Presentation by Dr. John Jurica – 469
In today's presentation, John presents an excerpt from the 3rd and final presentation for his 12 month roadmap to a new career. This presentation covers the actions to take during months 5, 6 and 7.
He picks up at month 5, where the following issues are addressed:
- searching job listings with intensity,
- selecting and registering for any courses you've decided to complete,
- reconnect with your mentor and find new ones, and
- network with colleagues and identify possible sponsors.
He describes some of the strategies to use to leverage each step, and also provides advice on what not to do.
Months 5 and 6: Searching, Certifying, and Connecting
LinkedIn is the most effective job search tool for physicians at this stage — it surfaces listings, attracts recruiters, and doubles as a networking platform. Indeed, ZipRecruiter, and individual company websites are also worth checking regularly. Professional organizations like the AAPL carry targeted listings that may not appear elsewhere. For those targeting pharma, include CROs (Contract Research Organizations or Clinical Research Organizations). They hire for the same physician roles as pharma companies directly but are generally easier to break into as a first step.
Certifications started now may be completed by the time applications go out. If not completed, being mid-course signals commitment to a prospective employer almost as effectively as holding the credential. Do not wait until the application phase to start; some take ten to twelve weeks to complete. Revisit mentors identified in earlier phases briefly and intentionally throughout. Do not treat mentorship as a one-time conversation; it should run the length of the entire process.
Month 7: Resume, LinkedIn, and Sponsors
A nonclinical resume is not a CV. It leads with measurable accomplishments, not a chronological list of credentials. For example: “ran a department for three years” is not an accomplishment, but “led the initiative that achieved a top 100 hospital designation, overseeing pharmacy, patient safety, and quality reporting” is.
Dr. Heather Fork's Carpe Diem Resume Kit is the recommended resource for building this from scratch. For LinkedIn, her LinkedIn for Physicians course covers optimization in depth, including how to signal availability to recruiters without alerting a current employer. Do not change your LinkedIn profile without first turning off activity notifications; connections, including current employers, may otherwise see every update.
Sponsors, contacts inside target organizations who advocate internally, are different from mentors. Do not conflate the two. LinkedIn and Doximity are the most practical tools for identifying where former classmates and colleagues have landed and starting those conversations.
Summary
The middle months of the roadmap are where most physicians either gain momentum or stall. The ones who move through it successfully treat a job search as a structured process, searching deliberately, building credentials in parallel, maintaining mentor relationships, and preparing documents before they are urgently needed. Following the steps in sequence makes the difference between a scattered search and one that actually leads somewhere.
NOTE: Look below for a transcript of today's episode.
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Links for Today's Episode:
- Month One of the 12 Month Roadmap to a New Career – 269
- Embrace Stage 2 of the 12 Month Roadmap to a New Career – 312
- Follow Six Essential Rules to Engage a Mentor – 004
- How Do I Choose the Best Coaches Mentors and Masterminds for Me? – 208
- Online Networking for Nonclinical Medical Professionals: Mastering Social Media and LinkedIn
- How to Network Effectively on the Road to a New Career – 271
- Dr. Heather Fork's Carpe Diem Resumé Kit
- Dr. Heather Fork's LinkedIn for Physicians
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12 Month Roadmap to a New Career - Final Chapter 469
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Welcome back to this week's show, Non-Clinical Nation. Today will be a slightly different approach. It's just me again, but this episode is the third and final part of a series that I started some time back. The overarching theme of the series is this: the 12-month roadmap to a new career.
Couple of years ago, I put together a roadmap with all the steps that would take you from full-time clinical practice to becoming a chief medical officer of a hospital, and I structured it as a 12-month series of actions to take that would result in landing your first CMO job On reflection, this roadmap can be generalized to cover the steps in landing any of the dozens of non-clinical jobs in pharma, consulting, insurance, or education, or in a health system.
Actually, there's more than dozens. There's actually hundreds of different jobs. The 12 months is an arbitrary timeframe. With effort, the process probably could be accomplished much quicker. On the other hand, 12 months is a nice round number, and it takes into account the need to give up to six months of notice that some employment contracts require.
So if you're an employed physician, I've heard them even try to push that out as far as a year in advance because it's difficult to find replacements. So you need to know the nature of your contract if that's an issue. But 12 months is a nice round number, and so I thought, well, let's just put it in that framework, and it could be longer or shorter depending on your needs.
Now, I covered the first two parts. the roadmap actually has six parts, although the last part, which I'll talk about at the end, is just a decision point. But anyway, I've covered the first two parts, which goes through month one and through two, three, and four. So, what I'm going to cover today are the three next steps, the three pretty much to complete the whole process.
and each of these steps or phases includes three to seven major assignments or tasks that need to be completed during that timeframe, and it's just a suggestion. It's meant to be flexible, but it's a way to get people started working on the things that need to be worked on in the beginning, and the things that can wait till later in the process put off till that point.
Now, there is a precondition for starting this process. So this process, this 12 steps or this roadmap, it doesn't go all the way back to the very, very beginning where you're just contemplating something And you haven't really thought much about it. So really, this whole framework starts when you've already selected two to three potential jobs to consider.
Or what I mean by that is particular posts that you want to apply for. So not a specific job at a particular company, but a specific type of job. So you might be looking to become a medical writer or a medical science liaison or, another job in pharma or a hospital medical director for one of the departments.
And so you at least need to have gotten to the point where you decided, "Okay, I'm leaving clinical," or, "I'm going to look at least for a part-time non-clinical job," or even an atypical clinical job, 'cause these steps would probably apply to those as well. so it's not like you're just looking to get into a new department of where you are now or try to report to a different manager.
Those are different ways of addressing problems with your career. if you're unhappy, sometimes it's just a matter of which department you're in or who you're working for or who you're working with. so again, that should have all been kind of clarified before you step into this process or consider stepping into it.
and I will mention, 'cause I kind of alluded to it, that step six is in month 12 in this model. It could be month 18 or 24 if you're using a slower process. It could be in month nine if you're squeezing it down to nine months. But that step only has one assignment, and that's to accept the offer and start the new job.
But obviously, you can go through this process sometimes and the first time not really be successful. And so the other thing that month 12 is for is to regroup, and I'll talk about this at the end of this presentation, but to regroup and then start over or jump back into the process. So it's not really a separate step, but it's just a good way to separate, accomplishing this approach to, finding that new position, and/or, moving, onto the going back and reiterating many of the,
actions that you would take So, the next three phases run on the model from month five through month 11. And let's go through each of these three steps. First, just I wanna define them, and then I will work through each of these three major steps or phases in detail. So the way things are, being approached now, here's what I have, and I'm going to show you a slide in a minute so that you can visualize this or you can see how I visualize it.
well, maybe I should start by opening that slide
So right now you should be looking at the slide, and maybe I'll go through this first part with the slide being shown, and then I'll step back 'cause once you've seen this you don't really need the slide, in detail. But all right, so this is the 12-month roadmap to a new career outline. It can be presented in different ways, and I'll show you a different way in a minute.
