Name: Emma L. Dishner, MD, MPH
Leadership Role: Young Physician Section Chair-Elect
Specialty: Infectious Diseases
City: Dallas
County Medical Society: Dallas
Social Media Handle: Twitter: ELDishner
What have you gained from your leadership experience within TMA and/or other organizations?
I have gained an understanding that there are can be a lot of different perspectives regarding medicine. When it comes to how to solve the larger problems of medicine, the differences in opinions can sometimes seem insurmountable. I think the dialogue and discussions had at any level of organized medicine can bridge a lot of gaps in both understanding and empathy.
What leadership skills do you think are most important for women physicians and how can they develop them?
I think women physicians should advocate for themselves in the workplace and negotiate every contract and every responsibility they take on. Too often we underestimate our value to an organization and are tapped to do additional work that adds value but does not add [relative value units] or other tangible revenue. Our careers are not hobbies, and not valuing ourselves enough to demand to be paid for our additional work sets a precedent that we are not as valuable as our male counterparts. How to develop such skills? Demand to be paid for additional work, and set clear boundaries if these demands are not met.
Do you think there are particular benefits to women physicians serving in organizational leadership roles?
I think learning how to advocate in organized medicine can translate into skills for advocating for your patients and yourself. I think the soft skills gained in serving in organized medicine have helped me to do this, as well as the additional support from other physicians.
What do you consider to be the most significant barrier you’ve encountered in your career and how did you overcome it?
My mother, Dr. Ruth Anne MarDock, was a major influence on my decision to become a physician. She was murdered my third year of residency, just as I was applying to a infectious diseases fellowship. Juggling the changing dynamics in my family, mourning the loss of my mother, and learning to trust my own judgment on my career path was by far the most difficult barrier in my career. I learned to overcome this barrier by allowing myself time to grieve and allowing that emotional space in my life. However, from my mother I had learned resilience and to trust my strength and judgment. I would like to think that my ability to persevere through that time in life is a true testament to my mother.
How have you built confidence and/or resiliency over the course of your career?
I have built resiliency by both trying to push myself professionally while also allowing myself room and time to relax. My husband has been immensely supportive of my career and recognizes that I need some time to maintain my sanity and prevent burnout.
What advice would you give to the next generation of women physician leaders?
Be present and show up. The majority of the test of life seems to be just showing up. Opportunities will come your way, but you have to be there to accept them and do the work that entails.
Name: Alyssa Greenwood Francis
Leadership Role: Medical Student Section Chair
School: Texas Tech University Health Sciences Center Paul L. Foster School of Medicine
City: El Paso
County Medical Society: El Paso
Social Media Handle: @alyssakgf
What motivated you to become a leader in TMA?
Prior to medical school, I worked at a homeless recovery center in downtown Dallas. Part of my job was to attend city council meetings and advocate for city policies that allowed those experiencing homelessness to receive supportive services. It was imperative for us to be advocates to ensure the homeless population remained visible. When I started medical school, I joined TMA to be an advocate for medicine, ensuring that patients and physicians remained visible to state and national legislators.
What have you gained from your leadership experience within TMA and/or other organizations?
As a leader within TMA, my communication skills have improved significantly. When I first joined as an MS1, I was unsure how medical students fit into TMA’s structure. Now as an MS4, I have had the privilege of advocating for a multitude of policies at the state and national level, hosted TMA presidents at my school, and spoken to several physician leaders in the Texas Legislature. Throughout all of these experiences, I have improved my ability to relate to and communicate with many individuals, particularly with those who have different perspectives from my own.
What leadership skills do you think are most important for women physicians and how can they develop them?
Confidence is an important leadership skill for women at all stages of training. I often find myself apologizing for things that are beyond my control or not speaking up in a group when I have an answer. However, maintaining confidence in any given situation is key for keeping a clear mind and allowing yourself to learn.
Do you think there are particular benefits to women physicians serving in organizational leadership roles?
Diversity in all forms in leadership is important to ensure the organization continues to serve all of its constituents, including patients and physicians, to the best of its ability. Additionally, it is important for younger members like me to see women physicians in organizational leadership roles because it shows us that by staying involved in TMA, we have an opportunity to fulfill those same leadership roles in the future.
What do you consider to be the most significant barrier you've encountered in your career and how did you overcome it?
Six months before my white coat ceremony, my mother lost her battle with stage III esophageal cancer. A few months later, my father passed unexpectedly. At the time, I made the difficult decision to continue my medical school coursework instead of taking time off. While having a set schedule and staying busy had its benefits, it was very tough to learn while managing their estates. Overall, I am glad I remained in school, built a support network in El Paso, and have a deeper understanding of the patient-family experience. My parents were my greatest supporters, and I know they are proud of what I accomplished in school and what I will accomplish throughout my career in medicine.
