Newsletters

POSTED: June 17th, 2025
POSTED IN: EM Pulse - The Official Newsletter of MOCEP, EM Pulse Q2 2025,

Written by:
Catherine D. Parker, MD
Emily Hillman, MD, MHPE
SueLin Lett, MD, MPH

Emergency Medicine (EM) is a field that thrives on diversity, adaptability, and resilience. As women in leadership roles within this dynamic specialty, we have firsthand experience with the challenges of breaking barriers, fostering representation, and paving pathways for others to follow. In our roles as EM residency program directors, we would like to share our insights on the importance of representation, the value of diversity, and how women can effectively lead while balancing work and personal life.

The Importance of Representation in Medicine

Representation matters in medicine. Patients experience better outcomes and are more likely to adhere to treatment plans when cared for by physicians who understand their cultural and social constraints. Additionally, healthcare teams thrive when diverse voices contribute to the decision-making process.

When women occupy leadership positions, they normalize the presence of female leaders for future generations. We demonstrate to medical students, residents, and junior faculty that leadership roles are attainable, regardless of gender. Representation challenges stereotypes, dismantles systemic biases, and creates a ripple effect of empowerment. Holding a leadership role as a woman extends beyond personal success—it makes our presence the societal norm and expectation within the house of medicine.

Building a Diverse Workforce in Emergency Medicine

A diverse workforce is essential to the success of any emergency department. The chaos and unpredictability of Emergency Medicine require a team capable of addressing a wide range of patient needs and perspectives. Studies consistently show that heterogeneous teams are more innovative and effective. By ensuring that our workforce reflects the communities we serve, we improve outcomes and foster trust.

As leaders, we must actively recruit and mentor individuals from various backgrounds, including women and underrepresented minorities. This requires intentionality: identifying systemic barriers, rethinking traditional hiring practices, and creating mentorship programs that support career growth.

One challenge many women physicians face is not seeing themselves as mentors or not knowing “how” to mentor other female physicians.

The women who came before us were pioneers—the first women in emergency departments, let alone in leadership roles. When asked how they managed to succeed, they often responded with, “I just did it” or “I did what I had to.” For many, that meant being undervalued, lacking work-life balance, and fighting tirelessly to reach their positions.

Today, those of us in leadership roles are settlers, walking the paths paved by pioneers. We benefit from their struggles, but it is our responsibility to build roads and lay foundations for those who come after us.

Increasingly, medical schools are offering faculty mentorship programs. Washington University recently started a formal faculty mentorship program within its Emergency Medicine department, which includes faculty development sessions on mentorship. The University of Missouri-Kansas City School of Medicine’s faculty mentorship program includes professional development on succeeding as both a mentor and a mentee. Another valuable resource is professional coaching. Regular conversations with someone invested in your leadership and management growth—who is not immersed in departmental culture and politics—provide invaluable insight and freedom.

For those new to mentoring, faculty development programs offer excellent opportunities to network, learn best practices, and benefit from others’ experiences. Actively mentoring medical students and residents is crucial for advancing and nurturing the next generation of female leaders in Emergency Medicine. This means making time for pre-clinical advising events, engaging with Emergency Medicine interest groups, and listening to the needs of female residents and students.

Spheres of Influence: Leading with Purpose

Leadership isn’t about holding a title—it’s about making an impact. Each of us has spheres of influence, whether mentoring a resident, shaping departmental policies, or advocating for institutional change. Recognizing and leveraging these spheres is key to driving meaningful improvements in our work environment.

One of the most impactful ways to expand your sphere of influence is through strategic involvement within your institution—securing a seat at the table. This enhances your ability to make an impact and creates opportunities to uplift and empower other women. Leadership is a collaborative effort, and empowering others doesn’t diminish our success—it amplifies it.

As EM leaders, we have benefited from coaching sessions and the recognition of diverse leadership styles. We have all followed in the footsteps of prior program directors we deeply respected and admired. However, our own leadership styles differ significantly. While we recognized this early, it took time to gain confidence in our unique approaches. Ultimately, diversity and collaboration create successful teams.