But as you can see, here are the steps in month one. Here are the steps in month two through four. Now, there can be a lot of overlap, but this is how I defined it. months five through six, then month seven, and then eight to 11 are down here. now for today's purpose, we've assumed you've gone through month one, and there'll be a link to, help you find month one if you want to go back and do that, depending on whether you're looking and listening to the podcast or whether you're in the academy or some other form of, delivery that I have to get these to you.
the next one also we've covered before, and I'll have links to that. And so now we're looking at month five to six, seven, and eight to 11. the way that I can also present this is as a Gantt chart, which is basically you've got the major activities happening on the left, and they just map out here on the right.
Now, if you want kind of the overview, then you just map it out as month one through 12. It represents actually the same steps. If you wanted to be really more specific and dig into it in more detail, you could actually convert these to weeks. So, you'd start with week one, two, three, four, five, all the way through week, 52.
And I encourage you to do that. And actually, each of these steps on the left can have sub-steps under them. So if you were doing a big Gantt chart to really map out this process for a full year, let's say looking on the left here, Let's go to the next one because we're not gonna consider the first two phases.
But let's say that it says search job listings here under number eight.
So under line eight here, we could say the subcategories under that would be look at LinkedIn, looked at Indeed, looked at particular companies, look for, jobs with specific recruiting companies, and so those could be broken out. So this would be a much larger document
Okay, so with this one still showing, let me talk about these at a high level. So phase three runs from month five through six
And there are four major activities to do during this period of time. First, search job listings. Second, access and begin pertinent courses and/or certifications. The earlier you do that, the better. So early in phase three would probably be great because some certifications you can complete in ten to twelve weeks.
and the other thing is... Well, I'll talk about that later when I get to the specifics. the fourth part of that is follow up and touch base with your mentors, who I believe you already started to identify mentors earlier in phase two, and you can see on this that this shows that really the mentorship goes on through the entire process.
And then number four, the networking is extremely important. Then in the fourth step, starting in month seven, you get really serious about preparing a resume and cover letter templates, about updating and customizing your LinkedIn profile, and search for job listings online using Indeed, LinkedIn, company websites, and recruiters.
And we'll get into more detail, on that in a minute. And then finally, during step five, which has a lot more things going on but it's because it's an important time, is you need to select one or more opportunities and send a customized cover letter and resume. You need to be doing a copious research on the employers that you're considering a job with.
You need to complete your telephone or video interview if requested. You need to prepare for the face-to-face interview if that happens. You have to attend the face-to-face, which has some specific concerns. And then you have the last step, which is to consider offers and then respond yay or nay. So why don't we go back and go into each of those phases or steps in more detail?
Let's skip back and circle back and get into a little more detail on each of these. So as I said earlier,
the step three involves starting with looking for job listings. And there's a lot of reasons why you're doing, this look and why you're reviewing these there was a little bit of some of this in month one, and at that point, it was just to get an idea of what these jobs are called, how many different versions do they have, what do the job applications or the job, boards look like, how are they presented?
But anyway, in this phase, we wanna get serious about looking at job listings. And so you need to start looking at all those locations where they might have a job that you're looking for, but it depends a lot, of course, on the type of job.
Now, there's some generic ones like LinkedIn. I would say LinkedIn is, right up there near the top for a physician looking for a new career, a new job, whether it's part-time or full-time. it takes a little getting used to, and the process, might require you to add certain things to your, profile, certain things that you might use to identify jobs you might have to pay for.
I'm not gonna get into LinkedIn in great detail, but I can tell you it's a great place to network, and it's a great place to run into, recruiters, and you can set up your profile in a way that makes you more, apparent to a recruiter. so that one goes without saying as being, right on the top, depending on the job,
Again, there's some that might not be seen, in LinkedIn that often. Now, you can use one of the generic ones, is Indeed and ZipRecruiter, and I've recently checked, and they have a lot of these kinds of jobs posted. So even the big ones that could be anything from, your, secretary all the way to the president of an electric company or something like that, they have a lot of healthcare-related jobs.
So that's Indeed, ZipRecruiter, and another big one that I didn't check was Monster. if you know the industry that you wanna go into, then you can look at the biggest players in that industry, and then you just go to the company websites. I've looked at a lot of pharma websites. They almost all have their own listings, even though many of them use recruiters to find people, and many of them even hire people that only use LinkedIn to find people.
in fact, I have a family member that is a recruiter, and, I think she sometimes uses LinkedIn exclusively to find jobs for her, and she does employ people or hire people into employment in the health field. So it's interesting that LinkedIn is so useful. but again, some of these are found on Indeed, ZipRecruiter, Monster.
Company websites, as I said. Recruiters, sometimes you can just line up with individual recruiters. and be careful about signing a contract. don't necessarily wanna have an exclusive relationship with a recruiter to where only they can show you job options. I don't think many of them do that, but just always beware.
a lot of professional organizations have assistance with, finding jobs. So for example, the American Association for Physician Leadership has typically had listings for CMOs and similar jobs, chief medical officers, in other words, physician executives. Now, their list is nowhere near as large as one of these other companies, but they might have certain ones in there, because they probably don't charge much, that might not show up elsewhere.
Sometimes, like I know from the hospital and health system setting, there are certain recruiters that work mainly with them. Then there's others like, HCA, Hospital Company, of America, HCA. It's called the HCA, and they have like 100 hospitals or so. They have their own recruiting, and it's like it's like a recruitment company itself within HCA.
And so there are designated recruiters, and they show up at meetings and, meetings and so forth, and they try to find medical directors and CMOs for their hospitals. So I did have a slide because some of the professional organizations are discussed in the second part of this series And this slide is just, a slide of the PowerPoint slideshow with the professional organizations for non-clinical careers. It's not an exhaustive list, but it is a list I put together, for this purpose, really, and I do have designated presentations talking just about this topic.
But you can see that there's a list on the left of a number of, major professional societies that serve a national audience, it's for pharma or for hospitals or for, types of professions that are non-clinical or partly clinical. And there's quite a few of these that, offer actual, certifications or education, that would be useful.
So, And then they oftentimes have, job listings, like the AAPL. So I think I will, stop sharing that for the moment 'cause that's not really gonna be that important, going forward. All right. so anyway, bottom line is you need to look at a bunch of job listings and get really clear on what they require or what they would like to have in a candidate, and what you need to be able to demonstrate in terms of your skills, your background, your education, but really your accomplishments.
