Transcript
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Welcome to the Clinician Researcher podcast, where academic clinicians learn the skills
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to build their own research program, whether or not they have a mentor.
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As clinicians, we spend a decade or more as trainees learning to take care of patients.
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When we finally start our careers, we want to build research programs, but then we find
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that our years of clinical training did not adequately prepare us to lead our research
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program.
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Through no fault of our own, we struggle to find mentors, and when we can't, we quit.
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However, clinicians hold the keys to the greatest research breakthroughs.
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For this reason, the Clinician Researcher podcast exists to give academic clinicians
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the tools to build their own research program, whether or not they have a mentor.
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Now introducing your host, Toyosi Onwuemene.
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Welcome to the Clinician Researcher podcast.
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I'm your host, Toyosi Onwuemene, and it is such a pleasure to be talking with you today.
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I want to thank you for tuning in, because if you didn't tune in, I wouldn't be speaking.
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I'm excited to share with you today's episode, which talks about what if you got the job
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you didn't want.
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This conversation has come up quite a bit in some of the symposiums and workshops that
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I've attended or served as a panelist on recently, and I really did want to address that concern.
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I wanted to address that challenge, because it's a real thing.
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I resonate with the experience that people are sharing of being in job situations that
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they feel like they don't want.
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For many reasons, we get into these situations because we don't feel like we have a choice.
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You don't feel like we have enough information or that people are fighting for us.
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When I started my faculty career, I feel like I took my job really reluctantly, because
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what I wanted to do was to lead a research program.
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And then I was told I wasn't really qualified, and there was still so much more that I would
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need to do to be able to do that.
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And I was like, well, okay, I guess I'll take this job because they're promising to support
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me later if I can make it work.
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But it wasn't the job I wanted, but it was also in the location I wanted, and it was
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close to family.
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So there were good points of the job.
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It wasn't all bad, but it was also not the job I wanted.
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And so I will tell you that I'm still in the same job as when I first started, and I love
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my job today.
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It's so fulfilling, and it's so great and so awesome.
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And it is because over the course of 10 years, I've been remaking my job, and there have
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been some major remakes and there have been some minor tweaks.
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There have probably been more minor tweaks that led to major breakthroughs that led to
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more minor tweaks.
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And it's really been an ongoing journey.
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It's still continuing to evolve because our careers continue to evolve.
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And that's why I want to share with you today what to do if you get the job that you didn't
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want.
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There are about seven things, seven strategies to consider, because I think it's important
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to recognize that the X factor in any situation is you.
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You are absolutely the wild card in this game.
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It's not the job.
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It's not the institution.
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It's not your mentor.
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It's not the person who's your division chief.
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It's you.
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It's you.
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You're the wild card here.
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And in reality, there are many challenges that surround us, and we would prefer life
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without the challenges.
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But the reality is that we're up to every challenge.
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We absolutely can adapt and grow and expand to match the challenge.
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And every time a challenge comes before you for whatever reason, for example, you have
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a job that you don't want, I want to tell you that, you know, you can make it a job
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you want.
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And no, it's not going to be easy.
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But the real question is, do you accept the challenge?
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And that's why number one strategy for what if you got the job you didn't want is to accept
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your mission Impossible Challenge, accept your challenge, your mission Impossible Challenge.
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I don't know if you recall the series of movies, Mission Impossible, that had as its star Tom
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Cruise, and it was like, oh, my gosh, this mission is impossible, and yet they would
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always do it with extra dramatic flair, right?
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This is the same challenge that lies before you.
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Because if you're someone who's aspiring to lead a research program, and instead you've
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been given a full time clinical job, hmm, how do you make it work?
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Do you give up on your dream altogether?
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Do you just decide that maybe it was never meant to be?
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Do you just quit academia?
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And I think the answer to all of that is no, don't do any of that.
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Fight for the job you want.
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Fight for the mission that you want to accomplish.
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Fight for what you want to do.
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And I hear many people say I'm tired of fighting.
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I've been fighting all my career.
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I've been fighting to get into med school, and I fought again to get into residency,
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and then I fought again to get into fellowship.
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And now you're telling me I finally got into the pinnacle of all of my training, I'm done?
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You're telling me I need to fight again?
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And I get it.
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I get it.
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And that's my number one is really asking you do you accept the Mission Impossible Challenge.
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It's a choice.
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Do you accept it?
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Because on the other side of accepting the challenge is the career you want.
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It's the experience you want.
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It's a rich, wonderful experience as a faculty member.
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If you cross over to the other side, but you're right now on the side that you don't want
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to be on.
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And yes, in between you, where you are right now, and where you're going, that amazing
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place is a big chasm.
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Is that a chasm?
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I think maybe it's a chasm or a chasm.
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It's a chasm.
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A big chasm between you and where you want to go now.
