Show Notes
Description
Dr Loren Wold visits the studio as we explore bridging your career across the health sciences. Careers in academic medicine rarely follow a straight line. Opportunities to collaborate, teach, conduct research, and lead can carry faculty across departments and colleges. We consider best practices for crossing boundaries, meeting expectations, and juggling competing interests. We hope you can join us!
Topic
Bridging Your Career Across the Health Sciences
Learning Objectives
At the end of this activity, participants should be able to:
- Compare the priorities, professional norms, and measures of scholarly impact across health-science disciplines.
- Develop an annual career plan that reconciles expectations from multiple colleges, leaders, and appointments.
- Evaluate publishing, promotion, and leadership opportunities in relation to discipline-specific career goals.
- Formulate a strategy for changing colleges or pursuing a new disciplinary home.
Guest
Dr Loren Wold
Senior Associate Vice President for Research
Professor of Surgery
The Ohio State University College of Medicine
Links
Episode Transcript
[Dr Mike Patrick]
This episode of FAMEcast is brought to you by the Center for Faculty Advancement, Mentoring, and Engagement at The Ohio State University College of Medicine.
[MUSIC]
[Dr Mike Patrick]
Hello, everyone, and welcome to another episode of FAMEcast. We are a faculty development podcast from The Ohio State University College of Medicine.
This is Dr. Mike coming to you from the campus of Ohio State. It’s episode 27. We’re calling this one Bridging Your Career Across the Health Sciences.
I want to welcome all of you to the program. We are so happy to have you with us again. You know, academic health science careers rarely follow a straight line.
Opportunities to collaborate, teach, conduct research, and lead can carry faculty across departments, colleges, and professional cultures, each with their own priorities and definitions of success. In this episode, we explore how faculty can build a coherent career across boundaries while navigating publishing expectations, promotion requirements, competing supervisors and leadership roles, and sometimes even a change in their academic home. Of course, in our usual FAMEcast fashion, we have a terrific guest joining us in the studio to discuss the topic.
Dr. Loren Wold is senior associate vice president for research and a professor of surgery at The Ohio State University College of Medicine. Before we get to him, I do want to remind you that we have some additional resources from Fame and The Ohio State University College of Medicine. You can find them at our website.
If you head over to Famecast.org, up at the top of the page, you’ll see a tab that says Resources. Click that tab and there will be two links to faculty development modules. The first one is called Advancing Your Clinical Teaching.
This is a series of 17 learning modules developed by faculty development experts at Ohio State. Modules can be taken separately or as a full series. And then the second link will take you to Faculty Development for Medical Educators, also known as FD4ME.
This is a robust collection of learning modules designed to equip medical educators with advanced teaching skills in both clinical and classroom settings. Now, there is a small fee for Ohio State faculty and those not affiliated with our institution for the FD4ME modules. The Advancing Your Clinical Teaching modules are free for Ohio State faculty, but again, a small fee for those who are not affiliated with our institution.
However, group and institutional pricing is available for both sets of modules. You can just contact Fame at osumc.edu for more details. And again, you can find links to Advancing Your Clinical Teaching and Faculty Development for Medical Educators by clicking the Resources tab at the top of the page at famecast.org.
Also want to remind you the information presented in our podcast is for general educational purposes only. Your use of this audio program is subject to the FAMEcast Terms of Use Agreement, which you can find at famecast.org. So, let’s take a quick break.
We’ll get Dr. Loren Wold settled into the studio, and then we will be back to talk about bridging your career across the health sciences. It’s coming up right after this.
[MUSIC]
Our guest today is Dr. Loren Wold. He serves as Senior Associate Vice President for Research and is a Professor of Surgery at The Ohio State University College of Medicine. He is also a cross-college collaborator building a career that has bridged disciplinary lines and learning how to pivot expectations and translate success in different academic environments. That is what he is here to talk about, bridging your career across the health sciences.
