Resources for department chairs

Academic careers

Department chairs face challenges both from within and beyond their departments while trying to create a supportive atmosphere for their faculty, grow research, encourage education, and provide exceptional clinical care. Explore resources specific to the department chair role, especially for those new to the position. Offerings include information on upcoming department chair events, reflections on the chair lifecycle, reading lists, and more.

Upcoming events for department chairs

Lifecycle of the department chair

Leaders of the Academic Neurology Committee and Department Chair Subcommittee have reflected on the needs of department chairs over time and developed the lifecycle below. The goal is to provide chairs with important questions for reflection and how to approach those questions at different career phases.  
 
The lifecycle of the average department chair can be roughly divided into 3 phases: 
Phase 1: ~ first 5 years 
Phase 2: ~ second 5 years 
Phase 3: ~ 10+ years 
 
Though focused on neurology, these principles are common for chair positions in other medical specialties, and many principles will apply to other leaders, such as division chiefs, medical directors, and program directors. There are common principles that apply to all stages of the lifecycle. Throughout a chair’s tenure, the focus on specific themes evolves and is summarized in Table 1. 

Considerations at each stage of the lifecycle of a chair
Questions at each stage Early career Mid-career Late career
What are the most important relationships to cultivate? Business administrators, faculty,
other chairs/leaders, hospital leadership, community leaders, and regional figures of importance in legislation and philanthropy
Similar to early career, but with evolving goals in the relationships Succession planning at all levels of relationships
How should your effort be distributed? Adequate protected time to learn the new role and institution, recruit and retain Balance of chair role and personal identity to cultivate non-chair roles Distributed responsibilities to allow more freedom of time
What are the priorities for your leadership team?

Determining structure and intent of departmental leadership

Selection of candidates for departmental leadership
Defining term limits

Consolidation and shared innovation. Ensuring the correct person is in the correct seat Continuation of departmental progress and incorporation of new vision
What is the role of your mission and vision? Formation or evolution of existing mission Reinforcement Revision and refreshing
What are your key departmental initiatives? Identifying priorities
Developing shared strategy and tactics
Consolidation
Developing “signature” programs
Ensuring permanence and relevance
What should you spend energy doing besides your chair role? Establishing an institutional footprint (committee work, boards, etc.) Establishing a national/international footprint Leverage relationships established as mid-career chair to enter next career phase

Establishing good working relationships

Relationships are at the center of functional and inspiring leadership. Hear from other chairs about establishing good working relationships with different members of the department and medical school.

How did you establish good working relationships with your vice chairs and division chiefs?

How did you establish a good working relationship with ³Ù³ó±ð‾·±ð²¹²Ô?

How did you establish good working relationships with your new peer group? 

How did you  establish a good working relationship with your business administrator?

Reading list for new chairs

  • from JAAMC
  • from The Chronicle of Higher ºÃÉ«ÏÈÉú
  • from The Chronicle of Higher ºÃÉ«ÏÈÉú
  •  f°ù´Ç³¾ The Chronicle of Higher ºÃÉ«ÏÈÉú 
  • ´Ú°ù´Ç³¾â€¯ BMJ

Interested in getting involved?
Apply to the Department Chair Subcommittee or reach out to Lauren Klaffke at lklaffke@aan.com.