title: The Strategic Value of Succession Planning for Department Chairs.
abstract: Most faculty who aspire to be department chairs are unaware of succession processes at their institution. This Commentary highlights the importance of succession planning, emphasizing the general need for transparency. Succession planning provides institutional leaders the opportunity to optimize, renew, and revitalize their organization by ensuring successful leadership transitions. In contrast to leadership pathways in the military, corporate business, and hospital administration, planned succession of medical school department chairs has received little attention. Different approaches to succession planning are essential for emergency and planned transitions. Emergency succession plans should be in place at all times, regularly revisited, and modified as needed. Department chairs should begin considering their planned succession between one and five years after their initial appointment. The succession discussion between a chair and medical school dean requires cautious, thoughtful, and open discussions. Intradepartmental annual faculty performance evaluations permit the chair to mentor potential successors in acquiring future-oriented, institution-based leadership qualities necessary to be considered for a future department chair position. If health and time permit, the successful chair should remain in his or her current position until a successor is named or, preferably, is in place. Appointment of an interim chair as part of succession planning can be useful for on-the-job training of an internal candidate, yet awkwardness might ensue if there is more than one internal candidate.Succession development offers the great advantage of maintaining smooth organizational performance while optimizing talent management and exploring opportunities for transitioning individuals into leadership roles.
authors.affiliation: W. Rayburn is distinguished professor and associate dean of continuing medical education and professional development, University of New Mexico School of Medicine, Albuquerque, New Mexico. K. Grigsby is senior director of member organizational development, Association of American Medical Colleges, Washington, DC. L. Brubaker is dean and chief diversity officer, Stritch School of Medicine, and interim provost, Health Sciences Division, Loyola University Chicago, Maywood, Illinois.
authors.forename: William
authors.initials: W
authors.lastname: Rayburn
authors.forename: Kevin
authors.initials: K
authors.lastname: Grigsby
authors.forename: Linda
authors.initials: L
authors.lastname: Brubaker
mesh_terms: D000046:Academic Medical Centers / Q000458:organization & administration*; D005180:Faculty, Medical / Q000458:organization & administration*; D006801:Humans; D007318:Inservice Training; D007857:Leadership; D010560:Personnel Selection / Q000379:methods; D010563:Personnel Turnover; D012577:Schools, Medical / Q000458:organization & administration