Before we dive in, let’s offer a warm FAMEcast welcome to our guest, Dr. Loren Wold. Thank you so much for stopping by the studio today.
[Dr Loren Wold]
Thanks so much, Dr. Mike, for having me. It’s truly a pleasure to be here and talk a little bit about the history I have, really bridging my career across multiple disciplines.
[Dr Mike Patrick]
Yeah, we are excited about it as well. And this may be something that folks haven’t really thought about. But, you know, if you’re kind of especially mid-career folks who feel a little bit stuck where they are, this may present some interesting options for moving forward in your career.
So, as we think about bridging a career across the health sciences, what does that mean and what does it look like?
[Dr Loren Wold]
Sure. So maybe as a as a point of history, I’ll just tell my story quickly, which was I began my faculty journey at Children’s Hospital, affiliated with the College of Medicine, of course, as an assistant professor in the Department of Pediatrics with the College of Medicine and had been there for seven years and really missed the academic environment and opportunity to teach of an institution and so moved to main campus.
And at that time, I was collaborating with Dr. Donna McCarthy, who at the time was the ADR in the College of Nursing. And there was an opportunity for conversation with then Dean Bernd Malnick to talk about a cross-college split TIU, if you will. And so, when I moved over to main campus in 2013, I actually began with my TIU or tenure within the College of Nursing.
Even though I’m not a nurse, my mother was a nurse for 47 years, but I was not as familiar with the college as I was with the College of Medicine. But I can tell you it opened up amazing opportunities for not only my own research, but to bring teams together, which I think were, you know, we’re continuing to see the fruits of that labor, which is bringing those college faculty into a space where in the past they hadn’t been as engaged.
[Dr Mike Patrick]
Yeah, yeah. Now, for when we think about pediatrics and then with nursing, obviously the clinical piece of the job may not be able to translate because you have to be appropriately licensed and all of those things for the clinical care part. But certainly, as we think about research and leadership and, you know, other administrative roles within a college, I mean, certainly you have skills that you have honed in the Department of Pediatrics with the College of Medicine that you were able to take with you to the College of Nursing.
Now, as we think about, you know, different disciplines like this, we should kind of expect some different priorities from those various colleges, right? And so, you have to sort of envision where you fit and what your priorities are going to look like when you move from one college to another. How has that transition been for you in terms of that, the changing priorities?
[Dr Loren Wold]
Yeah, that’s an excellent question and something that at first was, I will say, a little bit difficult to navigate because it was tough for me to teach, for example, in the College of Nursing because of accreditation requirements. There were only a few courses that I could actually participate in teaching, responsible conduct of research, and really classes geared towards the PhD students and other graduate students within the College of Nursing. So that was one challenge that was first presented and I was able to, you know, work with leadership to navigate that and find courses that I could teach in.
The other thing that was actually really interesting was it became apparent when I was going up for promotion at the college, I had a faculty question why I only had a couple papers as first author and that the majority of my papers were senior author. And it turned out that in the College of Nursing space, traditionally, the faculty member will publish as first author. And that’s actually opposite of what we see in the College of Medicine, at least in the basic science side, where the faculty member who runs the lab will traditionally be listed as the last or senior author.
So that was one thing, too, that was not difficult to navigate, but it took some conversations and really talking about what’s required within the specific disciplines as opposed to the college in general. So those are just some opportunities. You know, I don’t like to see them as barriers, but really opportunities to have conversations about how we can expand the, you know, ability of faculty to work in various disciplines.
[Dr Mike Patrick]
Yeah, that is so fascinating to me because I just, you know, you just assume in academics that the first author is kind of the leader and the corresponding author and then that last place is the senior person who has the most experience. But, you know, if that’s not the way that your particular academic unit does it, then you were last every time. Why were you the last researcher at every project that you worked on?
[Dr Loren Wold]
Exactly, exactly. So, it was it was a fun conversation actually at the end because we both learned a lot. I learned about, you know, a lot about why it was important within the discipline to be first author and how that importance was the same within my discipline, but it was just viewed differently of where the author should be.