Those are the big things. So anyway, let's move on to the next item under step three, which is to access and begin pertinent courses and/or certifications. So this is put in here, there is some kind of short-term certification or even something longer term, let's say, a designation that would take a year to get, having the certification or completing the 10-week course or 12-week course in a particular thing, whether it's utilization management or, patient safety or quality improvement or some executive, course for, from the AAPL.
Some of those you can actually... if you start now at stage three, you can get them done while you're in stage eight. But the other thing is just having entered them, having, matriculated and started the process of learning that particular skill or topic demonstrates a commitment. So it's almost as good as already having the certification.
And most of the time, your potential employers will assume that if you're in the middle of a one-year, course, remotely to teach you, how to do a certain skill or to understand patient safety or quality or management or what have you, that you're going to completed. And I think they get more out of the fact that you're doing that because you're serious about moving into that kind of a position.
that's all I wanted to say about that. Now, I also put this point in here to follow up and touch base with your mentors, because this comes up at the beginning of the process. but it's something that really you almost would be in touch with your mentors through the whole process and possibly using your network or networking, which is the next bullet point, finding new mentors.
But let's just talk about this for a minute. mentor is someone that maybe pointed you in a direction of a particular, career. That's what happened with me. I was kind of involved at the hospital early on, and I kept taking on more and more responsibilities. I volunteered for things like chairmanships of certain committees, which didn't pay, but then I also volunteered to work for the hospital, doing things like utilization management or, being the medical director for an occupational medicine clinic, and these are all part-time jobs.
So as I went through those process of getting those jobs, doing those jobs, I would meet people that were already involved, other physicians doing what I was doing, and maybe they had done other things. And the bottom line is the mentors can be very, very helpful, and you should be intentional about having mentors.
A mentor is usually someone that you're not paying, you're not taking a lot of their time. You're simply talking with a colleague, maybe learning what they do and have done in the past and, and learning what their recommendations are for you if you decide that you might wanna do what they have done.
And that's what happened with me. I met someone in, one venue where we were working on continuing medical education, and I came to find that he was a chief medical officer for very large, very successful hospital in Illinois. I never had even heard about a CMO at the time. And, uh, I got to know him. I asked him what his job was like and how I would move forward to doing what he was doing.
He gave me his advice, and then later on, I met other people that had done that. I joined the AAPL, and then I could talk to lots of people that were either in the process or already had become chief medical officers. And so those are all mentors, and those are people you can touch base with very briefly on a very sporadic timetable.
not that they need to spend their entire, careers trying to help you, but simply giving you a little advice. So you need to keep in touch with your mentors through this whole process, so that's why this reminder is here, and find new mentors. Meanwhile, networking is related to that, and you need to network intentionally.
now, networking can be like a negative term for physicians, particularly introverts like me. but it can be very low-key, just being at meetings with physicians that are doing things that you think you might want to do, and just asking a question, just saying hello, and, maybe sharing an email and then, say, "Hey, if I have a question in the future, do you mind if I give you a call or an email or drop you a text?"
And, besides, the other thing that networking is important for is finding a job. So that kind of should be up there with approaching recruiters and professional organizations. If you have in a network and some of those people are doing the job that you're doing, you definitely wanna go to them and say, "Hey, do you know where I can find more jobs like this?
I don't wanna take your job necessarily, but if there's five or six openings at your job, at your company, or, one or two and, or if you know of other companies that are hiring, or just in general, what do you think? How should I approach applying and so forth?" And some of the things we're talking about today, you can learn from mentors.
Now, I also bring up this term sponsor in this section, both on the graphic and, when I'm talking about it. And I'm using the word sponsor as somebody who can be your advocate in the job hunting process. Really more your advocate at a particular company, or hospital or what have you, so that they might help you get the job.
Now, not directly necessarily, but for example, if you get to know the head of HR and you work with that person in a place where you're looking for a job
You can develop a relationship with someone in that department, the HR department or others, and a sponsor is someone who's inside of a company that advocates for somebody. That's the let's say that you're working now in a hospital, and this was true for me. I got to know the hospital CEO before I was hired as a chief medical officer, and, the thing was I got to know him and learned about opportunities at the hospital, stepped up, volunteered for things that would make his life easier, become the medical director for things that would also benefit the hospital.
And then basically he and other people that are already in the executive team were sponsoring me in the sense that they would support me With other people that needed convincing that I should be hired. So that's-- Also, let's say you're not looking for a new job, but you're just trying to get ahead in your company or even in your practice.
You might, get to know somebody in your practice. Say it's a very large practice, and you're just one of a hundred doctors working there. If you get to know the people in the upper levels of management, they can be a sponsor for you when you decide that you might wanna apply for a job within that organization maybe, but reporting to someone new or being in a different department.
And so similarly, another example, you're in pharma, you're a medical science liaison, but you would like to move into, another department or division where you can become a medical director. Well, if you already know the people in that department and some of the head honchos, so to speak, they can put in a good word for you when there's an opening and you're applying to it.
So because they're not directly involved in the hiring process, they can say, "Hey, I happen to know this person, and I can, I can tell you that they're very reliable and so forth." So that's what a sponsor is. But you can find people who can be sponsors for you, either in your current organization or in other organizations by networking.
So think about former co-med students, residents, and fellows that you've worked with. Where are they now? Look them up in LinkedIn.
Look them up in Doximity. See what they're doing. Wow, one of them has a job you're thinking about doing. Well, then that becomes someone you can network with. That becomes someone who might be your mentor. That becomes someone who might be a sponsor at their place of business where they're working. networking in LinkedIn is ideal.
You can, if you have followers, you can follow other people. They can be connections, first degree, second degree, and you can identify people and, think of how they might be useful to you as a networking, partner. Now, the thing about networking and Mentorship is you should always try to do something for the other person before you ask them for help.
It's not always possible, but, if you can, it's fantastic. if you, if there's something you can do to help them, you scratch my back, I scratch yours, everyone's happy. you can do that on LinkedIn when you're networking and identifying, mentors and sponsors. Now, I showed you that slide with the professional organizations.
Well, most of those have opportunities for networking. So they have websites, they have live meetings, they have online meetings, they have meetings that are educational, and they have meetings, if it's a professional society, for planners and for actual hierarchy of the organization. So, don't forget about looking at that and use a professional organization as a formal way to network, and sometimes they have just networking events.
And then, I think that's about it for networking. So that's step three, and I won't reiterate it. I went through a couple times, and so
let's just move to step four. step four, we'll go through each individual step. So I mentioned preparing resume and cover letter templates. All right, so you are going to do this because you don't wanna have to think, create a new resume or cover letter when you're already in the midst of applying and responding to job offers and so forth.
