Women's Leadership for Veterinary Medicine: A Course for Veterinary Students

Co-author: Julie Kumble

On the one hand, it was just another elective course proposal. On the other hand, it could also be described as an experiment in teaching and learning within the context of one of the most vexing issues in veterinary medicine, the continuing gap in women’s leadership.

So, we asked the question:

Would veterinary students at Cornell University

be interested in a course in women’s leadership?

If so, it would be the first of its kind, anywhere.

Since the formation of the Women’s Veterinary Leadership Development Initiative (WVLDI) last fall, we have felt that we needed to test the waters to see if there would be interest in a student symposium directed specifically at women’s leadership. An email was sent to all Cornell students on December 23^rd asking them if they would be interested in devoting a weekend day in March to the topic.  

Within a few hours, half a dozen students had sent emails requesting to be enrolled and justifying why they wanted to take the course. Responses continued to come in over the break and well before the January 5^th deadline we had reached the course limit of 25 students. We subsequently increased the limit, enrolling 35 students, including three men, to participate in the six-hour symposium on March 1^st.  

Student Course in Women’s Leadership, Cornell University

Screenshot of the Title Slide for the Opening Presentation

(Prezi presentation designed and prepared by David Seader ‘16, who also participated in the symposium.)

Being a Saturday morning, we opened with a continental breakfast. To facilitate introductions, the morning session began with a dozen students sharing their rationale for taking the course.

We then gave a 90-minute presentation about women’s leadership, drawing heavily upon our research in the four areas of organized veterinary medicine, clinical practice, industry, and academia. Our goals were to raise the awareness about the gap in women’s leadership, promote understanding of the need to have women in leadership positions, and share best practices from both within and outside veterinary medicine.

Within the domain of organized veterinary medicine, we presented data on women in leadership positions at the national level (American Veterinary Medical Association, AVMA) and the local and state levels, with emphasis on states like Iowa which have instituted numerous policy changes to promote leadership of women in particular and younger veterinarians in general.

Considering clinical practice, we shared information from the 2013 National ResearchCouncil study that documented significantly lower return on educational investment for associates compared to owners. This topic would be the focus of the noon panel which featured three practice owners. We also presented data from various sources showing lower levels of compensation for women, beginning with starting salaries and continuing throughout their careers.

For the discussion of industry, data were drawn from Fortune 500 companies, to major veterinary companies. Emphasis was on the need for a critical mass of women (generally viewed as 30%) to be present at the top leadership of companies in order for the culture of that company to reflect good business practices for men and women alike, as well as to enhance profits and achieve better standing in their respective industries. We also posited that it was important for transparency of leadership at the top and noted that this deficit in some private companies where there is no legal requirement for board members to be identified publicly.

Finally, we discussed academia where, despite over three decades of affirmative action policies, we still have only six women deans in the US, a mere 20% in a domain that one would expect to be leading the way. Furthermore, the last five dean appointments have all been males. We used academia as a prime example of the “leaky pipeline” where the percentage of women tends to decrease as appointments are made into more senior positions.

Having considered the current state in these domains, we turned our attention to identifying and explaining some of the barriers to women’s leadership drawn from substantive research in the field. We talked about:

1. ·         systemic barriers, such as the lack of term limits in many positions in organized veterinary medicine;
2. ·         cultural barriers, such as differences in women’s personal and professional priorities, and gender stereotypes;
3. ·         psychological barriers, the lack of self-promotion and the so-called “perfection complex” and self-assessment traits of women compared to men;
4. ·         economic barriers, showing disparity in salaries as well as differences in negotiation styles between men and women, and promoting the concept of paid family leave policies.

Student Course in Women’s Leadership, Cornell University

Screen shot of the Introduction to the Subtitle, “Overcoming the Barriers”

(Prezi Presentation by designed and prepared by David Seader ‘16, student participant)

After presenting data on the current state of the profession and then identifying barriers for women’s leadership, we tapped the bank of our research and presented specific examples of how women have overcome obstacles.  For organized veterinary medicine, we drew heavily upon the experience in Iowa mentioned above. We then focused at some length on mentors and their impact on one’s career, using examples from organized veterinary medicine (Dr.Eva Evans) and academia (Deans Sheila Allen and Deborah Kochevar).

