithead,andHerbertChen
5 ResponsibilitiesoftheMentor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Jean-NicolasVautheyandYukihiroYokoyama
6 ResponsibilitiesoftheMentee. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
UmaR.PhatakandLillianS.Kao
7 MentorshipforClinicalSuccess. . . . . . . . . . . . . . . . . . . . . . . . . . . 67
T.ClarkGamblin
8 MentorshipforResearchSuccess. . . . . . . . . . . . . . . . . . . . . . . . . . 71
JacquelineM.Garonzik-WangandDorryL.Segev
9 Mentorship/SponsorshipandLeadershipinAcademicSurgery:
SimilaritiesandDifferences. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
L.D.Britt
10 MentorshipforMid-CareerDecisions:AspirationsforPersonal
OrganizationalLeadershipOpportunities. . . . . . . . . . . . . . . . . . . . 91
E.JamesKruseandDanielAlbo
ix
x Contents
11 MentorshipforMid-CareerDecisions:AspirationsforMulti-
disciplinaryProgrammaticLeadershipOpportunities. . . . . . . . . . . 103
JordanM.CloydandTimothyM.Pawlik
12 MentorshipforThoseWhomtheOperatingRoom
IsNoLongerTheirTheater. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
MurrayF.Brennan
13 MentorshipforLifeBalanceSuccess. . . . . . . . . . . . . . . . . . . . . . . . 125
JohnL.TarpleyandMargaretJ.Tarpley
14 EstablishingDepartmentalMentorshipPrograms. . . . . . . . . . . . . . 139
StevenM.Steinberg
PartII Leadership
15 QualitiesofaGoodLeader. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
MeeraKotagalandCarlosA.Pellegrini
16 ResourcestoGrowYourLeadershipSkills. . . . . . . . . . . . . . . . . . . 159
AudraT.ClarkandRebeccaM.Minter
17 Choosingthe“Right”LeadershipStyleforYou. . . . . . . . . . . . . . . 171
JenniferF.WaljeeandJustinB.Dimick
18 BuildingaSuccessfulClinicalProgramintheAcademic
MedicalCenter. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
HerbertJ.Zeh,III
19 BeingaLeader:OrganizingaBasicScienceResearchProgram. . . 189
AlanDardik
20 BeingaLeader:OrganizingaHealthServices
ResearchProgram.. . . . .. . . . .. . . . .. . . . .. . . . .. . . . .. . . . .. . 199
RavinderKangandSandraL.Wong
21 BeingaLeader:CultivatingSurgicalEducation. . . . . . . . . . . . . . . 215
AmyT.MakleyandTimothyA.Pritts
22 PhysiciansintheBoardroom. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
JeffreyS.Guy
23 TheBusinessofSurgery:HowtoLeadasFinancialManager. . . . . 237
CharlesR.ScogginsandKellyM.McMasters
24 Leadingthe“CriticalConversation”:SurgeonLeadershipinHR. . . 247
DouglasTyler