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 a pleasure to be speaking with you today.
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I'm really excited about today's episode because I'm talking about why you should consider
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engaging a coach in your research career.
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Yes, why you should consider engaging a coach in your research career.
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And for many of us, we have mentors, and mentors are awesome people.
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I want to just shout out all the mentors who are making sacrifices, moving the careers
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of so many mentees forward.
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You are awesome, and you deserve all the goodness in the world because of the goodness you create.
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Thank you.
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And I will tell you that even though mentors are absolutely amazing, they're kind of limited
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because their focus really is just on research and your research methodology.
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And really, you are really so much more than the research that you do, so much more than
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the grant writing that you do, so much more than the papers that you submit.
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And one of the great things is an opportunity to bring everything that you are to the table
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and have a coach help you shape your career.
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And when I think about coaching, so I will tell you that I had no idea about coaching
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until, gosh, maybe eight years into my faculty career.
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And I was part of this career development program.
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And actually, up until I had had a couple of times where I had met with coaches, and
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I remember thinking, wow, this is so awesome.
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And I remember I finally got to a point in my life where I was like, I think I need a
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coach.
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And so I attended this career development workshop, and there was this amazing coach
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who was just talking about the importance of coaching in our research and mentoring
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life.
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And then she did a demonstration coaching session, and I was the person who stepped up to have
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the demonstration done.
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And it was just so powerful.
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I was talking about something that actually was tangential to my research, wasn't directly
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related.
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It was really about me getting...
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It was kind of tangential to my research.
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It wasn't exactly like germane, but it was about me getting enough sleep, which is important
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because if you don't get enough sleep, then how can you kind of get the best use of your
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mind?
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And so this coach came and she worked with me through the process.
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And I had so many aha moments in that space.
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And I was like, oh, my goodness, I want to work with you.
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And so I will tell you that it's three years later, and I'm still working with the same
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executive coach.
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And it's been a phenomenal, phenomenal relationship.
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And since then, because I've kind of recognized the power of coaching, I've done so much coaching
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in so many areas of my life.
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I have a peer group and we coach each other.
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I have a peer coach and we coach each other.
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I have a grant writing coach that I work with.
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I right now recently have actually gotten a health and wellness coach as well.
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I love coaching.
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I think it's awesome.
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So I want to talk to you about why you should consider it, especially from the perspective
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of your career as a research scientist.
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So why you should engage a coach alongside your research career.
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And today I have five reasons, five reasons to share with you.
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Okay, so coaching has changed my life.
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And one of the ways it's changed my life is because it really helps you develop clarity
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of purpose.
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So maybe I'll speak in the first person.
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It's helped me develop clarity of purpose.
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And I will tell you that when I first started my faculty career, it felt nebulous to me
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what I was expected to do as a faculty member.
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And I don't know about you unless someone's really guided you and shown you the way it
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feels a little nebulous because it's like, okay, well, medical school is pretty straightforward
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because you have to finish the curriculum, pass exams, and you knew you were done when
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you got the certificate at the end.
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And the same for residency.
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Okay, these are the competencies that you're supposed to develop.
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And at the end of the residency program, here you are, you get to graduate.
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And the same if you went on to fellowship.
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These are the competencies that you need to develop.
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You go through people's clinics, you do rotations.
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And at the end, having met all the requirements, you get a certificate.
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It's like, congratulations, you're done.
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And then you get into your faculty career, and it's not exactly clear what is a win.
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It's not clear.
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It's like, okay, so I need to see X number of patients in clinic, make sure I meet these
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RVU targets, and then I need to meet my scholarly writing metrics.
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Okay.
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And then I also need to teach and mentor.
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Okay.
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And it's just there's so much to do.
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And there's so many bosses, and there's so many people who seem to be yelling at you
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to produce things or to create things.
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And the things that people say are most important have no accountability and no structure.
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So it can be overwhelming to be a new faculty person.
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And even after you've been in the process for a couple of years and you finally figured
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out what you're supposed to do, it still can be so hard.
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And depending on who you meet with and who you talk to, they have different ideas for
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what your career should look like.
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And so you are a trusting, wonderful person, and you're like, okay, mentor, mentor me.
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And they're like, this is what you should do.
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And if you talk to another mentor, they're like, well, no, no, no, no, no, don't do that.
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This is what you should do.
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And then there are people who say, no, no, no, focus on only one mentor, only one mentor,
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ignore what everybody else says, just focus on this one mentor.
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And then there are other people who say, well, you should have multiple mentors because you
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have multiple aspects of your life.
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It's like, which one is it?
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There's so much.
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And for the average faculty member, there's so much chatter.
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It's hard to decipher which is the most important, what is the most important thing I'm supposed
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to be doing?