Relative to practice ownership, we talked about women, including the guest presenters who each owned their practices, to others who overcame some of the logistical barriers of single ownership by joining with others (often women) to co-own or multi-own practices. 

We highlighted industry-based strategies, such as programs at Zoetis and Hill’s Pet Nutrition, which have been successful in developing women leaders.  Again, we used specific examples from our interviews with women leaders in industry, such as Dr. Christine Jenkins (Zoetis).

The last segment of our presentation, entitled, “Bridging the Leadership Gap,” was intended to provide a greater degree of clarity for how the percentage of women leaders can be increased in the next few years. We gave specific examples, such as how some gender stereotypes and cultural biases do, in fact, create a climate where fewer women either run for elected office, or are appointed into leadership positions. Men, we argued, need to be aware of these issues as much as women if we are going to be able to see a truly balanced profession that will benefit all veterinarians.

We counseled female students to challenge their “perfection complex,” giving examples of how women can confidently perform admirably in leadership positions (just like men) even if they don’t have the entire skill set in place at the onset. We encouraged self-nomination for office and ignoring the fear of not getting a position.

To complete the presentation, we focused on developing leadership competencies. This included taking formal training programs to enhance leadership competencies such as financial and management acumen, negotiation and public speaking skills, and building a strong mentoring support system.

Student Course in Women’s Leadership, Cornell University

Guest presenters at front are Drs. Linda Tintle (speaking), Susan Wylegala and Andrea Dennis-LaVigne

(Photo by the author, 2014)

During the working lunch, the three invited veterinarians formed a panel, describing their experiences in private practice and business, and in organized veterinary medicine at the state level. They gave substantive presentations and were amazingly upbeat.  “You have a veterinary degree and you can do anything,” was the recurring theme, and they provided example after example based upon their real-world experiences to prove their point. The panelists were Dr. Linda Tintle, owner of Wurtsboro Veterinary Clinic and past president of the New York State Veterinary Medical Society (NYSVMS), Dr. Susan Wylegala, owner of Cheektowaga Veterinary Hospital and Executive Board member of the NYSVMS, and Dr. Andrea Dennis- LaVigne, owner of the Bloomfield Animal Hospital and President-Elect of the Connecticut Veterinary Medical Association.

This one-hour segment generated questions on a wide range of topics from how to do clinical research while running a practice, to asking if the panelists would be willing to open their books to students interested in knowing more about running a business. The session energized and, at times, electrified the students. Two-thirds of them later reported it as the most informative and helpful segment of the day.

Student Course in Women’s Leadership, Cornell University

Student group working on developing a plan for mentoring

(Photo by the author, 2014)

The third segment of the course returned to the issue of “essential skills” in becoming an effective leader, and the steps to reach that goal. We focused primarily on networking, mentoring, and role models. This took the form of a working session where the small groups of students, assisted by the guest presenters, worked to articulate goals and expectations for developing an individualized mentoring program.

The capstone of the afternoon was completion of an exercise in which each student wrote down her or his specific goals, and the time frame for achieving them. They were written on specially-made bookmarks identifying the course name and date, and then the bookmarks were inserted inside a copy of Sheryl Sandberg’s book, Lean In: Women, Work and the Will to Lead, which was given to each of the students and guest presenters at the close of the day.

As the students mingled and talked to the guest presenters and amongst themselves afterwards, they began to plan the development of a Student Chapter of the Women's Veterinary Leadership Development Initiative. As we write this story less than a month later, the Cornell student chapter is not only about to become reality, but chapters are is also about to be established at two or three other colleges. The excitement and enthusiasm are palpable.