So you wanna take a little bit of time here, in step four, which is starting in month seven on the, on the roadmap. And, you wanna create generic resume and cover letter. So it's just the outline or it's... It could be a complete cover letter and resume, but knowing that you're going to customize it in the future for every job that you're applying.
So you wouldn't use the same resume and cover letter, in general unless it's exactly the same job with exactly the same requirements, um And, usually the jobs are different enough that you wanna focus on different things. But you wanna have a template so when it's time to create this thing, then all you have to do is change some things here and there and, get it ready and get it, and get it to the prospective employer.
Should always be customized. and I guess I'll talk to that later. but what I will tell you is that if you're looking for a resource for what should be in your resume and cover letter, the best resource is Dr. Heather Fork's Carpe Diem resume kit. It's a very inexpensive but very comprehensive, resume kit to explain exactly what should be in a resume and how you might even word certain things.
now I'll just give you the short version of my recommendation, and that is especially if you're new to this, a resume is definitely not a CV. When you're doing non-clinical or anything executive level, you're not sending a CV. A CV is more for educational organizations, medical schools or universities and so forth.
You have all your research in there and anything you've published and, it goes on and on and on 'cause people wanna see it, and they just wanna see that you've had, the experience and the education on paper. But what a resume more shows what skills you have and what things you have accomplished.
So when you're creating a resume, you need to focus on accomplishments, and they need to be measurable accomplishments. ... An accomplishment of I ran a department for three years, that's not an accomplishment. You could be a complete idiot and run a department for three years before they figure out that you're not that skilled.
So it's more something like I was responsible for quality improvement at the hospital and in, , 2015, we, uh, achieved our first, uh, designation as a
top one hospital, and it, my involvement was in running the entire, team that prepared for it and, had the directors of quality improvement, patient safety, and the pharmacy all reporting to me, which are critical areas for achieving the top 100 hospital designation. So that's one example, but anything that you've accomplished, you've created, you've led a team that accomplished something.
Could be clinical, could be non-clinical. You led the diabetes team to reduce the incidence of this complication in type 1 diabetics over a period of three years, and the measurements that prove that. You definitely have the other things that are on a CV as far as identifying you and listing your, education and the courses you've taken and, the other designations, be they educational or professional and so forth, but also a list of accomplishments with measurable outcomes listed.
So I think that's all I'll say about that right now. I have other presentations that go into detail on this, but, getting Dr. Heather Fork's' Carpe Diem resume kit is another way to learn about this process. Now, the other thing here in step four is updating and customizing your LinkedIn profile So I'm gonna say it again.
There's another resource that you might wanna check out, and that's Dr. Fork's LinkedIn for Physicians. I think this is a video course, and it has many, many videos and multiple subject matter addressing LinkedIn for physicians. It's excellent. I've seen most of it. but anyway, let me give you my two cents on this topic.
one issue you have to be aware of is it can be tricky to not tip off your current employer if you're using LinkedIn. so you have to figure that out and, that's some of the things I think that might be addressed in Dr. Fork's LinkedIn for Physicians. But it's just something you don't want to say, "Hey, everyone, I'm out here looking for a job," and know that your boss, looks at LinkedIn and is, you might even be connected to him on LinkedIn.
In which case, if you change your, some of the information on your LinkedIn, it, he or she will probably see it. So you wanna turn those notifications off if you have notifications on like that in LinkedIn. And the other thing is to, maybe you just have to kinda soften your language a little bit, not make it obvious that you're looking for a job, but make it obvious what you're good for.
And if you put all of that in there and accomplishments just like on your resume, people will find you and say, "Wow, that's pretty interesting." top 100 hospital or, had so many clients in this or achieved this thing or opened a new, clinic in under six months, whatever it might be.
They'll find you without you saying, "Hey, I'm ready to, take interviews." but the other thing, the profile needs to be complete. And usually LinkedIn walks you through that. What does complete mean? you don't need every last thing that they have possible in LinkedIn, but you gotta have great images, including your headshot, and you also have a lot of interesting topics or articles that you've written - the content clarifies for people who you are, what you do, what you know how to do, what you've led, what you've accomplished, and so forth, just like, the resume.
And again, you focus on measurable accomplishments in recent jobs that you've done, whether it's at this organization that you're in now or others. so again, I'm not gonna go into more detail. The other point here is that you need to start searching for job listings online using Indeed, LinkedIn, company websites, and recruiters, which I mentioned earlier.
Remember that each industry is unique. This is applicable to the resume part of this, too. You can't really use the same resume for applying for a job in pharma and applying for a job in a hospital setting. Typically, that would be difficult to do. It needs to be customized to the job. but anyway, oh, this is where I wanted to talk about recruiters.
They can be really helpful, but again, be careful about exclusivity. I don't think most of them are. if someone gives you some kind of letter of agreement or a contract to be represented, you have an attorney, review it or just don't do it. I think it's helpful when you're using recruiters to get to know the company HR staff and contacts, that assist the people doing the recruitment if you can.
And also in the, the businesses where you may be looking for a job, if you can get to know the HR person, let's say, at the hospital or health system where you're looking to get a job or in the pharma company, local company, or in the, a utilization management company looking for you as a medical director or physician advisor, it's good to get to know those staff, and they can really help you and point you in the right direction when you're feeling like you're not being heard or you're-- no one's looking at your resume.
I want to mention one thing here. This is kind of a one-off, but when you're in pharma, you usually, feel like, well, you're gonna apply to, recruiters and to also the pharma companies themselves and look on their websites. But you can also look at CROs, contract research organizations is one way of, is what CROs means, although sometimes there's slightly different versions of what each letter indicates.
But these are companies that provide services to pharma companies, and so they sometimes, hire the exact same people that you would be working at the pharma company, but they're more-- they're, they're not as long term. So if you work for the pharma company, they're probably gonna keep you for years and years and move you from project to project as things, change.
But because it's difficult to ramp up and ramp down, a lot of them use a CRO to find and recruit and, work for them indirectly as, an employee of the CRO. So it's easier to get a job with a CRO in general, contract research organization or contract resource organization. the other place where CRO comes in, this is a pharma job, but it's medical writing because CROs often hire medical writers because they do the regulatory writing sometimes for pharma companies.
So remember that. I just wanted to throw that out there when I was talking about job listings and, where you might find jobs, at least for, writers and for, those looking in pharma. So that's about what I wanted to say about step four and clarify what some of those steps are.
Well, you know, folks, I think I'm going to stop it right there for the purposes of the podcast. Now, this discussion goes on for another 15 minutes or so, and it will be included in the total video which will be posted in teh new Nonclincal Nation Vault. I'm putting my most recent interviews and other lectures and courses that I've put together in one place, which will be available in hopefully a few weeks, and it'll all be video as well as audio.
