Show Notes
Description
Dr Leon McDougle visits the studio as we consider change in academic medicine. Change is constant in our profession, but leading others through change is a skill that must be learned, practiced, and refined. Effective leaders understand the importance of communication, psychological safety, collaboration, and hope. Tune in for more details!
Topics
Leading Through Change in Academic Medicine
Communication Skills
Psychological Safety
Collaboration and Hope
Learning Objectives
At the end of this activity, participants should be able to:
- Describe key leadership principles that support effective organizational change in academic medicine.
- Explain the role of psychological safety in promoting collaboration, innovation, and team performance.
- Analyze how mentorship contributes to faculty career development, advancement, and resilience.
- Identify practical strategies for improving communication and fostering positive workplace cultures during times of change.
Guest
Dr Leon McDougle
Professor of Family and Community Medicine
The Ohio State University College of Medicine
Links
Switch: How to Change Things When Change is Hard (Amazon | B&N)
Psychological Safety and Learning Behavior in Work Teams
A Time to be Promoted
FAMEcast Mentorship Episodes
FAMEcast Promotion & Tenure Episodes
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 23. We’re calling this one Leading Through Change in Academic Medicine.
I want to welcome all of you to the program. We are so happy to have you with us. You know, change is constant in academic medicine, but leading through change is a skill that must be learned, practiced, and refined over time.
Whether we are navigating organizational transformation, supporting faculty development, improving workplace culture, or mentoring the next generation of physicians, effective leaders understand the importance of communication, psychological safety, collaboration, and hope. In this episode of FAMEcast, we are going to explore what it means to lead through change in healthcare and academic medicine, and how mentorship, team culture, and intentional leadership strategies can help individuals and organizations thrive during times of uncertainty and transition. Of course, in our usual FAMEcast fashion, we have a terrific guest joining us in the studio to discuss the topic.
Our guest today is Dr. Leon McDougle. He is Associate Vice President of Community Health, Mentorship, and Engagement for The Ohio State University Wexner Medical Center, and a professor of family and community medicine at The Ohio State University College of Medicine. Before we get to him, I do want to remind you that we have additional resources from Fame and The Ohio State University College of Medicine.
You can find them on our website. Just head over to FameCast.org. Up at the top of the page, you’ll see a tab that says Resources.
Click that Resources tab, and there will be two links to faculty development modules. One is called Advancing Your Clinical Teaching, and this is a series of 17 learning modules developed by faculty development experts at Ohio State, and the modules can be taken separately or as a full series. And then a second link is to Faculty Development for Medical Educators, also called FD4ME, and this is a robust collection of learning modules really designed to equip medical educators with advanced teaching skills in both clinical and classroom settings.
And all of these learning modules are free for faculty at Ohio State. There’s a small fee for those outside of our university, but we do offer group and institutional pricing. You can contact Fame at osumc.edu for more details. And again, you can find links to Advancing Your Clinical Teaching and FD4ME really easy. Just click on that Resources tab over at FameCast.org. We’ll also have that contact information if you want to ask about group pricing.
But again, if you’re faculty at Ohio State, all of those things are available completely free for you. I also want to remind you the information presented in FAMEcast 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. Leon McDougle settled into the studio, and then we will be back to talk about leading through change in academic medicine. It’s coming up right after this.
[MUSIC]
[Dr Mike Patrick]
Dr. Leon McDougle is the Associate Vice President of Community Health Mentorship and Engagement at The Ohio State University Wexner Medical Center. He is also a professor of family and community medicine at The Ohio State University College of Medicine. As a physician leader, educator, mentor, and advocate, Dr. McDougle has spent his career helping individuals and organizations grow through collaboration, innovation, and meaningful connection. Today, he joins us to discuss leadership, mentorship, psychological safety, and the human side of navigating change in academic medicine. Before we dive in, let’s offer a warm FAMEcast welcome to our guest, Dr. Leon McDougle. Thank you so much for stopping by the studio today.
[Dr Leon McDougle]
Thank you, Dr. Mike. Very happy to be here and looking forward to this conversation.
