Mary K. Mulcahey, MD: Welcome everyone to the Lead Change podcast. We're coming to you live from the Executive Leadership in Academic Medicine meeting in Philadelphia. I am so excited to have Dr. Erica Brown on the podcast today. Dr. Brown is the Associate Director of the Executive Leadership in Academic Medicine program. She was an Elam Fellow in the 2014-15 class and continued to serve as a speaker and learning community advisor in the program. Dr. Brown also serves as the Dean of Faculty Affairs at Geisel School of Medicine at Dartmouth.
Mary Mulcahey: Welcome to the Lead Change podcast. I'm your host, Dr. Mary Mulcahey. I'm an orthopedic sports medicine surgeon with a huge interest in contributing to the growth and development of other leaders. On this podcast, we will share stories from many leaders in all medical specialties understand the skills necessary to be an effective leader. We'll celebrate their success and hear about strategies to overcome hurdles. We also highlight some of the unique challenges faced by women in medicine who are interested in pursuing leadership positions the importance of mentorship.
Mary K. Mulcahey, MD: and is a professor of pathology and laboratory medicine. She has held faculty and administrative appointments at the Medical University of South Carolina and served at Morehouse School of Medicine as the inaugural associate dean for faculty affairs and development, later being promoted to senior associate dean for faculty affairs, professional, and academic development. Dr. Brown is a nationally recognized faculty affairs and professional development expert, speaker, and consultant. Furthermore, she is a certified executive and leadership coach
Mary Mulcahey: sponsorship, and allyship in achieving and being successful in those roles. Let's work together, build on shared experiences, learn from those before us, and use these lessons to propel us forward in our career. Let's lead change.
Mary K. Mulcahey, MD: She has been an active member of the AAMC group on faculty affairs since 2013 and had the distinction of being elected to the AAMC GFA National Steering Committee in 2018 to 2021. In her research, she has studied the roles of BRCA1 and 2, or BRCA1 and 2 as we refer to in medicine, in breast cancer and repair of damaged DNA since 1999. Her research has been funded by the NIH NCI and the DOD Breast Cancer Research Program.
Erika: She has been an active member of the AAMC Group on Faculty Affairs since 2013 and had the distinction of being elected to the AAMC GFA National Steering Committee in 2018 to 2021. In her research, she has studied the roles of BRCA1 and 2, or BRCA1 and 2 as we refer to in medicine, in breast cancer and repair of damaged DNA since 1999. Her research has been funded by the NIH, NCI, and the DOD Breast Cancer Research Program.
Mary K. Mulcahey, MD: Dr. Brown has received numerous honors and awards for her research, teaching, administrative roles, and community service. She received her B.Sc. biology with a minor in biochemistry from the Spelman College and a PhD in medical genetics from the University of Alabama at Birmingham. She completed her postdoctoral studies in cancer and radiation biology at Vanderbilt University Medical Center and the University of Colorado Health Sciences Center. I was initially connected with Erica over a year ago by one of my colleagues who had participated in eLAM previously. I met with Erica to express my interest and to get her advice about the application process. And she was very kind in that meeting and really shared a lot of insight. I was hugely honored to selected for the program in March 2025 and had amazing to work with Erica and the other eLAM leadership over these past several months. I also appreciate the shared connection that Erica and I have in terms of Dartmouth. I went to Dartmouth for undergrad and have a lot of pride in the connection to that institution. I can't wait to actually dive in and really talk to Erica about her leadership journey and her involvement with ELAM. Erica, thank you so much for being here. Welcome to the podcast. Thank you so much, Mary. It's a pleasure to be I'm excited to actually have this exchange and I'm just...
Erika: terms of Dartmouth, would say Dartmouth undergrad is a lot of pride. Great. wait to actually dive in and really talk to Erica about her leadership journey and her involvement with ELAM. Erica, thank you so much for being here. Welcome to the podcast. Thank you so much, Mary. It's a pleasure to be invited. to actually have this exchange and I'm just elated that you are enjoying the program. And I do remember a year ago, this was just a discussion and here we are today. And you're halfway through the program, isn't that amazing? I'm so glad. I was going to soak up every minute. So really, before we dive into some of the specifics of your leadership goals, I wanted to actually start by discussing.
Mary K. Mulcahey, MD: just elated that you are enjoying the program. I remember you're the one that switched us to discussion and here we are today. And you're halfway through the program. It's been amazing. I can't believe it. It's going so fast. But I'm just going to soak up every minute. So really, before we dive into some of the specifics of your leadership roles, I wanted to actually start by discussing some of your research interests. So in the introduction, I mentioned that you've studied the roles of BRCA1 and 2 in breast cancer and repair of damaged DNA. So can you tell us a little bit about what you're doing with your research now and maybe some of the recent findings? Well, actually, my research program started in 1999 when I was a postdoc. And my preceptor was focused on bracketing bracketing. And when I took the lab,
Erika: some of your research in here. So in the introduction, you mentioned that you've studied the roles of BRCA1 and 2 in breast cancer and repair of damaged DNA. So can you tell us a little bit about what you're doing with your research now and maybe some of the recent findings? Well, actually, my research program started, in 1999 when I was a postdoc. And my preceptor focused on BRCA1, BRCA2. And when I entered the lab, I remember thinking, everyone is so focused on BRCA1. I felt like BRCA2 was kind of being left behind, but it was just as essentially as important. So what our study showed in a nutshell over that period and the work that I did later on was that, of course, BRCA2 and a protein called RAD51, they work in concert in a multi-protein complex. to repair double-strand DNA breaks, primarily through homologous recombination-mediated repair. And that's where that multi-protein complex is so important. It comes in and it's responsible for ⁓ repairing ⁓ multiple strand breaks. ⁓ But what pivotal to this relationship is ⁓ BRCA2, ⁓ it actually ⁓ RAD51 to ensure that loaded onto those double strand breaks effectively. ⁓ it can then, ⁓ especially in that are BRCA2 deficient, it can then proceed ⁓ repairing ⁓ those double-stranding outbreaks. And that was pivotal because ⁓ has been at as a potential target for therapeutic interventions. ⁓ So our work was, we were pioneers in certain areas and we also validated what our peer research groups were showing. Now, that was my foray into academic medicine. And what was also interesting about that was my provost, and I'm segueing a little bit. My provost at my institution that I got my first faculty position at Medical University of South Carolina in 2004. you know, with academics, we have to engage in service and all those other activities. You know, can be promoted based on, you know, what you're doing in clinical research and education, but you've got to have that service. That alone won't get you promoted, but it has to be there. So I was involved in being a course director and, you other academic or administrative engagements around campus. And the provost took note of this and said, you know, you're really good at this. And, I'm not thinking along those lines. I'm looking at it as, this is something that I need to do. And he said, should also consider getting administrative experience under your belt. So I continued to run my lab and I taught and I had a director position in the office of the provost. So I went from being 75 % research, 25 % teaching to, what was that about? Probably, And you know, whatever you do in reality is not the same on paper. So let's just say teaching research remained the same. And then I also had a 20 % increase in administration. And it really opened my eyes to what else you could do in academia. Because I envisioned myself as being that researcher who is going to remain in the lab until they are close to retirement. And as you know, academics, we are the worst when it comes to retirement. So even on paper, I would have been retired. I still pictured myself as, you know, this 80, 85 year old researcher still at the bench, whatnot. But, you know, we've talked about bending and shaping as far as your career is concerned. I did quite a bit of that along the way. And I was ready to leave MUSC and move a little bit closer to my family in Atlanta. So I looked at opportunities that were there. And it was brought to my attention that Moore Health School of Medicine was looking for. an inaugural associate dean of faculty affairs and development. And I found out in a very serendipitous manner about this position. So I interviewed and I got it. And the work that I had done in the office of the provost, as well as having been a faculty member, both of those were really integral in me moving into this space. thing that I tell folks, especially at the mid-career ⁓ stage, is when you are entertaining, taking on more administration, to me it's like a pie. The pie doesn't get bigger, as one slice gets bigger, other slices get smaller. So knowing that I was taking on a larger administrative role, that caused the other slices of the pie to get smaller. And this is where the bending and shaping of the career came into place. I knew that I did not have the time that I would have desired to remain in the laboratory. as much as I had before, but I found ways to remain engaged in science. So I've continued to contribute intellectually to the work of my collaborators. still ⁓ continue to serve on NIH DOD study sections, have chaired sections, and those are the ways in which I've continued to remain active on the research and scientific side. And now I am primarily an administrator. Yeah. Yeah. Well, I love that. you, I mean,
