The primary reason that surgeons report leaving a position is inadequate compensation. But taken with the other four leading causes (e.g., poor work–life balance, job does not meet expectations), the main reasons can be summed up largely in one sentence.
“They don’t get paid enough to put up with this,” said Steven Chen, MD, the director of surgical oncology at OasisMD in San Diego, during a session on assessing and negotiating job opportunities at the 2021 virtual American College of Surgeons Clinical Congress (PS346).
Assessing Need for a Change
For surgeons, sometimes a busy call schedule, a partner on leave and, in recent times, the threat of COVID-19 can result in even the most basic needs of security and safety not being met, said Jennifer Tseng, MD, an assistant professor of surgery at the University of Chicago Pritzker School of Medicine.
“When we are overloaded with work and feel a lack of control, our basic needs are compromised. If there is a breakdown of community, or insufficient external rewards, our psychological needs are not being met,” Dr. Tseng said.
She recommended taking stock of your satisfaction level on a regular basis, and keeping your curriculum vitae up to date. “Your needs may be different than when you first finished training or initially joined your first practice,” she said.
Establishing immediate, five- and 10-year goals can help with self-assessment and evaluation of your professional life. “If the model you chose initially is not working out for you, admit this and don’t be afraid to seek another practice environment,” Dr. Tseng said.
3 Types of Job Seekers
Dr. Chen stratified job seekers into three tiers: those actively seeking a new position (contract is ending, need to relocate); those actively listening (seeking change, but under no time pressure); and those who are passively open (satisfied with current job, but receptive to new opportunities).
Active seekers should take a multipronged approach, fully activating their network, he said. “No one should be in the dark, including your current boss. Answer recruiter emails and calls, consult job boards and contact employers who might match your profile. There’s no harm in calling or emailing people, saying, ‘I’m moving to your city and would love to work for you.’”
For most active seekers, referrals and networking are what lead to a new position, Dr. Chen said. “For your second job, networking tends to be even more important.”
Active listeners might be engaged in more goal-directed networking, “letting people know you’re interested in a particular position, say a division chief or chair, and to tell you if they hear of anything,” he said. Mentorship relationships can be particularly helpful in this situation, “to help you identify what things you care about for your next job.”
For those who are just keeping an ear to the ground, casually taking calls from recruiters and friends, it’s important to know what would clearly spur you to leave your present situation. “Is it a title? Having more research money? Location? You have to understand what would convert you from being passively open to actively pursuing a position. Be willing to listen, but quickly discard whatever fails to meet your profile,” Dr. Chen said.
Also, bear in mind that sometimes the best way to improve your situation is not necessarily to find a new one. “Sometimes it’s just improving your current job,” he said.
It’s All About the Network
The three scenarios that Dr. Chen described are very different, but all of them include networking as a key component of finding a new and satisfying position. For some people, the notion of networking calls to mind a transactional exchange—one of which few want to be on either end. But Dr. Chen suggested thinking of networking in a different way.
“The basis of networking is the process of interacting with someone else to exchange information and develop social or professional contacts. At its very basis is a give-and-take of the personality that leads to a friendship,” Dr. Chen said.
He recommended finding common ground to build on, such as being from the same city or following the same sports teams. “Good networks have benefits that flow in all directions, so part of it is offering help wherever you can, but avoid requests that require significant political capital until you’ve really developed that relationship and it feels natural to you.”
Dr. Chen acknowledged that networking with a roomful of strangers—presumably people with whom you have not laid the foundation for a balanced relationship—can be intimidating. So, he offered several suggestions for making the most of it: “Be yourself. Don’t cling to the one person you know. Ask other people questions and be present in the conversation. Spend 10 minutes with four or five people rather than 45 seconds with a dozen. Have business cards and a fully charged cell phone and an updated CV ready to share. If someone says to follow up, please do.”
This article is from the April 2022 print issue.
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