[Dr Mike Patrick]
Yes, I am looking forward to it as well, because we all know if there’s one thing about academic medicine, change seems to always be a part of it. So, when we talk about leading through change in academic medicine, what does that really mean?
[Dr Leon McDougle]
So one, when we talk about leadership, leadership starts with excellence. So that’s our goal, excellence. And to lead, you have to be seen as someone who is excellent in whatever work you do.
For me, it’s family and community medicine. That’s the foundation upon which you build your leadership house. And then when we talk about organizational change, I’ve always found it helpful to highlight people who are doing well or who are exemplar despite chaos that may be surrounding us or these fast and rapid changes or various factors that may be causing people to have stress and perhaps at some time saying, well, what’s the use?
This is impossible. No one can do this. So I think, Dr. Mike, a good way to approach that type of scenario is to, out of all the units, departments, leaders in one’s organization, point out those persons or that person, that department that is doing well despite all the chaos, all the concern, and hold them up as a bright spot. There’s a book called Switch, How to Change When Change is Hard, and that’s one of the principles. So even though we’re all in the same boat, we can at least look at someone or a unit and then have them speak to what has been your key to success despite all this that’s going on in our environment. So that’s my approach that I would recommend, Dr. Mike.
[Dr Mike Patrick]
Yeah. What is the name of that book again?
[Dr Leon McDougle]
Switch, How to Change When Change is Hard.
[Dr Mike Patrick]
Great. And we’ll put a link to that in the show notes over at Famecast.org so folks can find it pretty easily. You know, academic medicine is pretty complex in terms of just the clinical environment, whether that’s outpatient or in the hospital.
There’s also learning environments, both clinical and classroom. Why are all of these different pieces and parts of academic medicine so important to think about during periods of organizational change?
[Dr Leon McDougle]
Well, that lends itself for one, serving and leading and pointing towards the institutional mission. And most academic health centers, we have a tripartite mission of education, health care and research. So, we advance in all three of those areas.
All three are important in establishing the principles and the excellence we seek as an academic health center.
[Dr Mike Patrick]
Yeah. Now, three words that I’ve heard you talk about is imagination, collaboration and hope. Why are those important enough qualities to really call out as we think about leadership in academic medicine?
[Dr Leon McDougle]
Yes, as we were talking before we started here, I get asked to speak on a fairly frequent basis and I’m going to be giving a talk entitled My Last Lecture. It’s an honorary talk here with invitation by the Medical Heritage Center. And the title is going to be something like the power of imagination, collaboration and hope.
And when one is a clinician scientist such as myself, all three of those factors are very important because we’re having to determine what would be a great approach or what’s a solution to a problem. If someone already had the answer, Dr. Mike, you wouldn’t need imagination. So, you imagine through your training and your experiences, well, what actually could be a solution to this problem?
And many times, it’s something that no one has ever thought of before or if it has been thought of before, you’re thinking about a way, how can we make that better? And then that’s where that collaboration comes into play because collaboration drives excellence and creates synergy. So, with the intellectual differences of the members of your research team or education team or clinical care team, you bring that all together to think of something that may lead to a successful pathway forward.
And then hope is important because as you watch the news every evening and listen to the radio, there is a lot of negative news out there. So, one can get down and be in despair and say, what’s the hope? This is, things are, things are bad, Dr. Mike. And so having that sense of hope that the solution that you think will be something that will work or that research hypotheses that one put together and now you’re going to send it to either the National Institutes of Health or Department of Defense or National Science Foundation. And those grants and things are very competitive. You may have less than a 10 percent chance of being funded.
That’s where you have to have hope. So that’s where that hope comes into play. So, all three of those, I think, are necessary ingredients for success in academic health care.
[Dr Mike Patrick]
Yeah, yeah. And I really think that those three things can come into play and in so many different places as we think about, again, all those pieces, parts of academic medicine. And just as an example, I was recently talking to some folks who are wanting to decrease the amount of time that it takes to get patients a new appointment into a particular service.