Mary K. Mulcahey, MD: contribute intellectually to the work of my collaborators. still got, or continue to serve on NIH study sections and shared sections. And those are ways in which I've continued to remain active on the research and scientific side. And now I'm primarily an administrator. Yeah. Yeah. Well, I love that. Like you, I mean, you shared all this information. I want to go back to some of the, you know, just touching on some of that research, like when you were doing that and then getting into some of these other roles. it's seriously like very impressive research, really important. And I love to see like how that you laid the groundwork and then there was a direct clinical translation. So just for everybody listening, like there is a lot of collaboration and really very close work between, you know, work that's being done in the lab and then trying to translate that to actual clinical practice. And so it's amazing that you saw that with the work that you were doing. And I was very curious how you made the transition to into leadership within the School of Medicine, within medical school. And so I love how you laid that out for us. It's really interesting that someone also saw that in you, Saw that your interests, saw your skill set and then really encouraged you. And I think we can all take something away from that. That really when mentors or other leaders we're working with encourage you to do something, say, wow, like they are seeing something. a skill set and maybe I should take advantage of this. ⁓ I wanted to dive in a little bit more because you introduced it, the ⁓ inaugural role that you served at Morehouse. As associate dean and then senior associate dean for faculty affairs and development at the Morehouse School of Medicine. Incredible to be the first person to serve in that role and then grow to a more senior position. What were some of your main responsibilities in those roles?
Erika: in that role and then grow in that, you know, to a more senior position. So what were some of your main responsibilities in those roles? Well, first, the office, it was more of, ⁓ I'd say, a faculty affairs office that focused on promotion, tenure, faculty recruitment, and it really needed to become this storehouse of resources for faculty. And that's where that professional development arm was so critical. So when I was brought in, I was
Mary K. Mulcahey, MD: Well, first,
Erika: I was brought in to really take a deep dive at where we could enhance the faculty affairs side and then build this professional development or faculty development arm. I with ⁓ just performing a assessment. You know, do faculty from their perspective? What are the gaps? ⁓ What are we lacking? What do they feel is for their advancement here and not just advancement for their satisfaction as a faculty member. And we actually did that from three perspectives. So directly from the faculty and then we also performed a needs assessment from staff and from students. So through that we built a plethora of faculty development resources, of course the standard seminars and workshops and seeing who we could bring in from the outside. And that was where ⁓ Little later down the road, my e-lam networks, as well as my colleagues at the AAMC helped stock that because I had just ⁓ a storehouse as well of speakers that I could bring in. ⁓ In addition to that, two of my major mentors, I got through the AAMC. ⁓ was. But one thing that is important ⁓ is ⁓ the provost at my previous institution. ⁓ That was before we actually coined the term sponsor. Now, sponsor is like second nature, part of our vocabulary. But I would definitely frame him as one of my biggest sponsors. And you're right, he saw something in me that I didn't see, that I didn't notice. Yeah, that's fantastic. I love how you laid that out, too, how it was first enhanced faculty affairs. For anybody listening, faculty affairs really applies more to kind
Mary K. Mulcahey, MD: it was. But one thing that is important is the provost at my previous institution, that was fully actually coined the term sponsor. know, now sponsors like second nature are part of our vocabulary. But I would definitely frame him as one of my biggest sponsors. And you're right, he saw something that I didn't see that I probably didn't notice. Yeah, that's fantastic. I love how you laid that out. how it was first to enhance faculty affairs, which for anybody listening, faculty affairs really applies more to kind of how you move through the process of promotion and understand that whole whole process, what needs to go into it, what criteria you need to meet, and that's different from institution to institution. But then also how you built onto that the faculty development component. ⁓ and fantastic how you brought the e-lam network into that ⁓ and really leverage like the power of this group, the strength, the skills, the expertise and really to bring that to your institution too and whether that's in person and now certainly a lot of virtual options ⁓ but really a tremendous way to bring all this information to your faculty and enhance their skill and further their professional development. So what were some of the most valuable leadership lessons that you learned while you were at Morehouse? So when it came to the feminine assessment and building this similar workshop series, creating a leadership academy, faculty ongoing program, we did this. I had so much fun. I'll say first of all, had fun because I was given a laugh.
Erika: power of this group, the strength, the skills, the expertise, ⁓ and really to bring that to your institution too. And whether that's in person and out, certainly a lot of virtual options, but really a tremendous way to bring all this information to your faculty and enhance their skill and further their professional development. Exactly. So what were some of the most valuable leadership lessons that you learned while you were at Morehouse? ⁓ In addition to performing that needs assessment and building this seminar and workshop series, ⁓ creating a leadership academy, creating a faculty onboarding program, we did just, I had so much fun. I'll say first of all, I had fun because I was given the latitude to just soar with this. I was given the latitude and the resources. So that is key. So ⁓ that was so helpful ⁓ and ⁓ really encouraged ⁓ to make connections outside of the institution. ⁓ I felt extremely boundless ⁓ as what I was to and being to do. ⁓ So we're creating these wonderful programs and amenities within institution. ⁓ And through the AAMC, I'm having these outstanding engagements with our faculty affairs colleagues. And one thing that really caught me off guard was having been very, competitive field and taking, I'd say a ⁓ considerable amount time to build collaborations ⁓ and ⁓ research. integrations others, ⁓ because you have to make sure that this is someone who's not gonna scoop me in the end. ⁓ It was polar opposite when I joined the Group on Faculty Affairs of the double EMC. ⁓ It was about camaraderie, what I have, what I've done, I'm willing to share this with you. ⁓ It was communal and it was something that I didn't anticipate. ⁓ So I've been grateful for the... ⁓ the connections that were established through the GFA. And that was, 13 years ago, still very connected to them now. And you're gonna find, if you haven't seen it already, there's a huge overlap between individuals who are members of the double MCs, Group on Faculty Affairs, Affinity Group. Now that name has recently changed, but we'll just say historically the GFA. as as current ELAM fellows. So I felt as if the two major external organizations of which I held membership, they actually converged. And it was just wonderful to see both populations and we had this common academic interest. Yeah, that's amazing. And love to hear about how you transition into that role.
