Coaching the Physician Executive Candidate for the ______ Process

The Physician Executive's Coach works with candidates for leadership positions.  This work is tailored to the situation and the needs of the Candidate and often includes:  

  • Establishing clear statements that reflect the Candidate's career intent that can be communicated during the interview process.

  • Preparing and delivering a clearly articulated statement of why the Candidate is qualified, not just clinically and academically for this position, but as a leader of others and a manager of resources; as one who can achieve unit and institutional goals in an effective fashion.

  • Preparing the individual for the interview with mock questions and situational work. Helping the candidate express their input with poise and passion.

  • Developing statements that reflect the Candidate's expectations of the position.

  • Helping the Candidate interpret their offer letter with respect to key issues, including:

  • What will be their 'real' responsibilities?

  • What will be their 'real' authorities?

  • What are the recruiting organization's expectations of the Candidate?

  •  What are the Candidate's personal/professional goals?

  • What are the resources (generally money, faculty & staff positions, space [office, lab, clinic, Operating Room time and equipment] available to the Candidate and do they align with items above (i.e., does the candidate have sufficient resources to get the job done)?

  • What is the total value of the compensation package and how does that compare to the Candidate's current compensation, taking into account the differences in the cost of living, retirement contributions and other factors.

  • Non-compensation aspects of the economic package, including non-recurring and start-up support.

  • Negotiating strategies when it comes down to the wire, and closing the deal.

  • Assisting the Candidate in the preparation of his/her  acceptance letter so as to assure that there is no ambiguity in what is expected of all parties.

  • Developing a graceful and dignified exit strategy from the Candidate's current position.

This all leads to getting the job, after which the real work begins.  That is, preparing for and executing the new role:

  • Entering the position with poise and confidence, including communication with faculty, staff and others before the official start date.  Creating and communicating the designee's  most important message during their inaugural moment.

  • Recruiting faculty and key staff.

  • Building an organization that functions successfully, including team building.

  • Evaluating (and motivating) faculty and staff.

  • Conflict resolution
     

  • Having difficult conversations, with good outcomes.

  • Discipline

  • Goal setting

  • Establishing and applying measures of performance; interpreting results.
     

  • Problem solving
     

  • The preparation of convincing proposals for additional resources (e.g., budgeting, space requests, program and business plans) in the future.
     

  • And the many other issues that will arise in the course of the Candidate's first two to three years in the new position.

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