ANATOMY AND PHYSIOLOGY OF REPRODUCTIVE SYSTEM.pptx
Cultivating Leadership in Women AMWA August 2016
1. Cultivating leadership for Women in
Medicine
AMWA 8.24.2016
Erin Snyder MD, Erin Contratto MD
Leah Leisch MD, Teri Bryan MD
Division of General Internal Medicine, UAB
5. The Wage Gap
• Cost of wage gap when
compared to white men is:
– 10 cents for Asian women
– 22 cents for white women
– 36 cents for black women
– 46 cents for Latina women
• As a result of the gap, over a
career, a woman loses:
– $315K for Asian women
– $440K for white women
– $717K for black women
– $854K for Latina women
Slide courtesy of Sheri Burnett-Bowie, MGH Center for Diversity & Inclusion
6. Letters of Recommendation
• Women letters shorter, less focused on
accomplishments
– 2X likely to have gender references
– contain doubt-raisers, reference personal life
– “Grindstone” adjectives (hard working,
dependable)
• Men letters
– “Standout” adjectives (stellar or outstanding)
Slide courtesy of Sheri Burnett-Bowie, MGH Center for Diversity & Inclusion
7. Hiring and Promotion
• CV of psychologist sent to entry level and
tenure review level jobs to 238 academic
psychologist positions
• Named Brian or Karen Miller
• Brian more likely to be hired at entry level and
evaluated more positively
• Equally likely to be hired at tenure level, but
4X more likely to include comments of caution
or concern for Karen
Steinpreis et al
8. What Is Our Unconscious Bias,
and What Can We Do About It?
Recap of our card exercise
9. Intrinsic barriers
– Leadership skills gap
• working with interdisciplinary team
• time management
– Imposter & tiara syndromes
– Balancing obligations
– Align decisions with career trajectory
– Negotiation
10. Leaders Clinicians
• “Create conditions
that enable &
encourage others
to achieve a
shared goal
through collective
action.”
• Trained as individuals
• More accountable to
professional bodies
than local hierarchies
Bohmer et al. NEJM 2013.
11. Healthcare leadership skills gap
• Leadership needed at all levels of
healthcare delivery
– Decrease cost
– Improve quality
– Providing access
• MD’s: no formal training to assess
leadership competencies
Stoller, JK. Perspective Med Ed 2014.
12. Quote Bundles
• Reflect on the theme of the quotes, how this
is illustrated in medicine, and means of
addressing this issue.
13. Confidence
• “It’s hard to lead a cavalry charge if you think
you look funny on a horse.” -Adlai Stevenson
II, politician
• “Don’t be intimated by what you don’t know.
That can be your greatest strength and ensure
that you do things differently from everyone
else.” - Sarah Blakely, founder of Spanx
16. Boldness
• “The thing women have yet to learn is
nobody gives you power. You just take it.”
-Roseanne Barr, actor
17. Tiara Syndrome
• Reluctant to apply for promotions
• Good performance will naturally lead
to rewards
• “someone will notice and crown your
head”
• Women require more encouragement
from bosses to seek senior positions
Fitzpatrick et al.
18. Overcoming tiara syndrome
• Make yourself available for interim roles
– gain confidence
– define terms before acceptance
• Take “shots on goal”
• Request feedback
• Let your supervisors know what you want
Fitzpatrick et al.
19. Opportunity
“There is nothing like a concrete life plan to
weigh you down. Because if you always have
one eye on some future goal, you stop paying
attention to the job at hand, miss opportunities
that might arise, and stay fixedly on one path,
even when a better, newer course might have
opened up.”
–Indra Nooyi, CEO of PepsiCo
20. Align opportunities with career path
• Prioritize your needs & interests
• Recognize if you are earning “good citizen”
points for new role (can use for negotiation
later)
21. Balancing obligations
• Find 1 mentor of same gender or with similar
focus on personal/professional life
• Learn the art of “saying no”
• “YES” to 1 time commitment is “NO” to others
Wietsma et al.
26. Negotiation
• Practice skills outside of work
• Start with low-risk situations
• Prepare
- (remember to “reset” the bottom line)
• Anticipate & prepare for pushback
Fitzpatrick et al.
28. PAR Statement
ProblemAction Result
• A brief, specific, and quantitative statement
• Describes the results of your work
• Demonstrates attributes and skills
• Showcases accomplishments and impact
29. Example PAR Statement
• Problem: We identified a need to improve patient
notification of test results in Resident Clinic.
