Leadership training for key executives and clinical department chairs is essential to achieve real change. This fundamental leadership and cultural transformation has been initiated at a number of SOMs through a leadership retreat for the dean, chairs and associate deans that is focused on coalescing leadership and faculty around a process of managing the school to achieve clearly defined goals. A compelling case for change is presented and discussed with open, lively exchanges. Proposals are put forth for organizing an advisory committee of the faculty and medical leadership to counsel the dean on new policies, practices and accountability processes. A structure for holding one another accountable, measuring performance and aligning interests within the school and each of its integral parts is defined and embraced by leadership.
Participants agree on a timeline for implementing changes and reviewing progress.
By the end of the retreat, the cornerstones of managing faculty productivity have begun to move into place. On the other hand, powerful precedents exist for using peer-review processes to successfully motivate change and modify behavior. Building on this insight, several deans have successfully established advisory committees of 8 to 10 chairs and associate deans charged with reviewing the performance of all aspects of the school. Under the direction of the dean, the advisory committee has been given the mandate to carry out the tasks listed in Table 2. Set faculty productivity targets for all departments Access and review all necessary financial and productivity information Review departmental plans to eliminate negative budget variances Hald all leadership of the school accountable for achieving performance goals Manage turnaround situations, as necessary Develop strategies for funding investments in academic priorities Through the advisory committee, faculty leaders become actively involved in managing the fiscal affairs and faculty productivity of the school.