Edgar Figueroa, MD, MPH
I work as a solo-practice student health director at a target school (a medical school that lacks a department of family medicine). I’m located in a major metropolis and work at a very large academic/research medical center. Admittedly it feels a bit odd, then, to be invited to write a post on The Path We Took to leadership within academic family medicine, but STFM serves as my academic home, and being a part of this great organization has allowed me to find my people.
I won’t lie—I have a pretty good job providing direct care to a special patient population while managing to maintain work-life balance. There are drawbacks—my scope of practice has narrowed and I probably have forgotten a lot more than I realize; I’m not part of a department of family medicine and miss the rich exchanges that come from curbsiding a colleague or sitting in a faculty meeting; I don’t have residents on site to educate and learn from and medical school accreditation rules prohibit me from participating in the education of medical students at my institution. Lastly, the job can get pretty lonely. STFM has been invaluable in filling in the gaps.
I was a member of STFM as a resident but never attended an Annual Spring Conference until the first year of my faculty development fellowship. At that meeting, I led one of my first academic presentations, but more importantly got to connect with the most black and Latinx physicians I’ve ever encountered anywhere outside of a National Hispanic Medical Association or Student National Medical Association meeting.
And these were all family medicine educators—mi gente (my people)! I was hooked and have attended every STFM Annual Spring Conference ever since 2004.
Jeffrey Haney, MD
It’s on your development plan, it’s one of your New Year’s resolutions, or maybe it’s written on last year’s annual faculty review: “You need to learn how to say no.”
Many of us spend decades practicing self-flagellation for not learning to say no. Consider yourself liberated from this tyranny. Don’t learn to say no. Learn to say yes with purpose.
This idea, saying yes, is not unique—it is all the rage. Oprah swears by it. The Huffington Post has a long-form article on the subject. Even the TV titan, Shonda Rhimes, devoted a TED Talk to the subject. The consistent argument for saying yes—the adventure, rising to a new challenge, learning new things—tickles the carpe diem recesses of our brain. On the surface, saying yes makes sense, but not in isolation. We are aware of the ridiculousness of always saying yes— I am currently picturing my child asking me if he can eat candy for dinner every night this week. So how should we say yes?
An annual faculty review provided the “Aha!” moment. During the review, I appreciated a faculty member’s willingness to jump in and always say yes. In the next breath, I appreciated her capacity to be clear about her boundaries and engagement in important work of the residency. The next moment was subsumed by my cognitive dissonance—the faculty member always seeming to say yes, possessed a clear set of boundaries. In the haze of thought, I heard myself say, “you are wonderful at saying yes, with purpose!” I am unsure if it was her conscious practice, but it was a modeled behavior to share to the world.
Saying yes, with a purpose. In saying yes to opportunity tied to purpose, the results are clear and achievable. When the opportunity is not tied to purpose, it can become a vague promise difficult to keep going and nearly impossible to fulfill. The beauty of saying yes with purpose is that it obviates the need to learn how to say no.
Judy Washington, MD
To inspire the next generation of underrepresented in medicine (URM) educators, the STFM Foundation is launching a year-long blog series. In the new series, The Path We Took, URM members will share the path they took to become faculty and leaders in family medicine. I’m delighted to kick off the series by sharing my own leadership journey.
One African American Woman’s Leadership Journey
When you have the privilege to serve in leadership, you have the responsibility to reach back and identify other colleagues who would not otherwise have the opportunity to be recognized. You can do this through mentoring, building systems to support the underrepresented, or financially supporting the individuals or the systems that assist them.
When the opportunity was presented to be a cochair of the Minority and Multicultural Health Collaborative, I said “Yes!” I was fortunate to work with two wonderful African American women as my cochairs. At the time, both of them were rising leaders in their institutions, and I found myself being both a mentor and a mentee. I found their support of me to be crucial in making me the leader I am today.
As we led the collaborative, we found that its mission to increase minority representation had been challenged over the years by declining underrepresented in medicine (URM) membership and active participation. To combat this, our collaborative submitted a proposal, “Quality Mentorship Through STFM,” to the STFM Project Fund and received a $20,000 grant over 2 years. This grant allowed us to mentor new URM faculty and design a reproducible mentoring model. This model has been adopted by the New Faculty Scholars and led to collaboration with the Women in Family Medicine and New Faculty in Family Medicine Collaboratives. Our mentees continue to be visible and active in STFM. Two will soon complete the Emerging Leaders Fellowship.
Around the time of the project, I was asked to become a trustee of the STFM Foundation. My new challenge was to move from being a mentor and system builder to being a fundraiser. Earlier this year, I became the campaign chair for the URM Campaign. Donations to the URM campaign will support scholarships for students to attend the Conference on Medical Student Education, scholarships for residents to attend the Faculty for Tomorrow Workshop, scholarships for new faculty to attend the STFM Annual Spring Conference, and scholarships for the Emerging Leaders Fellowship. Funds will also be used to provide mentoring opportunities and fund innovative projects that contribute to a diverse family medicine workforce.
For me now, this reaching back goes beyond STFM. We need to build the next generation of family medicine educators. This means supporting mentoring programs in middle school through college, and in medical school and in residency. It includes looking to our community preceptors to find those excellent teachers who can transition into URM faculty. We need to increase URM members within STFM to ensure a diverse membership with a robust supply of new leaders to fill needed roles.