Latest / Voices of Otolaryngology / Intentional Career Building

Transcript

Intentional Career Building · Voices of Otolaryngology

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Welcome to the Voices of Otolaryngology podcast series, where we spotlight
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diverse perspectives and insights within the field of otolaryngology.
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I'm your host, Rahul Shah.
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Let's jump into it.
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Welcome to the Voices of Otolaryngology.
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I'm super excited to have my friend Doctor Kelly Malloy with us.
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We are in celebration of Women in Otolaryngology month in March.
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Doctor Malloy, would you like to introduce yourself
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and maybe get us all fired up for WIO Month,
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which should be WIO Year, which should always be WIO.
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Oh, but let's let's start with March.
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But, Doctor Malloy, let's get to know you.
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Thank you, Rahul.
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This is really fun.
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I'm excited to be here.
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So, my name is Kelly Malloy.
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I am a head and neck surgical oncologist at the University of Michigan.
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I am a professor.
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I ran our head and neck fellowship
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for the better part of a decade, and have recently, moved into,
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an associate program director role again, but still very involved with education.
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Participant in our, clinical trials group here at Michigan.
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But I spend most of my time now is the chief clinical officer
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of our adult hospitals of Michigan Medicine, which is the
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integrated academic medical center of, the University of Michigan Health System.
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Fantastic.
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Could you tell the folks a little bit about your journey?
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I know you as a friend and colleague and leader in WIO,
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but I might not even know this. Where did you grow up?
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Where'd you go to school?
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All of that in, like, 60 seconds...
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Okay. Well, I grew up outside of Philadelphia.
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I went to a small, all girls, independent school, which, really
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kind of framed my early development and I think gave me,
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honestly, the confidence and “hutzpuh” to
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grow into being a surgeon in a field
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that at the time I was entering, it was still fairly male dominated.
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And, from from Agnes Irwin, which was the school that I attended.
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I went on to Princeton University, then Jefferson Medical College,
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now Sidney Kimmel Medical College at Thomas Jefferson University,
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and, did my residency training there as well.
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I came to Michigan for head and neck fellowship and, loved that.
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Loved the Midwest.
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Did not anticipate that, as a as a younger person that it would
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it would be such a great, cultural match for me.
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I then joined the faculty at the University of Pennsylvania for four years.
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Was a wonderful place to cut my teeth,
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learn my surgical practice, wonderful colleagues there.
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My family's still in Philadelphia, so that was wonderful.
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But, in, 2012, I took the sort of move
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leap to permanently relocate to the Midwest.
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I've been, Ann Arborite, right, for the last, I guess 13, almost 14 years.
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And, it's been fantastic.
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The university here has been wonderful to me.
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I feel very passionate about Michigan.
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And, I'm passionate about our field.
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I think, you know,
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you started this conversation with, it's Women In Otolaryngology Month.
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And as I noted, you know, I kind of come from a just distinctly,
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women oriented background.
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I have two younger sisters who are also professionals.
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And, and just my whole upbringing and worldview has really been around,
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you know, inclusion and feeling that, you know, at some point, this is,
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this is it's wonderful to be a woman in otolaryngology,
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but it's really wonderful to be an otolaryngologist.
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And what that, really entails for all of us and how we can continue
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to raise each other up with issues that historically may have been
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called women's issues, but really are human issues.
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So that's that's what gets me excited about our Academy.
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It's what gets me excited about WIO, and,
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and the Women in Otolaryngology Month that, as you said, is is launching now.
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Awesome. So I did not know this.
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That's why I love these interviews. And everybody knows we don't prep for them.
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We just have a good time.
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So you're the oldest of three girls?
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Three girls? Yes.
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What do you, your younger two siblings do?
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My, sister, who's two years younger than me, is a history teacher
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and chair of the history department at an independent school
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in Wilmington, Delaware called the Tower Hill School.
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She's also a lacrosse coach, so she kind of does everything.
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She has two girls herself, and they, are either at Tower
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Hill or the youngest just got in for something called Tower Tots.
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That's the three year old program, so that's exciting.
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We're very excited. But you sound like the proud aunt.
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I mean, that three year old's going to crush it. Kelly.
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I mean, she's on the path.
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You're a proud auntie.
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Absolutely. She already is crushing.
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And then my youngest sister is an attorney by background.
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And spent a significant portion of her career in law enforcement.
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She was a district attorney,
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in the Philadelphia DA's office, and had a remarkable record there.
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And is now, using that law degree and different
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venues, sort of more as an independent player at this moment.
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So it's exciting to see where her mind is going from a next step
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mid midlife, mid-career, what her next move is going to be.
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I remember you at UPenn when I came up there as a junior faculty member.
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You were running simulation, and that was one of your passions. So
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from simulation to where you are now, it's not a leap.
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It's just talk a little bit about, I think one, one way we could use
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this is maybe to mentor the next generation, you know.