And, you can go there and I'll let you know where that is exactly. I think we might call it The Vault or we might call it The NonClinical Nation. It's very similar to the Academy, and actually all of the Academy content is going to be combined with this new site. So I'm going to stop there, and then I'll let you go in a minute.
I hope you enjoyed today's presentation and I wish you the best on your journey to a new career you're an accomplished physician, and with a little bit of effort and following a process like the one I presented today, you will be successful completing your career journey wherever it may lead you To see the show notes and find many related links, go to nonclinicalphysicians.com/12-month-roadmap.
That's nonclinicalphysicians.com/12-month-roadmap. And before we go, you obviously enjoy this show or you wouldn't be listening. So if that's true, then please head to Apple Podcasts, Spotify, or any other streaming service and leave a five-star rating and comment because it helps me to get the word out and reach more listeners like you.
Finally, don't forget that the opinions expressed here today are mine. While the information provided on the podcast is true and accurate to the best of my knowledge, there's no guarantee that using the methods discussed will lead to success in your career, life, or business. Always consult an attorney, accountant, or career strategist before making any major decision about your career.
Bye for now.
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12 Month Roadmap to a New Career - Final Chapter 469
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Welcome back to this week's show, Non-Clinical Nation. Today will be a slightly different approach. It's just me again, but this episode is the third and final part of a series that I started some time back. The overarching theme of the series is this: the 12-month roadmap to a new career.
Couple of years ago, I put together a roadmap with all the steps that would take you from full-time clinical practice to becoming a chief medical officer of a hospital, and I structured it as a 12-month series of actions to take that would result in landing your first CMO job On reflection, this roadmap can be generalized to cover the steps in landing any of the dozens of non-clinical jobs in pharma, consulting, insurance, or education, or in a health system.
Actually, there's more than dozens. There's actually hundreds of different jobs. The 12 months is an arbitrary timeframe. With effort, the process probably could be accomplished much quicker. On the other hand, 12 months is a nice round number, and it takes into account the need to give up to six months of notice that some employment contracts require.
So if you're an employed physician, I've heard them even try to push that out as far as a year in advance because it's difficult to find replacements. So you need to know the nature of your contract if that's an issue. But 12 months is a nice round number, and so I thought, well, let's just put it in that framework, and it could be longer or shorter depending on your needs.
Now, I covered the first two parts. the roadmap actually has six parts, although the last part, which I'll talk about at the end, is just a decision point. But anyway, I've covered the first two parts, which goes through month one and through two, three, and four. So, what I'm going to cover today are the three next steps, the three pretty much to complete the whole process.
and each of these steps or phases includes three to seven major assignments or tasks that need to be completed during that timeframe, and it's just a suggestion. It's meant to be flexible, but it's a way to get people started working on the things that need to be worked on in the beginning, and the things that can wait till later in the process put off till that point.
Now, there is a precondition for starting this process. So this process, this 12 steps or this roadmap, it doesn't go all the way back to the very, very beginning where you're just contemplating something And you haven't really thought much about it. So really, this whole framework starts when you've already selected two to three potential jobs to consider.
Or what I mean by that is particular posts that you want to apply for. So not a specific job at a particular company, but a specific type of job. So you might be looking to become a medical writer or a medical science liaison or, another job in pharma or a hospital medical director for one of the departments.
And so you at least need to have gotten to the point where you decided, "Okay, I'm leaving clinical," or, "I'm going to look at least for a part-time non-clinical job," or even an atypical clinical job, 'cause these steps would probably apply to those as well. so it's not like you're just looking to get into a new department of where you are now or try to report to a different manager.
Those are different ways of addressing problems with your career. if you're unhappy, sometimes it's just a matter of which department you're in or who you're working for or who you're working with. so again, that should have all been kind of clarified before you step into this process or consider stepping into it.
and I will mention, 'cause I kind of alluded to it, that step six is in month 12 in this model. It could be month 18 or 24 if you're using a slower process. It could be in month nine if you're squeezing it down to nine months. But that step only has one assignment, and that's to accept the offer and start the new job.
But obviously, you can go through this process sometimes and the first time not really be successful. And so the other thing that month 12 is for is to regroup, and I'll talk about this at the end of this presentation, but to regroup and then start over or jump back into the process. So it's not really a separate step, but it's just a good way to separate, accomplishing this approach to, finding that new position, and/or, moving, onto the going back and reiterating many of the,
actions that you would take So, the next three phases run on the model from month five through month 11. And let's go through each of these three steps. First, just I wanna define them, and then I will work through each of these three major steps or phases in detail. So the way things are, being approached now, here's what I have, and I'm going to show you a slide in a minute so that you can visualize this or you can see how I visualize it.
well, maybe I should start by opening that slide
So right now you should be looking at the slide, and maybe I'll go through this first part with the slide being shown, and then I'll step back 'cause once you've seen this you don't really need the slide, in detail. But all right, so this is the 12-month roadmap to a new career outline. It can be presented in different ways, and I'll show you a different way in a minute.
But as you can see, here are the steps in month one. Here are the steps in month two through four. Now, there can be a lot of overlap, but this is how I defined it. months five through six, then month seven, and then eight to 11 are down here. now for today's purpose, we've assumed you've gone through month one, and there'll be a link to, help you find month one if you want to go back and do that, depending on whether you're looking and listening to the podcast or whether you're in the academy or some other form of, delivery that I have to get these to you.
the next one also we've covered before, and I'll have links to that. And so now we're looking at month five to six, seven, and eight to 11. the way that I can also present this is as a Gantt chart, which is basically you've got the major activities happening on the left, and they just map out here on the right.
Now, if you want kind of the overview, then you just map it out as month one through 12. It represents actually the same steps. If you wanted to be really more specific and dig into it in more detail, you could actually convert these to weeks. So, you'd start with week one, two, three, four, five, all the way through week, 52.
And I encourage you to do that. And actually, each of these steps on the left can have sub-steps under them. So if you were doing a big Gantt chart to really map out this process for a full year, let's say looking on the left here, Let's go to the next one because we're not gonna consider the first two phases.
But let's say that it says search job listings here under number eight.
So under line eight here, we could say the subcategories under that would be look at LinkedIn, looked at Indeed, looked at particular companies, look for, jobs with specific recruiting companies, and so those could be broken out. So this would be a much larger document
Okay, so with this one still showing, let me talk about these at a high level. So phase three runs from month five through six
And there are four major activities to do during this period of time. First, search job listings. Second, access and begin pertinent courses and/or certifications. The earlier you do that, the better. So early in phase three would probably be great because some certifications you can complete in ten to twelve weeks.
and the other thing is... Well, I'll talk about that later when I get to the specifics. the fourth part of that is follow up and touch base with your mentors, who I believe you already started to identify mentors earlier in phase two, and you can see on this that this shows that really the mentorship goes on through the entire process.