[Dr Mike Patrick]
Yeah, yeah. It’s an example of sort of an unwritten rule. As we think about rules within academic departments, it’s often with the goal of promotion and tenure.
And so, you know, we have criteria and documents that are written, but there’s also unwritten rules that you sort of learn as you go along. And since a lot of these sorts of transitions are happening more middle to late career, you don’t have as much time to sort of catch up and learn those unwritten rules. Is there a quick way to kind of figure out the new system that you find yourself in?
[Dr Loren Wold]
Yeah, I would say the best thing to do would be trying to find someone who has potentially navigated that transition or navigated having a split role, for example. At the time, I was the first that had had that split tenure with the majority of my tenure, because when you have a split, you have to have the majority of your tenure within one college because your tenure can only be within one college. And so, talk to the faculty, the senior faculty, as well as the faculty who are on the P&T committee and really have proactive conversations.
I will say I didn’t do that. I was coming, you know, from Children’s Hospital over to main campus. But at the time, it really was a completely separate entity without a lot of communication on main campus.
And so, be proactive with those conversations and talk about, you know, what are the implications for when you do go up for tenure? What are the things you need to be thinking about? Because you’re absolutely right.
You know, when dossiers are discussed, there’s a checklist of did they meet X, Y, and Z. But there’s also a general discussion about a lot of other things that aren’t written within that P&T, you know, document.
[Dr Mike Patrick]
Yeah. Yeah. As we think about research specifically, we mentioned author position for papers, but there may be different expectations just regarding publishing in general from one department to another.
You know, things like, you know, what journals are you publishing in? And, you know, what are their impact factor of that particular journal? What kind of article types count?
Maybe there are some that don’t count that could be different from one unit to another. So, there’s really a lot to pay attention to. And you can’t necessarily just assume that all the, you know, rules and requirements and things that people want you to do is going to be exactly as it was in your previous department or division, right?
[Dr Loren Wold]
Yeah, absolutely. You know, certain departments have set numbers that are, you know, sort of the aspirational goals for how many papers you need to have. Other departments leave that pretty general, that you need to establish a national reputation for associate professor, international reputation for old professor.
So, knowing those going in is really important because you don’t want to get to the point when you’re putting your dossier together to go for promotion and realize that, oh, you don’t have enough of enough papers, or you don’t have a large enough cumulative impact factor. Some departments will actually look at your cumulative impact factor of the papers that you publish. So, you could have two articles in science with an impact factor of, you know, 30 or 40 for a cumulative of 60 to 80, or you could have 15 papers in, you know, a four impact journal, for example.
And those would sometimes be weighted equally, not to say that that’s right or wrong, but just understanding the nuances within the departmental P&T document, as well as then the college P&T document and at the sort of next level, the university P&T document, because there’s three different documents that a person needs to navigate.
[Dr Mike Patrick]
Yeah. And it’s a good idea to be aware of those at the beginning and not after a few years and you’re like, oh, maybe I should be promoted. It’s good to know right out of the gate what you’re working toward.
[Dr Loren Wold]
Yeah. And I always really encourage faculty. I know most departments do this where there’s mentorship committees.
Talk about these issues frequently and early on with your mentorship committee, particularly for junior faculty, but also for mid-level faculty. You know, I still have mentors that I go to with questions and to talk through scenarios. So have these conversations with whatever you, whoever you have as advisors.
And that may just be your boss, for example, but have those conversations because you don’t want to be surprised when it comes for time for that next step. And, oh, you’re missing something.
[Dr Mike Patrick]
Yeah. Yeah, absolutely. When you move completely from one college to another, I think that’s a little easier in terms of you can figure out what those expectations are.
You can look at the P&T document. But for some folks who maybe are still spending some time in their original college and then they pick up time in another one, and as you said, one of them needs to be a little bit higher of a percentage for the tenure folks. But if you’re just talking about evaluation, you’re still going to be evaluated by both of those colleges.
