Annual Reviews and Goal Setting* Jan E. Patterson MD April 13, 2007 WFA

1. Annual Reviews and Goal Setting*Jan E. Patterson MDApril 13, 2007WFA *Everything you always wanted to know about talking to your Chair but were afraid to ask

2. Self Help • Expectations should be clear • What are your Chief’s/Chair’s expectations? • Define your career track • Get help with this • Celebrate wins and successes • Let your Chief/Chair/mentors know • Set goals: short term and long term • Annual review • Talk to your Chief and Chair

3. Departmental Expectations • Be professional and collegial • Comply with institutional policies • Know your area(s) of excellence and excel • Find your unique role/niche • Know the promotion and tenure guidelines • Find mentor(s) • Support departmental activities • Grand Rounds, Research conference, Front Porch, Clinical Productivity Program, Research Day, Teaching activities • Support your division • Understand your contribution • Be someone who can be counted on

4. Annual Review – Key Features • The facts are (should be) written down • Nuances are aired and documented • Make sure you understand • Plans are laid for the future and accountability established • Early warnings are put in writing • Successes, appreciation conveyed

5. Types of Questions Chief/Chair Should Ask • What is working and not working at… • Hospital • Department • Division • Medical School • Laboratory • Clinics • What can we do to make it better for you? • What are your goals for next year?

6. Types of Questions You Should Ask • Am I making progress toward my area(s) of excellence? • Are my activities on track for my area(s) of excellence? • Should I add/subtract something? • How can I improve? • Be open to constructive input • Get input on goals/objectives • I need support for….

7. Approach to Problems • Avoid whining • Do your homework • Anticipate questions • Have you tried to solve? • Talked to other stakeholders? • Have at least one proposed solution • Talk to your Chief first

8. Approach to Problems • A problem is a perception by an individual that something he or she values is being threatened. • There are no shared problems • There can be a shared solution. A solution is a way of doing things that each person perceives will take care of what’s important to him or her. Build teams around the possibility of a shared solution. • Never expect anyone to engage in a behavior that serves your values unless you give that person adequate reason to do so.

9. “I’ve got a problem. I need your help” • To have more power with people, • Become indebted to people; ask for help. • Thank you note. • If someone helps you, express gratitude. • Followup. If asked to do something, write an email to followup that you have taken care of it. • Take 100% responsibility for all communications in which you are involved. • “I don’t think I said that very well. Let me try again.” • “This is important to me. I’m not sure I’m getting it. Would you help me?”

10. Requests • Give adequate notice for writing letters, signing documents, reviewing manuscripts and abstracts • Draft the letter whenever possible • Be considerate of time • Be focused; to the point • Is this good use of time? • Assistants can help much of the time • Make friends with the staff