• Action: I worked with faculty and residents to create a
process for streamlining result notification.
• Result:
– Patient notification improved from 16 % to 90%
– Improvement in management of chronic disease was also
noted.
– These results were published in a peer reviewed journal
– Templates that were created are now being adapted for
use in other VA clinics.
30. Create your PAR Statement
• Problem: that you had to solve
• Action: what you did to address or solve it
• Result: what happened? be specific and
quantitative
31. Elevator Speech
Prepared for a brief, chance encounter
Constructed like a PAR
Spotlights your uniqueness
Leaves a positive memory
Always have an “ask” in mind
34. Resources
• ACP Leadership Academy and Webinar
– www.acponline.org/education_recertification/resources/l
eadership_development/
• SGIM LEAD program, leadership roles within regions,
committees, meetings
– www.sgim.org/alcgim-tools-programs/lead
• SHM online learning community: leadership modules
– shm.community360.net/default.aspx
• AAMC Women Faculty Development Seminars, LEAD program
– www.aamc.org/members/leadership/catalog/323252/wo
mensleadership.html
35. References
• Bickel J. How men can excel as mentors of women. Academic Medicine 2014; 89(8).
• Blumental et al. Addressing the leadership gap in medicine: residents' need for systematic leadership
development training. Acad Med. 2012; 87(4):513-22.
• Bohmer RMJ. Leading clinicians and clinicians leading. NEJM. 2013; 368 (16)
• Fitzpatrick TA et al. Waiting for your coronation: a career-limiting trap. Nursing Economics. 2014; 32 (3).
• Stoller JK. Help wanted: developing clinician leaders. Perspective Med Ed 2014
• Wietsma A. “Barriers to success for female physicians in academic medicine.” Journal of Community
Hospital Internal Medicine Perspectives. 2014;4.
Notas del editor
Susan Colantuono; Runs Leading Women, a consulting firm dedicated to closing the gender gap in business leadership. Prior to that, ran the Womens Instititue for Leadership at Bryant University. Ted talk on this topic was inspiring to us.
. The discussion of the use of “standout” vs. “effort” descriptors for men and women respectively is especially critical given how we select interns and how we evaluate our trainees once they are here. Time and time again, men are described using standout terms such as “stellar” or “outstanding” while women or URMs are described using effort terms such as “hard working, team player, earnest.” The unequal use of these descriptors has a significant impact on how we interpret a candidate’s/applicant’s performance; how we communicate with and evaluate our trainees; and ultimately whom we choose, given that there is a strong preference to selecting the “outstanding” candidate.
. The discussion of the use of “standout” vs. “effort” descriptors for men and women respectively is especially critical given how we select interns and how we evaluate our trainees once they are here. Time and time again, men are described using standout terms such as “stellar” or “outstanding” while women or URMs are described using effort terms such as “hard working, team player, earnest.” The unequal use of these descriptors has a significant impact on how we interpret a candidate’s/applicant’s performance; how we communicate with and evaluate our trainees; and ultimately whom we choose, given that there is a strong preference to selecting the “outstanding” candidate.
A few tips from Dr. Margaret Ann Neale- professor of organizational behavior at Stanford School of Business.
One of the ways to remember the essential parts of negotiation for women, is the abbreviation pap
In preparing, you need to establish your “goal” or your aspiration.
You also need to establish your bottom line-> this is NOT the worst case scenario, this is the point a which you “don’t care” or the neutral spot.
The other thing you need to do is investigate the company /division goals. This will come into play when we talk about packaging.
Ok. So once you are all prepared. You need to think about asking. And the first thing you need think about asking is for who are you asking.
Men outperform women when negotiating for themselves. Women outperform men 14-23% in representational negotiating.
So once you decide for whom you are negotiating, you need to think about how you will ask- and the best way to do that is in a package ->
-In addition, to for whom we are asking, we need to consider how we are asking. Women fair best if they negotiate in packages (as opposed to issue by issue). Men penalize women for asking for more money. Women penalize men and women for asking for more money as a single issue item.
-women also do better when that package involves a communal goal.
-The department needs to better access for new patients. I have more clinic days and earn 2x the RVUs as other MDs in the dept. If I see more new patients (or continue seeing new pt’s) then I would like a raise.
-the dept needs more inpt attendings while Jill is out on maternity leave. If I take that on, then I would like a raise, or decreased clinic time, etc etc.
***Recall that although your experience may be less, if the expectations are similar, then the pay should be so as well. ***