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Like, what about the rest of my life?
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And it just feels overwhelming.
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I can.
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One of the things coaching did for me was to just pause on all that noise and really
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put me at the center of my career.
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Oh my goodness.
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It was revolutionary.
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It was the first experience I had had in my life where I was the center.
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Oh, I was the center, not the curriculum, not the medical school, not the metrics, not
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the mentor, but me.
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Oh my goodness.
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And it gave me such clarity of purpose because to be honest, let's just be honest, this career
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is about me and it's always been about me.
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But somehow it becomes confusing because it seems like it's about the mentor or it's about
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the division chief or it's about the needs of the department.
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It's not always clear that you are the center of this career, but you are.
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And what coaching did for me was to put me in the center of my career and say, let's
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lead with you as the center.
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And that put everything in perspective.
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It put everything in focus because now I could start to look at my career through the lens
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of me.
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What do I want?
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What do I need?
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Where do I want to go?
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How do I want to get there?
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It was such a beautiful experience.
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It just made the, you know, it's like when you're like, when you're farsighted and you've
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never had a glasses prescription and you finally go to the eye doctor or the optometrist and
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they give you a prescription and you put it on for the first time and all of a sudden it's
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like, wow, the sharpness of the focus.
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It's like, oh, it's like seeing for the first time.
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It's like, wow, everything is so sharp.
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That was the kind of clarity that I had.
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Clarity of purpose.
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It was so, so awesome just to finally see my career through the lens of me.
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I mean, who else, who else is so important to this career but me?
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And to be honest, one of the things that happens for better or for worse is that people make
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our mentors the centers of our careers and it's not healthy and it's not right because
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it's not their career, it's ours.
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And they came along maybe 20 years ago, 10 years ago and things are a little bit different
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now and they don't have the same kind of experience that you have because you're different from
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them.
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And so to be the center of your own career is the only way and being in an experience
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with a coach allowed me to do that in a way that none of my well-meaning mentors had been
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able to do for me because yes, they have more knowledge and more insight than I do but what
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they don't have is more knowledge and more insight about the life I'm living today.
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And coaching allowed me to bring my life front and center as the most important piece of
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my career.
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That was number one.
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Number two is that it allowed me to bring my whole self to the table.
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You know, I want to appreciate my mentors.
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They are, they're good at what they do.
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They've succeeded and nobody succeeds in academic medicine as a clinician scientist without
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major effort and major self-sacrifice.
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And I think we're sacrificing in different ways today than perhaps our mentors did 10,
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20, 15, you know, years ago but we're still making sacrifices because this journey is
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hard.
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But even though our mentors are so awesome, one thing they don't get into and I don't
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blame them and to be honest I don't want them to get into it is our family stuff, is our
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family drama, is our family challenges.
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You know, some of us have children, some of us do not, some of us have aging parents that
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we're looking forward to, some of us have significant others that, you know, are a big
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component of our lives and some of us don't.
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But all of that stuff stays under the radar.
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But the thing is, even though they stay under the radar, they are driving a significant
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portion of our experience.
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Like if we have a bad relationship or we are struggling with maybe infertility or something,
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those are not issues we bring to the mentoring table.
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I mean it's just rare that you would be so comfortable to do that.
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And but it's your life and those things are affecting you.
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And if you don't bring them forward, they can be in the shadow in the background, but
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they absolutely are driving your career.
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And so to have a coach where you can really bring everything in your life that is relevant
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to your career to the table is very freeing, very liberating, very illuminating and so
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critical.
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I mean because in reality it's like trying to pretend you don't have an arm and a leg
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because the only thing that's important in this particular research mentoring meeting
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is your head.
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But your arm and your leg exist and if they hurt, they're going to affect your head's
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ability to focus.
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And so it's really important that you're able to bring all of yourself to your career experience.
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And coaching allows you to do that.
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Coaching allows you to do that because coaching doesn't tell you, well this is the only thing
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we can talk about.
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Coaching doesn't say, well I'm only here for your research side of things.
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Like what is going to help you be the best that you can be?
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What is going to help you achieve the goals that you set out for yourself?
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And if a family relationship is getting in the way of you being everything you can be,
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then the family relationship is on the table for discussion.
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And it's a beautiful thing that you can do that because there are not many spaces in
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our academic environment where we can bring up those things without fear of judgment or
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fear of censure in some way or the other.
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And so I really have appreciated my coaching relationships because everything can come
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to the table.
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My whole self can come to the table because my whole self is important in moving my research
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career forward.
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Okay, so number two, that it allows you to bring your whole self to the table.
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Number three is it helps you learn to trust yourself.
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I really like this one.
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It helps you learn to trust yourself.
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Okay, so when I first started in my faculty career, I had no idea what I was doing.