So how do you make sure that your, you know, your collection of work is going to be recognized by both or even more places?
[Dr Loren Wold]
Yeah, that’s an excellent question and something that that I was surprised, I would say, about in the beginning, which is what one advisor or boss may see as a significant accomplishment, the other may not. And so, it’s understanding the nuances of the current position that you’re in, albeit if you’re in your annual review for one college, you know, they may not be as excited about things that you’ve excelled in in the other college, for example. That doesn’t mean it’s bad.
It just means that their lens is focused on that, you know, current situation you’re talking about, which is your, you know, your work and your scholarship within the set college. So just open conversations are important. You know, I was really lucky with having deans and departmental chairs that were really excited about the opportunities in another college and how those could help amplify the excellence in that home college.
So, I think just having those conversations is really important and also setting goals and making sure that that all of the folks that are ultimately doing your annual review are on the same page with you about what your goals are for the next year.
[Dr Mike Patrick]
Yeah.
[Dr Loren Wold]
Yeah.
[Dr Mike Patrick]
In terms of other things beyond research and those sorts of academic expectations, there’s also some just basic job things that you should know about, things like your salary and protected time, vacation, especially if you’re mid to late career. You know, those you may just assume that those things are going to follow you, but that may not be the case. Right?
[Dr Loren Wold]
Yeah, absolutely. It could be that, you know, especially if you’re navigating a nine-month position along with a 12-month position. I’ve talked to faculty who have split appointments in colleges that are a nine-month and then they have their other split in a 12-month.
That can get really difficult. But making sure that these are spelled out in particularly in offer letters when the opportunity arises to join another college in a split appointment, making sure that everything is listed because, you know, it could be that the, I mean, the vacation time and benefits and stuff are pretty standard across the board when it comes to faculty. But other nuances, certain colleges, you know, don’t appreciate as much, say, travel for conferences as others will really want faculty to be out there and be engaged with the community.
So just having those conversations and getting things in writing is so important because, you know, people turn over, administrators turn over, bosses turn over. So having that in writing that, you know, well, I had this conversation with Dr. so-and-so, and this is what we agreed upon is likely going to carry more weight than just saying, oh, by the way, you know, I remember a conversation I had. That’s probably not going to be as heavy of documentation needed.
[Dr Mike Patrick]
JS Yeah. Yeah. And if you get an offer letter and there’s something in there that’s not addressed like you that you feel should be, it is within our right to go back and say, hey, can you include this or let’s be clear on this other thing before I accept.
I mean, we really, we do need to advocate for ourselves.
[Dr Loren Wold]
JS Absolutely. Yeah. The offer letter is something that, you know, you never want to get caught by someone coming back to you saying, well, you can’t do that.
And then, you know, the faculty saying, but we talked about this. We agreed upon this. Well, it’s not in the letter.
So, we can’t you know, we can’t uphold that.
[Dr Mike Patrick]
Yeah.
[Dr Loren Wold]
Yeah.
[Dr Mike Patrick]
Now, especially those who have appointments in more than one college at a time, that means that we have more than one boss at a time. Do you have some strategies for managing that, you know, when you’re really reporting to two different people who may have completely different priorities, different expectations? How do you manage that as you move forward?
[Dr Loren Wold]
JS Yeah. This one resonates very clearly with me because at one time I had five annual reviews. I was serving in multiple different levels at the university and different colleges.
And it was a because once again, what one sees as a significant win may not be seen as a win or a significant achievement. So, navigating that is difficult. What the way I did it is I shared everything with all of my supervisors.
And so, all of the offer letters I sent to everyone so that everyone was on, not offer letters, I’m sorry, all of the annual reviews I sent to all of my supervisors so that everyone understood that, you know, I was splitting my time between different things. You know, it’s always difficult because the more hats you wear, it dilutes the work that you can actually do within each of them. Right.