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And you, you think will Kelly Malloy be Kelly “simulation” Malloy?
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Will you be Kelly “WIO” Malloy?
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Will you be Kelly “chief clinical officer” Malloy?
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But there's many hats and evolutions of a career.
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Absolutely.
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Now, I love that question.
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And it does.
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It does beg the question of, you know, what you do early on
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certainly sets the framework for your future, but it isn't usually,
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I think, for most of us,
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exactly what we're doing ten years in 15 years in, 20 years in.
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Which is really very exciting.
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But you're right.
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I don't think at the outset of my career I had any of this really on my radar.
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My goals as a young surgeon were really to be the best surgeon I possibly could
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be, best clinician, a great contributor to research, and my niche.
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Really.
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I wanted to be around education and education research.
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So that is where I launched at Penn and then brought
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a lot of that simulation scholarship, to Michigan.
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And then through the work with wonderful research collaborators
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and friends, Sonya Malekzadeh, Ellen Deutsch, really brought that
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early skills curriculum, now lovingly known as bootcamps.
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That model to not only the northeast, but eventually throughout the country.
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Because of wonderful colleagues
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like yourself who showed up and helped us out
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with these courses, contributed to them, helped us modify the curriculum,
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and then deploy it in their own regions,
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whether, you know, all over the country, the West, the Midwest, the, South.
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And, you know, Florida has several programs.
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I mean, it's amazing where it is now, I think from
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how did that sort of launch me?
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It certainly launched my scholarship.
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My presence nationally, it developed my network really rapidly.
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Because you can't go all alone in these educational areas.
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You need to develop your network around other education
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leaders around the country.
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The Academy was really important to that, really supporting
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this kind of curriculum, not only in the early phases,
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but bringing in and to the education committees and a priority of the education
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steering committee.
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Back in the day, the Society for University
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Otolaryngologists, also very important with some of the,
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you know, backing us for some of the research, funding
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to kind of get more bootcamps launched and to actually do
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the state of the science and the state of the Union,
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so to speak, for for simulation education in the United States and Canada.
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So that was really exciting.
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So that that piece of it.
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And then I think, as you meet leaders,
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I'm a big believer in the importance of intentional network
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building and building your social capital and your social networks.
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And I think some of this winds up happening because of the nature
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of how we are trained as surgeons.
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You have your residency cohort, sometimes a fellowship cohort.
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It's many, many of us get involved in
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in the Academy early and start joining committees, etc..
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But it's not always so, deliberate.
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It's what we do because we're excited and we want to participate.
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We're great volunteers.
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But I think as time went by, I gravitated towards
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particularly within the simulation community, you know, locally.
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Well, this is how we are training to better safety, better quality,
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better outcomes for our patients.
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And to deliver that in more interdisciplinary and multidisciplinary
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venues.
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You start working on units, you start working in clinics.
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And that led to more opportunities that as I was doing some of that work,
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you know,
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well, should be a great medical director of one of our units.
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And so I actually became the medical director
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of the otolaryngology unit that we admitted to at Penn.
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When I was recruited to Michigan,
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they were deploying the same University of Pennsylvania model in Michigan.
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So that job was offered as an opportunity for me to apply to.
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So I came in as the medical director of our unit at Michigan.
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I did that for a number of years.
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And then again, you're sort of deploying the same skills.
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How do we upskill each other? What is the curriculum?
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How do we focus on quality and safety access for our patients,
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patient experience?
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All of these things sort of built on top of each other in a way
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that doesn't exactly look linear, but really made sense in my career.
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And so from there, a couple reorganizations later,
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there were other opportunities I became, about eight years ago
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now, I became the associate chief clinical officer for surgical services,
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which gave me the opportunity.
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I then had all of the medical directors that support surgical services
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from ICU directors, general Care, and, our largest O.R.
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suites were reporting to me.
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That allowed me the next level of skill and starting to integrate
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those important services, how we deliver surgical and procedural
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care to patients, how we interact with our ambulatory partners, how we work
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across an expanding statewide network, bringing patients in on transfers.
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This brought me through the pandemic and all of those,
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disruptive changes, but lots of learning.
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We did things, you know, obviously we shut down our O.R.s.
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We started running them at a low level, but for our time
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sensitive care, very quickly, we instituted Saturday O.R.
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That sounds terrible, but actually was a really wonderful adjunct.
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And when we finally, retired
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that honestly, just in December of this year,
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this fiscal year, that there were a lot of sad surgeons
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because it had become part of their, their work life balance.
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If you do a Saturday O.R.
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you can take another day off during the week and, and flex.
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And we had some incentives around that.
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And so that program may come back down in the future.
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We just opened a new hospital which makes it a little bit
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less relevant in the current moment.
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But that's that's the kind of cool, creative work that this job allowed me
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to do.
