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“That definitely helped prepare me for this position,” says Telck. Being in charge of scheduling, for example, has helped with some of
the administrative juggling she does as chief of staff. “However,
there are so many different situations that I deal with now, that nothing
prepares you for it all. Being a mother also helps with the multi-tasking and handling disputes,” she says.
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Fitzgerald agrees the chief resident training has come in handy. “It’s a very similar kind of role,” she says. “[As chief resident] you’re there to be the voice of the residents. [Now] I’m the voice of the medical staff, to make sure things run smoothly.”
What it takes
The chief of staff role is notorious for being a high stress position. Hasan
says the number of phone calls, emails, and letters from staff asking for help
fixing problems can get stressful and consume quite a bit of time. Telck
agrees.
“Being chief of staff takes commitment, tact, and requires insight into an array
of issues. It is wonderful to represent my colleagues but difficult to deal with the
politics,” says Telck. “Some of the disadvantages are that I have to deal with a lot of the mundane
paperwork and have to make unpopular decisions on occasion.”
Overall, Telck says her colleagues have been supportive and will jump in to help
when needed. She says she has enjoyed working with the administration to
determine the direction of the hospital.
Apart from the stress of the job itself is the issue of having to prove yourself
as a young doctor. Hasan says young physicians must show they are effective and
credible in the position—and as effective leaders compared to experienced physicians.
“For younger physicians it’s a very challenging role. As chief of staff you are expected to be the glue
between the different departments and to become a great communicator,” he says.
On the positive side of the job, Fitzgerald says that chiefs of staff get to
interact with a variety of individuals and gain practical experience as
leaders. They also get to “really make a difference” in their hospitals and in what the hospitals and medical staffs can do for
their communities.
During his term, Hasan began a hospital newsletter as a means to convey ideas
among staff members and to provide easy access to information affecting staff.
He has also moved the hospital toward being a teaching hospital, which has
never been done before. “We now have medical students roaming the halls, and we have plans to start
having residents and interns on a regular basis,” Hasan says. “It’s a huge change.”
Is age just a number?
Hasan and Fitzgerald feel that a younger chief brings fresh ideas and
enthusiasm. They say that what a young doctor may lack in experience, he or she
makes up for in energy. For the physician who’s a born leader, the chief role may be a perfect fit.
“Chief of staff is a leadership position for physicians,” says Nancy Ascher, MD, an organ transplant surgeon and the department chair of
the University of California-San Francisco department of surgery. “If a physician aspires to be a leader, this position would be attractive.”
But Peter Axelrod, MD, of the section of infectious diseases at Temple
University Hospital in Philadelphia, says the chief of staff may not be the
right career path for a young physician. For a doctor just starting a career
who is interested in developing clinical skills, “the administrative duties would get in the way.” Axelrod says the position calls for “political skill and statesmanship,” something the younger doctor may not yet have.
“There are a lot of disparate interests among doctors at an institution, and
doctors’ desires and egos are often in conflict with one another and with the hospital
administration,” says Axelrod. “An ‘older,’ seasoned doctor with a lot of experience and a lot of connections within an
institution is often best at this,” he says.
However, for those young docs determined to make chief, Axelrod recommends
looking into MBA programs, citing the degree as beneficial to the job. Both
Axelrod and Hasan also advise joining several committees and attending meetings
before pursuing the chief of staff job to show an interest in moving the
hospital forward.
“It can blossom into many more opportunities because as people find that you are
interested and you develop credibility, you will find that your career will
move forward,” says Hasan.
Fitzgerald advises identifying a mentor. When she first began at RIC, her mentor
was part of the medical staff and today is the CEO of the hospital. She says
her mentor has provided her with immeasurable support and advice, something
Fitzgerald passes on to other young doctors.
“I would suggest being a leader in other smaller ways first, whether it’s being chief resident, the chair of a committee, organizationally being
involved, getting that experience to know if its something you want to pursue,” advises Fitzgerald. “Don’t let your age stop you from pursuing what it is you believe you could be great
at.” END
Anayat Durrani is a Los Angeles-based freelance writer. She has been published
in magazines, newspapers, and online, including California Lawyer magazine,
P.I. magazine, and Cairo’s Al-Ahram Weekly. This is her first article for UO.
