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The Department of Otolaryngology-Head and Neck Surgery chair search advisory committee is being co-chaired by Drs. Karin Muraszko and Lonnie Shea.

Nominations and applications should be sent to Courtney Godfrey (csaltz@med.umich.edu).

Job Summary

The University of Michigan Medical School seeks a nationally recognized, highly innovative and visionary leader to further advance the clinical, research, education, and philanthropic missions of the Department of Otolaryngology-Head and Neck Surgery. This leader will build on the significant departmental and institutional strengths, commitment to service excellence, research innovation, and superb patient and family-centered care.

Established in 1904, the University of Michigan’s Department of Otolaryngology-Head and Neck Surgery is one of the oldest otolaryngology departments in the country. We are committed to training the next generation of adult and pediatric leaders in the field, with training opportunities for medical students, residents, fellows, graduate students and post-doctoral students. Our residency program is one of the most sought-after training programs in the country. Our department is a research leader, with research programs in head and neck cancer, health services, neurolaryngology, hearing, and balance. Our fellowship programs in Head and Neck Cancer and Microvascular Surgery, Neurotology, Facial Plastic Surgery, and Pediatric Otolaryngology are highly desired. Our department consistently ranks among the top 10 NIH-funded Otolaryngology programs in the nation. Our world-renowned Kresge Hearing Research Institute, established in 1961, consists of a diverse and dedicated group of scientists and physicians working on basic and clinical aspects of hearing and balance, in health and disease. We are consistently ranked as one of the top ear, nose and throat programs in the country by the U.S. News & World Report.

OVERALL STRATEGIC RESPONSIBILITIES

Create and establish a unifying vision for the future of the Department of Otolaryngology-Head and Neck Surgery with other leaders and key stakeholders across the university.

  • Effectively articulate the mission, vision and values of the Department of Otolaryngology-Head and Neck Surgery to all members and stakeholders. Lead the department constituents in executing and delivering on the mission, vision, and strategic plan.
  • Be a role model for integrity, scholarship, professional competence, collegiality and collaboration across the organization.
  • Support interdisciplinary collaboration to encourage and make the most of U-M’s tripartite mission of patient care, research, and education. Strengthen opportunities to engage the next generation of health care providers and health scholars with members of the Department of Otolaryngology-Head and Neck Surgery.
  • Be an effective institutional leader, helping in the development of network strategies and outreach opportunities.

Ensure the highest-quality, patient-centered, efficient and equitable care.

  • Identify opportunities for improved health care delivery while maintaining the highest standards for quality medical care that address the evolving needs and challenges in our local and regional communities.
  • Support and assess departmental faculty and trainees in care delivery and professional standards through appointment/reappointment decisions and granting/renewing clinical privileges.
  • Ensure that the department is on the cutting-edge of techniques and technologies integral to the delivery of highly innovative, safe and quality care.
  • Understand and support the broad clinical disciplines within the department while also assisting in the development of emerging opportunities and new care delivery trends.
  • Ensure all patients get the care they need to thrive.

Lead and ensure the success of the educational process and environment for the department and support educational initiatives across campus.

  • Maintain excellence in the department’s educational programs, including those involving medical students, residents, fellows, graduate students, post-doctoral students, and continuing professional development.
  • Oversee training program directors in the Department of Otolaryngology-Head and Neck Surgery.
  • Work collaboratively with other departments with whom Otolaryngology has shared training programs or assigned training experiences (e.g. Radiation Oncology, Anesthesiology, Pediatrics, Neurosurgery, etc.)
  • Implement curricular changes and requirements in order to provide a supportive but constructive environment for learners.

Advance and strengthen individual and departmental research programs.

  • With members of the department and other leaders at the University, establish a unifying plan to leverage existing institutional strengths to advance life science research across the University.
  • Identify and support critical research areas that will enhance the department’s knowledge base and improve the quality of care.
  • Lead the department and individual faculty members in identifying and obtaining external and intramural funding.
  • Continue to advance the mission of the Kresge Hearing Research Institute.  Promote collaborations and interactions that extend beyond the Institute’s walls and work with colleagues from across the University of Michigan and around the world who do basic and translational research. Move science and therapeutics forward and train the next generation of auditory and vestibular scientists and clinicians.

Responsibilities*

Recruit, retain and develop diverse faculty and staff to achieve the department vision, ensuring the success of all disciplines within the department and the national prominence of the department.

  • Recruit, mentor, develop and retain outstanding faculty who share the vision for the future of the department.
  • Listen, communicate, and empower faculty and staff. Seek appropriate honors, awards, and national leadership positions for faculty and staff. Satisfaction and career advancement of the department’s many constituents are important objectives in pursuing the overall vision and mission.
  • Develop a succession plan to identify, develop and mentor individuals to successfully assume leadership positions within the department and nationally.

Continue to achieve or exceed financial goals through management, research funding, and philanthropy.