You know, patients don’t want to wait until, you know, August to see someone. But it really does take some imagination to figure out how to do that without necessarily putting undue stress. Like, you know, can physicians see more people in a particular day or is that going to stress things out and sort of dilute each individual patient encounter?
And of course, we have to have collaboration to figure out how we can make something like that happen. And then the hope comes in that that what we do actually works and we can get people in quicker without putting unnecessary other stresses on the system. So really, you could think about those three things with pretty much any difficulty or problem or anything that you’re trying to change within academic medicine clinically, but also in research and also in administration and all of those things.
So, it’s really, really a great three things to think about. Imagination, collaboration and hope.
[Dr Leon McDougle]
With you saying that, people have been asking me to write a book. I think that might be the title because I’m just, we’re having a conversation here. I’m just sharing that with you.
So, when I write my book, that may be the title, The Power of Imagination, Collaboration and Hope. So, thank you for sharing that example, Dr. Mike.
[Dr Mike Patrick]
Yeah, no, I love that. That would be an awesome title. Something else that I know is important to you is this concept of psychological safety.
And we have heard of that, you know, maybe five years ago it was a term I’d never even heard of. But we do hear about psychological safety more and more. What does that mean in terms of a practical day to day work in academic medicine?
[Dr Leon McDougle]
So, when one is part of a team, there shouldn’t be fear or undue fear of making a mistake or saying something that may be an error and is also aligned with Ohio State. We’re practicing and moving forward this concept of high reliability organizations and just culture. So, as you know, Dr. Mike, most innovations occur from mistakes. So, you learn from mistakes. And if it’s not unintentional, it’s not out of malice. And you spoke to the complexity of this work that we do.
Sometimes mistakes actually lead to better outcomes because you learn from those mistakes and say, well, how could we do this better? And then that imagination comes into play and that collaboration and that hope comes into play. And so, to say that in a team environment, especially research, that we’re not going to tolerate mistakes.
Dr. Mike, you’re essentially saying we’re not going to do research. So that’s where I think creating environments where mistakes are acknowledged and then when you’re in that type of authoritarian type of leadership framework, someone may make a mistake and not even let the team know. And then you’re just moving along, thinking everything is going OK.
And that type of leadership, too, has been shown to cause higher rates of airline crashes and things of that sort because you don’t want to speak against authority because of your place in the hierarchy. So having an environment where one can speak up and speak their mind and be their authentic self, I think leads to greater success and faster advancement towards excellence.
[Dr Mike Patrick]
Yeah, yeah, absolutely. And it’s really the leader of a team that needs to set that as an example and to have humility yourself and to say, oh, these are the mistakes that I’ve made in the past or, you know, sharing wisdom that often does come from mistakes and having to correct those and doing things maybe a little differently. But having that humility as the leader and setting that as an example, I would think would be a really important thing for teams.
Now, when psychological safety is present, often you don’t really know that it’s present because things are humming along. It’s, you know, the team is working effectively and efficiently. But what are some signs that maybe there’s a lack of psychological safety or that we can improve that particular thing?
What are some signs and symptoms within the team that maybe there’s not as much psychological safety as there should be?
[Dr Leon McDougle]
Well, so that communication is not what it should be. There may be people complaining about stress, people calling off sick from work, people finding other places to work. So it becomes a brain drain also, because if you’re in an environment that’s not psychologically safe and you’re not able to thrive, then one starts to say, well, well, maybe there’s some other opportunities for me and maybe there is another environment for me to work in where I can feel authentic, safe and comfortable having conversations and sharing my thoughts and being respected as a team member. So that, again, goes back to that high reliability organization, just culture that we’re employing here at the Ohio State University Wechsler Medical Center.
[Dr Mike Patrick]
Yeah, and that’s a really important point, thinking about attrition within your team, because when you have to replace team members, like you’ve got to you’ve got to train them, you know, get them acclimated to their new culture. It’s a process and it’s an expensive process, both in terms of money and also just psychological energy of getting someone onboarded. And so, we’d much rather keep the team members that we have.