Mary K. Mulcahey, MD: the two major internal organizations of which I held membership, they actually converged. And it was just wonderful to see both populations and we have this common academic interest. Yeah, that's amazing. I'd love to hear about how you transitioned into that role. the resources that you were given, right? That makes a huge difference and you really emphasize that. yes, you can be, you know, given the position, that's fantastic, but if you don't have the support financially and otherwise, then it's really difficult to implement a lot of the initiatives that you sort of had in mind. And so great to hear about the variety of things that you brought in and the ways in which you were able to do that and really leverage the network through the AAMC and eLAMP. And I've seen that too about how those groups overlap just in these are two, you know, week long meetings. to hear where all these interests are all over the country. So you actually, currently serve as Dean of Faculty Affairs at Geisel School of Medicine at Dartmouth. And so that's amazing like to, I'm sure, take what you learned also at Morehouse, bring that to Dartmouth. But as you transitioned into that role, what were some of your main goals at Dartmouth? ⁓
Erika: But as you transition into that role, what were some of your main goals at Dartmouth? Probably to start off in a similar manner I went on what I call my listening tour when I went to Dartmouth. ⁓ So wanted to find out what were the gaps, what were the areas of need. And I met with all of the department chairs ⁓ and center and institute directors, ⁓ faculty ⁓ focus groups. as well as anyone else who was willing to talk to me to let me know what is lacking here? What do you need? What do you feel the institution is not providing for your success? And it's interesting looking back because even though there two very different institutions regarding the faculty affairs offerings, they were pretty similar where you had this aspect of the faculty affairs office that was focused on recruitment. ⁓ appointment, promotion, tenure, but you didn't have this professional development arm. So again, I was in a position where I was boundless and I was able to bring a lot of the ideas that I had created at MSM, American School of Medicine, to Geisel. But what was different this time was I wasn't just resigned to the medical school. I also had an opportunity to work with the hospital, to work with our clinical sites. So I appreciated that because that challenged me even more to ⁓ not only focus on solely academic offerings, but what can we provide that's a little bit more on the clinical side for our faculty that are at the clinical sites who ⁓ may have what we call a clinically prefixed or adjunct-like appointment. They are there solely to provide a clinical ⁓ responsibility or clinical offering and the education or teaching component may be light, but they still want to have that academic engagement. So for me, this was an opportunity to be even more innovative. Yeah, yeah, that's amazing. how there's that difference between your previous position and then this ⁓ opportunity at Dartmouth at School of Medicine.
Mary K. Mulcahey, MD: what we call a clinically prefixed or adjunct like appointment. know, they are there solely to provide a clinical responsibility or clinical offering and the education or teaching component may be light, but they still want to have that academic engagement. So for me, this was an opportunity to be even more innovative. Yeah, yeah, that's amazing. I definitely I didn't know about how there's that difference between your previous position and then this opportunity at Dartmouth or at Geisel School of Medicine to interact and there is a clear distinction like that there are some faculty and even though they're you know they're at the hospital they may not interact as much or have as much responsibility with learners medical students residents and so it's great that in your current role you're able to provide and help supplement sort of faculty development professional development opportunities for all of those faculty right that's amazing and so you've served in numerous leadership roles we have touched on a couple of them. This has been throughout your career, you're a very prolific and well-respected researcher. And I wonder, with all of that, really, Erica, what is your main purpose and motivation in everything that you do? What is it that really drives you? There two things. I love building. I don't build it. I don't build it metaphorically, physically, you name it.
Erika: and help supplement sort of the faculty development, professional development opportunities for all of those. Exactly. That's amazing. so you've served in numerous mission goals. We have touched on a couple of them. You know, this has been throughout your career, you're a very prolific and well-respected researcher. And I wonder with all of that, really, Erica, what is your main purpose and motivation in everything that you do? Right. What is it that really drives you? There are two things. I love building, metaphorically, physically, you name it. ⁓ I like seeing where there's a blank slate and I can envision what's needed and I know how to get the framework together and to stock it. And I love doing this in this capacity administratively. So to see what the needs are and how we can really build this structure to meet the needs of our stakeholders. That's number one. And then number two, I think anytime we are given a position of leadership, that is really a position of privilege. you are entrusted to help meet the needs and support the advancement of others. For me, it's the two things. I love to build and I love to see how I can help others advance. It's not so that I can take the kudos or anything, ultimately, I like seeing people happy. really do. Speaking of the building, there's this picture that it's my mother's favorite picture. I think I'm about two.
Mary K. Mulcahey, MD: you are interested to help meet the needs and support the advancement of others. So for me it's the two things I love to build and I love to see how I can help others advance. And it's not so that I can take the kudos or anything but ultimately I like seeing people happy. And speaking of the building, here's this picture, it's my mother's favorite picture, I think I'm about two.
Erika: have this, she would keep my toys in a cabinet. So she gets this picture, takes this picture of me going to this cabinet and I'm taking out a box of the little wooden blocks, building blocks. And she said that was one of my favorite toys. I didn't know down the road that I would actually continue to build but metaphorically. Yeah, that's so perfect. That's right in line obviously with everything that you're doing now. But I love too the point that you made about the privilege, Privilege of being in a leadership position and then
Mary K. Mulcahey, MD: We have this, she would keep my toys in a cabinet. So she gets this picture, takes this picture of me going to this cabinet and I'm taking out a box of them. And she said that was my favorite place. That's perfect. didn't know I'm a pro that I would actually continue to build metaphorically. Yeah, yeah, that's so perfect. That's right in line, obviously, with everything that you're doing now. But I love, too, the point that you made about the privilege, right? Privilege of being in a leadership position. with that comes a lot of responsibility, right? But really like embracing that and clearly you do that in every aspect of your career. So fantastic. And as I mentioned briefly, introduction, you are the director of ELAM. It's amazing. We all love working with you. I wonder if you can share with us a little bit about what are you most excited about in terms of what's on the horizon for ELAM?
Erika: And with that comes a lot of responsibilities, right? But really like embracing that and clearly you do that in that aspect of your career. So fantastic. And as I mentioned briefly in the introduction, you are the associate director of ELAM. It's amazing. We all love working with you. I wonder if you can share with us a little bit about what are you most excited about in terms of what's on the horizon for ELAM? Having finished the program almost 12 years ago. It has just been amazing to see how much the curriculum has evolved, how much larger the classes have gotten, and how much more accomplished the fellows are. You we joke and say, we had to apply to U of now, I don't know if any of us would get in. I mean, you all are like, amazing, amazing. So I'm just, I'm excited about the opportunity. I know some people were a little uncomfortable that we had to open it to everyone, but we've seen it as an opportunity, and it's an opportunity to educate and it's an opportunity to just. ⁓ Meet needs in another way. So I'm excited about that. I'm excited about the additional work we're doing with the curriculum. You know, ⁓ we've evolved the, what was previously called the Allyship Program, and now we're just, looking at ways of how that can be ⁓ just broadband strategic planning altogether. ⁓ We are creating more e-lum activities, so that could be an X, that's virtually. So the ELAM journey for you doesn't end in April or May. We always tell you, you're going to remain connected to the organization or the ELAM community, but you're going to be able to do it more often and virtually, and we will have more in-person events as well. That's fantastic. I think all of us can look at them. This week is ⁓ almost over. Yeah. ⁓
Mary K. Mulcahey, MD: ⁓ We are meeting for you. So that can be accessed virtually. the journey doesn't end in April or May. You're going to remain connected to the organization or the community, but you're going to be able to do it more often and fortunately, and we will have more in person events as well. That's fantastic. I think all of us are looking around the room. We're like, wow, first of This week is almost done. We're a few hours before the end of this week. Six days of just, you know, receiving a lot of information, processing it, working through that. It goes so fast. But then to think we only have one more week in person together and it's just flown by. So it's amazing to know that there's this other programming coming down the line that we will have more opportunities to continue to work together and to interact regularly with other e-lums and just continue to learn and grow and evolve. because I think that in leadership and in medicine is a constant process. Exactly. So I want to round this out with a few questions that I like to ask all of my guests. So first, the name of this podcast is Lead Change. Erica, what does lead change mean to you? So for me, was from my experience, there's many different positions. Lead Change means taking a look at your environment, your landscape.