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And you're staring at the chasm and you're like, I don't think so.
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I'm not going to do that.
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What I want you to do, and I'm inviting you right now to close your eyes and imagine the
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career you want.
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Imagine the way you feel.
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Imagine what people are saying about you, how they're in awe of the way you expertly
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answer questions as you give presentations.
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Imagine how patients are transformed because of the work that you've done.
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Imagine when you go and present your clinical trials and people are like, oh my goodness,
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thank you so much.
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They give you a standing ovation.
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Imagine the possibilities.
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Imagine your life with you having a fully funded research team that you direct and people
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bring you data and you help them analyze and interpret it.
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And they're first authors who are writing manuscripts with you as senior author.
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Imagine the possibilities.
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And if you imagine the job you want, then the question is, do you accept the challenge?
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Do you accept your mission impossible challenge to take the job before you and to make it
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what you want it to be?
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And I kid you not, it's an impossible challenge.
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But like Tom Cruise's character, I think Ethan Hawke probably, I forget, in all those
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movies showed, it's like, yeah, it's hard impossible, but you can make it.
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You can absolutely make it.
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Do you want to?
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You can.
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And if you're going to take on this mission impossible challenge, you're going to do things
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in a way that's not orthodox.
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You're going to do things uniquely and innovatively.
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You're going to do things differently.
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So everyone's like, yeah, we're going to enter through the front door of the building.
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You're like, no, I'm going to scale the building and enter through the roof.
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But this is the kind of mission impossible challenge that's before you.
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And the question is, will you accept the challenge?
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I mean, you don't have to accept the challenge.
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You can decide that you quit because that's a decision that other people have made.
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Or you can decide that, you know what, you're trying too hard.
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Just settle and do what everybody else is doing.
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You can do that.
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And if you do what everybody else is doing, you'll likely get the same results that everybody
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else is getting.
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But if you say, I accept the challenge, then you've got to be willing to embrace some unorthodox
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strategies, some unorthodox methods to move it forward.
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So if you don't accept the mission impossible challenge, you can't pass scale and you can't
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collect 200.
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Just, you know, just, I guess, settle.
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But you don't want to settle because if you wanted to settle, you wouldn't be listening
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to me right now.
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You want what you want because you know that what you want changes lives.
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It changes your life for sure.
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But it also changes the lives of the people around you.
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It changes your experience in the academy.
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And it changes the impact that you've come to make.
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And so I'm believing that you're going to accept your mission impossible challenge and
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you're going to move forward to create out of what you don't want exactly what you want.
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And I want to invite you to say that there was no challenge before you that's too great
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for you because you've demonstrated over the course of your life and your career that this
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is the kind of thing you do.
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And because it's the kind of thing you do, don't let it phase you.
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You're going to do this one too.
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Okay.
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All right.
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So accept your mission impossible challenge.
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That's number one.
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It's a challenge and you can do it only if you choose to.
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The second thing I'm going to invite you to do is get a coach.
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I am inviting you to get a coach.
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And I have benefited so much from coaching and I am a coach.
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So it seems like a little bit of a conflict of interest to say, hey, I'm a coach.
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You go get a coach.
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But I really do mean it.
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And I'm not saying have me as your coach though.
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I'm a great coach.
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You should absolutely come coach with me.
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Then I'm saying you should get a coach.
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Because if you're going to play any game at the level of the Olympics, you cannot do it
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by yourself.
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It doesn't matter how amazingly raw your talent is.
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It's difficult to do.
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Is it impossible?
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No.
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But it's difficult to do.
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And your coach is not going to play the game for you.
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They probably wouldn't even run beside you when you're doing all these hard exercises.
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What they do do is help you fulfill your potential.
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Because only you can discover how far you can go.
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Only you can discover how much your capacity can expand.
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Only you can do that work.
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But a coach will support you to do that work.
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And if you are a clinician trying to make a transition to a research leadership position,
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you're going to want to think differently.
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You're going to want to be innovative.
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You're going to want to be strategic.
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You're going to want to negotiate.
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You have a lot of things you're going to need to do.
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And it is hard to do it by yourself.
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And I invite you to not do it by yourself because doing it by yourself has likely gotten
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you to where you are.
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Or maybe you haven't done it by yourself and you've done it with someone who hasn't supported
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you all the way through.
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Or maybe you've done it with someone who's kind of halfway supported you or given you
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advice that now you're questioning whether that was okay to do.
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And saying whatever you do, don't go this journey alone.
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Don't go it alone.
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Have someone by your side in your corner who's rooting for you to win, who's rooting for you
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to accomplish the goals you set for yourself, not the goals they set for you.
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And so I'm inviting you to get a coach.
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And yes, it is an investment in your future.
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It is not cheap to have a coach.
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No, it is not.
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It is not.
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You may go once or twice when you hear what the rates are for coaching.