And so, if you if you do see that, oh, I’ve got a lot of team members leaving, we’re always replacing them, as I think about the emergency department turnover and the clinical staff can be an issue. And so, you really do want to think, well, what can we do to improve that psychological safety and keep our team members so that we don’t have to onboard new people right and left, which really slows down progress, right?
[Dr Leon McDougle]
Yes. And so, and that’s the research that we’re working on now. So, part of our research team for the clinical learning environment, partnering with Dr. Scott Holliday, who is our associate dean of graduate medical education, we received a Picker Gold Institute graduate medical education challenge grant. So, we’ve developed an app and some resources, just in time resources to enable people in our clinical learning environments to be able to use those tools to help them to react to inconsiderate and unprofessional communication in the learning environment. In addition to partnership with the Gold Foundation, it involves a partnership with Right to Be and use of the five D’s, distract, delay, document and direct and delegate. So those are part of the tools that we’ve developed.
And it’s what I call innovation to elevate our working and learning environments.
[Dr Mike Patrick]
Yeah. Yeah. Really important.
And when I hear the name Scott Holliday, I always smile because he and I were residents back in the day. And he’s a terrific leader in the College of Medicine these days. Speaking of leaders, you know, I mentioned, you know, humility is one way that leaders can, you know, really model a psychologically safe environment.
What are some other ways that leaders can increase and improve psychological safety?
[Dr Leon McDougle]
Well, I think just by, one, being honest and having a sense of humor, I think that’s helpful. And being a part of the team, not necessarily separating yourself from the team such that you’re not seen as a part of the team and is not so much an authoritarian dictatorship as it pertains to the work and innovation and patient care and research that one wants to do. So, I think that would just involve being open to communicating, being open to talk with people, make an effort to get to know people on a personal level and show that you care when there’s deaths in the family and celebrations of members of your team.
I think that’s all important.
[Dr Mike Patrick]
Another term that you use is just in time communication tools. What are these and why do those matter?
[Dr Leon McDougle]
So, again, that’s where the innovation comes into play. I don’t have to tell you about all this that’s going on in the world that are challenging different populations across the United States. And there’s a great deal of anxiety abounding.
And Scott Holliday and I and also our partners at the Gold Foundation and Right to Be organization and now the University of Arizona College of Medicine, Phoenix, we’ve come together to put a platform together involving a digitally accessible novel app that will display video, big nets, responding to inconsiderate and unprofessional communication. So provides a guide for how one may navigate these situations. In addition to the badge that we’ve created that has the five D’s and being a ready resource that people can refer to and the QR code that’s on the badge that takes one to the app and then additional resources such as employee resource center and behavioral health resources and patient rights and responsibility documents that we have on this just in time resources for the clinical learning environment. And now we’re submitting a grant called Here Health of Research Environments that we’re going to collaborate and submit in June. So, building upon that research from the Picker Gold Foundation.
[Dr Mike Patrick]
Is the just in time communication tool set that app, is it available for anyone to access or do you have to be within Ohio State? And I ask because about half of our audience is our academic institutions outside of Ohio State. Yes.
And so, is that something that the academic medicine community nationwide can use?
[Dr Leon McDougle]
So that’s the goal. So, we had to we had to pause and modify the resources and the app due to how can I best say this? Due to changing priorities of the federal government and state legislatures.
That’s a good way. And so, we modify the GME challenge grant resources, and we’ll be starting our now we’re starting over the evaluation process. So, over this next year, we’re going to be studying the impact of those resources.
And then soon afterward, we’d like to share those results and then make those resources available that could be tailored for respective institutions. So that’s so that’s on the clinical side. And then on the basic sciences side, we have a grant going in June.
So that will be five-year R01 parent grant. So, and that will be a study with that also. And that’s where that hope comes into play, because we know things are very competitive and we’re putting forth our best effort in this collaboration to be able to provide some resources that will help with building teams and creating excellence in basic sciences research departments.
[Dr Mike Patrick]
Yeah, that is really exciting. And please, when it is ready to be launched, come on back. Yeah, we’ll share it with the world for sure.