Erika: So I want to round this out with a few questions that I'd to ask all of my guests. So first, the name of this podcast is Lead Change. What does lead change mean to you? So for me and just from my experiences and being in leadership positions, lead change means taking a look at your environment, your landscape, what are the gaps and what are the hindrances that are preventing your stakeholders from succeeding. And when you can, and that's the easy part, to identify them. But executing those changes, that's where the challenge comes in, because that also involves a lot of culture change, a lot of culture shifting, and not everyone is comfortable with that. So with lead change, you also have to incorporate ⁓ communication. You have to make sure that people are heard, even if their ideas are not the most ideal. Just knowing that they have been heard and that they have been considered, that makes a huge, huge difference when you are trying to shift the culture. Transparency, because you have to build trust. So operating off of an agenda that's not a hidden agenda, letting people know this is the vision, these are the plans. This is what's on ⁓ our radar for moving forward and maintaining that communication once people have seen what the plans are and letting them know, and I want continued feedback from you. You're on this journey with us or you're on this journey with me. And the other is consistency. especially when you're in a level of authority, whether you like it or not, you are a high profile individual and people are watching you to see if you're going to actually, if you're going to talk the talk or you actually walk in the walk, are you going to be fair? So that consistency as a leader, it's so important because that also builds trust, not just the transparency, but the consistency in action. And I'm a policy based person. If you're in faculty affairs, you have no choice but to be a policy based person. So to make sure that you're treating every one consistently. Yeah, yeah. ⁓ points. I'm identifying the gaps, then really working collaboratively to try to fill those gaps with communication and transparency and building trust. And we have talked a lot this week too about change. Change is inevitable. Change is going to happen. But as you touched on, know, getting the stakeholders involved, communicating, having a shared mission, Then that makes it that much more likely that these initiatives will be successful.
Mary K. Mulcahey, MD: are you going to be fair? So that consistency is a leader. It's so important because that also builds trust, not just the transparency, but the consistency in action. And I'm a policy-based person. If you're invalid, fair, so you have no place left to be a policy-based person. So to make sure that you're treating everyone consistently. Yeah. Yeah. All fantastic points. And I love the emphasis on identifying the gaps, but then really working collaboratively, too, to try to fill those gaps with communication and transparency and building trust and we have talked a lot this week too about change. Change is inevitable, right? Change is going to happen, but as you've touched on, know, getting the stakeholders involved, communicating, having a shared mission, right? Then that makes it that much more likely that these initiatives will be successful and that it's for the greater good and that everyone benefits and highlighting the ways in which those groups will benefit makes it brings everyone on board and working together. I wanted to ask you two, this is a group, we're talking to a group who's very interested in learning and growing as leaders. Are there any books that you think were helpful for people to read and kind of just appreciate about leadership skill development? There are tons of books out there, but the one that really spoke to me is one that will probably surprise people, and it's Four Agreements. I'm not sure if everyone has read that. It's a very short read. It might be 80 pages.
Erika: It's for the greater good and that everyone benefits and highlighting the ways in which the group will benefit brings everyone on board and working together. I wanted to ask you too, know, this is a group, we're talking to a group who's very interested in learning from leaders. Are there any books that you think are helpful for people to read and kind of just appreciate about leadership skill development? You know, there are tons of books out there. The one that really spoke to me is one that will probably surprise people. and it's the four agreements. Not sure if everyone has read that. It is a very short read. It might be 80 pages. But one agreement that stood out to me was always do your best. And what we interpret as doing your best is meaning you're going to do everything perfectly. But the way the book describes this is your best is going to change from day to day. And it's going to change based on how you are feeling internally, what you may be dealing with. externally, what is your mental, spiritual capacity for that day? All of that can change. know, one day you may be at 100 percent, that may be your best. Another day your best may be at 70 percent. But you really have to do your best based on what your capabilities are at that time. Now granted, there are some caveats there, because I know a lot of us are interested with the health care of others. So knowing, doing your best and knowing what your limits are, but ultimately not abusing yourself. because for reasons that may be beyond your control that you aren't at what you consider to be your best. Yeah, yeah. Such important points. So the four, I have not heard of that book. So definitely add that to your list of books to really dive into and take away those important lessons. So the last question I'd like to ask you is do you have a favorite quote? I do. My favorite quote is iron sharpens iron. It's to me, it's so important.
Mary K. Mulcahey, MD: But you really have to do your best based on what your capabilities are at that time. Now, granted, there are some caveats in there, know a lot of us are trusted with the healthcare about this. So knowing, doing your best, you know what your limits are, but ultimately not abusing yourself because for reasons that may be beyond your control that you aren't at what you consider to be your best. Yeah, yeah. Such important points. the four agreements. have not heard of that book, so definitely add that to your list of books to really dive into and take away those important lessons. So the last question I'd love to ask you is, do you have a favorite quote? do. My favorite quote is Iris Levin's Man. It's so important as to who you bring in.
Erika: as to who you bring into your, not just your social, but not professional, but also your social network because the attributes of the people that you surround yourself, they're gonna rub off on you, you're gonna rub off on them, which means iron sharpens iron. So ⁓ I'm very cautious and not like a paranoid way, but I'm very cognizant, I'll it that way, of who I engage with and who I spend my time with. And like I said, I like to see people happy. So I love people who are optimistic. who have vision, who in a healthy way ⁓ sacrifice themselves to better others.
Mary K. Mulcahey, MD: Perfect. Thank you so much. That's a tremendous quote to leave us with. So Erica, thank you so much for being on the podcast. I really enjoyed this conversation. I appreciate certainly all of your insightful comments and sharing some of the many leadership lessons that you've learned throughout your hugely successful career. Thank you for all that you do to inspire, motivate, and support leaders in academic medicine.
Erika: Thank you so much. I really enjoyed this conversation. I appreciate all of your insightful comments and sharing some the that you've throughout your hugely successful career. Thank you for all that you do to inspire, debate, and support leaders in academic medicine. in saving
Mary K. Mulcahey, MD: into the future as part of the eLIM Network. So thank you again for being here. Really appreciate it. Thank you for the invitation. This was a pleasure. Thank you. And thank you actually also to our eLIM and ELH fellows who are here supporting us live at eLIM from Philadelphia.