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And then, about two years ago, I had the opportunity to move on
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to the Chief Clinical officer role, which allows me a greater,
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area of impact and more integration with our emerging statewide networks.
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So Doctor Malloy used an interesting phrase, intentional network builders.
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I wrote that down.
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Talk a little bit about that.
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Part of being a surgeon is the solitude of the O.R..
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You put your head down and you do your work.
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I would say we're not natural networkers.
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Are you a natural networker?
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What are some advice you could give our colleagues?
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I think that
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we are.
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That there is the beauty of the solitude
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of the operating room and the fact that that is our controlled environment.
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It's a place that we can retreat and focus
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beautifully on the work that we've been uniquely trained to do.
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I would also say that throughout otolaryngology,
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there are all of these partnerships, no matter what kind of otolaryngologist
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you are and what you might focus on in your practice,
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there are all these relationships with others, that already
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intervene in that operating room.
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We do cases with a myriad of other surgical disciplines.
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We interact with a myriad of anesthesia providers
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and, nursing and technologist colleagues.
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And so even there, you know, building relationships just to get your O.R.
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working, you know, is actually ingrained in us.
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And so, I think to leverage that more broadly,
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I think there's
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that there's what you're interested in beyond the operating room or to enhance
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your practice. Right.
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Let's think about all the things that the Academy level.
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And when you make that first volunteer move in the,
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you know, for a committee that you're interested
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in, it's not just to serve the Academy and to,
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I'm sure it's also to meet other people with like interests
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who are further along in their career or might have something in their research
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portfolio or their practice portfolio that you are interested in.
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And it may seem very self-serving and that's appropriate.
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And it's okay.
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So that is part of, you know, as you're selecting the ways
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in which you volunteer, what are you personally looking to benefit from it?
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And I think that's how you start to think about filling in the gaps of,
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wow, I have a lot of support in my clinical career.
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I need more support in my research career.
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I need more support in my in my Academy network.
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And so how do I branch out into something that I don't know
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that much about, that I'll learn from and that I will make more connections?
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Say, a board of governors committee.
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So things like that.
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I think really it has to be aligned with your interests.
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But I would encourage people to also
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think about how their they want to grow at different parts of their career.
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I love that love that phrase.
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What was your major at Princeton?
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Your undergrad major?
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I majored in history.
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I knew it because you use words like myriad twice.
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That's like my favorite word.
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And people always criticize me because not a lot of people use “myriad.”
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But I used it twice.
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And, you know, I'm a Boston guy, and some would say I want to be wicked smart.
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So I was able to kind of jump all over that.
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Some would say
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your career has taken an unusual route.
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And you can you can frame that how I want
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and you can define usual how you think I'm interpreting it.
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Warren Buffett's right hand partner, Charlie Munger, used to give a great quote
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or gave a great quote: “Average decisions yield average results.”
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So think about your career with that.
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You've had leaps.
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You've done different paths.
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You've raised your hand to be medical director.
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You raise your hand to take on a WIO endowment and transformed it.
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Talk a little bit about perhaps taking an unusual route.
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Or when you advise people, sometimes the safe average
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decision will only get you so far.
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Well, I think one of those things that leaps to mind
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when you say that the unusualness of my career,
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I think a big leap that I took, really,
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was to double down on this career of physician executive leadership,
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and that doubling down really happened when I decided in my late
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40s to go back to school, in a full time, it was an executive MBA program.
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And not all physician executives are going to do that.
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Plenty of them are going to tell you that,
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you know, you learn most of this on the job.
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You can do this without the formal education.
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And for me to make the decision because it's not as though
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you slow down clinically or you slow down on your executive work, you just add on.
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And so for me to say, I'm going to take this on for the next two years
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and I'm going to do it, I'm going to do it well.
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And I think that really was it.
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It was such an investment of time,
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energy,
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my talents, that one that that was a big pivot for me.
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And it has paid dividends, I think, for anyone considering
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that kind of leap.
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I think that that's an important thing to be brave to do.
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If you really think that is going to enhance how you think, how you work,
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and that it will go
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beyond just getting you the next position, I think that's the important thing.
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Really be in it because you'll want to do it and you're craving the the learning.
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So I think that that was a big leap.
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Let me interrupt you there, because I will we'll go back.
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But I want to talk about the MBA.
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I did my MBA as well, and I can't do the math.
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How old I was, you were,
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hold on.
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I was, late 30s.
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Early 40s.
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You were the same. Yeah, something like that.
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I was actually, like, 47 when I said, okay. So.
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All right, so I was, I mean, 39 or something.
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We do something at our dinner table.
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Maybe you can take this to your three year
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old niece because she's obviously a superstar.
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We call it “High/Low/Buffalo.”.
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I love that!
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Let's not even describe it to people. Let them figure it out.
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All right, let's do “High/Low/Buffalo.” All right.