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I didn't.
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I mean, I didn't have research, much research background.
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I hadn't really submitted grants very much.
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I mean, I'd submitted one or two.
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I hadn't written many manuscripts.
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I'd done a couple, but there was so much I didn't know.
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And so I was always looking around for who knows, who's the expert, who's the brilliant
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person, who's the person who's done this?
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And of course, invariably, there are all these amazing mentors who've done so much.
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It's like you're in awe of them.
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And everything they say is like gold.
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Oh my goodness, they recommended I do this.
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I must do it now.
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You know, there's just the sense of like the mentor is the expert.
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They're the leader.
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They know everything.
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They're so awesome.
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Until you find out that, well, you know, they're kind of human.
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Like, oh, maybe they're not thinking as critically about my career as I'm thinking as critically
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about my career.
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And it's not that we find out that there are flaws in our mentors.
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It's just that we find out that, you know, there's only so much someone external to you
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can do to move you forward.
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And it's not a judgment on the mentor.
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It's just a judgment of the process.
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Maybe not even so much a judgment.
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It's just the reality of the process that nobody is thinking about your career more
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than you are.
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Even if you have the most amazing mentor in the world, they can't be thinking about you
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more than you.
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Because yeah, they may be thinking about you and thinking, OK, what opportunities can I
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give to this person?
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But they don't know anything about what's going on in your house with a newborn baby
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who doesn't go to sleep.
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They have no idea of how much you struggle just to get into work in the morning because
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maybe of all the arguments that you're experiencing at home.
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They just don't have any idea about how you're needing to care for your aging parents is
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impacting your work.
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And you don't necessarily want them to know because you don't want them to stop giving
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you this great stellar advice.
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But what happens is that you have to bring all these things to bear in making your own
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decisions.
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When do you slow down?
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When do you speed up?
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And maybe the mentor is telling you, like, look, you have one more year until tenure,
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drop everything you're doing and focus.
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And you're like, oh, I can't do that because right now we have a sick child at home that's
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taking a lot of time and energy and attention.
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And I recognize that the tenure clock is one year to go.
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This is not the right time in my life to accelerate.
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And in reality, what it helps you to do is it helps you learn to trust yourself.
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It helps you learn to trust your instincts.
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It helps you learn to stop outsourcing the direction for your career.
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It really helps you look inward and to trust that the way you feel, your gut reaction is
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real.
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It helps you to trust your inner witness, your inner voice, your inner sage.
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It really helps you do that.
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And the reality is we're needing to learn to do that again because much of our experience
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kind of, I think maybe the word I want to use is denigrates our experience or it denigrates
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our, yeah, our experience because it's like you haven't had much experience.
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I'm the one who's been here for the last 30 years and I'm successful and they are.
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But there is a thing that works for you that may not be conventional, but you know, you
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know it will work for you.
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You know this is the way to go and you can't explain it fully to a mentor who's done it
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differently, but you know it's the right way to go.
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And so learning to trust yourself is important and a coach allows you to do that.
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Number four is it helps you shape a career that's actually fully yours.
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In general in life, we're autobiographical people.
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What's worked for us is what's worked for us.
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And so when we give advice to people, we're going to give advice about what's worked for
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us.
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We're rarely going to give advice about things that haven't worked for us or that we have
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no clue about.
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And so many times when our mentors and they're so, they're great people, they're helping
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us shape our careers, they're helping us shape our careers according to their experiences.
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And most of the time if you follow your mentors, you may not go wrong, you probably won't go
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wrong, but you won't be shaping your career, you'll be shaping their careers, or you'll
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be developing a mini me career, or you know, you'll be like going off of a template that's
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not you.
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And the reality is that your career is yours.
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But in order to make it fully yours, what you need to do is take all the ideas that
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you're given and then shape it into a career you actually want.
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And so working with a coach allows you to stop looking to other people as the trusted
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source for how your career should be, and just collect ideas from all of them, and then
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synthesize it into one direction that really moves you forward in the way you want to move.
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And so that ultimately at the end of your story, at the end of your journey, you're
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shaping a career that's fully, wholly, 100% yours, not somebody else's, that's not a clone
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of another person's career, it really is your career.
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And you are learning and using so much from other people, from your mentors, from your
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sponsors, that you're not recreating their careers, you're making your own.
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And so it's been really awesome for me because I'm shaping a career that's mine, that's
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not somebody else's, it's actually fully mine.
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And yes, it's got components of other people's careers because I appreciate all the people
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who are around me making waves and doing amazing things.
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So I can take what they've learned and I can apply it to my career in a way that's fully
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authentic and fully reasonable, like it's real for me.
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So that's number four, it helps you shape a career that's fully yours.
