7
Leadership and Organizational Solutions
In the final session of the workshop, breakout groups were each given a question tied to a short vignette and asked to discuss solutions to the issues raised. Spokespeople from the breakout groups reported back to the full workshop, followed by brief closing remarks by workshop co-chairs Dr. Randall Morgan and Dr. Joan Reede, and by Roundtable chair Dr. Cato Laurencin.
BREAKOUT GROUPS
How can a career in a dysfunctional organization be salvaged?
One group responded to a case study about an African American woman newly appointed as the CEO and president of a Boston-based nonprofit. In their vignette, after a merger between two organizations about 5 years earlier, the organization suffered from a lack of unity, an unclear mission, and financial challenges.
According to group spokesperson Delia Shelton, the group suggested looking at the root causes of the organization’s problems starting with a financial perspective to show how it is losing money by not using Black talent. The CEO could reverse the organization’s debt by making an argument to stakeholders so they would invest in talent and build a network of support with partners. A professional facilitator or outside panel could be brought in to increase communications within the organization. Tiffany
Reid added that the group suggested an advisory committee of people committed to the cause and to better assess existing resiliency and networks.
How should work related to advancing mentoring, diversity, and equity be recognized and rewarded?
Two groups considered this question based on a vignette about an associate professor who had formally and informally mentored many people and headed her department’s Diversity, Equity, and Inclusion (DEI) committee, but whose own CV seemed bare compared with her colleagues, as explained by spokesperson Monica Hall. Marina Litvin added that the group noted the irony in which the professor supported other people but had a hard time bolstering her own case for advancement. She said the group organized their ideas into three categories: (1) organize her work with tangible results for her CV (e.g., quantify the number of mentees and their outcomes, consider publications about her mentoring results); (2) gain buy-in from her institution (show that her goals align with theirs, connect with others doing similar work across the institution to have a louder voice, mentees could amplify the results of her work); and (3) leverage external resources (applying for grants to provide support for her programs to show her work is bringing money into the institution).
Roundtable member Dr. Orlando Kirton said the second group also suggested finding metrics to attach to the mentoring activities, such as those related to the advancement of the mentees. They also observed the institution should change its value system related to promotion and that networking to pool resources and self-advocacy could change the conversation. Roundtable member Dr. Lynne Holden commented that it often requires focus and innovation to assist others but also pursue one’s own goals toward advancement. She also suggested asking for mentorship help in packaging promotion materials. Walter Conwell commented on the need to “change the narrative from a ‘minority tax’ to ‘minority capital’” from both the individual and the institutional standpoints. This might mean publishing in scholarly journals about mentoring and other work, as well as being at the table when decisions are made about which activities are valued.
How can an individual deal with transitions?
This vignette involved an accomplished surgical oncologist who accepted a leadership opportunity as an associate vice president within
his institution but realizes he may have difficulties in succeeding in the position. The breakout group suggested ideas to pursue at various stages in the transition, according to Ashley Butler. Before the new position goes into effect, he could consult with people in that role or in similar positions elsewhere to better understand what the position entails and what skills are required. A barrier may be lack of confidence or self-efficacy in a new role, and an executive coach can develop necessary skills. Administrative support may help with some tasks that would allow for more focus on the big-picture demands of the position. If it does not feel like the right position after a certain period of time, he should think of an exit strategy that does not burn bridges. Workshop co-chair Dr. Reede and breakout group member Benita Wolff commented on the challenges for clinicians who find they want to stay connected to the world of practice. If that is the case, he may need to give up clinic or negotiate the time to continue some clinical work in the new position. Dr. Kirton noted even the most talented individuals have to recognize the limit to their bandwidth, or they risk failing at the edges. Dr. Morgan and Dr. Reede noted this extends not only to academic positions but also to external voluntary positions and personal life. Related to starting any new position, Dr. Reede observed that it is important to identify a mentor, coach, or sponsor to succeed. It is also important to think about the path of a new position to what comes after it and sets up for the next stage.
How can mentoring, coaching, and sponsorship for early-career professionals be advanced?
In this vignette, an assistant professor realized that mentorship and sponsorship can help in her career but does not know how to access that support. Drawing on some of the topics raised during the workshop, Marquita Hicks said the group suggested the faculty member first figure out her needs for a mentor and/or a sponsor, and recognize that preventive hesitation or defensiveness or self-doubt may impede her. She should also recognize that no one person will fill all her needs and that she may need to make herself visible so that someone wants to invest their time.
In terms of creating a supportive environment so people are more willing and positioned to mentor and sponsor, suggestions included financial incentives offered by departments as well as the requirement that a person is expected to be a mentor as part of their own advancement. Dr. Reede added that each person has individual needs; there is no one-size-fits-all type
of mentorship or sponsorship. Mentors can help in identifying sponsors by vouching for their mentees. Institutions can also make mentorship and sponsorship matter by setting them up as an expectation.
Related to recruitment and advancement, workshop participant Dr. Valerae Lewis noted that at her institution, some departments are more diverse than others. They are discussing the idea of recruitment of underrepresented minorities as part of department chairs’ annual assessments. Advancement is also important in addition to recruitment, added Dr. Reede. Recruitment, inclusion, and advancement are all necessary as a “triple-edged sword,” commented Dr. Lewis. Several participants commented that people will move to different institutions and geographic areas if the right supports are in place.
CONCLUDING REMARKS
Dr. Morgan thanked Dr. Laura Morgan Roberts and Dr. Victoria Winston for the first vignette, which they wrote as a Harvard Business School case study, and Dr. Lewis for creating the other vignettes. He also thanked participants, the planning committee, and the staff of the National Academies for a successful workshop. Dr. Reede said she appreciated the workshop’s focus on extending the arc of discussion beyond graduation to successful transitions across careers at the individual, institutional, and structural levels. Issues related to the pairing of mentors and mentees, building long-term relationships, building trust, and planning not just for tomorrow but beyond were also of importance. She thanked the representatives of new, revised, and long-standing programs for their insights about what works and what does not. Dr. Laurencin added his appreciation for a powerful and well-organized workshop.
