Planning your career after retirement

As a physician executive plans the steps of his or her career, some emphasis should be placed on what is to happen at the end of the professional career. At some point, everyone has to consider retirement plans, and the earlier they begin, especially for financial considerations, the better. In the following article, a member of the College and of its faculty discusses how this process might be initiated. The advice is augmented by information the author obtained in interviews conducted with others who have begun to give retirement some thought or who have already sailed into this aspect of their lives.     

Delegation can make (or break) your career

Delegation is not a soft skill. Physician executives who do not delegate well and strategically cannot expect to achieve the top jobs now or in the future. It's not enough to have great communications skills to convey your vision. You won't achieve that vision alone; you must have a great team to bring that vision to fruition. However, you can't delegate your first and most important step--self-assessment. To maximize your strengths and minimize your weaknesses, you'll need a clear view of what makes you tick. Then start thinking about your executive role in these terms: Conceptualize work mandates as projects; choose people who are better than you for your team; and try to work yourself out of a job. By learning to delegate, physician executives can make their own careers (as well as those on their team) richer and more fulfilled.     

Preparing for a career in medical management. 8 steps to help you evaluate your career path

Making a career switch from clinical practice to medical management requires preparation and planning. There are numerous steps you can take to smooth out the transition. Most importantly, you must find ways to gain valuable leadership and management experiences before you can expect to land a good medical management position. Discover ways to cultivate that experience through staff posts, part-time positions or volunteer work.     

The rural health care enterprise: keeping up with the city slickers

As the managed care juggernaut rolls into rural America, numerous communities appear to be following the strategies adopted by their urban counterparts. But rural areas are different. There are several key dynamics that must be considered for rural communities to be successful in responding to the considerable challenges of the brutal market forces of managed care. The author presents practical suggestions for success in rural health care systems.     

The physician's alternative career transition model: a stepwise approach

The recent intense focus on marketplace reform has stimulated a reassessment of career planning options for some physicians. These socioeconomic changes have created unique opportunities beyond the traditional arenas of clinical practice and medical management for physicians to leverage their medical degrees and experiences in the business world. This paper presents three case reports of physician executives who have successfully pursued medically related business career options, each following different motivations at various stages of their medical careers. It then discusses the Physicians' Alternative Career Transition (PACT) model developed by the authors to assist other physicians who are considering making transitions into business-related careers. The PACT model is based on four critical steps for practicing physicians to make these transitions successfully: an internal self-evaluation process, an external environmental evaluation process, seeking the best "career match," and securing the career match.     

The effect of career exploration on subsequent training performance

In recent models of training effectiveness, it has been proposed that career exploration predicts training outcome variables such as training performance. Implementing the Career Exploration Survey developed by Stumpf and colleagues (1983), the present study explored the impact of sixteen dimensions of career exploration on subsequent training performance. A total of 145 call centre agents participated in the present study. Results demonstrated that four dimensions of career exploration predicted subsequent training performance. More specifically, trainees who (a) scored high on focused career exploration, (b) were more satisfied with information, (c) reported a higher internal search instrumentality, and (d) reported a lower external search instrumentality achieved higher training performance scores. Implications for theory, practice and future research are discussed.     

Making the most of your career--and your life

Take a look at a simple way to evaluate your job. Start figuring out how to take on more tasks that you like and get rid of those you dislike.     

Physician career development: toward building a model

Virtually no managed care organization provides a comprehensive and integrated program for physician career development. That's the principal finding of a survey we carried out in Spring 1994 in which we interviewed several individuals who have proven instrumental in the creation of career development programs at their managed care organizations. We started our research with the hypothesis that career development programs for physicians--frequently the most highly paid category of employees and the ones often most directly involved in the delivery of health care--should parallel the mission of the organization. In many of the organizations we surveyed, the mission included clinical excellence, managerial competence, research, teaching, community service, and building shareholder equity. While each organization offered some component of career development--usually clinical improvement and management development--very few offered programs that fostered the continued professional development of physicians in other aspects of their missions. In most cases, even in organizations with stronger career development agendas, the programs were passive and were rarely linked to the overall "corporate" goal of the managed care institution. This critical disconnect makes it extremely difficult for health care organizations to develop a workable system of accountability for their career development programs.     

The development of a Mentor Program to foster career management

Because of dramatic changes in the employment environment and the increased frequency with which employees change jobs and careers, career management has become increasingly important. This article introduces and evaluates an academic Mentor Program that was developed in response to these changes. The Mentor Program provides students with many benefits including career counseling, practical work experience, employment opportunities, and networking.     

The dynamics of effective corrupt leadership: Lessons from Rafik Hariri's political career in Lebanon

This article introduces the notion of “effective corrupt leadership” to distinguish those in public office who engage in corrupt practice, who are more effective, and better for their people, than alternatives. The paper examines a case of such leadership by discussing the career of the late Rafik Hariri, the Lebanese Prime Minister who initiated and achieved the rebuilding of Beirut after the Lebanese civil war between 1975 and 1990. Using the historical case-study method, an examination of Hariri's activities allows us to appreciate the difficulties of achieving tangible welfare benefits in corrupt circumstances. Notably, the moralizing attacks by Hariri's rivals show that while achieving and sustaining political power may require corrupt practice, such practice can ultimately undermine the leader authority and power. This “blifil paradox” demonstrates how difficult it is to lead effectively in corrupt circumstances. Through a discussion of these difficulties and challenges, the article attempts to demonstrate the significance of “effective corrupt leadership”, both in terms of its impact upon people, and its importance for the refinement of our understanding of leadership.     

Diagnosis of a stalled career

What should physician executives do to prepare for a career move? This is not a list of items to improve technical skills and knowledge, but information on how to accurately and clearly present your experience and gain credibility. A few of the basic career preparations that physician executives must make include: (1) Get your paperwork in order, both a resume and a curriculum vitae; (2) seek feedback and critical input; (3) refresh or establish your interviewing skills; and (4) focus on your communications techniques. Physicians executives cannot rest on their deserved laurels as strong practitioners when aspiring to a senior management role. It is critical to emphasize other skills--decisiveness, communication, and management experience in a range of health care organizations.     

The perks of narcissism: Behaving like a star speeds up career advancement to the CEO position

It is widely acknowledged that narcissism is a peculiar characteristic of leaders, such as CEOs. However, the role of narcissism in CEO emergence and appointment has not been studied yet. We overcome this gap by studying whether having a highly narcissistic personality allows individuals to become CEOs sooner. We posit that these individuals have quicker career development, climbing the hierarchical chain faster. We also hypothesize that this relation may be moderated by the firm's characteristics, comparing family and nonfamily firms. Family firms are the most widespread organizational form of firms around the world, and their peculiarities might affect the appointment of narcissistic CEOs. Estimates on a sample of 172 individuals partially confirm the hypotheses. Highly narcissistic individuals become CEOs quicker, regardless of whether the firm is a family business or not. Narcissistic individuals thus benefit from their personality when aiming at becoming CEOs faster in their career advancement.