学术带头人的选拔是一个学术机构的重要工作，也是学术新手寻找导师重要的内容。但是这方面的研究并不多见，今日《自然》一文章作者根据他们最近在选择临床负责人过程的经验，提出了10条建议，虽然中国的学术环境和西方不同，有一些内容值得参考。学术界在最近10年的变化日新月异，这要求学术领袖也必须跟上时代的节奏。
实验室负责人、系主任和学院院长等学术职位被认为应该是那些集学术牛人、吸（基）金大侠、投资高手、建规立制者、宣传教育家于一身的超人。选择这样的牛人当然十分困难，但是用错人的代价十分高昂，选择出高智商、高情商和高财商的能人担任学术管理职务确实十分重要。这个问题对大学和研究机构，选择好学术领导十分重要，研究生挑选好的导师也同样重要，医院选择科室主任和学术院长十分重要，患者选择医生也一样重要。
1. Align needs of all areas of responsibility. 根据岗位需求。
One of the main causes of hiring failures is conflict between the expectations of the institutions involved in the selection process — the hospital and the university. For example, hospital chief executives and boards may look for cost-effective or low-cost medicine, and welcome an obedient manager with modest expectations. By contrast, an ambitious university or medical school may welcome original thinkers with initiative, attracting atypical researchers and grants to challenge paradigms. Such institutions must discuss and agree their expectations.
2. Screen search-committee members for conflicts of interest. 面试成员回避。
This is the most common source of bias. It may lead to the exclusion of highly qualified individuals on the basis of subjective and misleading criticisms. Any negative statements about a candidate should be made in writing to secure a measure of accountability.
3. Articulate requirements clearly in the job advertisement. 招聘广告需求清晰。
Before candidates can be considered, the hiring committee must clearly state the standards required in clinical ability, research and teaching.4. Articulate the offer clearly. 给候选人提供清晰的职位背景和相关资源。
Early in the hiring process, assess whether the resources of the institution and local conditions meet the ambition, motivation and other expectations of a potential candidate.
5. Ensure accountability in the selection process. 对选拔过程问责。
The US academic system usually gives full responsibility for the final choice to the dean of an institution. In most other parts of the world, it should be made clearer who the decision-makers are.
6. Publications and citations are necessary but not sufficient. 论文和引用情况需要但不是唯一标准。Bibliometrics must be interpreted with expertise — they can be gamed.
7. Measure research qualitatively as well as quantitatively. A portfolio of scientific activities should also be required, showcasing the quality and continuity of a candidate's research. Evidence of networking activities and successful pupils should also be sought.
8. Don't expect MBAs. 别指望MBA，要参考临床、学术和社会信誉度。
Many academic centres hope for recruits with a deep knowledge of management and an ability to control tight budgets, as well as requiring an outstanding researcher, clinician and educator. They are hunting unicorns. More realistic is a chair with clinical, academic and social credentials, who can delegate work to business managers with complementary skills.
9. Seek strong emotional, personal and social skills. 情绪控制能力、人品和社交能力。
Leaders need to be highly intelligent in communication and relationship-building to support and motivate interdisciplinary teams, convey integrity, adapt to change and to empathize with patients. This feature cannot be compensated for by other qualities. People succeed when they treat the individuals around them well.
10. Find someone with fire in their belly and stoke it. 看重事业的人。
Chairs need to be ready to fight for their academic mission and to identify strategies to minimize the administrative burden imposed on them and their academic colleagues. The passion of a new chair should be maintained by academic freedom, good infrastructure and room for development. These factors are much more important than salary benefits in attracting — and keeping — highly qualified individuals.
11. Support your hire. 培养和支持。Even the best people need regular feedback, mentoring and development. Set up a process to do so.