Erika: as part of the ELIM Network. So thank you again for being here. Thank you. Thank you for the invitation. This was a pleasure. Thank you. Thank you. And thank you actually also to our ELIM and ELIC fellows who are here supporting us live. ⁓
Mary Mulcahey: Welcome to the Lead Change podcast. I'm your host, Dr. Mary Mulcahey. I'm an orthopedic sports medicine surgeon with a huge interest in contributing to the growth and development of other leaders. On this podcast, we will share stories from many leaders in all medical specialties understand the skills necessary to be an effective leader. We'll celebrate their success and hear about strategies to overcome hurdles. We also highlight some of the unique challenges faced by women in medicine who are interested in pursuing leadership positions the importance of mentorship.
Mary K. Mulcahey, MD: and is a professor of pathology and laboratory medicine. She has held faculty and administrative appointments at the Medical University of South Carolina and served at Morehouse School of Medicine as the inaugural associate dean for faculty affairs and development, later being promoted to senior associate dean for faculty affairs, professional, and academic development. Dr. Brown is a nationally recognized faculty affairs and professional development expert, speaker, and consultant. Furthermore, she is a certified executive and leadership coach
Mary Mulcahey: sponsorship, and allyship in achieving and being successful in those roles. Let's work together, build on shared experiences, learn from those before us, and use these lessons to propel us forward in our career. Let's lead change.
Mary K. Mulcahey, MD: She has been an active member of the AAMC group on faculty affairs since 2013 and had the distinction of being elected to the AAMC GFA National Steering Committee in 2018 to 2021. In her research, she has studied the roles of BRCA1 and 2, or BRCA1 and 2 as we refer to in medicine, in breast cancer and repair of damaged DNA since 1999. Her research has been funded by the NIH NCI and the DOD Breast Cancer Research Program.
Erika: She has been an active member of the AAMC Group on Faculty Affairs since 2013 and had the distinction of being elected to the AAMC GFA National Steering Committee in 2018 to 2021. In her research, she has studied the roles of BRCA1 and 2, or BRCA1 and 2 as we refer to in medicine, in breast cancer and repair of damaged DNA since 1999. Her research has been funded by the NIH, NCI, and the DOD Breast Cancer Research Program.
Mary K. Mulcahey, MD: Dr. Brown has received numerous honors and awards for her research, teaching, administrative roles, and community service. She received her B.Sc. biology with a minor in biochemistry from the Spelman College and a PhD in medical genetics from the University of Alabama at Birmingham. She completed her postdoctoral studies in cancer and radiation biology at Vanderbilt University Medical Center and the University of Colorado Health Sciences Center. I was initially connected with Erica over a year ago by one of my colleagues who had participated in eLAM previously. I met with Erica to express my interest and to get her advice about the application process. And she was very kind in that meeting and really shared a lot of insight. I was hugely honored to selected for the program in March 2025 and had amazing to work with Erica and the other eLAM leadership over these past several months. I also appreciate the shared connection that Erica and I have in terms of Dartmouth. I went to Dartmouth for undergrad and have a lot of pride in the connection to that institution. I can't wait to actually dive in and really talk to Erica about her leadership journey and her involvement with ELAM. Erica, thank you so much for being here. Welcome to the podcast. Thank you so much, Mary. It's a pleasure to be I'm excited to actually have this exchange and I'm just...
Erika: terms of Dartmouth, would say Dartmouth undergrad is a lot of pride. Great. wait to actually dive in and really talk to Erica about her leadership journey and her involvement with ELAM. Erica, thank you so much for being here. Welcome to the podcast. Thank you so much, Mary. It's a pleasure to be invited. to actually have this exchange and I'm just elated that you are enjoying the program. And I do remember a year ago, this was just a discussion and here we are today. And you're halfway through the program, isn't that amazing? I'm so glad. I was going to soak up every minute. So really, before we dive into some of the specifics of your leadership goals, I wanted to actually start by discussing.
Mary K. Mulcahey, MD: just elated that you are enjoying the program. I remember you're the one that switched us to discussion and here we are today. And you're halfway through the program. It's been amazing. I can't believe it. It's going so fast. But I'm just going to soak up every minute. So really, before we dive into some of the specifics of your leadership roles, I wanted to actually start by discussing some of your research interests. So in the introduction, I mentioned that you've studied the roles of BRCA1 and 2 in breast cancer and repair of damaged DNA. So can you tell us a little bit about what you're doing with your research now and maybe some of the recent findings? Well, actually, my research program started in 1999 when I was a postdoc. And my preceptor was focused on bracketing bracketing. And when I took the lab,
Erika: some of your research in here. So in the introduction, you mentioned that you've studied the roles of BRCA1 and 2 in breast cancer and repair of damaged DNA. So can you tell us a little bit about what you're doing with your research now and maybe some of the recent findings? Well, actually, my research program started, in 1999 when I was a postdoc. And my preceptor focused on BRCA1, BRCA2. And when I entered the lab, I remember thinking, everyone is so focused on BRCA1. I felt like BRCA2 was kind of being left behind, but it was just as essentially as important. So what our study showed in a nutshell over that period and the work that I did later on was that, of course, BRCA2 and a protein called RAD51, they work in concert in a multi-protein complex. to repair double-strand DNA breaks, primarily through homologous recombination-mediated repair. And that's where that multi-protein complex is so important. It comes in and it's responsible for ⁓ repairing ⁓ multiple strand breaks. ⁓ But what pivotal to this relationship is ⁓ BRCA2, ⁓ it actually ⁓ RAD51 to ensure that loaded onto those double strand breaks effectively. ⁓ it can then, ⁓ especially in that are BRCA2 deficient, it can then proceed ⁓ repairing ⁓ those double-stranding outbreaks. And that was pivotal because ⁓ has been at as a potential target for therapeutic interventions. ⁓ So our work was, we were pioneers in certain areas and we also validated what our peer research groups were showing. Now, that was my foray into academic medicine. And what was also interesting about that was my provost, and I'm segueing a little bit. My provost at my institution that I got my first faculty position at Medical University of South Carolina in 2004. you know, with academics, we have to engage in service and all those other activities. You know, can be promoted based on, you know, what you're doing in clinical research and education, but you've got to have that service. That alone won't get you promoted, but it has to be there. So I was involved in being a course director and, you other academic or administrative engagements around campus. And the provost took note of this and said, you know, you're really good at this. And, I'm not thinking along those lines. I'm looking at it as, this is something that I need to do. And he said, should also consider getting administrative experience under your belt. So I continued to run my lab and I taught and I had a director position in the office of the provost. So I went from being 75 % research, 25 % teaching to, what was that about? Probably, And you know, whatever you do in reality is not the same on paper. So let's just say teaching research remained the same. And then I also had a 20 % increase in administration. And it really opened my eyes to what else you could do in academia. Because I envisioned myself as being that researcher who is going to remain in the lab until they are close to retirement. And as you know, academics, we are the worst when it comes to retirement. So even on paper, I would have been retired. I still pictured myself as, you know, this 80, 85 year old researcher still at the bench, whatnot. But, you know, we've talked about bending and shaping as far as your career is concerned. I did quite a bit of that along the way. And I was ready to leave MUSC and move a little bit closer to my family in Atlanta. So I looked at opportunities that were there. And it was brought to my attention that Moore Health School of Medicine was looking for. an inaugural associate dean of faculty affairs and development. And I found out in a very serendipitous manner about this position. So I interviewed and I got it. And the work that I had done in the office of the provost, as well as having been a faculty member, both of those were really integral in me moving into this space. thing that I tell folks, especially at the mid-career ⁓ stage, is when you are entertaining, taking on more administration, to me it's like a pie. The pie doesn't get bigger, as one slice gets bigger, other slices get smaller. So knowing that I was taking on a larger administrative role, that caused the other slices of the pie to get smaller. And this is where the bending and shaping of the career came into place. I knew that I did not have the time that I would have desired to remain in the laboratory. as much as I had before, but I found ways to remain engaged in science. So I've continued to contribute intellectually to the work of my collaborators. still ⁓ continue to serve on NIH DOD study sections, have chaired sections, and those are the ways in which I've continued to remain active on the research and scientific side. And now I am primarily an administrator. Yeah. Yeah. Well, I love that. you, I mean,