Dr. Smith invites comments at dfs6@cornell.edu

A Veterinary Student Interviews Practicing Veterinarians to Help Prepare for Her Career

Guest Author: Elizabeth Newsom-Stewart

Note: The original and complete version of this story 

will be posted on March 19 at www.veritasDVMblog.com

Editor’s Note: Elizabeth Newsom-Stewart is a second-year DVM student at Cornell University who recently interviewed a veterinarian to fulfill her assignment in a class I teach, Veterinary Medicine: The Versatile Profession. I chose her paper to reprint here because it speaks cogently to the important issue of whether or not new graduates need to do an internship to feel qualified to enter veterinary practice.  Because of Elizabeth’s desire to become involved in the leadership of the profession through organized veterinary medicine, she interviewed another veterinarian who has provided leadership at the regional and state levels in New York.

Donald F. Smith

There are two aspects of the veterinary profession that are important to me: being an excellent clinician who practices high quality medicine and surgery, and being a leader in organized veterinary medicine. Those issues were best addressed by veterinarians in two different stages of their careers; therefore, I interviewed two different women. First, I interviewed Dr. Angela Silva (Indriolo), a 2011 Cornell graduate, and we discussed issues relating to transitioning from the role of a veterinary student into that of a practicing veterinarian. I also interviewed Dr. Linda Tintle, a 1981 Cornell graduate, regarding leadership in organized veterinary medicine.

 

Elizabeth Newsom-Stewart, Cornell DVM Class of 2016

Photo Taken during Rural Area Veterinary Services Rotation

(Photo provided by Ms. Newsom-Stewart)

I chose to interview Dr. Silva because, as a relatively recent graduate, I felt that she would have a helpful perspective on how to develop oneself into the best veterinarian possible, especially during the crucial first few years post graduation. Dr. Silva spent two years as a small animal general practitioner at Bond Animal Hospital, a busy general practice in White Plains. She has now transitioned to a practice that is closer to her home. Dr. Silva is a certified veterinary acupuncturist, is certified in stem-cell therapy, and has completed a course at Colorado State University in client communication, called the FRANK program.  Dr. Silva now lives with her husband and two standard poodles in Somers, New York. As I did an externship with her in the past, I know that she is an excellent veterinarian who also maintains a healthy work-life balance, and I therefore felt that she was a perfect person to interview.

Because I am questioning whether or not to do an internship, I asked Dr. Silva her opinion. She feels that an internship is an appropriate choice if a student does not feel confident enough to practice upon graduation, but she insists that one can become an equally excellent clinician without one.  She explained that, for a new veterinarian who really cares about their patients, the first year of practice is “like an internship, with a much higher salary.”  By this she meant that a new graduate will need to spend hours every night speaking with specialists and diagnostic laboratories; and doing research in order to provide the best patient care.

The negatives of doing an internship also include that they may not be as relevant to what a general practitioner may encounter. For example, she explained that one of her friends finished an internship “being able to easily formulate a ten-drug treatment plan for kidney failure, but unable to do a cat spay in under an hour.”  Interns may also gain little experience in the practicalities of general medicine, such as client financial constraints, client communication, and moving in a “step-by-step manner” that moves with the client’s needs instead of in opposition to them.

Very notable to me was her statement that, “You graduate knowing how to practice good medicine, but not how to work with your clients [towards a common goal].”  She explained that client communication is one of the most critical aspects of practice, but is not effectively taught or learned until after graduation. A helpful tip that she gave me was to pursue additional training, such as the FRANK program that her employer, Dr. Aspros, sent her to Colorado State University to obtain.

 

On a similar note, Dr. Silva also emphasized the importance of mentorship—finding a practice owner who is aware of the challenges faced by new graduates, and who is willing to mentor as needed. Although it seems obvious, many new veterinarians also do not seem to realize how important it is that they find an employer who practices high quality medicine and surgery, because a new graduate will be following most of their practice policies and recommendations for several years. We also discussed issues such as the importance of continuing education, being proactive about honing skills, maintaining a work-life balance, and working well with technicians, staff, and practice owners.