How do you advocate for change around ideas that are new or unpopular?
You have to find common ground. Particularly in advocacy organizations like TMA, everyone has the same goal – to improve medicine for patients and physicians in Texas. However, we often have divergent approaches, which is why, when advocating for new/unpopular ideas, it is important to spend significant time considering how the idea is similar to something the majority already agrees upon and use that foundation as the conversation starter.
Name: Marina George, MD
Leadership Role: IMG Immediate Past Chair
Specialty: Hospital Medicine
City: Houston
County Medical Society: Harris
Social Media Handle: @marinacgeorge (Twitter) @mcggrace1(instagram)
What motivated you to become a leader in TMA?
Being a leader in organized medicine is a chance to be the change we want to see.
What have you gained from your leadership experience within TMA and/or other organizations?
Leadership experience comes through the people we interact with, the change we see, and the possibilities we can imagine. I have grown through the seven years that I have interacted with TMA as a young leader.
What leadership skills do you think are most important for women physicians and how can they develop them?
Vocal – to be the voice that lends itself to change. Courage – to be bold and be able to speak up despite opposition. Influential leadership – to support women who speak up, and lead change through the support of others.
Do you think there are particular benefits to women physicians serving in organizational leadership roles?
This very question [expresses] the need for women leadership, and the benefit is having women leaders to be a norm. Women [in leadership roles lead] to further women leadership that exponentially grows, leading to an improved state of health care delivery in Texas! We need to measure the percentage of women leaders in organized medicine in Texas.
What do you consider to be the most significant barrier you've encountered in your career and how did you overcome it?
I was considered to have a diminished voice with preconceived ideas that women hold in general. I had some skills that were developed during my TMA journey, and additionally, I took on executive coaching, reading, and intentional participation to overcome my perceived barriers. Additionally, not having enough mentors to [help] wade through the politics is an ongoing barrier.
How did you navigate traditional power structures EARLY in your career versus LATER in your career?
I had a sponsor who helped push me into this role and one TMA staff member who was extremely supportive despite my own misgivings. By far that is one of the earliest barriers I faced. I was my own barrier to the preconceived power structure, and the barrier was broken when I noted some women truly push the agenda within the traditional structure and show that it is possible.
How have you built confidence and/or resiliency over the course of your career?
Confidence comes with trying, failing, and building skills. Self-reflection throughout plays a huge role. Failure is to be seen as a step forward. With that comes resiliency.
How do you advocate for change around ideas that are new or unpopular?
Though the belief in the vision for the “why.” When there is a “why,” there is a way!
How can women best support other women in medicine in their organizations?
Through tough conversations, sponsorship, quiet support, and mentoring. Trusting that another woman can do it makes up for half the battle. Ask them to reach out. Trust that the women will need to rally men-in-medicine supporters who will work to be the beacon for the women as we start on the path.
Name: Maria C. Monge, MD
Leadership Role: WPS TMA Delegate; LGBTQ Health Section Immediate Past Chair
Specialty: Adolescent Medicine
City: Austin
County Medical Society: Travis
What motivated you to become a leader in TMA?
In my early days of TMA involvement, I was inspired by the leaders that I watched have significant impact on the practice of medicine in our state. Those early days were formative as I began to understand the importance of women’s representation in leadership at TMA both for the unique perspectives and challenges and for the unique strengths that women bring to the table.
What have you gained from your leadership experience within TMA and/or other organizations?
A broad perspective of the practice of medicine. There are so many facets to medicine, many of which are not taught through traditional paths or through direct job experience. It is wonderful to listen to others’ experiences, success, and challenges. Additionally, meeting colleagues from across the state has been immensely rewarding.
What leadership skills do you think are most important for women physicians and how can they develop them?
Confidence and negotiation. Mentors and role models are critical – finding those strong females who are dedicated to lifting other women’s voices to strengthen our leadership ability. It can be easy to feel intimidated by the success of others or even threatened, but what I have learned is that we all have unique talents that all need to be recognized. This recognition has come through a lot of self-reflection and strong mentorship over my career.
Do you think there are particular benefits to women physicians serving in organizational leadership roles?
Absolutely. Women have unique perspectives that are critical to helping address all people in an organization.
How did you navigate traditional power structures EARLY in your career versus LATER in your career?