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My daughter taught me this. And she's 20.
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So her and your three year old niece would get along great.
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So for my MBA the high
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the high was just learning.
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I didn't know what force majeure meant.
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I didn't know what receivables meant.
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I didn't know supply chain.
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I just loved the learning.
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I did what you did. Two years, the low point.
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I don't know if you can relate to this.
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I had an exam on a Friday and it was online back then.
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Online exams weren't too popular, so the interface wasn't as great
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in the late 2010s.
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And, put our kiddos to sleep.
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The exam ran from 9 to 11.
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It was an accounting exam, so I started at 9:30.
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I got tired and I put my head down, and then I fell asleep until like 10:40.
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So I had to bust through the exam and then the buffalo.
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Even to this day, I’ll bump into someone from a class.
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Oh, didn't we take this class together?
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So those are my “High/Low/Buffalo”. The MBA.
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How about Doctor Malone's
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“High/Low/Buffalo” and make it proud so your niece knows that she did you well.
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Absolutely.
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Wonderfully.
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That three year old already does “High/Low/Buffalo” at the dinner table.
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That’s who I learned it from, so wonderful technique.
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My high from the program really
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had to be the people from the professors to my co students.
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There were there were some physicians in the group, but mostly not.
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And to learn from a senior vice president,
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at GE Aviation in my group
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and an Episcopalian priest who was also in my first, work group.
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I it was incredible learnings.
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And from the people, not just the material, that that was my high.
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My low, I agree.
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You name the exam.
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I think it's probably a tie between weirdly, for all the statistics
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that we get in medicine,
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the the business statistics exam darn near brought me to my knees.
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And the number of times that you're,
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you know, scanning something before the deadline
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and all of these things that were just kind of those, those were the lows.
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There's the added tension there.
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But I’d do it again.
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But did you fall asleep during an exam?
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No, no. That's impressive.
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I had a college roommate pull that off once.
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Calculus. I'll never forget that.
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But you're now my second fall asleeper.
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I got a C in the class, and that's why I just make sure I hire a good CFO.
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Yeah.
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And I think my my buffalo.
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What surprised me the most about it, was
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I was worried about being an older student.
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Not so much that I wouldn't be able to do the work or anything like that.
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That wasn't the issue.
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But just, you know what, I would I resonate with my classmates,
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and I think that there was a very vivid memory
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of a karaoke party that the guys in my class set up on the parking garage.
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I know that they've never seen Flashdance.
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They don't know. They don't know those songs. Footloose.
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But we we had it was very cute.
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They do know Madonna.
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And so we did like a Madonna thing and and those were the things that it was
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just that the social integration of even the older students was really,
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it was so surprising and a lovely, lovely way.
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I always went to bed earlier, but I
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but I was there for at least a few rounds of karaoke.
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Yeah, I, I was with different generation.
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I said, oh, did you see Top Gun?
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And then they mentioned the modern Top Gun.
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I said, no, no, no, Tom Cruise.
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And they said, oh my God, there's a first one?
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So yeah, there we go.
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So, Doctor Malloy, did you wake up and say,
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one day when I grow up, I'm going to be a chief clinical officer?
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Did did you go out and seek that at Michigan?
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How are you in the right place at the right time, or was an opportunistic?
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Give us some give advice to folks that are out there
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that want to grow up and be like you.
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It's a great question.
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So for me, I think,
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well, the first thing I would say honestly is
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if you've seen one organizational chart, you've seen one organizational chart.
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That which is a chief clinical officer might be more like a chief medical
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officer.
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And so in your own organization, if you're interested in this kind of career,
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looking at those, asking for those organizational charts,
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looking at them, talk about a great way to build your network,
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calling somebody else, somebody up on this org charts and asking,
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you know, for a cup of coffee goes a long way.
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If you're interested in this kind of work.
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I think that, so that piece of it.
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No, I didn't even know this role, what this role was when I started my career.
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So that that's pretty typical.
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I think increasingly with medicine and it's,
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you know, care delivery being so complex, I think it is becoming more
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and more apparent to younger and younger surgeons that
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these roles exist, that they're important, that they drive change,
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that it's a great way to have greater impact
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than you ever will have in your unique practice.
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I love my practice.
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I still take care of a lot of patients.
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But I really get a lot of sustainment and purpose from helping patients
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that I will never meet
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because of the things that I do at the hospital and health system level.
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And so I think meeting people through that org charts really important,
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talking to people like me, there's a lot of otolaryngologists
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that do versions of this work, perhaps not exactly the same,
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but versions of this work.
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And so networking with us is really important.
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And then I think there are increasingly, you know,
23:13
University of Michigan Art Department of Surgery has actually started a,
23:18
a health care executive
23:21
fellowship for surgical residents who are interested in this kind of work,
23:25
because a lot of our colleagues on the,
23:27
medical disciplines get here through a different pathway.
