Leadership

Multiple Alternative Billet Opportunities Available

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If you’re interested in any of these, contact your Detailer or Specialty Leader:

Position Command Homeport Rank (generally +/- one rank) Traits Fill date Tour length
Student Naval War College Newport, Rhode Island CDR JPME1 completed Summer 2018 One year
Physician researcher Naval Medical Research Center Silver Springs, Maryland All ranks Researcher qualified Summer 2018 Three years
SMO AS 39 Emory S Land Guam CAPT Primary Care Skills Summer 2018 Two years
SMO LHD 1 WASP Sasebo, Japan LCDR Primary Care Skills Spring 2018 Two years
SMO LHD 8 MAKIN ISLAND San Diego, California LCDR Primary Care Skills Summer 2018 Two years
SMO LCC 19 B RIDGE Yokosuka, Japan LCDR Primary Care Skills Spring 2018 Two years
Group Surgeon NCG 1 Port Hueneme, California CAPT Marine Corp Experience Late Summer 2018 Three years
Physician Sec Nav Physical Exam Board NCR CDR Physician Summer 2018 Three years
Executive Medicine/Surgical Detailer Navy Personal Command Millington (Memphis) Tennessee CAPT Physician Summer 2018 Two years
GP MED/MEB SURGEON 2 MEF Camp Lejeune LCDR Physician/FMF Apr-18 Two years
CATF 7 Surgeon Fleet Surgical Team 7 Okinawa CDR/CAPT Physician/Fleet Experience Jan-18 Two Years
Med Homeport Program Mgr BUMED NCR CDR Physician Summer 2018 Three years
3rd MLG Physician 3rd MLG Okinawa LCDR FMF/Primary Care Skills Summer 2018 Two Years
Force Surgeon Navy Reserve Forces Command Norfolk, VA CAPT Physician Summer 2018 Three years

How to Prepare for Important Navy Interviews

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A reader recently asked me for help preparing for a big interview that I had done in the past (the interview to become a Specialty Leader). We both thought that interview prep would be a good blog post, so here is my advice after 10+ interviews for significant leadership positions:

  • Be prepared for an in-depth and long interview. My interview for Specialty Leader was with VADM Bono when she was a two star and the Navy Medical Corps Chief. It thought that it was going to be 15-20 minutes with a max of 30 minutes because she was (is) so busy. She talked to me for an hour and 15 minutes and it was a very, very thorough and in-depth interview. Although I got the position, I probably should have been more mentally prepared for the possibility that it could have lasted over an hour.
  • Always have a reasonable understanding about the current state of the position you are interviewing for. I ensure this by talking with the incumbent for at least 15 minutes about the position. Ask how it is going, what they liked or didn’t like about it, what has gone well and what hasn’t, etc. In addition, try to meet with their immediate supervisor to ask them a few questions about the position. I try to find out what they would like out of the position in the future, what they need more of, and what their strategic priorities are.
  • Make sure you’ve read all of the core strategic documents. To me, these include the Navy Medicine Commander’s Guidance (Short Version and Long Version), the DHA Director’s Priorities and Vision, and your command’s mission/vision statements. There may be others, depending on what you’re interviewing for. For example, I like this article on Value Based Healthcare.
  • If given the position, always have a plan for what you want to do in the future. Ideally, your plan needs to support the strategic documents in #3 above.
  • Tell the truth and be honest to yourself. In other words, don’t try to be who you think they want. Be who you are. If you’re not what they want, it is probably better if you don’t get the job anyway.
  • As soon as you are done with the interview, write down the questions they asked. Then you can use these questions to prepare for future interviews. The list of questions I’ve been asked in the last few years include:
    1. What do you see as the role of (insert whatever position you’re interviewing for)?
    2. What has prepared you for this position?
    3. How do you see yourself in this position supporting the Surgeon General’s strategic initiatives?
    4. What do you see as the role of the senior enlisted leader?
    5. Describe your leadership style.
    6. How would you handle a disagreement between you and the CO?
    7. How do you handle it when you make a decision and someone who works for you disagrees with you?
    8. How would you handle the multiple priorities associated with being a director, especially as it relates to GME?
    9. How do you see your role on the Executive Steering Committee/Command Evaluation Board?
    10. What are your top 3 priorities?
    11. What are some of the challenges you’ve faced and how have they impacted you as a leader?
    12. How do you think you and your direct boss/supervisor will work together?
    13. What part of the directorate is most interesting to you?
    14. Why did you apply for this job?
    15. What are your biggest leadership challenges?
    16. How do you handle disagreement or conflict?
    17. Tell me about your leadership style.
  • As soon as the results of the interview are released, no matter whether you got the position or not, always ask a few of your interviewers for feedback so you can grow professionally. They’re usually happy to give both positive and negative feedback.

