Building a Pipeline:

Transcription

1 Building a Pipeline: Creating Leaders for Tomorrow Rakhee K. Bhayani, MD Basia Najarro, MBA Martha Feeback, MBA Our mission is to provide skill sets for the professional and personal development of the women trainees in the Department of Medicine.

2 Reviewed resources currently available to them: Academic Women s Network Mentors in Medicine Catalyst Program Director and Fellowship Directors Chief Residents Identified a key gap: Professional development aimed at women trainees

3 We aim to provide our women trainees with: Leadership Development Skills Work-Life Balance Strategies Career Planning Guidance Opportunities for Mentor Support & Sponsorship Networking Opportunities What we did to achieve those goals: Branding, Website, Facebook page Organized workshops Collaborate with other organizations to promote their activities Create opportunities to meet women leaders from other institutions

4 How are we doing? Pre-intervention survey Post event feedback survey Round table with trainees for feedback Plans for post-intervention survey Looking ahead: Continue Workshops Encourage networking at events Increase opportunities with Visiting Professors Collaborate with other organizations FWIM Professional Development Series Engage the men in some of our discussions

5 Thank you! Rakhee K. Bhayani, MD Assistant Professor of Medicine Director, Forum for Women in Internal Medicine How can you start your own program?

6 Develop a business plan/budget Incorporate an annual timeline Who do you want to partner with? Use social media and promote women leaders within your organization from various levels to serve on your committee Identify a strong program coordinator who can help develop and make the program successful

7 Thank YOU! Dr. Rakhee Bhaynai Dr. Victoria Fraser Martha Feeback FWIM Committee Amber Specter Med Ed FWIM coordinator would not be possible without her effort. Without these key individuals, we wouldn t be able to make our residency program so dynamic!

8 About Catalyst Our VISION Changing workplaces. Changing lives. Our MISSION Expanding opportunities for women and business. Our VALUES Connect Engage Inspire Impact Founded in 1962, Catalyst is the leading nonprofit membership organization expanding opportunities for women and business. With offices in the United States, Canada, Europe, and India, and more than 800 members, Catalyst is the trusted resource for research, information, and advice about women at work. Catalyst annually honors exemplary organizational initiatives that promote women's advancement with the Catalyst Award. Catalyst Knowledge Products Topics Business Case Talent Management Corporate Governance Organizational Change and Effectiveness Women of Color/Visible Minorities Sponsorship / Mentoring Women in Leadership Employee Resource Groups LGBT Engaging Men Work Life Effectiveness Inclusive Leadership Knowledge Products Research Reports Leading Practices Tools Quick Takes Pyramids Catalyst Information Center An expert Librarian to assist you with a deeper search for information

9 Why we do what we do Healthcare Specific 4% Women CEO s Fortune 500 Healthcare 18% Hospital CEO s 21% 34% 47% 78% Top 100 hospitals Executives Top 100 hospitals Board members Medical School grads Healthcare workers Sources: Family Caregiver Alliance, U.S. Bureau of Labor Statistics; Top 100 Hospitals by Truven Health Analytics, Fortune 500; Rock Health Data base.

10 What is inclusion, really? What does inclusion really mean to employees? How does inclusion actually contribute to performance? Systemic barriers persist Bias / Stereotyping Exclusion from informal networks Difficulty navigating unwritten rules Lack of access to hot jobs

11 STEM Intensive Industries Barriers to advancement: Stereotypes Lack of access to the right networks Lack of role models Women -- Lower positions, earn less Women -- Leave STEM industry Women -- Team < 10% women Women -- Outsider Women -- Unclear evaluation criteria 21 Gender Stereotyping Catch 22 Polarized Perceptions Viewed as too soft for a leader Viewed as too tough for a woman The Scarlet A s Aggressive, Assertive and Ambitious The High Competence Threshold Face higher standards than men leaders Have to prove that they can lead Competent But Disliked Perceived as competent or likeable, but rarely both When viewed as effective in job, viewed as ineffective interpersonally

12 Mentoring vs. Sponsorship A mentor will listen and speak with you, but a sponsor will talk about you behind closed doors in decision making roles. Tips for Attracting a Sponsor Be Seen Make yourself and your work visible Use strategies for making your accomplishments known Take Risks You don t need to satisfy all criteria for a new opportunity or job Stretch yourself and give yourself room to grow Ask for What You Want Identify your own priorities and potential growth opportunities Articulate them to your manager and potential sponsors

13 Paying it Forward Paying it forward pays back, literally $25k more over a 2-year period Women developing other talent advanced faster Women were more likely to develop others Catalyst 2010 The Take 12 Approach 1. Personality pluses 2. Most interesting things you ve done or that have happened to you 3. What you do and how you ended up doing it 4. What you love about what you re doing 5. How you re using your skills and talents 6. Career successes you re most proud of 7. New skills have you ve learned in last year 8. Obstacles you ve overcome personally and professionally and lessons learned from mistakes 9. Training/education you ve completed, and what you ve gained 10. Professional associations 11. Hobbies, interests, sports, family, and volunteer activities 12. Ways you re making a difference in people s lives?

14 We re here for you! Martha Feeback, MBA Regional Membership Director (214) catalyst.org Changing workplaces. Changing lives. Rakhee K. Bhayani, MD Assistant Professor of Medicine Director, Forum for Women in Internal Medicine Basia Najarro, MBA Business Director Division of Medical Education (314) Catalyst