Early, there was a lot of showing up and getting work done in order to demonstrate value and worth to an organization/entity. Now, in later years, the work continues to be valuable, but having the breadth of experience helps to underscore important points and advocate for change with a demonstrated track record and an understanding of systems.
How do you advocate for change around ideas that are new or unpopular?
Be bold. Cite examples of the need for change. Collect data and propose unique solutions.
How can women best support other women in medicine in their organizations?
Nominate them for positions, cite ideas of others in important meetings, invite women to the table when they are not there.
What strategies have you encountered or utilized to successfully promote inclusion in your practice or professional organization?
Listening, being open to learning, and recognizing that my lived experience is NOT that of everyone. Humility has been a critical part of accepting that inclusion often does not involve me directly, but absolutely involves me lifting others’ voices and bringing them to the table.
What advice would you give to the next generation of women physician leaders?
Be present, be bold and confident. Gather your experience and use it to shape your ideas. Find strong women role models, be humble as you gain experience in leadership, and always look to see who isn’t at the table and invite them in. It’s how we all rise.
Name: Maria Najam, MD
Leadership Role: Resident and Fellow Section TMA Delegate
Specialty: Internal Medicine
City: Weslaco
County Medical Society: Hidalgo-Starr
What motivated you to become a leader in TMA?
I sincerely feel that leadership is not a position; rather, leadership is a mindset to create influence and serve others in fulfilling their organizational and personal dreams. John C. Maxwell wrote in his book, Five Levels of Leadership, that “everything rises and falls on leadership,” and leadership is to create influence to change self and others effectively. So, my motivation is to play my role, irrespective of position, effectively for my leadership growth and to improve the quality of life of others by creating awareness about issues faced by the U.S. health care system. TMA is an excellent platform to help me achieve this goal, and I feel blessed to be part of this organization.
What have you gained from your leadership experience within TMA and/or other organizations?
A proactive and resourceful mindset sums up my leadership experience within TMA. Being proactive, irrespective of the nature of the task, or team project, enables you to take control of situations rather than begin reacting. You reflect on the situation, become empowered, and make rational and effective decisions to complete the task at hand. This strategy helps you create an excellent team.
Being resourceful-minded, you focus on factors under your area of concern and influence and navigate yourself through any tough task or project. The essence of my leadership experience is that leadership is being a tour guide that takes [others] where they want to be in their lives.
What leadership skills do you think are most important for women physicians and how can they develop them?
I strongly favor commitment to self-development as the first step to leadership because the first person you lead is yourself, and never get disappointed with the failures or any setbacks. If you want something from the core of your heart, you must work hard to get it. Take any setback as the opportunity to learn and come back stronger.
What do you consider to be the most significant barrier you’ve encountered in your career and how did you overcome it?
My leadership journey is guided by the saying, “Life is 10% of what happens and 90% of how you react to it.” It is our attitude that determines our success in life, and once we take care of it, we are capable of moving mountains. Every time I’ve encountered a setback or failure, I have viewed it as a learning opportunity and moved forward with renewed zeal to complete or achieve my goal. At the same time, I was also blessed with my close friends, mentors, and family, who helped me to remain steadfast during those difficult times. I consider myself fortunate to have these individuals in my life.
How did you navigate traditional power structures EARLY in your career versus LATER in your career?
Things were tough, like for all other people coming from a foreign country, especially during my early career as I never had the experience of working in any organizational setup and was a beginner in the hierarchy. However, I was committed to doing my best. My father is my best mentor, especially in leadership, and he shared his wisdom and always shared brilliant stuff on leadership.
How have you built confidence and/or resiliency over the course of your career?
In life, things happen; sometimes we think and take them positively, and sometimes we think and name them negatively, and all such things add to or lower our self-esteem and confidence. In my early life, confidence used to swing based on such outcomes, positive or negative, and I used to consume a lot of precious time rejoicing or regretting not being up to the mark. These things still happen, but I have learned the art of navigating my thought process. We can reframe our thought process; you either succeed or learn the lesson. I have also learned the art of being kind to myself, focusing on positive outcomes, spending time with positive-minded people, and doing things I enjoy most.
How do you advocate for change around ideas that are new or unpopular?
It’s our approach or mindset that makes [a new idea] popular or otherwise. The key to such experiences is based on our belief system that can be decomposed into three phases: (a) opinion of others, the weakest belief; (b) belief does not need logic to be accepted; and (c) the strongest of all, conviction, which involves emotional attachment. Given this belief system, I will try to understand a new idea first, and once convinced, I will try to be a role model for that idea, as it is said that self-expression is the best recommendation. In phase two, I would try to share this idea for general acceptance using various modes of communication.
How can women best support other women in medicine in their organizations?