Director of Surgical Services at NH Camp Pendleton

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The Director for Surgical Services (DSS) maintains overall fiscal, operational and clinical oversight for all surgical specialties at Naval Hospital Camp Pendleton (NHCP). Oversight includes responsibility for over 260 personnel and a $17M budget. Areas of clinical responsibility include:

  • Ambulatory Procedure Unit
  • Anesthesiology
  • General Surgery (including Bariatric)
  • Main Operating Room (including Central/Sterile Processing and Recovery Room)
  • Obstetrics and Gynecology
  •  Ophthalmology
  • Oral Maxillofacial Surgery
  • Orthopedics (including Podiatry)
  • Otolaryngology (including Audiology and Speech Pathology)
  • Pain Management
  • Urology

The DSS is a core member of the NHCP Executive Steering Council requiring involvement in the governance of hospital operations, the Personnel Management Committee, the Equipment Program Review Committee and the Space Utilization Committee. Although the Director position requires full­-time participation, there is an expectation that ongoing involvement in clinical activities will be maintained on a part-­time basis. The position is open to Navy Medical Department officers of all Corps at the O­5/O­6 level with a professional surgical background. Individuals not already in the local commuting area will need to be available for a summer 2018 PCS move in anticipation of a 2-­year assignment.

The preferred candidate will have the following attributes:

  • A track record of broad superior performance in both clinical and leadership positions including military, civilian, and contract supervision/awareness
  • Effective organizational, interpersonal, communication and collaborative skills
  • Proven ability to function in operational and academic settings with the ability to support currency and academic imperatives through strategic planning
  • Understanding of surgical quality initiatives and accreditation standards
  • Business acumen, including fiscal stewardship and program accountability
  • Superior military bearing, including no PFA failures in the past 3 years

Interested candidates should send an e­mail to CAPT Thomas J. Nelson (e-mail address is in the global) no later than Friday, 29 December 2017 with the following attachments (templates available here):

  • Letter of intent
  • CV
  • Bio

Interviews will be conducted in early January for assumption of the position in Early May.

Call for Nominations – 2018 Military Health System Female Physician Leadership Course

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Background: Previous reviews—to include a 2008 study chartered by Dr. Casscells (Assistant Secretary of Defense for Health Affairs – ASD/HA),  demonstrated a relative paucity of senior, female physician leaders (O-6 & above) within the Military Health System (MHS). While the causes are complex and multi-factorial, decreased promotion at the more senior levels and lower retention rates were noted as contributory factors. Leadership programs aimed at deliberately developing women leaders have proven successful in other venues, as it is known that women often experience unique challenges and opportunities in this arena. As a result, the MHS is committed to the deliberate development and mentorship of emerging female physician leaders, and assisting them in acquiring the critical skills and networks needed to be successful both in the near term, and at more senior levels.

This resulted in the development of the MHS Female Physician Leadership Course which is a 2.5 day class which  provides an interactive leadership development opportunity targeted at emerging and prospective mid-level female physician-leaders in the MHS.

Action: Disseminate the request for Navy Medicine nominations for the 2018 MHS Female Physician Leadership Course nominees to the Regions, operational commands and BUMED Codes. Eligible nominees are female Navy physicians at the O-4-select, O-4, or junior O-5 levels (less than 2 years TIG). Navy Reserve Physicians are also eligible. Complete nomination packets are due by 05 JAN 2018. A complete packet will include the nomination form, a 250 word or less letter of endorsement from the nominator and the nominee’s CV.

Deliverable: Completed course nominee packets to LCDR Jami Peterson by COB 05 JAN 2018. Please email the required documents as a single PDF labeled: Last nameFirst initial_Navy_FPLC_18 (example PetersonJ_Navy_FPLC_18)

Lead: LCDR Jami J. Peterson (her contact info is in the global address book)

Due date: January 05, 2018

Additional Information: Here are the course details.