23:31
They might be a little bit more primed early in their careers.
23:34
And so now we are training people
23:36
in their research time to think about these careers early.
23:40
Consider extra education, whatever that might look like.
23:44
And we give them a mini MBA run through
23:47
over the course of their year or two in the lab, which is pretty cool.
23:51
And I think you can look to that kind of opportunity as well.
23:56
I would stress, and you
23:57
mentioned it, and I often mention this to mentees,
24:01
be a great, excellent, superb clinician.
24:04
First.
24:05
Yes, it will you I loved MBA so much
24:09
respect for business folks out there.
24:12
Please just be a great doctor first and everything will come forward.
24:16
I'm sure you hear
24:17
sometimes med students, trainees want to put the cart in front of the horse.
24:21
And I think of the “horse” as great clinician.
24:23
I don't know if you have feedback on that, but I see it a lot.
24:26
I 100% agree, and I think particularly when you start your practice,
24:30
your training years are behind you.
24:33
Focus on your clinical career for the first minimum two years,
24:37
but three, four and five.
24:38
There is so much learning and honing of those skills
24:41
that they'll never be completely rote, but you'll be so much more comfortable
24:45
and your brain space will open a few years down the line
24:49
for these other opportunities and make you much better equipped to do that.
24:54
And to balance it, because you won't want to give up
24:56
your clinical career and you don't need to, I think is the other thing.
24:59
Being a clinician is your superpower.
25:01
And a lot of these conversations with your your peers in the health system
25:05
or across, you know, anywhere that you're going to be interacting with,
25:10
you know, folks in finance and accounting and strategy and all of those domains.
25:16
Being a clinician and knowing that work and being able to advocate
25:19
for your peers on that is your superpower, so that that piece of it,
25:23
you don't ever want to give it up,
25:24
but you want to hone it early because you never get those years back.
25:28
Let me give you a leading question.
25:29
I have an answer, but I'd love to hear yours.
25:32
So try to answer this affirmatively.
25:35
Are otolaryngologists uniquely
25:40
trained?
25:40
Situated? Learned?
25:43
To be administrators?
25:45
Are otolaryngologists uniquely suited to be chief clinical officers,
25:50
chief medical officer surgeons and chief president of the medical staff, deans?
25:55
I think they are.
25:56
I'd love for you to answer affirmatively and build the case, inspire
25:59
the next generation of leaders.
26:02
It's a wonderful question.
26:04
I think they are too, because we have a lot of evidence around the country.
26:08
We have a lot of evidence and medical school leadership, university
26:11
leadership, obviously health system leadership, medical group leadership.
26:16
It's it is that the data is out there. Why?
26:21
I think I'm still trying to figure that out.
26:24
But I do think that some of it is probably rooted
26:29
in the fact that we have practices that, by their very nature,
26:34
are well distributed across lots of areas of, of medicine.
26:39
And we have to balance that, ambulatory practices,
26:43
surgical practices that require inpatient venues, outpatient venues.
26:48
We have.
26:49
So our brains really have to work and shift in ways to,
26:52
you know, our, our high throughput days where you really are trying to move
26:56
volume across.
26:57
This is going to sound businessy, but this is the point you know, over a high,
27:02
high cost, you know, fixed cost environment,
27:04
the more volume you get through, the better off you are, right?
27:06
Those costs aren't going away. So just do more volume.
27:09
To: How are you strategic around, you know, shortening the length of stay
27:13
for that very, complicated surgical patient who's going to need an inpatient,
27:18
stay.
27:19
So I think we're naturally attuned to this,
27:21
even if we aren't always conscious of it and our, our in our daily work.
27:26
So I think part of that is where the launching comes from.
27:29
I think we're also a very curious bunch.
27:31
And I think that leads us to ask ourselves a lot of important questions
27:35
about improvement.
27:36
And that also leads us down these paths of how am I going to improve things
27:39
in the medical school?
27:40
How am I going to prove things in my department?
27:42
How am I going to improve things in my hospital or clinic?
27:45
That, too, feeds some of that.
27:46
But I'm super excited to hear your answer because I think you're probably further
27:50
along than I am.
27:51
No, I agree completely with you.
27:54
I thought this was a self-serving circular discussion because I agree with you.
27:58
I think we see patients from newborn to geriatric.
28:02
You nailed it with the practice
28:03
setting, rehab, inpatient, outpatient, ambulatory, office.
28:07
I loved your point earlier.
28:09
And I will steal it, but always give you credit: Intentional network builders.
28:13
By definition, we're collaborators.
28:15
We know how to reach consensus.
28:17
You know how to get Pulmonary, GI, Otolaryngology, in a room.
28:20
When you have multidisciplinary tumor conference.
28:22
You know how to problem solve.
28:24
And with the patient the goal is crystal clear.
28:27
As a leader, you have to define that goal.
