A consensus curriculum for laboratory management training for pathology residents.

Through the combined efforts of the American Pathology Foundation (APF), the American Society for Clinical Pathology (ASCP), and the Program Directors Section (PRODS) of the Association of Pathology Chairs (APC), a needs assessment was performed via a survey on the PRODS listserv, workshops at the APC/PRODS annual meetings in 2009 and 2010, and a Work Group of representatives of APF, ASCP, and PRODS. Residency program needs and resource constraints common to training pathology residents in practice and laboratory management were identified. In addition, a consensus curriculum for management training was created to serve as a resource for residency training program directors and others. The curriculum was converted into a "wiki" design tool for use by program directors, residents, and faculty.

The art of interviewing your next CEO.

If conducted properly, an interview is a highly effective tool for evaluating managers at any level of an organization. Broad, general questions, gently put, elicit sincere behavior from others, allowing them the freedom to respond as they wish. Their responses tell us what they typically focus on. Moreover, the interviewee is inclined to find us "safe" to talk to. This reduces their fear or discomfort, which should be any interviewer's goal. Probing often elicits the most spontaneous, hence truest, behavior revealing who this person is and how he or she will respond in a particular position or situation. Good probes, which should be used frequently in any conversation, also convey the message that we care about the interviewee and his or her views. Interviewing means focusing on others. It should be an integral part of the board's repertoire of skills. It is also an integral part of being a good manager. Few people are emotionally capable of implementing the principles described here. It is incumbent on the board, therefore, to select those members who can conduct in-depth interviews for a new CEO.