And there’s only 24 hours in a day. So, making sure that there’s clear communication, clear awareness amongst supervisors is extremely important and something that I was probably, I probably overshared with all of them just so that everyone was on the same page.
[Dr Mike Patrick]
JS Yeah, I could see that being really important. What do you do when the priorities conflict with one another? Or maybe, you know, like you said, there’s only 24 hours in a day.
How can you be sure that everything is realistic, that this is something that you can do?
[Dr Loren Wold]
CB Yeah, excellent question. And also, something that resonates well with me and something I navigated because at the time, you know, I actually had two administrative roles in different colleges. It was just, it was too much.
And so, what I did at the time is I went to the Dean of Medicine and said, you know, I can’t continue to keep doing this because I feel like I’m not able to do my best work in all of these because my time is split so much. And so, it once again was having open, honest conversations and realizing that sometimes you can’t do it all. And sometimes, you know, your work in a certain area can end, it can come to a natural sort of progress, it can progress to a natural end.
So just being realistic with yourself and also realizing that you have to take care of number one, yourself, because, you know, in order to do your best work, you have to be at your best self. So just being clear in communication and being honest with all of those that are there to support your success, I think is really important.
[Dr Mike Patrick]
JS And it sounds like you having those conversations along the way, and like you said, over-talking, but I’m sure that that was appreciated and really led to more likely success on your part by having those open conversations with everybody involved so that everyone’s very clear on all the different things that you’re doing and how they can all tie together. And I guess that’s when it’s really the best opportunity when you’re working on a project that sort of benefits both colleges in some way. Right.
[Dr Loren Wold]
Right. Just making sure that everyone understands your commitment, I think is really important. And having those conversations and bringing teams together when you can.
So, you know, I was blessed at the time because the deans were colleagues and talked to each other also outside of obviously any conversations we would have, but using those opportunities to bring the team together to talk about how we can use the work that we’re doing in, you know, each different college or each different initiative, bringing that together to elevate the scholarship and the research that can be done across colleges was something that, you know, I always tried to preach.
And I think at the time it was, you know, oh, just one more meeting, but it became very important to leaders to come together to talk about how we can, you know, use these ties between colleges as a natural stimulator of collaboration.
[Dr Mike Patrick]
Yeah. When leadership opportunities come up, so let’s say you’ve made the transition, you’re either in a completely new college or you are splitting time between the two, and maybe like a national service opportunity arises, maybe it was with your previous college or, you know, you’re split and it’s just with one of them. How can you evaluate the kind of, you know, opportunities that arise that really do help with promotion, but they might not carry equal weight across the different disciplines that you’re working with?
[Dr Loren Wold]
Yeah. Excellent question as well. One thing that came up in my world was the opportunity to become an editor-in-chief of an international journal.
And thankfully, both of my supervisors at the time were extremely excited about that opportunity. And, you know, I brought it to both of them together. You know, I was very good at including everyone on the email so that everyone was on the same page, that there was one message being conveyed and explained the opportunity.
You know, this is a great opportunity to amplify the work at Ohio State of the faculty, but also to have a presence of both colleges in this, you know, journal and online presence, if you will. So, I would say that once again, it comes down to communication, you know, describing the opportunity and how it could potentially benefit, you know, both colleges, for example, if the faculty is in a split-faculty situation. Because it may be that, you know, some leader may not see the potential great opportunity that it is, but, you know, describing how this could help you and help your discipline, I think will help to bring everything, bring everyone onto the same page that the opportunity is great.
And it may be that it’s not great, but a collective decision can then be made.
[Dr Mike Patrick]
Yeah. There may be some folks in the audience who hadn’t considered this, but it sparks an interest. How does one begin exploring with a different college at your home university that you feel like maybe you have something to offer them, but aren’t sure what opportunities, you know, where do you start as you consider, you know, a change in your academic home?
Yep.
[Dr Loren Wold]
So, it is a faculty-driven process, meaning the faculty should reach out to the other college and talk about, you know, maybe they have an idea for bringing their experience or expertise to that college in a split role, how they envision it. What happens then is if the new college, for example, the new college leadership sees that this could be a great thing, the deans then need to talk. So, the deans need to be in agreement.