And then number four, the networking is extremely important. Then in the fourth step, starting in month seven, you get really serious about preparing a resume and cover letter templates, about updating and customizing your LinkedIn profile, and search for job listings online using Indeed, LinkedIn, company websites, and recruiters.
And we'll get into more detail, on that in a minute. And then finally, during step five, which has a lot more things going on but it's because it's an important time, is you need to select one or more opportunities and send a customized cover letter and resume. You need to be doing a copious research on the employers that you're considering a job with.
You need to complete your telephone or video interview if requested. You need to prepare for the face-to-face interview if that happens. You have to attend the face-to-face, which has some specific concerns. And then you have the last step, which is to consider offers and then respond yay or nay. So why don't we go back and go into each of those phases or steps in more detail?
Let's skip back and circle back and get into a little more detail on each of these. So as I said earlier,
the step three involves starting with looking for job listings. And there's a lot of reasons why you're doing, this look and why you're reviewing these there was a little bit of some of this in month one, and at that point, it was just to get an idea of what these jobs are called, how many different versions do they have, what do the job applications or the job, boards look like, how are they presented?
But anyway, in this phase, we wanna get serious about looking at job listings. And so you need to start looking at all those locations where they might have a job that you're looking for, but it depends a lot, of course, on the type of job.
Now, there's some generic ones like LinkedIn. I would say LinkedIn is, right up there near the top for a physician looking for a new career, a new job, whether it's part-time or full-time. it takes a little getting used to, and the process, might require you to add certain things to your, profile, certain things that you might use to identify jobs you might have to pay for.
I'm not gonna get into LinkedIn in great detail, but I can tell you it's a great place to network, and it's a great place to run into, recruiters, and you can set up your profile in a way that makes you more, apparent to a recruiter. so that one goes without saying as being, right on the top, depending on the job,
Again, there's some that might not be seen, in LinkedIn that often. Now, you can use one of the generic ones, is Indeed and ZipRecruiter, and I've recently checked, and they have a lot of these kinds of jobs posted. So even the big ones that could be anything from, your, secretary all the way to the president of an electric company or something like that, they have a lot of healthcare-related jobs.
So that's Indeed, ZipRecruiter, and another big one that I didn't check was Monster. if you know the industry that you wanna go into, then you can look at the biggest players in that industry, and then you just go to the company websites. I've looked at a lot of pharma websites. They almost all have their own listings, even though many of them use recruiters to find people, and many of them even hire people that only use LinkedIn to find people.
in fact, I have a family member that is a recruiter, and, I think she sometimes uses LinkedIn exclusively to find jobs for her, and she does employ people or hire people into employment in the health field. So it's interesting that LinkedIn is so useful. but again, some of these are found on Indeed, ZipRecruiter, Monster.
Company websites, as I said. Recruiters, sometimes you can just line up with individual recruiters. and be careful about signing a contract. don't necessarily wanna have an exclusive relationship with a recruiter to where only they can show you job options. I don't think many of them do that, but just always beware.
a lot of professional organizations have assistance with, finding jobs. So for example, the American Association for Physician Leadership has typically had listings for CMOs and similar jobs, chief medical officers, in other words, physician executives. Now, their list is nowhere near as large as one of these other companies, but they might have certain ones in there, because they probably don't charge much, that might not show up elsewhere.
Sometimes, like I know from the hospital and health system setting, there are certain recruiters that work mainly with them. Then there's others like, HCA, Hospital Company, of America, HCA. It's called the HCA, and they have like 100 hospitals or so. They have their own recruiting, and it's like it's like a recruitment company itself within HCA.
And so there are designated recruiters, and they show up at meetings and, meetings and so forth, and they try to find medical directors and CMOs for their hospitals. So I did have a slide because some of the professional organizations are discussed in the second part of this series And this slide is just, a slide of the PowerPoint slideshow with the professional organizations for non-clinical careers. It's not an exhaustive list, but it is a list I put together, for this purpose, really, and I do have designated presentations talking just about this topic.
But you can see that there's a list on the left of a number of, major professional societies that serve a national audience, it's for pharma or for hospitals or for, types of professions that are non-clinical or partly clinical. And there's quite a few of these that, offer actual, certifications or education, that would be useful.
So, And then they oftentimes have, job listings, like the AAPL. So I think I will, stop sharing that for the moment 'cause that's not really gonna be that important, going forward. All right. so anyway, bottom line is you need to look at a bunch of job listings and get really clear on what they require or what they would like to have in a candidate, and what you need to be able to demonstrate in terms of your skills, your background, your education, but really your accomplishments.
Those are the big things. So anyway, let's move on to the next item under step three, which is to access and begin pertinent courses and/or certifications. So this is put in here, there is some kind of short-term certification or even something longer term, let's say, a designation that would take a year to get, having the certification or completing the 10-week course or 12-week course in a particular thing, whether it's utilization management or, patient safety or quality improvement or some executive, course for, from the AAPL.
Some of those you can actually... if you start now at stage three, you can get them done while you're in stage eight. But the other thing is just having entered them, having, matriculated and started the process of learning that particular skill or topic demonstrates a commitment. So it's almost as good as already having the certification.
And most of the time, your potential employers will assume that if you're in the middle of a one-year, course, remotely to teach you, how to do a certain skill or to understand patient safety or quality or management or what have you, that you're going to completed. And I think they get more out of the fact that you're doing that because you're serious about moving into that kind of a position.
that's all I wanted to say about that. Now, I also put this point in here to follow up and touch base with your mentors, because this comes up at the beginning of the process. but it's something that really you almost would be in touch with your mentors through the whole process and possibly using your network or networking, which is the next bullet point, finding new mentors.
But let's just talk about this for a minute. mentor is someone that maybe pointed you in a direction of a particular, career. That's what happened with me. I was kind of involved at the hospital early on, and I kept taking on more and more responsibilities. I volunteered for things like chairmanships of certain committees, which didn't pay, but then I also volunteered to work for the hospital, doing things like utilization management or, being the medical director for an occupational medicine clinic, and these are all part-time jobs.
So as I went through those process of getting those jobs, doing those jobs, I would meet people that were already involved, other physicians doing what I was doing, and maybe they had done other things. And the bottom line is the mentors can be very, very helpful, and you should be intentional about having mentors.
A mentor is usually someone that you're not paying, you're not taking a lot of their time. You're simply talking with a colleague, maybe learning what they do and have done in the past and, and learning what their recommendations are for you if you decide that you might wanna do what they have done.