I strongly believe in 360-degree leadership, [where] anyone can play a leadership role irrespective of the position one holds. The first step in helping is to help yourself grow in knowledge, skills, attitude, and ultimately leadership. Once you have that growth mindset, you can use various tools to support people around you. Knowledge sharing and skill enhancement are technical or capabilities areas. Attitude, which is a kind of personal area, can be helped by creating a conducive environment. The best of all is to grow to the level where you can change service structure and overall workplace environment. Last but not least is to be an active member of TMA and jointly identify key steps to help women working in the U.S.
What strategies have you encountered or utilized to successfully promote inclusion in your practice or professional organization?
I feel [it] revolves around both the demand side and supply side. Being a resident, my exposure is limited to supply side. At our institution, there exists a rich diversity in every rank of staff, mutual respect for all, their culture [and] traditions. At the same time, medical services are being extended, using uniform standards, to all [patients]. I would love to see a jointly prepared comprehensive strategic paper on the broader topic of equality, diversity, and inclusion at my institution. I think it would be ideal to embrace differences instead of hiding them.
What advice would you give to the next generation of women physician leaders?
I would like to see them work hard and follow their passion and find mentors early in their careers to help them grow professionally. They can achieve anything in life once they set their mind to it; remember, the sky is the limit. They should also take care of themselves and maintain a balance between work and personal life.
Name: Tina Philip, DO
Leadership Role: WPS Immediate Past Chair
Specialty: Family Medicine
City: Round Rock
County Medical Society: Travis
Social Media Handle: @drtinaphilip (FB, IG, Twitter)
Do you think there are particular benefits to women physicians serving in organizational leadership roles?
Women physicians often have different priorities and circumstances that affect their careers and life in general; therefore it is extremely important for women physicians to be involved at the leadership level. Our input in shaping policies and procedures in our individual organizations is crucial to achieving real change.
How did you navigate traditional power structures EARLY in your career versus LATER in your career?
Early in my career, I found that I was not able to effectively advocate for changes in traditional power structures. My ideas were often minimized and not valued, but as I advanced in my career, I did eventually gain confidence in my abilities and experience. I found that my leadership roles at both the county and state level really helped with this.
How can women best support other women in medicine in their organizations?
Women need to advocate for each other within medicine and their individual organizations in terms of advancement. We are often overlooked for leadership positions because it is assumed we do not have time for them or want them. We also need more women in leadership to be able to serve as mentors and sponsors for each other.
What advice would you give to the next generation of women physician leaders?
Get involved. Even if you find that you are busy with demands of work and home life, there are always ways, both big and small, to get involved in organizations like TMA and have a voice for yourself and your colleagues in organized medicine.
Name: Whitney Leigh Stuard
Leadership Role: Alternate Delegate, Texas Delegation to the AMA
School: UT Southwestern
City: Dallas
County Medical Society: Dallas
Social Media Handle: @whitneystaurd (Instagram), @stuardwhitney (Twitter), /whitney.stuard (FB)
What motivated you to become a leader in TMA?
Throughout my time in medical school, I have been passionate about volunteering and working in areas of my community where I see barriers to accessing health care. However, the more I volunteered, the more it became clear that volunteering within vulnerable communities did not always help end the health care disparities impacting them.
TMA gave me the opportunity to help write policies to end those barriers to care and implement advocacy initiatives. I was motivated to become a leader in TMA because I felt it was a place where I could make a difference in the future of health care and our state. The members of TMA have served as my mentors and teachers.
What have you gained from your leadership experience within TMA and/or other organizations?
Serving within leadership in TMA reinvigorated my mission to be an advocate for the profession of medicine and provided me with the skills and knowledge to make a change in my community and state. Throughout my academic career, I have advocated for patients and physicians in a variety of different ways, but my time in TMA has taught me a great deal about how to be an advocate in health care policy. I have served on the Texas Delegation to the American Medical Association, TEXPAC board and Candidate Evaluation Committee, and Medical Student Section (MSS) Executive Council. I have learned how to effectively run meetings, write legislation, communicate with physicians from various backgrounds, and [recognize] the characteristics of a successful leader. Being a leader in TMA has taught me to use my voice and be proud of it. I have gained incredible mentorship, friends, and knowledge.
What leadership skills do you think are most important for women physicians and how can they develop them?
I believe one of the key leadership skills needed for women medical students is positivity. Positivity can affect everyone you work with as well as yourself. The environment this creates can bring energy to the workplace in order to motivate everyone to increase engagement, team performance, and overall happiness.
Do you think there are particular benefits to women physicians serving in organizational leadership roles?
