Ask the expert: How do I keep new leaders from becoming discouraged by the potential long-term commitment?

There is a trend around the country to lengthen the terms of office for important medical staff positions. This is to promote continuity and to give leaders a chance to grow into their roles. In many organizations, this is compounded by linking positions into a continuum of responsibility. For example, a president elect becomes president and subsequently immediate past president. The upside of the trend is apparent, but the downside is that new leaders are disinclined to embark down this new path.

Encourage new leaders to experiment with short-term roles, such as committee membership or task force membership. If they find the work gratifying, a longer commitment in a different role may not seem as formidable. Also, the organization should recognize that leaders, from time to time, may need to step down from their positions because of unforeseen competition for their time and attention. New leaders should understand that they should not abandon their commitments without compelling reasons, but should such reasons arise, they should not perceive leadership as a trap.

This week’s question and answer are adapted from How to Recruit and Develop Physician Leaders: A Strategy for Medical Staff Leadership Development by Richard A. Sheff, MD, CMSL; Todd Sagin, MD, JD; and Albert Fritz, MHA. Now available at a reduced price!