Negotiating Tips to Achieve Your Academic Needs

Ronald J. Vender, MD, FACGProfessor of Internal MedicineAssociate Dean for Clinical Affairs, Yale School of MedicineChief Medical Officer, Yale Medical Group

Objectives

Introduce the basics of negotiationRecognize that we both negotiate and navigate through a careerRealize that one’s needs change over timeReview the key concerns of each stage of development

Outline

DefinitionsNegotiation basicsCase studies: Selecting a position Beginning a career Recruitment opportunities Leadership Career options

Definitions of Negotiatingne·go·ti·at·ing verb

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

Definitions of Navigating

nav·i·gat·ing verb

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

Negotiation Basics

Style4 stagesPrincipled negotiationsPractical advice

Negotiating Styles

AvoidersCompetitorsAccommodatorsCollaboratorsCompromisers

4 Stages of Negotiation

PreparationInformation exchangeBargainingCommitment / implementation

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

Basics of Principled Negotiation

Separate the people from the problemFocus on interests, not positionsGenerate a variety of possibilities before deciding what to doThe result must be based on an objective “fair” standard

ObstaclesPremature judgmentSearch for a single answerThe assumption of a fixed pieThinking that “solving their problem” is their problem

Practical AdviceListen, show respect, demonstrate courtesy, and express appreciationUnderstand their concerns (put yourself in their shoes)Everyone has emotions. Don’t react to outburstsNever yield to pressureNegotiators with high expectations do betterSkilled negotiators spend more time asking questions and listening than average performers

HoweverThis is not about being “soft”The best outcome may not be a compromiseTry to reconcile interests rather than compromising between positionsThe wisest solution brings the maximum gain to you, and the minimum cost to the other sideUnderstand your BATNA. You have to be prepared to walk away

Case Studies

Selecting a faculty

position

Considering leadership

Beginning a career

Career options

Recruitment opportunitie

s

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.

Basic Questions

Basic QuestionsIs 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?

Contract Basics

Contract BasicsSalaryIncentive compensationBenefits: health, disability, life, dental, pensionCME allowanceVacationProfessional travel allowanceLength of initial appointmentOn-call requirements

General Support

General SupportOffice spaceQuality of office spaceAccess to state of art equipmentManagement of the clinical practiceOn-boarding assistanceOrientationmentorship

Research Support

Research Support

Lab spaceStart-up supportFunding sources such as CTSA grantCollaboratorsGrant writingManuscript preparationResearch coordinator

Can a Young Physician Realistically Negotiate?

YesHowever, most don’t recognize they canMost are not prepared to do soRequires an understanding of personal values and prioritiesThe more options you have the more easily you can negotiate

What Can Be Negotiated?SalaryIncentive bonusSigning bonusMoving expensesTravel time and supportProtected research timeResearch supportInstitution specific

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.

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?

AdviceFulfill expectationsDevelop a referral networkDevelop a reputation for excellenceBegin to develop a regional and national reputation

Learn to Say “No”

Learn to Say “No”

Avoid over-committing early in your careerAvoid committees that don’t develop you personally or professionallyPut an emphasis on those things that advance your career, such as clinical innovation, productivity, and scholarly activitiesHowever, if you say no to someone they may not ask you again

Learn to Say “Yes”

Learn to Say “Yes”

Opportunities to collaborateOpportunities to develop innovative clinical programsCareer enhancing leadership positions such as fellowship director, endoscopy director, or clinical practice directorLocal and national committeesLectures at other AMCs

MentorsFind themFormal and informalProfessional and personalNetwork both inside and outside your institutionConsider support groups and special interest groups locally and nationally

Recognize that the Re-appointment Process is Different Than Academic

Promotion

Re-appointment

ProductivityExcellenceReferral networkCollegiality & collaborationInnovationTeachingQuality & safety metricsFulfill requirements: billing compliance, HIPAA privacy, billing / coding

Promotion

Publications: peer reviewed, high impactInnovationFunded researchChapters and reviewsNational reputationNational guidelinesProductivityCitizenship

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?

YES

You will learn about other AMCsThe knowledge may help improve your own environmentIt may make you appreciate your own environment more

Yes

You may discover that you are more valuable than you realizedImproves your ability to negotiate for resources at homePromotes self-awareness and self-reflectionYou may recognize that you aren’t happy or fulfilled in your current position

Basic QuestionsIs 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?

Contract BasicsSalaryIncentive compensationBenefits: health, disability, life, dental, pensionCME allowanceVacationProfessional travel allowanceLength of initial appointmentOn-call requirements

General SupportOffice spaceQuality of office spaceAccess to state of art equipmentManagement of the clinical practiceOn-boarding assistanceOrientationmentorship

Research Support

Lab spaceStart-up supportFunding sources such as CTSA grantCollaboratorsGrant writingManuscript preparationResearch coordinator

It is all Negotiable

Case Study

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

Considerations

TimeFinancialCareer Personal

You can negotiate all of these

TimePercentage of time devoted to management and leadershipImpact on other responsibilitiesWill there be “protected” time?What are you willing to give up?

Financial

Will you be adequately compensated?Is there support?Will there be adequate support for you to succeed?

Career

Impact on your researchImpact on your academic trajectoryDefine the specific role to understand your interest

Personal

Are you sincerely interested?What are your motivations?Will you enjoy the “people” aspects of the position? (There will be many)Can you or anyone else succeed in this position?

Case Study

You are well established in your AMC. You are a superb clinician, respected, and have successfully been promoted. You have enjoyed being a program director, but don’t seem to have the same passion and enjoyment that you did in past years.

Career OptionsSection ChiefDepartment ChairmanDepartment training program directorInstitutional ACGME DirectorHospital position as Medical Director; Chief of Endoscopy; Quality positionIndustryGovernmentNon-profitPublic Health

Factors to Consider

Personal well-beingPersonal happiness and fulfillmentCompeting interestsCareer options

Personal Happiness and Fulfillment

Positive Psychology:Signature Strengths

Positive Psychology: Signature Strengths

Wisdom & Knowledge• Curiosity• Love of learning• Judgment / critical

thinking• Ingenuity• Social / emotional /

personal intelligence• Perspective

Courage• Valor & bravery• Perseverance• Integrity / honesty

Humanity & Love• Kindness and generosity• Loving and allowing oneself

to be loved

Justice• Citizenship, duty,

teamwork, loyalty• Fairness and equity• Leadership

Temperance• Self-control• Prudence, discretion,

caution• Humility and modesty

Transcendence• Appreciation of beauty and

excellence• Gratitude• Hope, optimism• Spirituality, sense of purpose• Forgiveness and mercy• Playfulness and humor• Zest, passion, enthusiasm

The Pleasant Life

A life that successfully pursues the positive emotions about the present, past, and future (e.g. good food, new car, vacation).

Martin Seligman Authentic Happiness

The Good Life

Using your signature strengths to obtain abundant gratification in the main realms of your life – work, love, and raising children.

Martin SeligmanAuthentic Happiness

The Meaningful Life

Using your signature strengths andvirtues in the service of somethingmuch larger than you are.

Martin Seligman Authentic Happiness

The Full Life

To live all three lives.

Martin Seligman Authentic Happiness

Questions?

Conclusions

You must continually navigate the development of your careerYou can negotiate at each stage to better fulfill your needsYou can learn to become a more effective negotiator

Conclusions

Success requires self-awareness, self-reflection, and honestyAs you have career success, both your value and your ability to negotiate improveYour ultimate goal is to have a fulfilling career and life