Although interviewing Dr. Silva was extremely helpful for me, I still had questions with another aspect of veterinary medicine; that is, becoming a leader in the veterinary profession as a whole. To that end, I decided to interview Dr. Linda Tintle, founder and owner of a small animal general practice in Wurtsboro, New York.  Dr. Tintle is very active in the Hudson Valley Veterinary Medical Society, the New York State Veterinary Medical Society (NYSVMS), and is a past member of the Dean’s Advisory Council at Cornell. She is president of the Orange County Animal Emergency Service, and is active in the Shar-pei community, having been involved in research of breed specific disorders and the Chinese Shar-pei Club of America.

My many questions for Dr. Tintle may seem very basic, but I truly did not know the answer.  For example, what does being involved in “organized veterinary medicine” actually mean?  What, practically, does one do on a daily basis?  What is the purpose of the state society?  What about the regional society?  How does one get involved?

Dr. Tintle was patient and knowledgeable. She described how the regional society is mainly involved in local issues, including continuing education and the addressing of ethical complaints or issues between veterinary colleagues.  At a state level, she told me how the state society is essentially a liaison between veterinarians and the New York State government, which establishes laws, policies, and regulations that influence the way veterinarians are permitted to practice.  For example, issues regarding the legitimacy of equine dentists, a bill making debarking illegal under any circumstances, and restrictions on having compounded doses in a clinic have a very real effect on veterinarians, and the state society works to make the impact of these laws as minimally detrimental (and hopefully as beneficial) as possible.

The NYSVMS also tries to assist its members in other ways, such as providing health insurance, educating its members on legal matters such as those described above, as well as more managerial issues like hours and employee restrictions. They provide continuing education opportunities through biannual conferences in conjunction with Cornell, and also have run a veterinary accreditation program to help clinics meet the New York State practice standards and abide by all the legislation that applies to them.

Because it is very important to me to be involved in organized medicine, I asked Dr. Tintle how one can go about that as a new graduate. She said that many regional associations are eager to find new people to serve. She explained that there are so few veterinarians interested in being involved that many members remain in the same position for several years out of necessity.

Additionally, she told me of a great program offered by the NYSVMS that is aimed at developing the leadership abilities of new graduates. It is run by the Committee for Leadership Advancement, and essentially helps new graduates transition into leadership roles. The program can also help with other issues facing new graduates. If I practice here in New York, I will absolutely take advantage of that opportunity; if I go elsewhere, I will know what to look for in whatever state I work.

I found both of these interviews to be very helpful, and an excellent opportunity to answer questions that will help me build my career in the future. Mentorship is so important in becoming a great clinician, and in being productive member of the profession as a whole. I will absolutely remember the advice that both women gave me, and put it into action as I move out of the student role into the role of a practicing clinician and member of the national veterinary community.

By Elizabeth Newsom-Stewart, DVM student, Class of 2016, Cornell University

Charles W. Raker, VMD: A Legend in Equine Surgery

By guest author Sarah Khatibzadeh (Cornell University DVM Class of 2014). Reposted from a blog originally written on March 1, 2012. Dr. Raker died on February 16, 2014.
Full interview available at www.vet.cornell.edu/legacy

A private practitioner and academician, clinician, master surgeon, teacher and mentor, a friend to horses and horse owners alike, Dr. Charles W. Raker has done it all.

After spending a childhood surrounded by animals in southeastern Pennsylvania, Dr. Raker attended the University of Pennsylvania School of Veterinary Medicine and graduated at the top of his class in 1942.  He was a mixed animal practitioner initially, then returned to University of Pennsylvania as an assistant professor. 

Dr. Raker became Chief of Large Animal Surgery at New Bolton Center in 1956.  He held that position for almost 30 years, pioneering new surgical techniques, particularly in the realm of upper airway surgery. He set the standard for New Bolton’s approach to client communication, and mentored many interns and residents, some of whom are today’s renowned equine surgeons. 

