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Career Development

Our proprietary FAME faculty development model demonstrates skills and behaviors that faculty members should master for personal and professional growth.

In addition to continuing to develop skills as a scholar, educator, researcher or clinician, there are five critical domains of faculty career development, all stemming from a foundation of professionalism:

  •   •  Professional development
  •   ​•  Scholarship and reputation​
  •   •  Communication and mastery
  •   ​•  Environment and climate
  •   •  Leadership effectiveness



What to conquer first?


The center ring is a great starting point, associated with the skills to master as an assistant professor. The middle ring is what associate professors should master and the outer ring aligns to a professor's skillset. We recommend reviewing with your mentor, division director or chair for assistance creating a plan of action.


Professionalism and Technical Skills
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Professionalism encompasses technical skill mastery in the chosen career domains of patient care, teaching and/or research. Additionally, it includes personal and professional accountability, ethics and contributes to the success of The Ohio State University Wexner Medical Center and to an individual’s chosen profession and professional societies.

Resources for Learning

Competency

Scholarship and Reputation
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Reputation is the currency of academic medicine and it all starts with setting appropriate professional goals aligned to the department’s objectives. To develop skills, read, learn and apply to an individual development plan and annual review.

Resources for Learning​

A. Goal setting

Establish goals to navigate a successful career in academic medicine and develop professional acumen to build a network of colleagues.

Competency​

B. Outcomes

Disseminate outcomes through traditional scholarship and non-traditional methods such as social media to expand influence.

Competency​

C. Impact

Influence broad academic community through documented results, leadership and systems thinking.

Competency​




Communication and Mastery
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Sharing your vision and results with peers and leaders both within OSUWMC and your national societies is essential to expanding influence and consistently delivering more value and benefit to your patients, trainees and students.

Resources for Learning

A. Professional ethics

Understand values and ethics as a foundation for advocacy and quality improvement.

Competency​

B. Influence and networking

Establish and maintain a network of colleagues to expand scope of professional influence.

Competency​

C. Persuasion and negotiation

Possess executive presence, persuade and negotiate to ensure programmatic success.

Competency​



Professional Development
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Commitment to personal and professional growth and lifelong learning is essential for self-awareness and adapting to changing environments. The best results come from sharing wisdom and being open to receiving guidance.

Resources for Learning

A. Career mentoring

Skills to both develop others as well as manage an effective mentoring relationship for individual and team growth.

Competency​

B. Giving and receiving feedback

Promote open dialogue, focused on feedback, to learn and develop personally and professionally.

Competency​

C. Coaching for performance

Inspire high performance that focuses on prioritizing and achieving goals for all faculty roles.

Competency​



Environment and Climate
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Understanding and navigating the environment requires awareness of culture and institutional norms, including people and processes, which allow you to create adaptive strategies to conduct optimal patient care, teaching and research.

Resources for Learning

A. Culture awareness

Understand organizational culture and promote positive adaptation and change.

Competency​

B. Organizational awareness

Apply systems thinking to understand interdependencies and root causes of challenges to effectively and efficiently solve problems.

Competency​

C. Institutional foundations

Utilize improvement methodologies to advance evidence-based practice standards that drive outcomes both locally and nationally.

Competency​



Leadership Effectiveness
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Effective leaders assess and develop capacity to lead self and teams, develop people, articulate a vision and create transformational strategy and organizational change with an ability to adapt to the constantly changing academic medical environment.

Resources for Learning​

A. Relationship management

Relates to others by demonstrating self-awareness, listening, empathy, and adjusting to others to build relationships over time.

Competency​

B. Leading productive teams

Effectively leads teams to achieve impactful outcomes by aligning goals, priorities, performance and communication.

Competency​

C. Leading transformation

Facilitates annual goal setting and long-term strategy with knowledge of external government, regulatory and industry trends with accurate internal capacity for change.​

Competency​


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