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Negotiating Tips to Achieve Your Academic Needs

Negotiating Tips to Achieve Your Academic Needs. Ronald J. Vender, MD, FACG Professor of Internal Medicine Associate Dean for Clinical Affairs, Yale School of Medicine Chief Medical Officer, Yale Medical Group. Objectives. Introduce the basics of negotiation

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Negotiating Tips to Achieve Your Academic Needs

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  1. Negotiating Tips to Achieve Your Academic Needs Ronald J. Vender, MD, FACG Professor of Internal Medicine Associate Dean for Clinical Affairs, Yale School of Medicine Chief Medical Officer, Yale Medical Group

  2. Objectives • Introduce the basics of negotiation • Recognize that we both negotiate and navigate through a career • Realize that one’s needs change over time • Review the key concerns of each stage of development

  3. Outline • Definitions • Negotiation basics • Case studies: • Selecting a position • Beginning a career • Recruitment opportunities • Leadership • Career options

  4. Definitions of Negotiating ne·go·ti·at·ingverb • to confer with another so as to arrive at the settlement of some matter • to deal with (some matter or affair that requires ability for its successful handling) • to arrange for or bring about through conference, discussion, and compromise Source: Merriam-Webster Dictionary

  5. Definitions of Navigating nav·i·gat·ingverb • to steer a course through a medium • to make one’s way over or through • to operate or control the course Source: Merriam-Webster Dictionary

  6. Negotiation Basics • Style • 4 stages • Principled negotiations • Practical advice

  7. Negotiating Styles • Avoiders • Competitors • Accommodators • Collaborators • Compromisers

  8. 4 Stages of Negotiation • Preparation • Information exchange • Bargaining • Commitment / implementation

  9. “Principled Negotiation” • The goal is an agreement that is wise and fair • Look for opportunities for mutual gain: “win-win” • Think of this as joint problem solving

  10. Basics of Principled Negotiation • Separate the people from the problem • Focus on interests, not positions • Generate a variety of possibilities before deciding what to do • The result must be based on an objective “fair” standard

  11. Obstacles • Premature judgment • Search for a single answer • The assumption of a fixed pie • Thinking that “solving their problem” is their problem

  12. Practical Advice • Listen, show respect, demonstrate courtesy, and express appreciation • Understand their concerns (put yourself in their shoes) • Everyone has emotions. Don’t react to outbursts • Never yield to pressure • Negotiators with high expectations do better • Skilled negotiators spend more time asking questions and listening than average performers

  13. However • This is not about being “soft” • The best outcome may not be a compromise • Try to reconcile interests rather than compromising between positions • The wisest solution brings the maximum gain to you, and the minimum cost to the other side • Understand your BATNA. You have to be prepared to walk away

  14. Case Studies

  15. Case Study One of your outstanding trainees has been offered a position at several AMCs. She would like your advice regarding how to evaluate her options, and what she should ask for in a contract.

  16. Basic Questions

  17. Basic Questions • Is the location a good one for you and your family? • Do you respect and like your potential colleagues? • Are you comfortable with the section’s leadership? • Does the section have a definable culture? • Are there clear expectations for success? • Have others before you developed successful and satisfying careers? • Will you have a mentor?

  18. Contract Basics

  19. Contract Basics • Salary • Incentive compensation • Benefits: health, disability, life, dental, pension • CME allowance • Vacation • Professional travel allowance • Length of initial appointment • On-call requirements

  20. General Support

  21. General Support • Office space • Quality of office space • Access to state of art equipment • Management of the clinical practice • On-boarding assistance • Orientation • mentorship

  22. Research Support

  23. Research Support • Lab space • Start-up support • Funding sources such as CTSA grant • Collaborators • Grant writing • Manuscript preparation • Research coordinator

  24. Can a Young Physician Realistically Negotiate? • Yes • However, most don’t recognize they can • Most are not prepared to do so • Requires an understanding of personal values and priorities • The more options you have the more easily you can negotiate

  25. What Can Be Negotiated? • Salary • Incentive bonus • Signing bonus • Moving expenses • Travel time and support • Protected research time • Research support • Institution specific

  26. Case Study Six months later, your former fellow asks you for advice and informal mentoring. She specifically wants your insight regarding how to develop a successful career.

  27. Basics • What is the length of your appointment? • What are the criterion for re-appointment? • What are the criterion for academic promotion? • What are the clinical productivity expectations?

  28. Advice • Fulfill expectations • Develop a referral network • Develop a reputation for excellence • Begin to develop a regional and national reputation

  29. Learn to Say “No”

  30. Learn to Say “No” • Avoid over-committing early in your career • Avoid committees that don’t develop you personally or professionally • Put an emphasis on those things that advance your career, such as clinical innovation, productivity, and scholarly activities • However, if you say no to someone they may not ask you again

  31. Learn to Say “Yes”

  32. Learn to Say “Yes” • Opportunities to collaborate • Opportunities to develop innovative clinical programs • Career enhancing leadership positions such as fellowship director, endoscopy director, or clinical practice director • Local and national committees • Lectures at other AMCs

  33. Mentors • Find them • Formal and informal • Professional and personal • Network both inside and outside your institution • Consider support groups and special interest groups locally and nationally

  34. Recognize that the Re-appointment Process is Different Than Academic Promotion

  35. Re-appointment • Productivity • Excellence • Referral network • Collegiality & collaboration • Innovation • Teaching • Quality & safety metrics • Fulfill requirements: billing compliance, HIPAA privacy, billing / coding

  36. Promotion • Publications: peer reviewed, high impact • Innovation • Funded research • Chapters and reviews • National reputation • National guidelines • Productivity • Citizenship

  37. Career Options Your career is going well, and you are developing a national reputation. In fact, you have received several inquiries from other AMC’s regarding your interest in joining their faculty. Should you actually consider such a change?

  38. YES • You will learn about other AMCs • The knowledge may help improve your own environment • It may make you appreciate your own environment more

  39. Yes • You may discover that you are more valuable than you realized • Improves your ability to negotiate for resources at home • Promotes self-awareness and self-reflection • You may recognize that you aren’t happy or fulfilled in your current position

  40. Basic Questions • Is the location a good one for you and your family? • Do you respect and like your potential colleagues? • Are you comfortable with the section’s leadership? • Does the section have a definable culture? • Are there clear expectations for success? • Have others before you developed successful and satisfying careers? • Will you have a mentor?

  41. Contract Basics • Salary • Incentive compensation • Benefits: health, disability, life, dental, pension • CME allowance • Vacation • Professional travel allowance • Length of initial appointment • On-call requirements

  42. General Support • Office space • Quality of office space • Access to state of art equipment • Management of the clinical practice • On-boarding assistance • Orientation • mentorship

  43. Research Support • Lab space • Start-up support • Funding sources such as CTSA grant • Collaborators • Grant writing • Manuscript preparation • Research coordinator

  44. It is all Negotiable

  45. Case Study Your career is going quite well. You have been asked to consider a leadership position in your section. Should you say yes?

  46. Considerations • Time • Financial • Career • Personal You can negotiate all of these

  47. Time • Percentage of time devoted to management and leadership • Impact on other responsibilities • Will there be “protected” time? • What are you willing to give up?

  48. Financial • Will you be adequately compensated? • Is there support? • Will there be adequate support for you to succeed?

  49. Career • Impact on your research • Impact on your academic trajectory • Define the specific role to understand your interest

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