Dr. Suzette Sutherland

So maybe you can speak a little bit more to that, put that in more profound terms than I did.

So maybe you can speak a little bit more to that, put that in more profound terms than I did.

So maybe you can speak a little bit more to that, put that in more profound terms than I did.

I wanted to add to that really quickly as I know the firsthand experiences of so many women talking about the leaky pipeline who didn't get regular check-ins and they were so miserable or whatever the situation was that by the time somebody checked in with them, they'd already found another opportunity. They had one foot out the door. They get excited about that. moving on.

I wanted to add to that really quickly as I know the firsthand experiences of so many women talking about the leaky pipeline who didn't get regular check-ins and they were so miserable or whatever the situation was that by the time somebody checked in with them, they'd already found another opportunity. They had one foot out the door. They get excited about that. moving on.

I wanted to add to that really quickly as I know the firsthand experiences of so many women talking about the leaky pipeline who didn't get regular check-ins and they were so miserable or whatever the situation was that by the time somebody checked in with them, they'd already found another opportunity. They had one foot out the door. They get excited about that. moving on.

And it's really hard to pull somebody back once they have a foot out the door. And so that organization lost that opportunity to retain that very highly qualified person because they didn't check in enough and stop the train before it hit the station, so to speak.

And it's really hard to pull somebody back once they have a foot out the door. And so that organization lost that opportunity to retain that very highly qualified person because they didn't check in enough and stop the train before it hit the station, so to speak.

And it's really hard to pull somebody back once they have a foot out the door. And so that organization lost that opportunity to retain that very highly qualified person because they didn't check in enough and stop the train before it hit the station, so to speak.

Yeah. And what is it? Two to three years is the average ramp up period before a junior faculty, somebody new gets to their productivity level where they're sort of on automatic pilot and they can do their thing. Right. So that's a huge cost right there. And I will say I've I've navigated both arenas, the academic arena as well as a private practice arena.

Yeah. And what is it? Two to three years is the average ramp up period before a junior faculty, somebody new gets to their productivity level where they're sort of on automatic pilot and they can do their thing. Right. So that's a huge cost right there. And I will say I've I've navigated both arenas, the academic arena as well as a private practice arena.

Yeah. And what is it? Two to three years is the average ramp up period before a junior faculty, somebody new gets to their productivity level where they're sort of on automatic pilot and they can do their thing. Right. So that's a huge cost right there. And I will say I've I've navigated both arenas, the academic arena as well as a private practice arena.

I have a lot of friends in private practice as well as I'm sure I know you do, too. But that idea of an all-male group wanting to have a woman come into their group because they know they need it to be competitive in that community and they hire a woman and then that woman's really not supported, right? And then that woman ends up leaving after a few years.

I have a lot of friends in private practice as well as I'm sure I know you do, too. But that idea of an all-male group wanting to have a woman come into their group because they know they need it to be competitive in that community and they hire a woman and then that woman's really not supported, right? And then that woman ends up leaving after a few years.

I have a lot of friends in private practice as well as I'm sure I know you do, too. But that idea of an all-male group wanting to have a woman come into their group because they know they need it to be competitive in that community and they hire a woman and then that woman's really not supported, right? And then that woman ends up leaving after a few years.

She has her two to three year guarantee on which then she has to go on a productivity model and she's like, I'm not happy. and then she leaves and you have to start all over again. So I think you said that, and it's really important.

She has her two to three year guarantee on which then she has to go on a productivity model and she's like, I'm not happy. and then she leaves and you have to start all over again. So I think you said that, and it's really important.

She has her two to three year guarantee on which then she has to go on a productivity model and she's like, I'm not happy. and then she leaves and you have to start all over again. So I think you said that, and it's really important.

Those regular check-ins, I mean, it should be for any new hire, no matter what your gender is or your race or ethnicity, but that's a part of really having an inclusive environment where people feel they're part of that process and they're being checked in on, right, and considered. So it's really important.

Those regular check-ins, I mean, it should be for any new hire, no matter what your gender is or your race or ethnicity, but that's a part of really having an inclusive environment where people feel they're part of that process and they're being checked in on, right, and considered. So it's really important.