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GBA Professional Development Toolkit

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A group of people look at a woman as she writes something on a sheet of paper attached to a wall.

What kind of skills do you need to do your job? 

The Group on Business Affairs (GBA) Professional Development Committee conducted a survey to GBA members to gain a better understanding of the skills needed to do their job, the skills needed to do their direct report’s job, and the skills needed to do their boss’s job. 

Find out more about the critical skills needed for each stage of your career. 

If you have 0-4 Years experience (Assistant Director, Associate Director, Manager, Analyst)

Your Direct Reports

  • Strong Communication/Interpersonal Skills
  • Prioritization/Flexibility/Multi-Task
  • Analytical/Problem Solver

Your Position

  • Prioritization/Flexibility/Multi-Task
  • Patience/Calm Under Pressure
  • Strong Communication/Interpersonal Skills
  • Tough Skinned

Your Supervisor

  • Emotional Intelligence/Listening/Empathy
  • Delegation/Project Management
  • Coaching/Feedback/Guidance/Supportive

5-9 Years Experience (Assistant Dean, Associate Dean, Director, Administrator)

Your Direct Reports

  • Prioritization/Flexibility/Multi-Task
  • Strong Communication/Interpersonal Skills
  • Analytical/Problem Solver

Your Position

  • Strong Communication/Interpersonal Skills
  • Accountable/Reliable
  • Change/Conflict Management
  • Delegation/Project Management
  • Influential/Negotiating Skills
  • Patience/Calm Under Pressure

Your Supervisor

  • Honest/Transparent/Trusting
  • Delegation/Project Management
  • Emotional Intelligence/Listening/Empathy
  • Patience/Calm Under Pressure
  • Prioritization/Flexibility/Multi-Task
  • Work in a Team/Team Building

10+ Years Experience (Vice President, Senior Associate Dean, Vice Chancellor, Chief Finance Officer)

Your Direct Reports

  • Strong Communication/Interpersonal Skills
  • Prioritization/Flexibility/Multi-Task
  • Analytical/Problem Solver

Your Position

  • Change/Conflict Management
  • Strong Communication/Interpersonal Skills
  • Proactive/Anticipate Needs

Your Supervisor

  • Coaching/Feedback/Guidance/Supportive
  • Honest/Transparent/Trusting
  • Delegation/Project Management
  • Strong Communication/Interpersonal Skills

What if I'm new to my job?

GBA members who are new in their positions may not be familiar with all of the acronyms and vocabulary that are crucial to their jobs. 

This glossary, developed by the leadership of the GBA, helps define commonly used acronyms and terminology.

How can I build these skills?

The other purpose of this survey was to collect examples of leadership development programs that our members schools offer to their staff to advance in their career. The following links offer some examples of leadership development programs at the medical schools and health systems. If you are considering developing a leadership development program at your institution, these offer you some examples. These programs focus on many of the skills referenced above. 

Where can I learn these skills?

Wake Forest School of Medicine

Career Development for Women Leaders

Who should attend?: Senior staff



Johns Hopkins Medicine

Leadership Development Program

Who should attend?: Vice President, Professor and Associate Professor, Director or Administrator; 15 faculty and 15 staff



Penn State College of Medicine

Leadership Academy

Who should attend?: Physician leaders and staff who have interest in leadership positions within their institutions, have previous leadership experience and have the support of their supervisor or chair



Georgetown Medical Center

Leadership training and development; professional credentialing; skills proficiency training

Who should attend?: Staff and academic and administrative professionals



UCLA

UCLA Health Leadership Academy (have pdf)

Who should attend?: Administrators



UMASS Medical School

Career Advancement and Leadership Training

Manage and Lead



University of Maryland School of Medicine

Emerging Leaders



Oregon Health and Sciences University

Leadership Development

Who should attend?: Tailored to all levels



Texas Tech University Health Sciences Center El Paso

Workforce Education and Development

Who should attend?: All levels



University of Pennsylvania Perelman School of Medicine

Leadership Essentials

Who should attend?: Supervisors

Supervisory Skills Certificate Program

Who should attend?: Supervisors

Training and Development



West Virginia University Medicine

Pivotal Leadership Academy  



What opportunities does the AAMC offer?

Transforming Conflict into Collaboration 

  • Conflict Management 
  • Emotional Intelligence/Listening/Empathy, Strong Communication/Interpersonal Skills 

Who should attend?:  All



Leadership and Management Foundations for Academic Medicine and Science 

  • Prioritization/Flexibility/Multi-Task, Delegation/Project Management
  • Emotional Intelligence/Listening/Empathy 
  • Influential/Negotiating Skills 
  • Accountable/Reliable, Patience/Calm Under Pressure, Honest/Transparent/Trusting 
  • Strong Communication/Interpersonal Skills

Who should attend?: Less than 4 years of experience:  very new; mid-level; supervisor;  and 5-10 years: very new; mid-level; supervisor



Leading Information Technology in Academic Medicine

  • Change Management
  • Work in a Team
  • Feedback
  • Communication Skills

Who should attend?:  5-10 years mid-level, supervisor, and 10+ years, very new or mid-level