28:29
I also know we’re wicked smart, right?
28:32
We're taking from the top of the cream,
28:33
you're taking some of the best and brightest.
28:35
So I think that's why we're situated.
28:38
As we wrap up, I want to spend some time on Women in Otolaryngology.
28:43
This is WIO Month in March.
28:45
You're a leader, but I'm going to coin a new acronym.
28:48
You ready for this, Doctor Malloy?
28:50
I'm ready. All right, I'm a “SWIO.”
28:53
Do you what a “SWIO” is?
28:55
It's a
28:57
supporter of women in otolaryngology.
28:59
All right, can you take that to your exec board?
29:02
And maybe, you know, we could just think about that.
29:05
So big, big fan of the work.
29:07
I actually remember walking down the hall,
29:11
at the inaugural WIO meeting, walking down the hall,
29:15
turning my left my head to the left said, wow, that's really interesting.
29:19
And now look what it was.
29:21
I was blown away last year in Indianapolis.
29:24
Massive hall.
29:26
And Dr.
29:27
Durr is your section chairwoman.
29:30
But what I want to talk about was your presentation,
29:33
and I don't want you to get into numbers. You don't.
29:35
I'd rather you not.
29:36
But you celebrated the tremendous endowment fundraising of WIO.
29:43
You've really steward that financially.
29:45
Talk a little bit about that.
29:46
Was it your MBA that helped you? And,
29:49
you know, you
29:50
you have that ability and and just talk a little bit about that.
29:54
Yeah.
29:54
I it's been a wonderful journey being the finance officer
29:57
and chair of the endowment for - it'll be a six year run for me.
30:02
And I am so proud of the work.
30:04
You know, I followed incredible women who launched us.
30:07
And we are now we just celebrate our 15th anniversary, and we are in a position
30:12
financially that I'm very proud of, both wonderful fundraising.
30:16
We had a banner year last year and and I'm going to throw one
30:20
number out because we are now, our endowments over $1 million dollars.
30:23
And I just think that needs to be said. It's really exciting.
30:26
It's going to enable us - Doctor Malloy's like, you're like the duo double
30:30
because you're on one side with the endowment fundraising.
30:33
But then on the finance investment subcommittee,
30:36
you're the WIO representative.
30:37
So you're stewarding that in the right way.
30:39
Exactly.
30:40
I got to I got to help you, with our new financial
30:43
advisor plan and and sort of our investment strategy.
30:47
It's it's it's been super exciting.
30:49
I think what's exciting for me about this is that it really is
30:52
enabling the great work.
30:53
We're working on a strategic plan, the first one the section has had and,
30:57
you know, since its inception.
30:59
And so that'll be work this spring that is funded by the endowment.
31:04
We now have a budget that this is where the MBA does kick in.
31:08
I was able to develop this year.
31:10
Our section's first budget that actually, you know, we can decide
31:14
what we're doing with our money and, and be principled and deliberate about it.
31:19
And, and,
31:20
you know, log in our costs and think about what we're saving
31:22
and what we're actually going to spend our funds on.
31:24
This is, allowed us to increase the number, the overall funds
31:29
for our grants.
31:30
We just had - the grants process just closed.
31:32
We have 19 submissions, and a tremendous,
31:36
opportunity that is only enhanced by the work that we've done.
31:40
And like I said, I think the changes that will come as,
31:44
we develop our new strategic plan, which will only be implemented
31:47
long after I have, pass the baton to the next finance chair.
31:52
But, we're going to set the section up and the Academy up.
31:55
Because the work that we fund
31:57
is of incredible importance to the entirety of the Academy.
32:01
I think that this is really going to set us up for meaningful work in the future
32:05
and to continue to build the futures of all otolaryngologists
32:09
in a way that we are, you know, continuing to be masters of our own destiny.
32:13
And, you know, all the things that we get excited about, for our careers.
32:17
I think that this is it's just it's very inspiring work.
32:21
Men are welcome in WIO.
32:24
We are about 20 - 30% of that, symposium.
32:29
You had a wonderful race engineer, from a company
32:33
that talked to us about team building.
32:35
So, the other half - Allies are so important. Yes.
32:40
Yeah. Don't don't be shy.
32:41
Come on out.
32:42
And so you could be a “SWIO”as well.
32:45
I love “SWIO”. I'll bring it back.
32:47
We we have “SWIO”s coming to our, our strategic plan.
32:51
It's, it's a, it's a all inclusive strategic plan which is also exciting.
32:56
What way to make it? Just plural.
32:59
And the more we use it, it'll it'll really stick.
33:01
So I'm going to give you a way to end this.
33:03
You're going to get two chances to end it. Okay.
33:06
We're going to definitely do “High/Low/Buffalo.” To credit your niece.
33:09
But you get to choose.
33:11
Do you want to do “High/Low/Buffalo” for WIO?
