The global COVID-19 pandemic has raised significant issues that transcend medicine and health, illuminating a long history of racial fears and anxieties that have been a common framework through which people evaluate concerns around global viruses.
A new study shows that scholarly publishers need to address
a gap between the goals of their diversity, equity, and inclusion
organizational policies and the lived experiences of people working in the industry
Recent acts of police brutality leading to the murders of Black men and women across the country have raised the collective social consciousness about race in America on a global scale. For the first time in a long time, people seem to be genuinely concerned about how to eradicate racism and anti-blackness.
Discussions about compensation, particularly when they are focused on disparities for women and other people who identify with one or more underrepresented groups, often elicit strong emotions from those involved.
During a four-decade career in the Army, I trained for and practiced the art of leadership while commanding at various levels. It was a rewarding career, filled with interesting people, a variety of cultures, and dynamic challenges.
Nearly 40% of female physicians cut back clinically or leave medicine entirely within their first five years of finishing training (Paturel, 2019). This statistic is staggering and poses real policy issues when considering the worsening physician shortage, particularly now that women comprise a little more than half of currently enrolled medical students.
The world of medicine continues to change. In a 2018 American Medical Association (AMA) survey, 47.4% of the physicians were employed by various health organizations, while 45.9% owned their own practice. Ten percent of physicians were employed by physicians owned practices. Overall, 54% of physicians worked in a practice owned by physicians (AMA, 2019).
At the 2019 Women in Medicine (WIM) Summit held in Chicago, I delivered a breakout session encouraging women physicians to expand their leadership skills by actively participating in professional organizations that may not be traditional to their respective areas of specialty. The goal of my presentation was to argue that networking within your specialty (medicine) with colleagues that are similar to you, your goals, career trajectories, will not be enough as you move through your career.
We know that individuals with strong trusting relationships live longer, healthier lives, and have a greater sense of fulfillment and peace. Professional environments with high levels of trust have greater employee satisfaction, lower rates of turnover, and in the clinical setting, demonstrate better clinical outcomes and higher levels of teamwork.
The challenges female surgeons experience with using surgical instruments that have historically been designed for use by male surgeons with taller, stronger physiques — and often larger-sized hands — have been well documented (Sutton, et al, 2014).
Those who are mentored outperform and out earn those who are not (Eby, et al, 2008). They get promoted more often and report lower burnout rates. However, having just one mentor is limiting. Having a team of mentors puts you in charge of your future.
If you’re like me, you’re probably frustrated by the dysfunction in our health care system.
This pandemic magnifies and brings into focus how leadership has failed to enact health care policy that serves us, our colleagues, and our patients — particularly those who are most vulnerable.
Women’s leadership groups are key to cultivating female leaders in our profession. But, what if your group could also serve a vital role in promoting women’s equity efforts and participate as a strategic partner to your institutional leadership?
We’re at an interesting point in American history. One hundred years after women finally won the right to vote, there are 126 women in Congress, 90 in statewide offices (including nine governors), and 2,152 female state legislators. And come January 2021, we could have our very first female vice president.
Being young and female is often not a powerful combination. A young woman will frequently have her authority questioned and will struggle to be heard. What’s more, the undertone of comments can do extreme damage to self-esteem, goals, and ambitions.