And that's what happened with me. I met someone in, one venue where we were working on continuing medical education, and I came to find that he was a chief medical officer for very large, very successful hospital in Illinois. I never had even heard about a CMO at the time. And, uh, I got to know him. I asked him what his job was like and how I would move forward to doing what he was doing.
He gave me his advice, and then later on, I met other people that had done that. I joined the AAPL, and then I could talk to lots of people that were either in the process or already had become chief medical officers. And so those are all mentors, and those are people you can touch base with very briefly on a very sporadic timetable.
not that they need to spend their entire, careers trying to help you, but simply giving you a little advice. So you need to keep in touch with your mentors through this whole process, so that's why this reminder is here, and find new mentors. Meanwhile, networking is related to that, and you need to network intentionally.
now, networking can be like a negative term for physicians, particularly introverts like me. but it can be very low-key, just being at meetings with physicians that are doing things that you think you might want to do, and just asking a question, just saying hello, and, maybe sharing an email and then, say, "Hey, if I have a question in the future, do you mind if I give you a call or an email or drop you a text?"
And, besides, the other thing that networking is important for is finding a job. So that kind of should be up there with approaching recruiters and professional organizations. If you have in a network and some of those people are doing the job that you're doing, you definitely wanna go to them and say, "Hey, do you know where I can find more jobs like this?
I don't wanna take your job necessarily, but if there's five or six openings at your job, at your company, or, one or two and, or if you know of other companies that are hiring, or just in general, what do you think? How should I approach applying and so forth?" And some of the things we're talking about today, you can learn from mentors.
Now, I also bring up this term sponsor in this section, both on the graphic and, when I'm talking about it. And I'm using the word sponsor as somebody who can be your advocate in the job hunting process. Really more your advocate at a particular company, or hospital or what have you, so that they might help you get the job.
Now, not directly necessarily, but for example, if you get to know the head of HR and you work with that person in a place where you're looking for a job
You can develop a relationship with someone in that department, the HR department or others, and a sponsor is someone who's inside of a company that advocates for somebody. That's the let's say that you're working now in a hospital, and this was true for me. I got to know the hospital CEO before I was hired as a chief medical officer, and, the thing was I got to know him and learned about opportunities at the hospital, stepped up, volunteered for things that would make his life easier, become the medical director for things that would also benefit the hospital.
And then basically he and other people that are already in the executive team were sponsoring me in the sense that they would support me With other people that needed convincing that I should be hired. So that's-- Also, let's say you're not looking for a new job, but you're just trying to get ahead in your company or even in your practice.
You might, get to know somebody in your practice. Say it's a very large practice, and you're just one of a hundred doctors working there. If you get to know the people in the upper levels of management, they can be a sponsor for you when you decide that you might wanna apply for a job within that organization maybe, but reporting to someone new or being in a different department.
And so similarly, another example, you're in pharma, you're a medical science liaison, but you would like to move into, another department or division where you can become a medical director. Well, if you already know the people in that department and some of the head honchos, so to speak, they can put in a good word for you when there's an opening and you're applying to it.
So because they're not directly involved in the hiring process, they can say, "Hey, I happen to know this person, and I can, I can tell you that they're very reliable and so forth." So that's what a sponsor is. But you can find people who can be sponsors for you, either in your current organization or in other organizations by networking.
So think about former co-med students, residents, and fellows that you've worked with. Where are they now? Look them up in LinkedIn.
Look them up in Doximity. See what they're doing. Wow, one of them has a job you're thinking about doing. Well, then that becomes someone you can network with. That becomes someone who might be your mentor. That becomes someone who might be a sponsor at their place of business where they're working. networking in LinkedIn is ideal.
You can, if you have followers, you can follow other people. They can be connections, first degree, second degree, and you can identify people and, think of how they might be useful to you as a networking, partner. Now, the thing about networking and Mentorship is you should always try to do something for the other person before you ask them for help.
It's not always possible, but, if you can, it's fantastic. if you, if there's something you can do to help them, you scratch my back, I scratch yours, everyone's happy. you can do that on LinkedIn when you're networking and identifying, mentors and sponsors. Now, I showed you that slide with the professional organizations.
Well, most of those have opportunities for networking. So they have websites, they have live meetings, they have online meetings, they have meetings that are educational, and they have meetings, if it's a professional society, for planners and for actual hierarchy of the organization. So, don't forget about looking at that and use a professional organization as a formal way to network, and sometimes they have just networking events.
And then, I think that's about it for networking. So that's step three, and I won't reiterate it. I went through a couple times, and so
let's just move to step four. step four, we'll go through each individual step. So I mentioned preparing resume and cover letter templates. All right, so you are going to do this because you don't wanna have to think, create a new resume or cover letter when you're already in the midst of applying and responding to job offers and so forth.
So you wanna take a little bit of time here, in step four, which is starting in month seven on the, on the roadmap. And, you wanna create generic resume and cover letter. So it's just the outline or it's... It could be a complete cover letter and resume, but knowing that you're going to customize it in the future for every job that you're applying.
So you wouldn't use the same resume and cover letter, in general unless it's exactly the same job with exactly the same requirements, um And, usually the jobs are different enough that you wanna focus on different things. But you wanna have a template so when it's time to create this thing, then all you have to do is change some things here and there and, get it ready and get it, and get it to the prospective employer.
Should always be customized. and I guess I'll talk to that later. but what I will tell you is that if you're looking for a resource for what should be in your resume and cover letter, the best resource is Dr. Heather Fork's Carpe Diem resume kit. It's a very inexpensive but very comprehensive, resume kit to explain exactly what should be in a resume and how you might even word certain things.
now I'll just give you the short version of my recommendation, and that is especially if you're new to this, a resume is definitely not a CV. When you're doing non-clinical or anything executive level, you're not sending a CV. A CV is more for educational organizations, medical schools or universities and so forth.
You have all your research in there and anything you've published and, it goes on and on and on 'cause people wanna see it, and they just wanna see that you've had, the experience and the education on paper. But what a resume more shows what skills you have and what things you have accomplished.
So when you're creating a resume, you need to focus on accomplishments, and they need to be measurable accomplishments. ... An accomplishment of I ran a department for three years, that's not an accomplishment. You could be a complete idiot and run a department for three years before they figure out that you're not that skilled.
So it's more something like I was responsible for quality improvement at the hospital and in, , 2015, we, uh, achieved our first, uh, designation as a
top one hospital, and it, my involvement was in running the entire, team that prepared for it and, had the directors of quality improvement, patient safety, and the pharmacy all reporting to me, which are critical areas for achieving the top 100 hospital designation. So that's one example, but anything that you've accomplished, you've created, you've led a team that accomplished something.
