Breaking the Glass Ceiling Together: A collaborative near-peer mentorship program in leadership by junior female faculty for women chief residents

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1 Breaking the Glass Ceiling Together: A collaborative near-peer mentorship program in leadership by junior female faculty for women chief residents Academic Internal Medicine Week Chief Residents Meeting March 20 th, 2017

2 Alia Chisty, M.D. Associate Program Director, Internal Medicine Residency program Temple University Hospital Elizabeth Leilani Lee, M.D. Associate Program Director, Internal Medicine Residency program Temple University Hospital Navjot Jain, M.D. Chief Resident Internal Medicine Residency program Cooper University Alexandra Lane, M.D. Assistant Program Director, Internal Medicine Residency program Cooper University

3

4 A Good Leader

5 Where do women stand in medicine? Since 1983, the Association of American Medical Colleges has published a national snapshot of women students, residents, faculty, and administrative leaders in academic medicine. The most recent survey was administered in May 2014: 129 medical schools were fully accredited by the LCME. Of those 129 schools, 117 (91%) responded.

6 Fill in the percentage! What percentage of medical students are women? 47%

7 Fill in the percentage! What percentage of residents are women? 46%

8 Fill in the percentage! What percentage of full time faculty are women? 38%

9 Fill in the percentage! What percentage of division chiefs are women? 24%

10 Fill in the percentage! What percentage of deans are women? 16%

11 Fill in the percentage! What percentage of department chairs are women? 15%

12

13

14 Why is mentorship important? Mentorship is important in influencing personal development, career guidance, career choice, and retention Junior faculty who have mentors express greater career satisfaction and have increased research productivity Mentoring is less common as people complete training Women and underrepresented minorities have more trouble finding mentors

15 What is Peer Mentorship? Groups of individuals similar in age, experience, and rank mentor one another

16 What is Near-Peer Mentorship? Older or more able peer mentors a younger peer who is close to her social, professional, and/or academic rank

17 Chief Resident Responsibilities Table 1 The Selection, Training, Responsibilities (Clinical, Academic, and Administrative), and Academic Role of Chief Residents in Internal Medicine Residency Programs in the United States, 2007 (n = 236)

18 What is your greatest concern?

19 Our Stories.

20 Our Leadership Program Chief Resident Associate Program Director Clinic Director

21 Structure of Program Typically, a year long program One hour meetings every 4 weeks Each meeting reviewed a leadership topic to discuss Assigned readings that were required to be completed by the meeting Safe & confidential Example of Topics Covered: Time management Networking Confidence/assertiveness Emotional intelligence Conflict resolution Team building Negotiation Leadership Collaboration in scholarly activities Career advice and support Work-life balance Gender-specific issues - challenges of gender bias

22 Our Results One year later 1 Chief Resident hired in a leadership position at an academic institution Junior faculty member promoted to a associate program director Junior faculty member awarded school of medicine mentorship award Cooper University started their own near-peer program

23 Small Group Breakout : Creating an action plan to bring near-peer mentorship program in leadership to your institution

24 Questions?

25 Thank You! Alia Chisty, M.D. Associate Program Director, Internal Medicine Residency program Temple University Hospital Elizabeth Leilani Lee, M.D. Associate Program Director, Internal Medicine Residency program Temple University Hospital Navjot Jain, M.D. Chief Resident Internal Medicine Residency program Cooper University Alexandra Lane, M.D. Assistant Program Director, Internal Medicine Residency program Cooper University

26 Breaking the Glass Ceiling Together: A collaborative near-peer mentorship program in leadership by junior female faculty for women chief residents AAIM 2017 Chief Resident Meeting ACTION PLAN: 1. WHO: Identify a junior faculty member who could serve as a potential near-peer mentor: Questions to consider: What are the qualities you are looking for in a mentor? Are you looking for a mentor with similar interests? Are you looking for a mentor with a different skill set than your own? Are you looking for a mentor who has a skill set you wish to learn/grow? 2. WHAT & WHY: Establish Goals of the Near- Peer collaborative mentorship program in leadership The first meeting should clarify your goals for the near-peer mentorship program and review expectations of mentor(s) and mentee(s). Will there be preparation prior to your meeting? What is your long-term goal for the near-peer mentorship program at your institution? What do you hope to gain from this mentorship program?