33:13
Oh your your tenure there or for the Academy?
33:17
I think I'm going to do the Academy writ large.
33:19
It may include some some WIO but. All right.
33:22
High. Low, and Buffalo. I'll help you.
33:24
High of your Academy service leadership?
33:26
Your tenure, which has been decades.
33:29
Yes. The high really was,
33:34
really
33:34
bringing simulation into the Academy footprint.
33:38
In a way that is so accepted and, like, assumed now.
33:42
But this was something that was so many years in the making.
33:46
And I think the first full Academy meeting that we had
33:50
when it really was completely integrated, which honestly felt
33:54
really like Philadelphia was where we we really landed that plane.
33:58
There were many years ahead where we were bringing simulation into, the meeting.
34:03
But with the pandemic, it felt a little fragmented
34:06
until we landed at Philly and I at the for me, that was my
34:09
high was to really see that be fully integrated.
34:13
I will agree with you firmly on that.
34:15
That's people don't understand.
34:17
You don't wake up and be Kelly Malloy.
34:19
You don't wake up and be chief clinical officer.
34:21
There was a lot of mannequins working nights and weekends.
34:25
Dr. Deutsche. Dr. Malekzadeh. Yourself.
34:28
And you all changed our field and accelerated us with simulation
34:32
that you are making a huge impact.
34:33
And I was witness to that journey. Yeah.
34:36
So that's what I meant about: You chose a different path.
34:39
It wasn't easy.
34:40
It could have failed.
34:41
But you succeeded. Yeah.
34:43
Absolutely. Great “high”. Allright, “low” for the Academy.
34:46
It could be anything is like, I miss my flight.
34:48
Once, somebody spilled coffee on me.
34:52
Let me think.
34:53
My “low” for the Academy.
34:56
Not not getting on to a committee or something.
34:59
So I ran for treasurer.
35:01
I ran for treasurer in 2014, I lost, and that's okay.
35:05
That happens.
35:05
That is okay. That's actually exactly what I was about to come up with.
35:08
I ran for a seat on the nominating committee
35:10
a couple of years ago, and and it did not work out.
35:14
And I'm such a positive person that it it took me a minute.
35:18
Thank you for the prompting to even come up with it as a low.
35:20
But there was a moment of, you know.
35:23
Oh yeah. Yeah.
35:25
Bummer.
35:25
You know, but it's you got to pick yourself back up
35:27
because I think that also gets to how you get into,
35:31
you know, along your career no matter what you choose to do.
35:33
But certainly if you're going to go into leadership,
35:35
you are going to have plenty of disappointments and plenty of failures.
35:39
And having, a growth mindset and some resiliency around
35:44
that is something that is not easy to do, but you can build that muscle.
35:48
And and so I think that that's
35:51
you got to be out there, you got to try and you're going to lose.
35:53
Oh, I also did not get the, the, annual meeting
35:57
program coordinator position and that one too, that I thought, oh, bummer.
36:02
That would have been so fun.
36:04
Let's just let's just commiserate together.
36:06
I didn't get the research quality coordinator role in 2012.
36:09
Let's see like look at this.
36:10
We just keep putting our selves out there.
36:12
Put your hat in the ring, be deliberate about it.
36:15
Talk to people, build the network, get some feedback, keep moving.
36:19
And so that's that's really that's that's the message there.
36:23
So I'll give you a buffalo then you give me a buffalo.
36:25
In Indianapolis,
36:27
when we were doing the site visit, I turned around and Justin Timberlake
36:31
was having breakfast right
36:35
there, and he, like, didn't even acknowledge me.
36:39
He's so mean.
36:40
I'm never going to listen to his music again.
36:42
So, like, ignored me completely.
36:44
Then he left and I chased him down like a fan,
36:47
and he, like, just stared at me blank, so I don't care.
36:51
I mean, I'm 50 years old. I can chase anyone I want.
36:54
Did you chase my buddy Kelly, who stared at you when, like, with the blank face?
36:57
Or what's been your Buffalo of the Academy?
37:00
I think I have two buffaloes.
37:02
One also goes back to the early days of simulation.
37:05
One of our first in meetings.
37:07
Sims was super low tech.
37:09
We basically just brought some fake blood in a
37:12
IB poll and had a scenario happen in a a room.
37:16
And the wonderfully,
37:21
I mean, just the amazing commitment of the acting of our peers.
37:26
I, I think it was well, I won't name names here
37:29
because I don't want to embarrass anyone but one of our peers.
37:32
Just such a dedicated, Oscar worthy moment of collapsing
37:37
from anaphylaxis during this scenario in a in a room.
37:41
I mean, there was a gasp, but it worked.
37:43
And so that was one of the wonderful early Buffalo.
37:47
I think my other buffalo came from Indianapolis
37:50
and the the, the band performance of our peers at,
37:55
one of the local clubs with and I will miss everyone but -
37:59
Al Merati, and Soham Roy, and, I mean, Mickey Stewart on drums?!