You know, as we think about leading through change and becoming a leader who is equipped to deal with change, mentorship becomes important. So, folks who have maybe in the past led through change well, passing on their skills, you know, their wisdom to those coming, the rising leaders behind them. And we have had a lot of episodes regarding mentorship.
And it’s such an important topic that I’ll put some links to some of those episodes in the show notes for folks over at famecast.org. But thinking about mentorship, how has that shaped your career in academic medicine?
[Dr Leon McDougle]
It’s been very important. And one of the ways to develop a network of mentors is to join professional societies. For example, when I graduated or completed my family medicine residency at the Naval Hospital, Camp Pendleton, I happened to run into Dr. Warren Jones, who was at the Naval Hospital of San Diego. And he said, hey, you should join the National Medical Association. And I took his advice and then volunteered to serve on any type of leadership capacity for the aerospace, military and occupational medicine section. So, I initially became the secretary and historian, then later on became vice chair and then became chair.
Now going into this, I didn’t think that I was doing this to develop a mentorship cabinet, but oh, by the way, a member of that section was Brigadier General Guthrie Turner. He was the first African American flag medical corps officer. There were about five, over time, there was about five brigadier generals or admirals that were part of that group.
And when you’re in these societies and organizations, do a good job so people can be that resource for you. So, the members of that section have really been instrumental, especially in my early career development regarding being able to reach out to them to ask questions because, Dr. Mike, you not only need mentorship cabinet internally, but you also need one externally. And I found that to be very helpful.
[Dr Mike Patrick]
For those of us who are mentors and we may have, whether they’re official mentees or sort of unofficial mentees, but folks sort of in our world of influence, what role do we as mentors play within teams during times of organizational change?
[Dr Leon McDougle]
So that’s where another example I would give during deployment, I was on a fleet surgical team and was deployed after I completed my residency program at the Naval Hospital Camp Pendleton. And one of the great leadership lessons I learned during that was every night, Dr. Mike, when flight ops were over, all the helicopters had landed and I was deployed with the Marines, the Gator Navy. The captain of the ship would get on the intercom and say, I want to give an attaboy to Seaman Jones for preventing that accident on the flight deck today, every single night.
And that kind of struck me because in medicine, it’s a bit different. You didn’t get the potassium level. You know, it’s just, it’s just kind of during our rounds, we’re trying to find out what somebody doesn’t know.
And there’s not much or there, I think things are changing now, but it was more of like, well, let me try to ask so many questions of people on my team. So, they don’t know the answer and, and, and not a whole lot of investment and thanking people for their work, their service of families and patients and navigating complex systems. So, I think that’s where I see where change needs to be made.
And I think to that is a part of being a high reliability organization as the OSU Wexner Medical Center is moving towards full implementation. So, I would hold that up as one thing, thank people for what they do in this complex matrix, high pressure work that we do.
[Dr Mike Patrick]
Yeah. Yeah. We need more attaboys.
[Dr Leon McDougle]
Yes.
[Dr Mike Patrick]
And as mentors, we’re in a position to provide that. And that not only, you know, really shows our great gratitude toward the good work that people are doing, but as mentors, it also we’re setting an example. And then hopefully our mentees are also giving attaboys to members of their team.
And then it spreads from there. So really important. You know, we talk about the art of medicine and the science of medicine and how those two things are important in clinical practice.
You describe academic career advancement as also both an art and a science. What do you mean by that?
[Dr Leon McDougle]
Yes. So, for example, if you’re on a tenure track and research is required and productivity, if you’re on a clinical scholar track or even a clinical educator track, many times grant funding is required or helps one to get promoted. And let me tell you, Dr. Mike, you cannot read a book to tell you how to write a grant. That’s not going to happen. So that’s where that is almost like an apprenticeship. So that’s where having someone who has written a grant showing you what a successful grant looks like.
And also, I benefited from my relationship with NIDDK at NIH. They had a network of minority research investigators. And that was very helpful for me to learn from that organization on how to put together grant specific aims and so forth.
So now with the changes going on in the world, I know here at Ohio State, we have a Clinical Translational Sciences Institute, and they have many programs to help one to learn how to write grants and things of that so forth as you’re advancing in your career. And that’s beyond that’s beyond getting a K award and all that type of thing. You may not get a K award.