If they aren’t in agreement, well, then it needs to go up to the Office of Academic Affairs for discussion at the university level. But most of the time, deans are in positions because they are leaders and mentors and they want the best for the faculty. And that’s what I’ve seen in my 20 years at Ohio State.
So once those deans have a discussion, and then ultimately what happens is there’s a document that’s prepared that’s called a Memorandum of Understanding or MOU between the deans with the various stakeholders signing. And it describes not only what percent this split will be, but also where, for example, grant recognition will go and how that will be split and who’s, you know, ultimately paying for what. So, all of those things will then be described in this MOU.
So, to recap, it’s really a faculty-driven process to bring, you know, those leaders together.
[Dr Mike Patrick]
Yeah, yeah. And so really just sort of first just exploring what’s available in that particular college and then, you know, having a meeting with someone. And we’ve already talked that communication is so important that just that opening conversation.
And maybe there are factors that you haven’t considered. Maybe it would be even better than you had considered. And so just having those conversations is going to be really important.
Once you embark on making a change, are there some nuggets of wisdom that you could impart on making the change successful?
[Dr Loren Wold]
Yeah, that’s a great question. And I’ll just speak from past experience. You know what’s best for yourself and what your career goals ultimately are.
You know, talk to your advisors, talk to your mentoring team if you have one, and figure out, you know, what is the best pathway to get to where you want to be. Surround yourself with people that are your cheerleaders. Academia is a difficult, you know, very difficult process.
It can be a very lonely career if you let it be. So, bring people into your wins, but also into your struggles. So have those conversations.
If you realize that, you know, you want to have more work and wear another title, if you will, you know, go for it. OSU is extremely accepting of people who want to do multiple things. You know, I talked to colleagues at other institutions and a lot of other institutions don’t want faculty to have split appointments because it comes with challenges, as we’ve talked about today.
But OSU has always been extremely, you know, out of the box in their thinking. And so, I think it’s a great opportunity to take advantage of that to get experience bridging disciplines and bringing, you know, ultimately that bridge brings those disciplines closer together.
[Dr Mike Patrick]
Yeah.
[Dr Loren Wold]
Yeah.
[Dr Mike Patrick]
You definitely have something that you can offer that a typical faculty member in that other division may or that other college may not have because of your experiences with the other unit. So, I could definitely see the advantages, but the challenges are big. And one of those is losing focus, just academic focus in general.
What are some habits that have helped you navigate being involved with two different units?
[Dr Loren Wold]
Making sure that the sort of end goal remains in sight. And obviously the end goal can be a fluid thing. It can change over time.
But making sure that, you know, you’re not just or at least in my own capacity, I wasn’t just collecting titles to collect titles but actually affecting meaningful change. For example, you know, my goal was to bring teams together, for example, with the, as I shared the College of Nursing, College of Medicine, to bring teams together for those big wins. And when it comes to scholarship, you know, grants and that trickles out to other things as well.
But, and I think, you know, you just look at the numbers of grant funding within the colleges. We’ve done a great job at the university of focusing on interdisciplinary research across colleges with some of these large wins. So, making sure that end goal remains in focus was something that I was always doing.
You know, I have something above my computer that will list my top five sort of goals for the year. And I’m always thinking about that. So that’s really how I navigated having those multiple priorities at stake.
[Dr Mike Patrick]
Yeah. As you look back, do you have regrets? Is this something that you’ve, you know, thought, well, if I had to do again, you know, would I have split my time?
Would I have taken on all of these roles? What are your thoughts in terms of, you know, looking at the past in your own experience?
[Dr Loren Wold]
I would say, Dr. Mike, that I have nothing but extreme sort of gratitude for the opportunities I’ve had. It’s brought me, it’s brought me to situations to meet faculty from all across campus. And that has been truly exciting.