38:03
That was one of the best Academy moments of recent memory.
38:08
So I would just put that out there
38:09
that we are a multi-talented group, and it is so great to see that.
38:13
Yeah.
38:13
As your niece would say, Aunt Kelly, is that a high, or is that a buffalo?
38:17
But I think it could be both.
38:18
I think it's a buffalo (laughs) So
38:21
as, as we wrap up, I'll give you a final comment.
38:24
What's next with WIO?
38:26
It is Herculean and awesome to start it.
38:31
Then it becomes an adolescent.
38:33
And you were in that phase and then you matured it.
38:36
Now WIO is going to go off to college.
38:40
And how do you in the gestational cycle
38:43
of a section - And it's been masterfully done.
38:48
Textbook.
38:50
Harvard case study.
38:51
On how WIO has grown.
38:53
What's next?
38:54
And maybe that's the strap plan.
38:55
But could you opine a bit, what's next?
38:59
Yeah, I mean I,
39:01
I think that
39:03
WIO has really developed into a mature organization.
39:07
And I say that insofar as I think that we are going to be
39:12
not the only major purveyor of content, but, to feed into our annual meeting,
39:17
but also throughout our Academy annual years.
39:21
Right. Like, you know, the
39:23
the content around
39:25
everything from practice building and early career
39:30
concerns, to midlife and, and I think, peri-retirement.
39:34
I think you're going to see more content from us
39:38
for everyone around sort of being prepared financially,
39:43
mentally, your family issues, things like that.
39:46
So I think that we're going to see more maturity around that
39:49
and more, consistency in content, meaning that
39:53
we're now in a financial position where we can commit to more
39:57
and have less uncertainty as to what we can do year over year.
40:00
So I think that's that's exciting.
40:01
I think you'll see us more consistently visible in the future.
40:05
I think one of the things that you will see WIO doing in the future is
40:11
tackling some of the thornier issues
40:14
alongside the entire Academy, around workforce.
40:19
I think there's a lot in workforce.
40:21
It isn't just about the gender pay gap, but that needs that needs to be addressed.
40:26
And that is not entirely WIO’s concern.
40:29
Of course, it's not entirely the Academy's concern.
40:32
It is Otolaryngology’s concern.
40:34
It is American health care's concern.
40:37
And so how I think you're going to see
40:39
WIO stepping into that and helping frame the conversation,
40:42
because I think right now everyone at the Academy cares about this.
40:47
How we move forward is a challenging thing to figure out.
40:52
And so I think WIO is going to step into that space and bring
40:57
everyone along with us, because it can't just be us
41:00
and it can't just be the Academy, but we're going to have to find ways to hold
41:04
everyone accountable to being better.
41:07
I think that's where we're headed.
41:09
And I think some of the other thorny workforce issues around
41:12
just how we're going to practice in the future.
41:13
I think this is the, this is something where you're going to see WIO
41:17
have a strong, collaborative presence in the future.
41:21
I always love chatting with you.
41:23
I've known you for two decades, and I always keep saying, this is the last word.
41:26
So I'll say something, then you get the last word. All right?
41:29
You can say anything you want, but here's. Can you.
41:31
Can you read my sign? Can you read what it says?
41:34
“SWIO” Yeah.
41:35
So here I'm putting it right here.
41:37
So what you can count on are the “SWIO”s out there.
41:40
Supporters of WIO, myself, the Academy, the other sections together we're
41:44
stronger.
41:45
Agree with your initiatives and how the tide should be lifted.
41:50
And using the collective power of WIO for American healthcare.
41:54
Amen to that, Kelly.
41:55
Doctor Malloy, anyway, you want to end this, it's yours.
41:59
I would just end it
42:00
with - This is a great time to be an otolaryngologist.
42:04
This is a great time to be in medicine.
42:08
It's hard,
42:11
but the opportunities
42:12
are incredible to really change things, shape things.
42:16
I, I am thrilled by the folks coming in to the field
42:20
and the folks that are raising their hand for the Academy.
42:24
I would just, you know, ask
42:26
that everyone continue to push themselves to learn new things.
42:29
You know, think about
42:30
once a year, you're really honed in on what you're good at and what you love.
42:34
Think about what else you'd like to learn about and volunteer there.
42:37
I just I think this is I'm super positive about the future,
42:40
and I think it's going to be hard, but it's it's going to be positive.
42:44
It's going to be fun.
42:45
And I think I would not there's no one I'd
42:47
rather be in this, work with than our otolaryngology colleagues.
42:51
This is this is a great group, and I think we're poised for success.
42:56
Thank you,
42:57
Doctor Malloy, so much for joining us on Voices Otolaryngology.
43:01
Thank you.
43:02
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43:05
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43:11
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43:12
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43:19
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