Chief, Department of Medicine at Ft. Belvoir – O5/O6

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Here is the announcement for this position:

Chief, Dept of Medicine

All the details of the position and application procedure is in the PDF.

Medical Corps Career Planner Position – CAPT/CAPT(s)

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Here is the position description.

Billet Title: Career Planner, Office of the Medical Corps Chief, BUMED

Location: Navy Bureau of Medicine and Surgery, Defense Health Headquarters, Falls Church, VA
Rank: O6/O6-select
Corps: Medical Corps
Tour Length: 36 months (beginning May-June 2018)
Mission: Mentor and guide all USN Medical corps officers providing leadership and career development support and guidance. Integral to selecting and maintaining a competent and professional Medical Corps which is valued by the organization and meets the needs of the mission and the strategic goals of readiness, health, and partnerships.

Functions: Mentors and provides leadership development opportunities for Medical Corps Officers. Serve as president of the Professional Review Board, responsible for accessions of MC Officers via FAP/TMS/DA pathways.
Responsible for reviewing litigation reports and quality assurance reports in determination of National Practitioner Data Bank (NPDB) reporting. Plans and coordinates the annual USN MC GME/Operational Intern Road Show. Medical Corps Chief Office liaison to all other Corps Career Planners and Leadership/Career Development Working
Groups. Subject matter expert on accession issues pertinent to MC Officers. Serves as member of multiple councils and boards including Medical Education Planning Council and HPSP selection boards. Provides regular AMDOC, ODS, and command-requested briefings relative to the Medical Corps.

Command Relations: Ability to communicate effectively to a 1 or 2 Star Admiral on a regular basis.

Experience Required: Highly recommended to have:

  • Knowledge of Department of Defense, Navy, Navy Medical Corps policies and instructions and policies of other Federal entities as needed
  • Experience with recruitment, retention, promotion, and sustainment of Medical Corps Officers
  • Proficient networking, written and oral communication, and public speaking skills.

Other: Time available to perform clinical work at multiple MTFs in the National Capital Region. Time available to travel for CME. TAD travel possible throughout the year for Medical Corps Chief related events.

POC: CAPT Chris Quarles (contact info in the global address book)

NOTE: CV, BIO, and Letter of Intent needed for application.

New SECNAV’s Department of the Navy Mission, Vision, and Priorities

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Sailors, Marines and Civilian Teammates, (PDF of the original letter here)

As I stated in my confirmation hearing, I have discussed priorities that must be at the forefront of every action. Our mission, vision and priorities for the Department of the Navy are listed below.

I call upon you to make every effort count and to align your goals with our priorities. I look forward to making progress alongside you in these areas.

Mission: The Department of the Navy will recruit, train, equip and organize to deliver combat ready Naval forces to win conflicts and wars while maintaining security and deterrence through sustained forward presence.

Vision: We are an integrated Naval force that will provide maritime dominance for the Nation.

To accomplish this in the face of current and emerging challenges, we must renew our sense of urgency and speed of execution throughout the entire organization. Our core values and accountability at the individual and organizational levels will shape our culture and guide our actions.

Priorities: Our priorities center on People, Capabilities and Processes, and will be achieved by our focus on speed, value, results and partnerships. Readiness, lethality and modernization are the requirements driving these priorities.

People: Our military and civilian workforce is our greatest resource.

  • We will enhance the performance of our force by improving policies, programs and training.
  • The organization will capitalize on its best talent today, retain that talent over the long term, and find ways to continue to recruit the best people for the mission of the future.
  • Our military and civilian team will be measured against the highest ethical standards for every task and mission.

Capabilities: We will be capable of providing maritime dominance and power projection required by the Nation.

  • The organization will focus on training, modernization and maintenance in order to achieve a high state of readiness and enhanced lethality, now and in the future.

Processes: We must improve our processes in order for our people to meet future challenges.

  • We will drive efficiency, adopt and implement new ideas, and leverage leading practices from industry and academia to positively impact and support acquisition, manpower, research, and operational processes.

Our actions across these priorities will ensure mission success today and in the future.