Bailey David N, Buja L Maximilian, Gotlieb Avrum I, Powell Deborah E, Sanfilippo Fred
Department of Pathology, University of California San Diego, 9500 Gilman Drive, La Jolla, CA, USA.
Department of Pathology and Laboratory Medicine, University of Texas Health Science Center at Houston, 6431 Fannin Street, MSB 2.276, Houston, TX, USA.
Acad Pathol. 2022 Aug 9;9(1):100037. doi: 10.1016/j.acpath.2022.100037. eCollection 2022.
The 2022 Association of Pathology Chairs Annual Meeting included a live discussion session and a pre-meeting recorded panel webinar sponsored by the Senior Fellows Group (former chairs of academic departments of pathology who have remained active in the Association of Pathology Chairs). The presentation was focused on transition planning for academic health center leaders. Each of the discussion group panelists had served as a pathology department chair as well as in more senior leadership positions, and they provided perspectives based upon their personal experiences. It was noted that such positions are often "at will" appointments of indeterminate length and that those above department chair generally carry greater risks and less stability. Becoming "addicted" to a leadership position was not considered beneficial to the individual or to the institution served and makes transitioning more difficult. Ongoing organizational succession planning was deemed helpful to mitigate such addiction and facilitate personal transition planning. Modes of transitioning discussed included those planned (e.g., voluntary retirement, resignation, administrative advancement) and unplanned (e.g., being "fired"; unexpected personal, health, or family issues). Unplanned transitions were felt to be more difficult, while anticipating when it is time to go and planning for it provided greater personal fulfillment after transition. Many career options were identified after serving in a leadership position, including a return to teaching, research, and/or clinical service; writing; mentoring; becoming more active in professional organizations and boards; philanthropic work; and "reinventing oneself" by moving to another career entirely.
2022年病理科主任协会年会包括一场现场讨论会以及由资深研究员小组（曾任职于病理学术部门并在病理科主任协会中仍保持活跃的前任主任）主办的会前录制小组网络研讨会。此次演讲聚焦于学术健康中心领导者的过渡规划。每个讨论小组的小组成员都曾担任过病理科主任以及更高级别的领导职位，他们根据个人经历提供了观点。会议指出，这些职位通常是不定期的“随意”任命，而且部门主任以上的职位通常风险更大、稳定性更低。对领导职位“上瘾”被认为对个人或所服务的机构都没有好处，并且会使过渡更加困难。持续进行组织继任规划被认为有助于减轻这种“上瘾”情况并促进个人过渡规划。讨论的过渡模式包括有计划的（例如自愿退休、辞职、行政晋升）和无计划的（例如被“解雇”；意外的个人、健康或家庭问题）。无计划的过渡被认为更加困难，而提前预判何时该离开并为此做好规划会在过渡后带来更大的个人成就感。在担任领导职位后，人们发现了许多职业选择，包括回归教学、研究和/或临床服务；写作；指导；在专业组织和委员会中更加活跃；慈善工作；以及通过完全转向另一个职业来“重塑自我”。