27 Breaking the Glass Ceiling Together: A collaborative near-peer mentorship program in leadership by junior female faculty for women chief residents AAIM 2017 Chief Resident Meeting Identify a set of leadership topics that interest you and that you will address in your first 6 months of meetings to help you meet your long term goal: Are there specific skills to gain or challenges to address? 3. WHEN & WHERE: Establish a mode of communication. Determine frequency and length of meetings over a 12-month period and an optimal meeting time. Questions to consider: What is the most effective form of communication? Ex: , texting, phone. When do you meet? Send out doodle pool of available meeting times. How often will you meet? Typically every 4 weeks is ideal. How long should meetings be? Where will you meet? A relaxed, safe environment - cafe, faculty member's home, or private office? It is imperative that whatever is discussed remains confidential to the group. Set goals for each meeting- the structure of the meeting may vary depending on the needs of the group. An assessment survey should be performed at the first meeting and follow up assessment every 3-6 months to evaluate the progress of the group

28 Breaking the Glass Ceiling Together: A collaborative near-peer mentorship program in leadership by junior female faculty for women chief residents AAIM 2017 Chief Resident Meeting 4. Identify barriers that may prevent you from reaching these goals. Consider barriers from three main perspectives: mentor-related barriers, menteerelated barriers, and institutional barriers

29 Breaking the Glass Ceiling Together: A collaborative near-peer mentorship program in leadership by junior female faculty for women chief residents AAIM 2017 Chief Resident Meeting Reading List by common topics in leadership: Leadership Resources A. Leadership 1. Good To Great by Jim Collins 2. How great Leaders inspire action TED talk by Simon Sinek: 3. What makes a Leader? By Daniel Goleman; Harvard Business Review, Jan 2004 B. Management 1. First Break all the rules by Marcus Buckingham and Curt Coffman 2. Manage your Emotional Culture by Sigal barsade and Oliva O Neill; Harvard Business Review, Feb 2016 C. Conflict management 1. Thomas-Kilmann Model of Conflict Management styles 2. DiSC Dimension of Behavior Map D. Negotiation 1. Getting to Yes by Roger Fisher & William Ury 2. Crucial Conversations by Kerry Patterson 3. The Necessary art of Persuasion by Jay Conger; Harvard Business Review May-June Six Habits of merely effective Negotiators by James Sebenius; Harvard Business Review, April Negotiation analysis: An Introduction by Michael Wheeler; Harvard Business Review, Dec 2014 E. Leading change 1. Our Iceberg is Melting by John Kotter 2. Leading change by John Kotter 3. Tipping point by Malcolm Gladwell 4. Leading change: Why transformation Efforts Fail by John Kotter; Harvard Business Review, May-June Choosing Strategies for Change by John Kotter and Lenard Schlesinger; Harvard Business Review, July-Aug 2008 F. Teams 1. The Five dysfunctions of Team by Patrick Lencioni 2. The discipline of Teams by Jon Katzenbach and Douglas Smith; Harvard Business Review, March April 1993 G. Managing oneself/productivity 1. 7 Habits of Highly Effective People by Dr. Stephen Covey 2. Manage your Energy, Not your Time by Tony Schwartz and Catherine McCarthy, Harvard Business Review, Oct Managing Oneself by Peter Drucker; Harvard Business Review, Jan 2005

30 Breaking the Glass Ceiling Together: A collaborative near-peer mentorship program in leadership by junior female faculty for women chief residents AAIM 2017 Chief Resident Meeting 4. 9 Productivity Tips from People who write about productivity by Ron Friedman, Harvard Business Review, Dec 2015 H. Work life integration for Women 1. Overwhelmed work, love, and play when no one has the Time by Brigid Schulte 2. Unfinished Business by Anne-Marie Slaughter 3. Why Resilience is good for your health and your career by Laura Landro; The Wall Street Journal I. Leadership in Academic Medicine 1. Leadership Careers in medical Education: ACP Teaching in medicine Series by Louis Pangaro Additional Training in Leadership: 1) Society for General Internal Medicine LEAD program: 2) AAIM excutive leadership program: 3) ACP Leadership Academy 4) Society for Hospitalist Medicine Leadership academy: 5) AAMC Early Career Faculty development Seminar onaldevelopmentseminar.html

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