So, there are institutional resources, I think, at many of our institutions where they can learn how to write a grant and perhaps even sit in on some mock study sections. So, it will enable them to advance their career. So that’s where I say it’s more that’s where the artistry comes into play, because it’s now, you’re building relationships and you’re learning directly from someone about things that you cannot read a book and be successful as part of as part of the education.
But it’s not it’s not going to be sufficient just trying to let me go to the library, check out a book on grant writing and give a go at it. I doubt that one will be successful.
[Dr Mike Patrick]
Yeah. Yeah. You not only need the book smarts, you need the street smarts, too.
Right. Yes. What are some common pitfalls that maybe early career faculty encounter when they’re navigating advancement and promotion?
Because as mentors, that’s often very high up on priority levels for our mentees as they’re really journeying through promotion. So, what are some common pitfalls that we should sort of warn our mentees about?
[Dr Leon McDougle]
Yes. So common pitfalls. One, you have to at least look at your appointment promotion and tenure document that exists when and preferably before you even get hired.
But no later than when you initially get hired, because that’s going to tell you what, Dr. Mike, you need to do to get promoted. So, you may have some idea about what it takes to get promoted and it may not be aligned with the promotion guidelines. And then even with that.
So what pathway are you on? Are you on a clinical excellence pathway? Are you on a clinical scholar, clinical educator?
You will know if you’re on a tenure track. And each of those pathways have specific guidelines or requirements to get promoted. So, I ask people to say, well, take that document and create a folder for each category that you’re going to be evaluated on.
And in real time, you know, if you’re mentoring somebody, write down their name and their level of education and the time you spend and put it in the file. So, you know, it’ll be there and you know, well, OK, I can’t remember, you know, how to because when you’re putting together your dossier for promotion, it’s a lot of information. Now, some institutions or departments, you may have more administrative support than others.
Bottom line, you’re going to have to be the data repository and to be able to, OK, said I needed to do, you know, my teaching evals. OK, let me go to my teaching eval file. Let me go to my mentoring.
Let me go to my community service file. And then you’ll have that when it’s time to go up for promotion. On average, it’s about six years to go from assistant professor to associate professor.
Now, sometimes people can accelerate that. And if you have the requirements, yes, go on ahead and go up. If you build all those requirements, put yourself up for promotion if you haven’t already been recommended to do so.
[Dr Mike Patrick]
Yeah, yeah. And really driving that point home that you need to know what pathway you’re on and what are the requirements for that particular pathway to get promoted. And then that’s not something you should look at like a year before you go up for promotion, like right out of the gate, know what you need to do and start plotting a course for getting all those things done.
Yes.
[Dr Leon McDougle]
Navigating to success.
[Dr Mike Patrick]
Yes. And we have done several episodes on promotion and tenure there early on in the program. So just if you go back through the archives over at Famecast.org, you’ll be able to find those promotion and tenure episodes because they were really important information to think about. Now, a lot of early career folks, you know, may aspire to leadership roles. What are some practical first steps that early career folks can take right now to improve their ability to be great leaders in the future?
[Dr Leon McDougle]
OK, so we go back to that term excellence. So one, you want to be seen by your peers and your department as being excellent. So that means providing excellent patient care, taking care of respective paperwork.
And I think even more important, getting good reviews from the learners that you have an opportunity to teach in whatever very setting that one is in. I know at my former institution, I think part of what a key ingredient for me was even being invited to be on a search committee was the fact that apparently, I had been getting good reviews and so forth from the students. And then it gets to the dean’s staff and also volunteering to be a part of various education committees and things and doing a good job.
So, when openings do occur for higher leadership responsibility roles, you’re a known commodity and you’re going to be on the fast track, or you have a leg up on the rest of the competition as it pertains to various opportunities that may open up.
[Dr Mike Patrick]
Yeah, I want to wrap up with where you wrap up with thinking about imagination, collaboration and hope. Let’s end with hope because it’s such an important thing. And as you say, you know, especially in today’s world, when we see what’s happening all around us and the news and within the government, within academic medicine itself, what are some things that give you hope about the future of our profession?