Women bring an innovative and unique perspective to the field of health care that can be used to create effective solutions and new ideas. I believe that having women in leadership also can affect the next generation. When young girls see women leaders, they see what they too can become. Women can offer a unique mentorship in this way. The empowering and mentoring of bright young minds in medicine is imperative to creating the next generation of leaders and world changers.
What strategies have you encountered or utilized to successfully promote inclusion in your practice or professional organization?
I founded the UTSW Disability Working Group; the mission is to advance curricular efforts on disability advocacy at UT Southwestern Medical School, support and create a welcome environment for students with disabilities, and educate others about individuals with disabilities in order to create community among people who are passionate about disability rights. Persons with disabilities are one of the most underrepresented minorities in science. My hope is that this group will go on for many years as part of our school’s diversity, equity, and inclusion efforts.
Name: Deepa V. Varshney, MD
Leadership Role: WPS TMA Alternate Delegate
Specialty: Internal Medicine-Hospitalist
City: Austin
County Medical Society: Travis
What motivated you to become a leader in TMA?
I wanted to get more involved in organized medicine. Many of the issues I want to address in medicine cannot be approached on an individual level. TMA provided the platform and resources to tackle problems on a systems level, which I found empowering.
What have you gained from your leadership experience within TMA and/or other organizations?
I have met thought leaders, had the opportunity to practice my public speaking skills, and learned about parliamentary procedure. I also learned how the committees work by participating on one.
What leadership skills do you think are most important for women physicians and how can they develop them?
First and foremost, I think it is important for female physicians to feel leadership positions are available to them and that they are deserving candidates. I think the most important leadership skill is to be a good clinician. The next step is speaking up for patients, nurses, and physicians around us when appropriate and to attend meetings and conferences when able to learn more about how TMA and our local governing bodies work.
Do you think there are particular benefits to women physicians serving in organizational leadership roles?
I think it will help future generations of female physicians be more likely to get involved in leadership. Having a female perspective helps make the House of Medicine stronger not only because 50% of our patients are women and girls but also because we bring a unique perspective when it comes to different leadership styles.
What do you consider to be the most significant barrier you've encountered in your career and how did you overcome it?
I’ve found that I’m occasionally not listened to in hospital-based emergencies partly because I'm a small, young, female and also partly because people may not know who I am. I have found that speaking clearly, confidently, and stating who I am and what position I hold in emergencies has helped. It's much easier in a room when everyone knows me and trusts me; it's much harder in a room where I’m running a code and the EMT doesn't know who I am and the RNs may not know who I am.
How did you navigate traditional power structures EARLY in your career versus LATER in your career?
I’m still learning on this one. I think the more we focus on what is similar than what is different, the more one is likely to succeed.
How have you built confidence and/or resiliency over the course of your career?
I’ve become more confident in my management style as a physician. I used to question my decisions daily, but now have a set of approaches I have to most problems my patients present with. I think this came from time, practice, and seeing good results in my patients.
How can women best support other women in medicine in their organizations?
I’ve had other women in my practice nominate me to leadership positions. This was instrumental in getting me involved in organized medicine and in local and state leadership positions. Advocating for strong female leaders is something I hope to do for future physician leaders.
What strategies have you encountered or utilized to successfully promote inclusion in your practice or professional organization?
Organizing a regular happy hour prior to COVID-19 really helped me form bonds with my co-workers.
What advice would you give to the next generation of women physician leaders?
Don’t underestimate your worth as a good physician, both in the value you provide to your patients and in how much you should expect to receive monetarily for your hard work.
Name: Sara Woodward-Dyrstad, MD
Leadership Role: WPS Secretary
Specialty: Radiology-Breast Imaging
City: Odessa
County Medical Society: Ector
What motivated you to become a leader in TMA?
I want to inspire more TMA members to become actively involved in the TMA House of Delegates in order for TMA to have policy reflective of all members.
What have you gained from your leadership experience within TMA and/or other organizations?
TMA has wonderful opportunities for networking with colleagues and obtaining practice resources. I love the support TMA offers to our county medical society!
What leadership skills do you think are most important for women physicians and how can they develop them?
Having good communication skills and being adaptable to change are two very important skills needed on a daily basis.
How can women best support other women in medicine in their organizations?
Be cognizant of your colleagues’ family life and/or hobbies outside of medicine.
What advice would you give to the next generation of women physician leaders?
Stay involved at whatever level you feel capable of participating. TMA needs as many active members [as possible] to voice concerns and triumphs. Even if you can’t make every meeting or seminar, please participate in whatever way you can