Some of my close collaborators in science, but also, I would say close friends that I’ve developed over the years have been outside of my traditional medicine space where I, where my research sits, for example. And that’s because I think, you know, I’ve always been open to thinking about how can we engage with faculty in the, you know, School of Law, the College of Dentistry, all of the different disciplines that I maybe wouldn’t have considered working with. You know, I’ve had grants with faculty in law, arts and sciences, dentistry, nursing, just to name a few.
So, faculty are faculty at the end of the day, they, you know, want to move the needle in their discipline. So how can those disciplines potentially converge on an area where you can work together, I think is just really exciting and opens up new avenues for research.
[Dr Mike Patrick]
Yeah. Well, you’ve given us a lot to think about. I feel like there’s a lot of folks who will be listening that are like, hmm, you know, and that’s always a good thing, right?
There’s a lot of burnout that can happen when you’re doing just the exact same things day after day after day. And this may be an opportunity to inject a new life and maybe a new direction into your academic career. But of course, it’s not for everyone.
There are definitely challenges as we have mentioned, right?
[Dr Loren Wold]
Absolutely. There are definitely challenges. This is not, you know, the split mentality of, if you will, is not for everyone.
Some people really need to have that focused, you know, one role. That’s perfectly fine. Some of us, you know, like myself, do best when we can sort of split our time.
I find, you know, in my current role, being faculty in the College of Medicine, but also having a role in Eric, it’s wonderful to have that two office mentality because I do some of my best thinking about my research when I’m in my administrative role and vice versa, because it provides that separation for thinking that really allows you to really assess, you know, a situation. But it’s not for everyone. So be realistic with yourself and realize that, once again, there are only 24 hours in the day.
[Dr Mike Patrick]
Yeah. So important. We have to remember self-care and work-life harmony and all of those things in addition to our academic career.
So important. Well, this has been a fantastic conversation. And as I said, you’ve given us a lot to think about, but we do appreciate you sharing your perspective and your journey.
So once again, Dr. Loren Wold, Senior Associate Vice President of Research and Professor of Surgery at The Ohio State University College of Medicine. Thank you so much for stopping by and chatting with us today.
[Dr Loren Wold]
Thanks, Dr. Mike. This has been really just a wonderful opportunity to talk about some of the challenges I’ve faced over the last 20 years at Ohio State. And I really encourage, once again, everyone out there, you know, think about ways that you can spread your knowledge outside of your current college.
And that may just simply be by working with other faculty in other colleges. It doesn’t mean that you have to split your TIU into two colleges, but it may mean that. So, you know, take a risk.
You know, it was a risk for me in the beginning, but it was some of my favorite times in my career were the time when I wore those two hats.
[MUSIC]
[Dr Mike Patrick]
We are back with just enough time to say thanks once again to all of you for taking time out of your day and making FAMEcast a part of it. We really do appreciate your support. Also, thanks again to our guests this week, Dr. Loren Wold, Senior Associate Vice President for Research and Professor of Surgery at The Ohio State University College of Medicine. Don’t forget, you can find us wherever podcasts are found. We are in the Apple Podcast app, Spotify, iHeartRadio, Amazon Music Audible, and most other podcast apps for iOS and Android. Our landing site is famecast.org.
You will find our entire archive of past programs there, along with show notes for each of the episodes, our terms of use agreement, and a handy contact page if you would like to suggest a future topic for the program. Reviews are also helpful wherever you get your podcasts. We always appreciate when you share your thoughts about the show.
I also want to remind you about a couple of other podcasts that I host. One is PediaCast CME. This is a continuing medical education podcast for healthcare providers.
And then I also host PediaCast. So, if you are a parent with young children and maybe not a pediatric expert, we do have a podcast for moms and dads called PediaCast, and you can find that one at pediacast.org. So once again, thanks for stopping by.
And until next time, this is Dr. Mike saying stay focused, stay balanced, and keep reaching for the stars. So long, everybody.
[MUSIC]