[Dr Leon McDougle]
Very good question. I included the word hope, one, had the great opportunity, Dr. Mike, to work with the Rainbow Push Coalition during the COVID-19 pandemic and had the wonderful opportunity to work directly with Reverend Jesse L. Jackson, Sr. And as you know, his saying was keep hope alive and was asked to, in fact, speak during his tribute and legacy following his death, February 17th of 2026 this year. So, I think part of that hope and including that in the title of my book was paying homage to Reverend Jackson and all the people whose shoulders I stand on in this role as a leader at the OSU Wexner Medical Center and College of Medicine. And I even think back to my medical school days and Mr. Liebert Morris, who helped our underrepresented students feel welcomed, Dr. Wilburn Weddington and Dr. George Barnett and many others and even our dean. And it just has been a great journey and hopeful journey and maintaining that sense of hope even during what seem to be less than desirable times can really enable one to keep advancing and also have people look to you for a way forward as we strive for excellence.
[Dr Mike Patrick]
Yeah, yeah. I love that you mentioned Reverend Jesse Jackson because not only was he a great leader, but he also had a sense of humor. I think about him reading Green Eggs and Ham.
I don’t know if you ever saw him do that.
[Dr Leon McDougle]
Sesame Street, I think, or it was PBS program.
[Dr Mike Patrick]
Yeah, but it was just it was it was great hearing Green Eggs and Ham from Reverend Jesse Jackson. That was fantastic. This has been a terrific conversation.
And as we’ve mentioned along the way, we will have lots of resources for folks over in the show notes at FameCast.org, a couple of additional resources. One is from Administrative Science Quarterly. It’s an article called Psychological Safety and Learning Behavior in Work Teams.
And then from the Journal of General Internal Medicine, A Time to be Promoted. So, we’ll have links to those. Also, that book that you mentioned, Switch, and then we’ll have some links to additional mentorship episodes as well.
Those will all be in the show notes over at FameCast.org. So once again, Dr. Leon McDougle, Associate Vice President of Community Health, Mentorship and Engagement at The Ohio State University Wexner Medical Center and Professor of Family and Community Medicine at The Ohio State University College of Medicine. Thank you so much for stopping by and chatting with us today.
[Dr Leon McDougle]
Thank you so much, Dr. Mike. You’re doing fantastic work. Keep it up. We need you.
[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. Leon McDougle, Associate Vice President of Community Health, Mentorship and Engagement with The Ohio State University Wexner Medical Center and Professor of Family and Community Medicine at The Ohio State University College of Medicine. Don’t forget, you can find FAMEcast wherever podcasts are found. There might be an easier way for you to subscribe and listen. We’re 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’ll find our entire archive of past programs there, along with show notes for each of the episodes, our terms of use agreement and the handy contact page. If you would like to suggest a future topic for the program or if you just want to say hi, I love hearing from listeners through the contact page.
Also, reviews are helpful wherever you get your podcasts. We always appreciate when you share your thoughts about the show. And then I also want to remind you, I talked about this during the intro to this episode, but it’s really important.
We do have additional resources from Fame and The Ohio State University College of Medicine that you can find on our website. So, if you head over to FameCast.org, look at the top of the page, there will be a resources tab. Click that and there’ll be two links to faculty development modules.
One is Advancing Your Clinical Teaching. It is a series of 17 learning modules. Developed by faculty development experts at Ohio State, those modules can be taken separately or as a full series.
And then we also have a Faculty Development for Medical Educators or FD4ME. And this is a robust collection of learning modules designed to equip medical educators with advanced teaching skills in both clinical and classroom settings. And as I mentioned before, all of these learning modules are free for faculty at Ohio State.
There’s a small fee for those outside of our university, but we do offer group and institutional pricing. You can contact Fame at osumc.edu for more details. We’ll also have that contact information on that resources tab for you.
Again, you can find those links, Advancing Your Clinical Teaching and FD4ME in that resources tab at FameCast.org. So, 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]