Dr. Charles Raker (R) examining a horse by endoscope, circa 1980
Photo provided by University of Pennsylvania, School of Veterinary Medicine

Dr. Raker was as fine a teacher as he was a surgeon.  Many established equine veterinarians speak fondly of Dr. Raker as their instructor and mentor during veterinary school. Even today, he continues to mentor veterinary students, offering advice on coursework and careers in equine medicine.  

Dr. Charles Raker at his home in
Honey Brook, Pennsylvania, 2011
(Photo by the author)

Dr. Raker has received numerous accolades for his achievements. In 1993, an endowed professorship in Equine Surgery was established in his name. Two years ago, he received the prestigious "Beyond the Call Award" from the American Association of Equine Practitioners at their annual convention. He was only the second veterinarian to receive this award. Dr. Raker is also the recipient of the American College of Veterinary Surgeons Award and the Bellweather Medal for Distinguished Leadership from the University of Pennsylvania.

While his professional accomplishments are extraordinary in their own right, what equally impressed me during the course of my interview with him was this man’s youthful energy.  At 91, Dr. Raker looks and sounds like someone at least ten years his junior.  He exercises regularly, his memory is excellent, and he speaks with more clarity and poise than many trained orators. 

 

Dr. Raker is self-assured but surprisingly modest for a person of such great stature in equine medicine. Unlike many veterinarians of his generation, he promoted the inclusion of women in large animal practice, and mentored the first female large animal surgical residents. When I asked him about his career achievements and awards, he described them in a matter-of-fact tone, occasionally even poking fun at himself.   
 

Author Sarah Khatibzadeh
(Photo by the author)

Though I am not a Penn veterinary student and had met him for the first time, Dr. Raker offered me insight into veterinary school and beyond. I am honored that he became an unofficial mentor to me in just a few hours of conversation.

I invite you to read and also be mentored by this fascinating story of a wonderful and inspiring legendary equine surgeon.  His professionalism, kindness, and humility are traits to which all veterinarians should aspire.

By Sarah M. Khatibzadeh.

My Mentor's Amazing Path to the Veterinary Profession

By Stephanie Gambino, Cornell DVM Candidate Class of 2015.

Like other undergraduate pre-veterinary students trying to gain the best possible experience to prepare me for a future career in veterinary medicine, I searched for an animal hospital near my home of Brooklyn, New York. Thankfully, I found a good one and, in the fall of 2008, I began working at the Brooklyn Veterinary Group in Bensonhurst. I worked under the direction of two doctors; one was the owner/director of the practice, the other the associate veterinarian. Almost every Monday another doctor would come in, but I was always unsure of his position.

This doctor was Dr. Anthony Miele and he would become a primary influence in my aspirations in veterinary medicine. It turned out that Dr. Miele played a subtle role in the practice at the current time, but was “the man who started it all” way back when Brooklyn Veterinary Group was first created. His story is quite intriguing.

Born and raised in New Jersey, Dr. Miele came from a blue-collar family. No one in his family had attended college, let alone professional school. As a young kid, he had a strong interest in the sciences and medicine, and had a love for animals. When it came time to sort his life out and decide what he wanted to do, veterinary medicine seemed to just fall into his lap. He graduated from St. Peter’s College in New Jersey in 1972 with a major in biology and a minor in chemistry.

While attending college, the United States was amidst the Vietnam War, and the draft was in place. Many young men were doing whatever it took to stay out of the draft, including getting into professional school. Entrance into one of the only 18 US veterinary colleges at the time seemed out of reach. Though international schools were also difficult and competitive, Miele knew his best bet was to attempt to get into veterinary school outside of the US.

His options at the time included colleges in the Dominican Republic, Mexico, the Philippines, and Italy. Though the curriculum was taught in English in the Philippines, the dictatorship at the time made it less appealing for him. Because Dr. Miele was of Italian heritage, he felt that attending school in Italy would be the best fit for him.