Mary K. Mulcahey, MD: contribute intellectually to the work of my collaborators. still got, or continue to serve on NIH study sections and shared sections. And those are ways in which I've continued to remain active on the research and scientific side. And now I'm primarily an administrator. Yeah. Yeah. Well, I love that. Like you, I mean, you shared all this information. I want to go back to some of the, you know, just touching on some of that research, like when you were doing that and then getting into some of these other roles. it's seriously like very impressive research, really important. And I love to see like how that you laid the groundwork and then there was a direct clinical translation. So just for everybody listening, like there is a lot of collaboration and really very close work between, you know, work that's being done in the lab and then trying to translate that to actual clinical practice. And so it's amazing that you saw that with the work that you were doing. And I was very curious how you made the transition to into leadership within the School of Medicine, within medical school. And so I love how you laid that out for us. It's really interesting that someone also saw that in you, Saw that your interests, saw your skill set and then really encouraged you. And I think we can all take something away from that. That really when mentors or other leaders we're working with encourage you to do something, say, wow, like they are seeing something. a skill set and maybe I should take advantage of this. ⁓ I wanted to dive in a little bit more because you introduced it, the ⁓ inaugural role that you served at Morehouse. As associate dean and then senior associate dean for faculty affairs and development at the Morehouse School of Medicine. Incredible to be the first person to serve in that role and then grow to a more senior position. What were some of your main responsibilities in those roles?
Erika: in that role and then grow in that, you know, to a more senior position. So what were some of your main responsibilities in those roles? Well, first, the office, it was more of, ⁓ I'd say, a faculty affairs office that focused on promotion, tenure, faculty recruitment, and it really needed to become this storehouse of resources for faculty. And that's where that professional development arm was so critical. So when I was brought in, I was
Mary K. Mulcahey, MD: Well, first,
Erika: I was brought in to really take a deep dive at where we could enhance the faculty affairs side and then build this professional development or faculty development arm. I with ⁓ just performing a assessment. You know, do faculty from their perspective? What are the gaps? ⁓ What are we lacking? What do they feel is for their advancement here and not just advancement for their satisfaction as a faculty member. And we actually did that from three perspectives. So directly from the faculty and then we also performed a needs assessment from staff and from students. So through that we built a plethora of faculty development resources, of course the standard seminars and workshops and seeing who we could bring in from the outside. And that was where ⁓ Little later down the road, my e-lam networks, as well as my colleagues at the AAMC helped stock that because I had just ⁓ a storehouse as well of speakers that I could bring in. ⁓ In addition to that, two of my major mentors, I got through the AAMC. ⁓ was. But one thing that is important ⁓ is ⁓ the provost at my previous institution. ⁓ That was before we actually coined the term sponsor. Now, sponsor is like second nature, part of our vocabulary. But I would definitely frame him as one of my biggest sponsors. And you're right, he saw something in me that I didn't see, that I didn't notice. Yeah, that's fantastic. I love how you laid that out, too, how it was first enhanced faculty affairs. For anybody listening, faculty affairs really applies more to kind
Mary K. Mulcahey, MD: it was. But one thing that is important is the provost at my previous institution, that was fully actually coined the term sponsor. know, now sponsors like second nature are part of our vocabulary. But I would definitely frame him as one of my biggest sponsors. And you're right, he saw something that I didn't see that I probably didn't notice. Yeah, that's fantastic. I love how you laid that out. how it was first to enhance faculty affairs, which for anybody listening, faculty affairs really applies more to kind of how you move through the process of promotion and understand that whole whole process, what needs to go into it, what criteria you need to meet, and that's different from institution to institution. But then also how you built onto that the faculty development component. ⁓ and fantastic how you brought the e-lam network into that ⁓ and really leverage like the power of this group, the strength, the skills, the expertise and really to bring that to your institution too and whether that's in person and now certainly a lot of virtual options ⁓ but really a tremendous way to bring all this information to your faculty and enhance their skill and further their professional development. So what were some of the most valuable leadership lessons that you learned while you were at Morehouse? So when it came to the feminine assessment and building this similar workshop series, creating a leadership academy, faculty ongoing program, we did this. I had so much fun. I'll say first of all, had fun because I was given a laugh.
Erika: power of this group, the strength, the skills, the expertise, ⁓ and really to bring that to your institution too. And whether that's in person and out, certainly a lot of virtual options, but really a tremendous way to bring all this information to your faculty and enhance their skill and further their professional development. Exactly. So what were some of the most valuable leadership lessons that you learned while you were at Morehouse? ⁓ In addition to performing that needs assessment and building this seminar and workshop series, ⁓ creating a leadership academy, creating a faculty onboarding program, we did just, I had so much fun. I'll say first of all, I had fun because I was given the latitude to just soar with this. I was given the latitude and the resources. So that is key. So ⁓ that was so helpful ⁓ and ⁓ really encouraged ⁓ to make connections outside of the institution. ⁓ I felt extremely boundless ⁓ as what I was to and being to do. ⁓ So we're creating these wonderful programs and amenities within institution. ⁓ And through the AAMC, I'm having these outstanding engagements with our faculty affairs colleagues. And one thing that really caught me off guard was having been very, competitive field and taking, I'd say a ⁓ considerable amount time to build collaborations ⁓ and ⁓ research. integrations others, ⁓ because you have to make sure that this is someone who's not gonna scoop me in the end. ⁓ It was polar opposite when I joined the Group on Faculty Affairs of the double EMC. ⁓ It was about camaraderie, what I have, what I've done, I'm willing to share this with you. ⁓ It was communal and it was something that I didn't anticipate. ⁓ So I've been grateful for the... ⁓ the connections that were established through the GFA. And that was, 13 years ago, still very connected to them now. And you're gonna find, if you haven't seen it already, there's a huge overlap between individuals who are members of the double MCs, Group on Faculty Affairs, Affinity Group. Now that name has recently changed, but we'll just say historically the GFA. as as current ELAM fellows. So I felt as if the two major external organizations of which I held membership, they actually converged. And it was just wonderful to see both populations and we had this common academic interest. Yeah, that's amazing. And love to hear about how you transition into that role.