  • Maintain a fiscally sound department. Ensure the administrative budget and operations management are sound and that the departmental resources are effectively, wisely, and transparently managed.
  • Adhere to all University, regulatory and Michigan Medicine policies and practices. The chair must be viewed as fair and strategic and thus inspire confidence of faculty, staff, trainees and patients.
  • Work effectively to secure philanthropic support for the clinical, research and training programs of the department. Collaborate with the Office of University Development to develop a robust philanthropic plan and programs in partnership with the other clinical and basic science departments.

Build upon the University’s longstanding commitment to create and nurture communities characterized by diversity, equity and inclusion.

  • Participate in and help develop new approaches to maintain diversity as a critical component of student education, research, and service.
  • Lead the department to recruit, retain, and mentor the best learners, faculty, and staff by creating a community that seeks, welcomes, and expects diversity.
  • Coordinate with institutional leadership and the Office of Health Equity and Inclusion to provide metrics and help implement strategies for creating a supportive culture and climate that promotes inclusion and health equity.
  • Support research and practice improvement to enhance care of minority communities and the underserved.

Align with the cultural priorities and approaches of the school and university.

  • Cultivate a highly collaborative, inclusive environment that emphasizes the pursuit of excellence and the development of research and education programs that cross organizational boundaries of the university.
  • Implement and participate in the missions of the Medical School, specifically programs and initiatives of the EVPMA/Dean and the Medical School Executive Committee.
  • Understand and adhere to the Regents’ Bylaws, the University’s Standard Practice Guide, the Medical School Bylaws and policies, and the University of Michigan Medical Group Bylaws.
  • Enthusiastically participate in cultural and organizational needs and activities of the University, Health System and Medical School.

Fulfill other responsibilities of leadership

  • Ensure fiduciary and regulatory agency compliance related to the department’s activities and responsibly manage conflict of interest and commitment, policy and procedural compliance. Avoid conflict of interest, conflict of commitment and the appearance of such conflicts.
  • Act as an institutional leader in helping to develop a robust mentoring strategy.
  • Implement the missions of the school, specifically programs and initiatives of the EVPMA/Dean and Medical School Executive Committee. A chair may have parallel responsibilities managing interdepartmental or extra departmental units, such as a center or facility with parallel expectations. Ultimately, maintain the confidence of the EVPMA/Dean and Executive Committee.

    REPORTING STRUCTURE

    The Chair of the Department of Otolaryngology-Head and Neck Surgery reports to the EVPMA/Dean and the Executive Vice Dean for Academic Affairs of the Medical School.

Required Qualifications*

The successful candidate will have an MD or equivalent doctoral degree, be board-certified in Otolaryngology-Head and Neck Surgery, and have an outstanding record of scholarly accomplishment, sufficient to justify a tenured faculty appointment and should have a track record of external funding on a national level. This individual must be highly collaborative and motivated and have significant experience building and unifying interdisciplinary teams. He/She must have a proven track record in developing research programs; understanding the clinical mission; a demonstrated commitment to education; and significant philanthropic, administrative, and budgetary experience in a matrix-based organization. 

Desired Qualifications*

 

  • Communication skills – Positive interpersonal skills that demonstrate diplomacy and accessibility. Behavioral skills to support vision and leadership. He/She should be approachable; collegial, assertive; able to build a team that moves towards common goals; transparent; and participative with an open management style.
  • Integrity – Personal standard of behavior that will be a model for the organization and will inspire all within the department to work collaboratively toward shared goals.
  • Vision – Forward thinking, responsive to needs of the physicians, scientists, learners, staff, patients, and health system. Able to shape organizational change and convey a clear, shared vision and alignment of efforts. Possesses the personal charisma needed to drive and implement necessary change.
  • Intellectual and analytical skills – to drive cogent planning and establishment of robust research management systems.
  • Political acumen and collaborative skills – to build consensus among strong, diverse and sometimes competing individuals and programs. Facilitates strong collaboration between the clinical and the research programs of the department.
  • Motivator/mentor – Able to inspire all rank of staff. Capable of motivating people to be team players, to be collegial and supportive, and willing to share information. Coaches and develops others.
  • Change agent – who is innovative, willing to take risks and has the creativity to reengineer existing practices and construct new ways of doing things.
  • Decisive leader – who combines a sense of equanimity with humor to sustain intense, productive and collaborative leadership effort. Acts with courage and confidence.
  • Team player – and collaborator on multiple levels with leadership, faculty and staff.
  • Diversity – Demonstrated commitment to diversity, equity, and inclusion and an appreciation for its important contributions to excellence.
  • Achieves results – by using appropriate problem solving tools and techniques and aligns the culture in the process of obtaining results. 

Additional Information

Information about the department can be found at:
             https://medicine.umich.edu/dept/otolaryngology

Information about the Kresge Hearing Research Institute can be found at:
               https://medicine.umich.edu/dept/kresge-hearing-research-institute

Information about Michigan Medicine can be found at:

             https://www.med.umich.edu/

Information about the University can be found at:
               https://www.umich.edu/

Background Screening

Michigan Medicine conducts background screening and pre-employment drug testing on job candidates upon acceptance of a contingent job offer and may use a third party administrator to conduct background screenings.  Background screenings are performed in compliance with the Fair Credit Report Act.

U-M EEO/AA Statement

The University of Michigan is an equal opportunity/affirmative action employer.