After graduating from college, Dr. Miele made his way to Italy to begin his veterinary education at the University of Naples. Though he spoke not one word of Italian, he enrolled in classes immediately. The Italian veterinary curriculum is a five-year program, commencing right out of high school. However, the curriculum was designed in such a way that you could set a pace for yourself and take exams when you were ready rather than in a lock-step manner. If you failed an exam, you would re-study and take it when you were better prepared.

Dr. Miele described his first encounter with a veterinary textbook as one of pure frustration. He went through the first page line by line and translated what he read. An hour had passed by the time he had completed the first page. Realizing how difficult and time consuming this was going to be, he closed his books and immersed himself in society. Within four months, he could speak Italian at the level of an elementary school student and within a year could speak at the level of a high school student.

At this point he returned to school, now armed with the Italian language. Although he did much better in school, exams were still extremely difficult as they were given orally, and in Italian. This meant that he could not take time to process information, translate it to English, come up with an answer, and then re-translate it back to Italian, but instead he had to maintain a conversation in Italian that demonstrated he had a fair understanding of the material. This was a huge obstacle for him, especially when he knew what he wanted to say but had difficulty figuring out how to say it.

Dr. Miele persisted and graduated in 1980. He returned to the US to sit for the veterinary boards but failed at his first attempt, eventually passing a couple of years later. In the meantime, he landed a job working with Standardbred horses at the Yonkers and Meadowlands raceways. His primary interest was in companion animal medicine, though, and after a year and a half, he got a job in Brooklyn working at a small animal clinic. He spent three years working there, and in 1985 opened Brooklyn Veterinary Group. He had a concept that involved a team approach to veterinary medicine and named the practice a “group” with the intention of opening more practices that would each bring different strengths to the profession as well as create a supportive environment. Over the next ten years, Dr. Miele opened eight other New York City hospitals with the group.

Dr. Miele now works in a couple of the veterinary hospitals including Brooklyn Veterinary Group and Boulevard Veterinary Group, but is still an integral part of the collaboration. He has also opened a 24-hour veterinary hospital in Rome, Italy. Though an entrepreneur, Dr. Miele has also been heavily involved in organized veterinary medicine in the New York-New Jersey area, and his contributions and leadership have been recognized through various professional awards.

Stephanie Gambino and Dr. Anthony Miele
Cornell College of Veterinary Medicine, White Coat Ceremony December 2013
(Photo provided by Ms. Gambino)

Dr. Miele has been by my side through my undergraduate curriculum, my application to veterinary school, my current experience in veterinary school and, I am certain, will be an integral part of my future. From the start, he went out of his way to teach me, show me, engage me, and give me advice— he has been there every step of the way for me.

He is an incredible person who has done many creative and adventurous things, and he will continue to do so. His perseverance and outstanding accomplishments inspire me; I want to make as big of an impact in veterinary medicine as he did. But I think it is his belief in me that has touched me most. I will always carry with me the words he once said to me: “I saw the twinkle in your eye and I knew you were special.”

I strive to be the amazing veterinarian and person he believes me to be. I will forever be thankful for his presence in my life.

This story is reprinted from Reprinted from www.VeritasDVMblog.com

The Value of Mentoring for a Successful Veterinary Career

As an undergraduate student at Cornell in the mid 1950s, Patricia Thomson was often discouraged from following her dream to become a veterinarian. Her Cornell pre-vet advisor flatly informed her, “You won’t get in.” A career counselor concurred, suggesting that medical school would be the better route for someone with her excellent grades. Trish persisted, however, and became one of three women to receive the Cornell DVM in 1960.

Positive mentors and role models are critically important to young people as they pursue career aspirations. Trish had several mentors, in addition to her wonderful family. An early supporter was her local veterinary practitioner, Dr. Stanley Garrison, who frequently visited the Thomson farm and surmised that Trish would make a fine veterinarian. “Doc was the finest mentor one could have. He played an important role in my developing veterinary interests, and even hired me to work with him during my summer vacations while at college.”

Dr. Patricia Thomson and Dr. Don Herr, 2010