Mary K. Mulcahey, MD: the two major internal organizations of which I held membership, they actually converged. And it was just wonderful to see both populations and we have this common academic interest. Yeah, that's amazing. I'd love to hear about how you transitioned into that role. the resources that you were given, right? That makes a huge difference and you really emphasize that. yes, you can be, you know, given the position, that's fantastic, but if you don't have the support financially and otherwise, then it's really difficult to implement a lot of the initiatives that you sort of had in mind. And so great to hear about the variety of things that you brought in and the ways in which you were able to do that and really leverage the network through the AAMC and eLAMP. And I've seen that too about how those groups overlap just in these are two, you know, week long meetings. to hear where all these interests are all over the country. So you actually, currently serve as Dean of Faculty Affairs at Geisel School of Medicine at Dartmouth. And so that's amazing like to, I'm sure, take what you learned also at Morehouse, bring that to Dartmouth. But as you transitioned into that role, what were some of your main goals at Dartmouth? ⁓
Erika: But as you transition into that role, what were some of your main goals at Dartmouth? Probably to start off in a similar manner I went on what I call my listening tour when I went to Dartmouth. ⁓ So wanted to find out what were the gaps, what were the areas of need. And I met with all of the department chairs ⁓ and center and institute directors, ⁓ faculty ⁓ focus groups. as well as anyone else who was willing to talk to me to let me know what is lacking here? What do you need? What do you feel the institution is not providing for your success? And it's interesting looking back because even though there two very different institutions regarding the faculty affairs offerings, they were pretty similar where you had this aspect of the faculty affairs office that was focused on recruitment. ⁓ appointment, promotion, tenure, but you didn't have this professional development arm. So again, I was in a position where I was boundless and I was able to bring a lot of the ideas that I had created at MSM, American School of Medicine, to Geisel. But what was different this time was I wasn't just resigned to the medical school. I also had an opportunity to work with the hospital, to work with our clinical sites. So I appreciated that because that challenged me even more to ⁓ not only focus on solely academic offerings, but what can we provide that's a little bit more on the clinical side for our faculty that are at the clinical sites who ⁓ may have what we call a clinically prefixed or adjunct-like appointment. They are there solely to provide a clinical ⁓ responsibility or clinical offering and the education or teaching component may be light, but they still want to have that academic engagement. So for me, this was an opportunity to be even more innovative. Yeah, yeah, that's amazing. how there's that difference between your previous position and then this ⁓ opportunity at Dartmouth at School of Medicine.
Mary K. Mulcahey, MD: what we call a clinically prefixed or adjunct like appointment. know, they are there solely to provide a clinical responsibility or clinical offering and the education or teaching component may be light, but they still want to have that academic engagement. So for me, this was an opportunity to be even more innovative. Yeah, yeah, that's amazing. I definitely I didn't know about how there's that difference between your previous position and then this opportunity at Dartmouth or at Geisel School of Medicine to interact and there is a clear distinction like that there are some faculty and even though they're you know they're at the hospital they may not interact as much or have as much responsibility with learners medical students residents and so it's great that in your current role you're able to provide and help supplement sort of faculty development professional development opportunities for all of those faculty right that's amazing and so you've served in numerous leadership roles we have touched on a couple of them. This has been throughout your career, you're a very prolific and well-respected researcher. And I wonder, with all of that, really, Erica, what is your main purpose and motivation in everything that you do? What is it that really drives you? There two things. I love building. I don't build it. I don't build it metaphorically, physically, you name it.
Erika: and help supplement sort of the faculty development, professional development opportunities for all of those. Exactly. That's amazing. so you've served in numerous mission goals. We have touched on a couple of them. You know, this has been throughout your career, you're a very prolific and well-respected researcher. And I wonder with all of that, really, Erica, what is your main purpose and motivation in everything that you do? Right. What is it that really drives you? There are two things. I love building, metaphorically, physically, you name it. ⁓ I like seeing where there's a blank slate and I can envision what's needed and I know how to get the framework together and to stock it. And I love doing this in this capacity administratively. So to see what the needs are and how we can really build this structure to meet the needs of our stakeholders. That's number one. And then number two, I think anytime we are given a position of leadership, that is really a position of privilege. you are entrusted to help meet the needs and support the advancement of others. For me, it's the two things. I love to build and I love to see how I can help others advance. It's not so that I can take the kudos or anything, ultimately, I like seeing people happy. really do. Speaking of the building, there's this picture that it's my mother's favorite picture. I think I'm about two.
Mary K. Mulcahey, MD: you are interested to help meet the needs and support the advancement of others. So for me it's the two things I love to build and I love to see how I can help others advance. And it's not so that I can take the kudos or anything but ultimately I like seeing people happy. And speaking of the building, here's this picture, it's my mother's favorite picture, I think I'm about two.
Erika: have this, she would keep my toys in a cabinet. So she gets this picture, takes this picture of me going to this cabinet and I'm taking out a box of the little wooden blocks, building blocks. And she said that was one of my favorite toys. I didn't know down the road that I would actually continue to build but metaphorically. Yeah, that's so perfect. That's right in line obviously with everything that you're doing now. But I love too the point that you made about the privilege, Privilege of being in a leadership position and then
Mary K. Mulcahey, MD: We have this, she would keep my toys in a cabinet. So she gets this picture, takes this picture of me going to this cabinet and I'm taking out a box of them. And she said that was my favorite place. That's perfect. didn't know I'm a pro that I would actually continue to build metaphorically. Yeah, yeah, that's so perfect. That's right in line, obviously, with everything that you're doing now. But I love, too, the point that you made about the privilege, right? Privilege of being in a leadership position. with that comes a lot of responsibility, right? But really like embracing that and clearly you do that in every aspect of your career. So fantastic. And as I mentioned briefly, introduction, you are the director of ELAM. It's amazing. We all love working with you. I wonder if you can share with us a little bit about what are you most excited about in terms of what's on the horizon for ELAM?
Erika: And with that comes a lot of responsibilities, right? But really like embracing that and clearly you do that in that aspect of your career. So fantastic. And as I mentioned briefly in the introduction, you are the associate director of ELAM. It's amazing. We all love working with you. I wonder if you can share with us a little bit about what are you most excited about in terms of what's on the horizon for ELAM? Having finished the program almost 12 years ago. It has just been amazing to see how much the curriculum has evolved, how much larger the classes have gotten, and how much more accomplished the fellows are. You we joke and say, we had to apply to U of now, I don't know if any of us would get in. I mean, you all are like, amazing, amazing. So I'm just, I'm excited about the opportunity. I know some people were a little uncomfortable that we had to open it to everyone, but we've seen it as an opportunity, and it's an opportunity to educate and it's an opportunity to just. ⁓ Meet needs in another way. So I'm excited about that. I'm excited about the additional work we're doing with the curriculum. You know, ⁓ we've evolved the, what was previously called the Allyship Program, and now we're just, looking at ways of how that can be ⁓ just broadband strategic planning altogether. ⁓ We are creating more e-lum activities, so that could be an X, that's virtually. So the ELAM journey for you doesn't end in April or May. We always tell you, you're going to remain connected to the organization or the ELAM community, but you're going to be able to do it more often and virtually, and we will have more in-person events as well. That's fantastic. I think all of us can look at them. This week is ⁓ almost over. Yeah. ⁓
Mary K. Mulcahey, MD: ⁓ We are meeting for you. So that can be accessed virtually. the journey doesn't end in April or May. You're going to remain connected to the organization or the community, but you're going to be able to do it more often and fortunately, and we will have more in person events as well. That's fantastic. I think all of us are looking around the room. We're like, wow, first of This week is almost done. We're a few hours before the end of this week. Six days of just, you know, receiving a lot of information, processing it, working through that. It goes so fast. But then to think we only have one more week in person together and it's just flown by. So it's amazing to know that there's this other programming coming down the line that we will have more opportunities to continue to work together and to interact regularly with other e-lums and just continue to learn and grow and evolve. because I think that in leadership and in medicine is a constant process. Exactly. So I want to round this out with a few questions that I like to ask all of my guests. So first, the name of this podcast is Lead Change. Erica, what does lead change mean to you? So for me, was from my experience, there's many different positions. Lead Change means taking a look at your environment, your landscape.