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But it's absolutely worth the investment because you are worth the investment.
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And until now, you have been investing in yourself.
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You made a major investment in yourself in going to medical school.
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You made a major investment, not just financially, but you made a major investment in terms of
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your time.
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You gave up most of your 20s to do this thing.
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And so why stop investing now?
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Why say, hey, I'm done investing?
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You keep investing because you're worth it.
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And so number two, number two is get a coach.
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Number three is with the help of your coach or even if you decided to be hard headed and
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not get a coach, get clear about what success means to you.
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Be very clear and it will take time for you to figure this out, but it's really important
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work that you need to do.
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Because for some of us, success in our careers is part success.
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I mean, it's a big driver of our success.
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But what you also want to do is you want to be successful in your personal relationships
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and you want to be successful in your personal goals.
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And so get clear about what success means.
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Yes, we know that success in the academy means published papers and grants and national recognition
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and people inviting you to be on committees.
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And we know what that looks like because it's in the AAP&T handbook.
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That's fine.
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But what about you?
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What does success look like to you?
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Forty years from now, will you be excited about the count of like 300 papers that you
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have or will you feel empty inside?
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What does success mean to you?
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You got to get really clear about that.
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Because if you're in a job situation that you didn't want or a job situation that you
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didn't choose, chances are you're doing a lot of things or people are asking you to
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do things that you might not necessarily choose as the first thing that you would want to
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do.
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And so when you're very clear about what success means to you, then you become strategic about
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the way you craft your experience.
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But you can't craft your experience until you understand what success means and how
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you're going to achieve that success.
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So get clear about what success means to you in your spiritual life, in your career, in
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your family life, in your health.
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Very clear what success looks like.
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And you may not know the destination of the success, but you know, you know where you
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want to go.
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You have a sense of it.
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You know, you've looked at people and you're like, I don't want to do this thing where
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I'm in the office every day of the week, seven days of the week.
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You know, you know.
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And so get clear, not just about what you don't want, but be clear about what you do
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want and how you want to show up in this world and how you want to incorporate all your amazing
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medical knowledge.
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Get clear about what success means.
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The fourth thing you want to do is ask questions.
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One of the biggest tools that you have to you in advancing your career is your power
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to ask questions and to ask good questions.
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Now not will you increase my salary or not, because that's a yes or no closed ended question.
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You know about closed ended questions, but an open ended question of, hmm, I see here
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that I'm at below the 25th percentile of national benchmarks.
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How come?
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It's a different, it's a different, it's a different conversation.
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Those two questions will elicit different answers.
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And so you're going to get good at not just formulating great open ended questions, but
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having the courage to ask these questions.
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And who do you ask these questions of?
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You ask these questions of everybody and anybody around you.
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You ask these questions of the people who look like they have the kind of job you actually
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wanted.
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You ask these questions of the people who look like they're in charge of defining your
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job description.
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So division chief, chair, dean, those kinds of people.
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You ask questions of your family and how they see you in this world and what would make
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them happy if you have a significant other?
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Ask questions about what about your current work situation may not make them happy.
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Ask questions about salary and what is an equitable salary and where do your salary,
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what is your salary compared to national benchmarks and across the board of your institution?
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Ask those questions.
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The worst thing that will happen is that you end up exactly in the same place as you were
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before you asked the question, which is ignorant of the answer.
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But the best thing that will happen and most likely thing that will happen is that you
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get an answer that allows you to cross over from uninformed to informed.
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And so you ask questions.
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You ask questions.
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How do we move forward in research?
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How do I buy down my clinical time?
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How does this grant coming in change my experience?
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How will you support me in the letter that you write for my career development award?
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Ask lots of questions.
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Ask lots of questions.
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Before you ever make any ask, ask lots of questions.
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Before you say give me, I want, ask lots of questions.
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And the reason you ask lots of questions is because of number five, get information.
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There's stuff you're going to ask and get information because you ask and then there's
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stuff you're going to go dig up by yourself.
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You're going to go find the AP&T paperwork for your institution and you're going to read
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and say, okay, is this what it takes to be promoted?
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Okay, I got it.
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Get information about the most recent people who've been promoted.
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Like okay, what did they do?
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Okay, I got it.
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Get information about those people who are succeeding in the way you want to succeed.
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Get as much information as you can.
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And the reason you get as much information as you can is because of number six, you begin
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the series of negotiations.
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So I've talked a little bit on this podcast about negotiating and negotiating is such a
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critical component of our career as academics.
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We're pretty good at negotiating on behalf of our patients.
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We're a little bit less sure as far as coming to negotiating on behalf of ourselves.
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But we're going to begin a series of negotiations to move us towards the job we actually want
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and we're going to do it strategically.
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But we're also going to recognize that it's going to take time to achieve the goals that
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we want.
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And that's why it's a series of negotiations.
