Postdoctoral Fellow- Surgery

first_imgDr. Kaushal’s NIH funded laboratory in the Department of Surgery atUniversity of Maryland School of Medicine has a postdoctoralresearch associate position immediately available. The major focusof our research projects is to determine the mechanism for cardiacregeneration using different cell-based preparations, includingexosomes, condition media, and the stem cells themselves andtesting these cell-based products in a variety of regenerativeassays. In particular, we are determining how mIRs present in theexosomes derived from the stem cells affect the regenerativeprocess to recover the injured myocardium. Several animal and cellmodel systems, including conditional gene knockouts, will be usedin these research projects, and many state of the art techniquesare available, such as real time PCR, CRISPR/Cas9 Genome Editing,confocal microscopy, real time imaging and advanced microscopy,multicolor flow and sorting, HPLC and mass spectrometry, andultrasonic and telemetric measurements of cardiovascular functionin rodents and large animals. The University of Maryland School ofMedicine has a group of outstanding scientists in cardiovascularresearch, especially in cardiovascular cell signaling, diabetes,endothelial biology, and pathogenesis of atherosclerosis.Successful applicants will have the opportunity to work with themand get help in developing an independent career in this researchfield. To apply, send an application letter and CV, and the nameand contact information for three references to Dr. Sunjay Kaushal,MD, PhD, Director of Pediatric Cardiac Surgery, Department ofSurgery, 110 S. Paca Street, 7th floor, Baltimore, MD21201, [email protected] :Applicants must have a PhD, MD/PhD or equivalent degree and provenskills and experience in molecular biology.The University of Maryland, Baltimore is an Equal Opportunity,Affirmative Action employer. Minorities, women, individuals withdisabilities and protected veterans are encouraged to apply.last_img read more

Regain the sense of wonder in the boardroom

first_imgEach board member demonstrates an active openness to question complex, controversial, or ambiguous matters. Each board member behaves in the best interest of the organization. Our board, as a whole, does not accept easy answers; we ask powerful questions. Each board member asks difficult questions. Conducting oversight: Oversight requires expertise, deliberate dialogue, communication of expectations of financial strength, risk management, reputation and regulatory challenges, and evaluation of the board and the CEO. Do we have the financial strength to weather another economic setback? How is the CEO capable of leading the organization into the future, what support does he or she need, and what is the quality of our Board-CEO relationship? What do we, as a board, need to improve in our leadership?Earlier I mentioned a culture of inquiry, which I believe is a best practice for all high-performing teams and boards. A culture of inquiry encourages curiosity, maximizes engagement in gathering relevant information, and increases knowledge across the room. Equal access is provided in real time to all participants in order to provide a level setting for a rich and deliberate boardroom dialogue.Two other attributes of a culture of inquiry are active feedback mechanisms and an individual and collective commitment to success. A systematic process to help the board behave as a high performing board is necessary for a commitment to continuous improvement. The feedback mechanism is ideally at the end of every meeting (how did we perform as a board?) and through consistent feedback by the chair to each board member. An agreed-upon commitment for each board member and the board as a whole must be present in each conversation and meeting.A litmus test to determine if your board has a culture of inquiry is for each board member to agree that:Each board member shows up to the meetings ready to actively discuss the board packet. Understanding and ensuring how resources are allocated: This means receiving regular reports from the CEO on how resources are being allocated to fulfill on the direct set by the board and appropriately challenging and supporting. Each board member actively demonstrates continuous learning by reading, attending webinars/webcasts, and participating in ongoing board certification programs. 15SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Deedee Myers Deedee Myers is founder and CEO of DDJ Myers, Ltd. and co-founder of the Advancing Leadership Institute. For the past 20 years, she has been passionate about establishing and developing … Web: Details Each board member proactively participates in decision-making. Each board member actively evaluates issues, challenges, and opportunities from all sides before a decision is made. Each board member has mastered the skill of listening, appropriately analyzing issues, and professionally responding as part of our board dynamic. Each board member has and works their own customized board member development plan for the sake of increasing knowledge in the room.Use this simple litmus test at your next board meeting. Answers are simple: YES or NO. Answers that say Sometimes or I don’t know are treated as NO What is your energy level at the end of a board meeting? What are the unspoken comments inside your head as the meeting adjourns? Are they “Glad this is done and what’s for dinner?” Or “Time flew in this meeting – the dialogue was rich?”More boards are reshaping their agendas, board packets, and style of board conversation. They are doing this to move toward being a high-performing board with strategic readiness.Board agendas need to cover three main governance functions:Setting the organization’s directionEnsuring necessary resources are allocatedConducting oversightSounds pretty basic, right? Let’s take it a deeper level with examples.Setting the organization’s direction: This means approving the strategic plan, which is more than an episodic event every fall. Every month, an agenda topic needs to be a dive into questions like how are we fulfilling on our strategic plan? Are we on target? Has the target shifted? What is up for our future that needs our attention now?last_img read more