Erika: So I want to round this out with a few questions that I'd to ask all of my guests. So first, the name of this podcast is Lead Change. What does lead change mean to you? So for me and just from my experiences and being in leadership positions, lead change means taking a look at your environment, your landscape, what are the gaps and what are the hindrances that are preventing your stakeholders from succeeding. And when you can, and that's the easy part, to identify them. But executing those changes, that's where the challenge comes in, because that also involves a lot of culture change, a lot of culture shifting, and not everyone is comfortable with that. So with lead change, you also have to incorporate ⁓ communication. You have to make sure that people are heard, even if their ideas are not the most ideal. Just knowing that they have been heard and that they have been considered, that makes a huge, huge difference when you are trying to shift the culture. Transparency, because you have to build trust. So operating off of an agenda that's not a hidden agenda, letting people know this is the vision, these are the plans. This is what's on ⁓ our radar for moving forward and maintaining that communication once people have seen what the plans are and letting them know, and I want continued feedback from you. You're on this journey with us or you're on this journey with me. And the other is consistency. especially when you're in a level of authority, whether you like it or not, you are a high profile individual and people are watching you to see if you're going to actually, if you're going to talk the talk or you actually walk in the walk, are you going to be fair? So that consistency as a leader, it's so important because that also builds trust, not just the transparency, but the consistency in action. And I'm a policy based person. If you're in faculty affairs, you have no choice but to be a policy based person. So to make sure that you're treating every one consistently. Yeah, yeah. ⁓ points. I'm identifying the gaps, then really working collaboratively to try to fill those gaps with communication and transparency and building trust. And we have talked a lot this week too about change. Change is inevitable. Change is going to happen. But as you touched on, know, getting the stakeholders involved, communicating, having a shared mission, Then that makes it that much more likely that these initiatives will be successful.
Mary K. Mulcahey, MD: are you going to be fair? So that consistency is a leader. It's so important because that also builds trust, not just the transparency, but the consistency in action. And I'm a policy-based person. If you're invalid, fair, so you have no place left to be a policy-based person. So to make sure that you're treating everyone consistently. Yeah. Yeah. All fantastic points. And I love the emphasis on identifying the gaps, but then really working collaboratively, too, to try to fill those gaps with communication and transparency and building trust and we have talked a lot this week too about change. Change is inevitable, right? Change is going to happen, but as you've touched on, know, getting the stakeholders involved, communicating, having a shared mission, right? Then that makes it that much more likely that these initiatives will be successful and that it's for the greater good and that everyone benefits and highlighting the ways in which those groups will benefit makes it brings everyone on board and working together. I wanted to ask you two, this is a group, we're talking to a group who's very interested in learning and growing as leaders. Are there any books that you think were helpful for people to read and kind of just appreciate about leadership skill development? There are tons of books out there, but the one that really spoke to me is one that will probably surprise people, and it's Four Agreements. I'm not sure if everyone has read that. It's a very short read. It might be 80 pages.
Erika: It's for the greater good and that everyone benefits and highlighting the ways in which the group will benefit brings everyone on board and working together. I wanted to ask you too, know, this is a group, we're talking to a group who's very interested in learning from leaders. Are there any books that you think are helpful for people to read and kind of just appreciate about leadership skill development? You know, there are tons of books out there. The one that really spoke to me is one that will probably surprise people. and it's the four agreements. Not sure if everyone has read that. It is a very short read. It might be 80 pages. But one agreement that stood out to me was always do your best. And what we interpret as doing your best is meaning you're going to do everything perfectly. But the way the book describes this is your best is going to change from day to day. And it's going to change based on how you are feeling internally, what you may be dealing with. externally, what is your mental, spiritual capacity for that day? All of that can change. know, one day you may be at 100 percent, that may be your best. Another day your best may be at 70 percent. But you really have to do your best based on what your capabilities are at that time. Now granted, there are some caveats there, because I know a lot of us are interested with the health care of others. So knowing, doing your best and knowing what your limits are, but ultimately not abusing yourself. because for reasons that may be beyond your control that you aren't at what you consider to be your best. Yeah, yeah. Such important points. So the four, I have not heard of that book. So definitely add that to your list of books to really dive into and take away those important lessons. So the last question I'd like to ask you is do you have a favorite quote? I do. My favorite quote is iron sharpens iron. It's to me, it's so important.
Mary K. Mulcahey, MD: But you really have to do your best based on what your capabilities are at that time. Now, granted, there are some caveats in there, know a lot of us are trusted with the healthcare about this. So knowing, doing your best, you know what your limits are, but ultimately not abusing yourself because for reasons that may be beyond your control that you aren't at what you consider to be your best. Yeah, yeah. Such important points. the four agreements. have not heard of that book, so definitely add that to your list of books to really dive into and take away those important lessons. So the last question I'd love to ask you is, do you have a favorite quote? do. My favorite quote is Iris Levin's Man. It's so important as to who you bring in.
Erika: as to who you bring into your, not just your social, but not professional, but also your social network because the attributes of the people that you surround yourself, they're gonna rub off on you, you're gonna rub off on them, which means iron sharpens iron. So ⁓ I'm very cautious and not like a paranoid way, but I'm very cognizant, I'll it that way, of who I engage with and who I spend my time with. And like I said, I like to see people happy. So I love people who are optimistic. who have vision, who in a healthy way ⁓ sacrifice themselves to better others.
Mary K. Mulcahey, MD: Perfect. Thank you so much. That's a tremendous quote to leave us with. So Erica, thank you so much for being on the podcast. I really enjoyed this conversation. I appreciate certainly all of your insightful comments and sharing some of the many leadership lessons that you've learned throughout your hugely successful career. Thank you for all that you do to inspire, motivate, and support leaders in academic medicine.
Erika: Thank you so much. I really enjoyed this conversation. I appreciate all of your insightful comments and sharing some the that you've throughout your hugely successful career. Thank you for all that you do to inspire, debate, and support leaders in academic medicine. in saving
Mary K. Mulcahey, MD: into the future as part of the eLIM Network. So thank you again for being here. Really appreciate it. Thank you for the invitation. This was a pleasure. Thank you. And thank you actually also to our eLIM and ELH fellows who are here supporting us live at eLIM from Philadelphia.
Erika: as part of the ELIM Network. So thank you again for being here. Thank you. Thank you for the invitation. This was a pleasure. Thank you. Thank you. And thank you actually also to our ELIM and ELIC fellows who are here supporting us live. ⁓