Lifting Others as We Climb

One of the most rewarding aspects of leadership is using our success and reputation to uplift others. Empowering women to step forward and make their voices heard is essential. Too often, women hesitate to apply for opportunities unless they feel 100% qualified, whereas their male counterparts may take the leap with less hesitation. As leaders, we must challenge this mindset by recognizing our biases and encouraging women to pursue roles, promotions, and projects.

Growth happens when we embrace challenges. Our responsibility is to foster an environment where women feel supported in doing so. This means creating spaces where women feel valued and empowered to succeed, fostering a culture where mentorship, sponsorship, and allyship are standard. When one of us succeeds, we all succeed.

The Importance of Friendships

Building meaningful friendships is vital and serves as a safeguard against burnout. Friendships with women in medicine can be essential to a fulfilling career. Emergency Medicine is a high-burnout field, and having friends to lean on after a tough shift or difficult case can be a lifeline. Few understand the day-to-day experience of being a woman in medicine as deeply as another woman who has walked the same path. By sharing experiences and celebrating successes, we create a network of support that strengthens us all.

Investing time and effort into fostering these friendships should be encouraged and protected.

Work-Life Balance: A Dynamic Process

As women, embracing our passion for our work and recognizing it as an essential part of our identity is made possible by the trailblazing women before us. Their efforts allow us to integrate our careers more seamlessly into our roles as mothers, partners, or individuals.

The concept of work-life balance often feels elusive, especially in a demanding field like Emergency Medicine. Balance doesn’t mean equal distribution of time—it is a dynamic process. There are times when work demands more attention and times when personal life takes precedence. Accepting this fluidity is liberating and allows us to be fully present in both realms.

As program directors, we recognize the academic year’s natural ebbs and flows. Planning ahead can help. This may mean increasing clinical shifts when not conducting interviews, adjusting schedules in June and July, or preparing our families for periods of increased workload.

Setting boundaries is essential—protecting time for family dinners, scheduling self-care, and learning to say no. Regularly reassessing priorities helps maintain focus. Asking, “Is this still working for me?” or “Is this worth my energy?” provides clarity. Sometimes, the answer is yes, but often, it’s no. Prioritizing what truly matters and letting go of what doesn’t is key to sustainability and career fulfillment.

Prioritizing Well-Being and Self-Compassion Without Guilt

As women in medicine, we are often conditioned to put others’ needs first. However, self-care isn’t selfish—it’s self-preservation. Taking time for personal well-being ensures we can continue to show up for our patients, teams, and families.

Shedding guilt is essential. Some days, work takes precedence; other days, family does. And that’s okay. Creating space to succeed in multiple areas without internalizing shame is critical.

Sharing struggles and setbacks is equally important. Normalizing self-compassion, taking time off, and prioritizing rest send powerful messages, reinforced when we return to our next shift as our best, happiest selves.

Conclusion

Being a woman in Emergency Medicine, especially in a leadership role, comes with unique challenges and immense rewards. By embracing our roles as leaders, mentors, and advocates, we can shape the future of our specialty. Representation, diversity, and balance are not just ideals—they are necessities for a thriving, equitable field.

We benefit from the struggles of those before us, but it is our responsibility to pave the way for those who come next. Let’s continue to lead with purpose, support one another, and inspire the next generation of women in medicine. Together, we can build a legacy of inclusion, resilience, and excellence in Emergency Medicine.

Catherine D. Parker, MD¹, Emily Hillman, MD, MHPE², SueLin Lett, MD, MPH³

¹ University of Missouri – Columbia, Department of Emergency Medicine

² University of Missouri-Kansas City/University Health-Truman Medical Center, Department of Emergency Medicine, Kansas City, Missouri

³ Washington University, Department of Emergency Medicine, St. Louis, Missouri