Could be clinical, could be non-clinical. You led the diabetes team to reduce the incidence of this complication in type 1 diabetics over a period of three years, and the measurements that prove that. You definitely have the other things that are on a CV as far as identifying you and listing your, education and the courses you've taken and, the other designations, be they educational or professional and so forth, but also a list of accomplishments with measurable outcomes listed.
So I think that's all I'll say about that right now. I have other presentations that go into detail on this, but, getting Dr. Heather Fork's' Carpe Diem resume kit is another way to learn about this process. Now, the other thing here in step four is updating and customizing your LinkedIn profile So I'm gonna say it again.
There's another resource that you might wanna check out, and that's Dr. Fork's LinkedIn for Physicians. I think this is a video course, and it has many, many videos and multiple subject matter addressing LinkedIn for physicians. It's excellent. I've seen most of it. but anyway, let me give you my two cents on this topic.
one issue you have to be aware of is it can be tricky to not tip off your current employer if you're using LinkedIn. so you have to figure that out and, that's some of the things I think that might be addressed in Dr. Fork's LinkedIn for Physicians. But it's just something you don't want to say, "Hey, everyone, I'm out here looking for a job," and know that your boss, looks at LinkedIn and is, you might even be connected to him on LinkedIn.
In which case, if you change your, some of the information on your LinkedIn, it, he or she will probably see it. So you wanna turn those notifications off if you have notifications on like that in LinkedIn. And the other thing is to, maybe you just have to kinda soften your language a little bit, not make it obvious that you're looking for a job, but make it obvious what you're good for.
And if you put all of that in there and accomplishments just like on your resume, people will find you and say, "Wow, that's pretty interesting." top 100 hospital or, had so many clients in this or achieved this thing or opened a new, clinic in under six months, whatever it might be.
They'll find you without you saying, "Hey, I'm ready to, take interviews." but the other thing, the profile needs to be complete. And usually LinkedIn walks you through that. What does complete mean? you don't need every last thing that they have possible in LinkedIn, but you gotta have great images, including your headshot, and you also have a lot of interesting topics or articles that you've written - the content clarifies for people who you are, what you do, what you know how to do, what you've led, what you've accomplished, and so forth, just like, the resume.
And again, you focus on measurable accomplishments in recent jobs that you've done, whether it's at this organization that you're in now or others. so again, I'm not gonna go into more detail. The other point here is that you need to start searching for job listings online using Indeed, LinkedIn, company websites, and recruiters, which I mentioned earlier.
Remember that each industry is unique. This is applicable to the resume part of this, too. You can't really use the same resume for applying for a job in pharma and applying for a job in a hospital setting. Typically, that would be difficult to do. It needs to be customized to the job. but anyway, oh, this is where I wanted to talk about recruiters.
They can be really helpful, but again, be careful about exclusivity. I don't think most of them are. if someone gives you some kind of letter of agreement or a contract to be represented, you have an attorney, review it or just don't do it. I think it's helpful when you're using recruiters to get to know the company HR staff and contacts, that assist the people doing the recruitment if you can.
And also in the, the businesses where you may be looking for a job, if you can get to know the HR person, let's say, at the hospital or health system where you're looking to get a job or in the pharma company, local company, or in the, a utilization management company looking for you as a medical director or physician advisor, it's good to get to know those staff, and they can really help you and point you in the right direction when you're feeling like you're not being heard or you're-- no one's looking at your resume.
I want to mention one thing here. This is kind of a one-off, but when you're in pharma, you usually, feel like, well, you're gonna apply to, recruiters and to also the pharma companies themselves and look on their websites. But you can also look at CROs, contract research organizations is one way of, is what CROs means, although sometimes there's slightly different versions of what each letter indicates.
But these are companies that provide services to pharma companies, and so they sometimes, hire the exact same people that you would be working at the pharma company, but they're more-- they're, they're not as long term. So if you work for the pharma company, they're probably gonna keep you for years and years and move you from project to project as things, change.
But because it's difficult to ramp up and ramp down, a lot of them use a CRO to find and recruit and, work for them indirectly as, an employee of the CRO. So it's easier to get a job with a CRO in general, contract research organization or contract resource organization. the other place where CRO comes in, this is a pharma job, but it's medical writing because CROs often hire medical writers because they do the regulatory writing sometimes for pharma companies.
So remember that. I just wanted to throw that out there when I was talking about job listings and, where you might find jobs, at least for, writers and for, those looking in pharma. So that's about what I wanted to say about step four and clarify what some of those steps are.
Well, you know, folks, I think I'm going to stop it right there for the purposes of the podcast. Now, this discussion goes on for another 15 minutes or so, and it will be included in the total video which will be posted in teh new Nonclincal Nation Vault. I'm putting my most recent interviews and other lectures and courses that I've put together in one place, which will be available in hopefully a few weeks, and it'll all be video as well as audio.
And, you can go there and I'll let you know where that is exactly. I think we might call it The Vault or we might call it The NonClinical Nation. It's very similar to the Academy, and actually all of the Academy content is going to be combined with this new site. So I'm going to stop there, and then I'll let you go in a minute.
I hope you enjoyed today's presentation and I wish you the best on your journey to a new career you're an accomplished physician, and with a little bit of effort and following a process like the one I presented today, you will be successful completing your career journey wherever it may lead you To see the show notes and find many related links, go to nonclinicalphysicians.com/12-month-roadmap.
That's nonclinicalphysicians.com/12-month-roadmap. And before we go, you obviously enjoy this show or you wouldn't be listening. So if that's true, then please head to Apple Podcasts, Spotify, or any other streaming service and leave a five-star rating and comment because it helps me to get the word out and reach more listeners like you.
Finally, don't forget that the opinions expressed here today are mine. While the information provided on the podcast is true and accurate to the best of my knowledge, there's no guarantee that using the methods discussed will lead to success in your career, life, or business. Always consult an attorney, accountant, or career strategist before making any major decision about your career.
Bye for now.
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Many of the links that I refer you to are affiliate links. That means that I receive a payment from the seller if you purchase the affiliate item using my link. Doing so has no effect on the price you are charged. And I only promote products and services that I believe are of high quality and will be useful to you.
The opinions expressed here are mine and my guest’s. While the information provided on the podcast is true and accurate to the best of my knowledge, there is no express or implied guarantee that using the methods discussed here will lead to success in your career, life, or business.
The information presented on this blog and related podcast is for entertainment and/or informational purposes only. I do not provide medical, legal, tax, or emotional advice. If you take action on the information provided on the blog or podcast, it is at your own risk. Always consult an attorney, accountant, career counselor, or other professional before making any major decisions about your career.
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