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And sometimes we have unrealistic expectations.
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We've kind of accepted a job we didn't want.
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And to be honest, we chose.
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You may have been like, well, I didn't have any choice.
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We always have choice because walking away from a job you don't want is a choice.
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Finding something different to do outside of academia and yet continuing to be academic
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within the non-academic workspace is a choice.
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And you've made choices.
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And so when you're thinking about your series of negotiations, you want to recognize that
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you're going to really work gradually to get to where you really want to be.
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And so that gets me to number seven, which is you're here to play the long game.
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If you're very clear what your career direction is, where you want to end up, then you know
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that you're here to play the long game.
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You're here to negotiate and to negotiate and to negotiate again.
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And then when you're done negotiating, you're satisfied and you negotiate again.
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You know because you're playing the long game.
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Your career will span decades.
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Does that feel like a long time?
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You stay in academic medicine.
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In fact, even if you don't stay, no matter what you do, have a good solid decades of
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working life left.
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You're here to play the long game, whether you agree or not.
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And if you're going to play the long game, then you know that your job is to win the
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war and not just the battle.
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And there are some battles you're going to give up because you have the bigger picture
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in mind.
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You're very clear where you're going.
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And so what you want to do is recognize that in your career, you're playing the long game.
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You are biding your time for the opportunity or for the opportune moment to come up where
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you can move forward in a way you've wanted to move forward.
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You are strategizing, walking and talking with mentors outside of your institution,
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within your institution to move you closer and closer to the goal.
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You're working hard on a daily writing schedule where you're moving research projects and
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manuscript writing and grant writing forward every little bit at a time.
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You're working to get the resources needed to write for grant funding, to submit high
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quality and competitive proposals.
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You're going and getting the training you need to improve the quality of your writing.
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You're going and seeking the mentorship you need so that you can move research projects
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forward.
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You're reaching out and you're looking at collaborations that help you move forward.
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Oh, you're here to play the long game.
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And so I say all those things just to remind you that you can have the career you want,
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but only if you shape it.
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It doesn't depend on anybody else.
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It depends on you.
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And I don't say this to not recognize that there is a power differential that exists
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between you and whoever is in the position of leadership at your institution.
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I'm not here to deny that gap.
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What I am here to tell you is that you have greater power than you know or understand
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in shaping your own career.
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That's because the greatest power you have is over yourself.
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And you may not be able to change a mentor's mind.
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You may not be able to change a division chief's mind, but you can change your mind.
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And part of this journey is you experiencing and understanding your power to transform
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you so that you begin to transform your experience as a faculty member.
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Yeah.
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Seven things I told you about what to do if you get the job that you didn't want.
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Number one, accept your mission Impossible Challenge.
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It is impossible and you can do it because you're just that kind of person who can make
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it work.
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Number two, get a coach because you're going to want someone by your side who's going
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to encourage you all the way through, who's going to help you maximize your potential
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throughout your experience.
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Number three, get clear about what success means.
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Don't accept their word for it.
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Don't believe just what the mentors have told you success looks like.
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You decide.
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And don't just think about one aspect of your life.
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You think about all aspects of your life.
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What does success mean?
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Number four, you're going to get good at asking questions.
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You're going to stop requesting things and you're instead going to ask for questions
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that get you information.
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You're going to get good at asking people open-ended questions.
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The number five is you're going to get information because information allows you to negotiate
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well.
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And number six, you're going to begin the series of negotiations.
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Number seven, you're going to recognize that this career you're building, you are playing
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the long game.
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You're not going to be anxious or worried about finances.
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You're not going to be anxious or worried about the next manuscript.
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You're going to recognize that you are in this game to have the career that you want
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over the arc of years, decades of your experience.
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All right.
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It's been a pleasure talking with you today.
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I invite you, if you are looking for a coach to work with, please reach out to me.
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We'd love to work with you.
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We can set up a coaching consultation call and you can decide within that call.
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We can both decide if it's a mutually agreeable thing for us to move forward with.
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But I do want to invite you, don't do this alone.
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Don't go in alone.
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All right.
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Somebody else needs to hear this episode and I invite you to share it with them.
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I want to thank you again for being part of the Clinician Researcher podcast.
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Please subscribe and leave us a five-star review if this podcast has been beneficial
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to you and it's been helpful.
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All right.
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It's been a pleasure to talk with you today.
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I look forward to talking with you again the next time.
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Thanks for listening to this episode of the Clinician Researcher podcast where academic
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clinicians learn the skills to build their own research program whether or not they have
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a mentor.
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If you found the information in this episode to be helpful, don't keep it all to yourself.
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Someone else needs to hear it.
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So take a minute right now and share it.
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As you share this episode, you become part of our mission to help launch a new generation
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of clinician researchers who make transformative discoveries that change the way we do healthcare.