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Number five is that working with a coach helps you identify resources that help you move
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forward.
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And so you would say, well, this is the function of your mentor, and to some extent it is.
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But again, I think your research mentor is really focused on you succeeding in the research
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sphere and your whole life really is still in your hands, right?
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Because research is one component of your multifaceted life, but it's all got to come
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together to create the life you want.
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And having a coach allows you, because your focus is not just on one aspect, like it's
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not my research or nothing else, it's your whole life.
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And because of that, you start to identify resources that are helpful to you.
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For example, I once attended a coaching program where we had a say in who would be members
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of our group coach.
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And I looked at who would be members of our group coaching experience, and I looked at
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my life and I thought, you know what one thing that's really, really big in my life right
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now is the fact that I have young children, and young children kind of drive my experience.
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I mean, it really does.
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It changes how much work you can do when you're not at work, it changes how long you can be
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at work, it changes how you can attend meetings early in the day, later in the day.
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And so it felt like at the stage at which I was in my career, having other people, having
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other faculty members, other faculty peer mentors who are at the same stage is going
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to be so important to me.
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And so that's the request I made.
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I said, I want to be in a coaching group with women who have young children.
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And that's the coaching group that I was in.
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And it was so awesome and so powerful because I didn't have to explain, I didn't have to
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explain why the fact that the baby wasn't sleeping at night was a big problem for my
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research productivity.
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I just didn't have to.
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It was just a given.
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It was just known.
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And there's something about that experience where there's just a baseline level of what's
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known and you can just build on that.
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You don't have to spend time just creating context and helping people understand why
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things are the way they are.
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It's just lovely for everybody to just have the same frame of reference.
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And it's been a real privilege.
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At that time in my career, that was the biggest, biggest issue.
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And allowing that to be front and center as part of my coaching experience helped me because
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then I could be real about the real barriers to productivity.
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And then when people gave me advice, when people coached me through these scenarios,
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they could do it from the perspective of someone who's actually walked through this before
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is currently walking through it at the same time.
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And so that was really awesome because I could identify resources that maybe I wouldn't have
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ordinarily been able to identify.
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I don't know about you, but many of my mentors are men who have a different experience when
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it comes to childcare and when it comes to the bulk of the work in the house.
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I think in general, people who identify as men tend to have a different experience from
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people who identify as women or are the primary caregivers.
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And so it is helpful to have coaching experiences in which I can really seek the resources that
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I want and identify resources that help me move forward.
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So those are five reasons why you should consider engaging a coach alongside you as you are
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building a research career.
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And I'll just summarize those five things.
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Number one, it helps you develop clarity of purpose.
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Number two, it really helps you bring your whole self to the table.
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Number three, it allows you to learn to trust yourself.
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And before, it helps you shape a career that is fully yours.
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And number five, it helps you identify resources that moves you forward.
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And this is a great point for me to say, if you are considering working with a coach,
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especially as you move forward your career as a research scientist, as a clinical scientist,
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consider working with me.
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I invite you to work with me.
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Now you can go to our website, coicoach.com and get on the wait list or you can direct
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message me and we can work out a one-on-one coaching experience or you can be part of
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our group coaching as well.
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I'm open to doing both at this time.
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I have some slots for individual coaching, but I want to just invite you to really consider
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building your career alongside working with a coach and think about the fact that when
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we think about coaching, coaching kind of comes from the business world, but before
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the business world, it came really from the sporting world.
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And coaches really don't work for their clients, right?
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They don't do the work for their clients.
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Their clients do the work for themselves, but the coach helps them really identify strategies
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to help them be the best that they can be.
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And when you think about it, in sports, the best players have coaches.
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All the best players have coaches.
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And I think in our work as clinicians, as clinician scientists, as scientists, wow,
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if we're really going to be at the top of our game and really have an optimal experience,
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I think that we would be best served as other professionals are by working with coaches.
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So I invite you to think about who are coaches that you can identify in your life that you
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can work with right now, even if you're not necessarily available or open to working with
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me, who can you work with that helps make you the center of your career, not somebody
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else's expertise, but makes you the center of your career and allows you to lead from
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the center and discover what resources you need or want to access and allows you to help
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and helps you do that, helps you really build the career that's totally 100% completely
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and fully yours.
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All right.
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Somebody else needs to hear this podcast.
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Please share it with them.
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And if you have insights that you want to share, please leave us a voicemail on our
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podcast website, clinicianresearcherpodcast.com.
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Again, that's clinicianresearcherpodcast.com and share with us how we can create an episode
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that's especially tailored to a question that you have.
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I look forward to playing your voicemail on a future podcast episode.
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All right.
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It's been a pleasure talking with you today.
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Thank you for listening.
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Take care and goodbye.
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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
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have 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.