Ep. 26 - The Leap to Senior Resident

What does it really mean to become a senior resident? In this episode, we talk through the leap from managing discrete tasks to carrying the bigger-picture responsibility for a team, patients, and the flow of a service. We discuss the increased weight of clinical decision-making, difficult conversations, feedback and leadership among former peers...and the unexpected rewards of seeing how far you have come!

Transcript

SPEAKER_02 0:02

Hi, I'm Kyla. And I'm Mary. And you're listening to the Long Call. This podcast delves into the complexities, lessons, and triumphs of residency. Through candid conversations, we want to explore how meaning and connection can emerge from the challenges, chaos, and unexpected moments along the way. It's about discovering the purpose and sometimes even magic woven into the everyday work of being a physician.

SPEAKER_00 0:26

The views, thoughts, and opinions expressed in this podcast are solely our own and do not reflect the policies or positions of any institution, organization, or employer. This podcast is for informational and reflective purposes only, and is not affiliated with, endorsed by, or representative of any official entity. And while we are both doctors, we are not your doctors, and we are not providing any medical advice on this podcast.

SPEAKER_02 0:50

We're excited to unpack the mess, meaning, and magic of residency with you. Stay tuned for more.

SPEAKER_01 0:57

Hi everyone, welcome back to the long haul. And guess who's back? It's me! Kyla, thanks for joining me today. Yes, of course, of course. Glad the duo is back together again. Back again. And it's been a it's been a busy time of year, as we've alluded to, and that actually ties into our theme for today. Yes. Is talking about that important transition from junior to senior resident as Kyla has been recently promoted to status of chief resident and all the responsibilities that come along with it. Woo!

SPEAKER_02 1:30

Yeah, no, it is exciting. And I feel like we talked about when we first started this, I was having to chief one or two rotations for the first time, and now it's now it's all the time.

SPEAKER_01 1:40

Yep. Full-time job now.

SPEAKER_02 1:42

Yeah it's wonderful.

SPEAKER_01 1:43

I am glad to see you're still smiling. Me too. All right. Well, Kyla, to kick us off, we were kind of chatting before we started about some of those immediate differences that felt like came upon you overnight, right? One day you are a PGI three and then suddenly you're promoted to PTY4 and some things change. What did you notice about that?

SPEAKER_02 2:04

Yeah, I would say the biggest difference is the change in responsibilities. Yeah. So initially, when you're a junior resident, you have responsibilities, right? You're someone's doctor and you have these list of tasks that you have to complete by the end of your shift. But then that's that's really where it ends. I would say once you become a senior resident, you have your task, but you also have the responsibility of following up on everyone else's tasks, make sure they're learning appropriately, make sure they're managing things appropriately, making sure they are, you know, following the advice that you've given them to complete those tasks. It's definitely a lot more responsibility. Yeah. Would you say that was the kind of the most surprising thing that snuck up on you? Absolutely. I wasn't anticipating it at all. Because you think, okay, I have asked you to do these things, I'm gonna do my thing, we're all gonna do the thing, and that'll be it. And it almost never goes that way.

SPEAKER_01 2:58

Yeah, especially with that you have to consider everyone else is taking on brand new roles, so they're being asked to complete responsibilities they potentially have never done before.

SPEAKER_02 3:06

For sure. And I think also I probably had the the same kind of transition each year where you're like, ooh, this is this is a little bit more. And I didn't realize the year ahead of me was doing these things. And I think I had more of that realization as a third year, and so I kind of made a point to kind of listen out or have an ear out to some of the things that the the previous chief class was doing so that I could kind of anticipate some of the responsibilities I was gonna have. But yeah, that was smart.

SPEAKER_01 3:34

Was there a moment over the past month or so when it suddenly clicked for you? Like, oh, I'm the chief now, the buck stops here, or any light bulb moments for you? Probably just like the first day of being a chief.

SPEAKER_02 3:48

I don't think like beforehand, I was like, I cannot believe I'm about to do this. And then the first day I was like, oh, I'm doing this. It felt like an appropriate transition, but I you felt ready. I did feel ready, but not until I completed my first shift as a chief. Yeah. Which I think is also normal. Like you don't know that you can do something until you just have to do it.

SPEAKER_01 4:11

Yeah, that's kind of we're pushing and pulling you along here in residency, not waiting until you feel ready per se. Oh, yeah, because then you would be like, I think I need a little more time. Exactly. Exactly. All right. Well, I love the point you identified about going from, you know, completing your own tasks that you know were your responsibility versus kind of having that responsibility for leadership of the entire team. How do you as a chief kind of triage or strategize where you're going to put your energy first in any given situation?

SPEAKER_02 4:42

Yeah, oh, that's a good question. I think that there's a couple different things that go through my mind. One is like, what are the most like acute situations going on? So, like, is there something potentially um dangerous or urgent going on or time-wise, like, is there something that has to be done right now? And then I think about like what members of the team would be most reasonable to like assign the task to, and sometimes it it's just me that should do it. Sure. But I think as a part of like being a chief, you're also in a position where you're a teacher as well.

SPEAKER_04 5:17

Yeah.

SPEAKER_02 5:18

And so wanting to give people like learning opportunities. So seeing like who would be best for this new learning opportunity.

SPEAKER_01 5:24

Yeah, I'm really glad you bring that up because I think sometimes when chiefs are, for lack of a better term, like in survival mode or in some tunnel vision, they're just thinking who's the most capable to complete the task, sometimes losing sight of the fact that everyone on the team is supposed to be learning and you are now one of their main teachers. So thinking about who benefits from the learning opportunity, not just who can complete the task in the most efficient manner.

SPEAKER_02 5:47

Yeah, exactly. Which means a lot of times if I'm thinking about what's most year-appropriate and if it is gonna be a learning opportunity, that means that they don't necessarily know how to do it unless I've given them the opportunity before. And this is more of just like a consolidation of learning thing. If it's a new opportunity, then it means that I'm gonna have to stick around. And so sometimes mean that I will, yeah, have to stay late and you know, do the extra kind of behind-the-scenes things. But I feel like that's what we're in training for.

SPEAKER_01 6:16

Yeah, absolutely. And appreciate your commitment to education across the board. How have you found you're able to kind of keep the big picture in mind while not losing sight of the details we expect you to keep sight of as a chief?

SPEAKER_02 6:31

That's a good question, too. I feel like staying organized is most helpful, and I think that's been advice that I've gotten from previous chiefs, especially like with each rotation, like kind of have the big picture of like what my exact responsibilities are and like what are the overall goals for everybody during the rotation. And then kind of on a more granular, like day-by-day level, thinking of like, okay, now that I know the big picture goals, like how can I work towards those things, whether it's like foundational knowledge, whether it's like skills-based things or like actual like clinical care. Yeah, that makes perfect sense.

SPEAKER_01 7:08

Well, one of my favorite things about seeing you all uh move into your new roles is when I see you all as chiefs now, thinking back to when you came into us, your inter year, and just all of the progress that you've made, how much you've learned and kind of developed your own styles, right, over the course of three years so far. Um, and I love engaging you all in the role of consultants. So now when I'm asking you, you know, what do you think or what would you do? It's no longer that same kind of Socratic method where I'm quizzing you and then I'm going to impart necessarily my own opinion. I may still have an opinion to impart, but I truly value your knowledge and experience and your take on the situation to where sometimes I'm actually asking you for advice. Have you gotten this sense already? Or how does that make you feel knowing you're in this slightly different relationship with your attendance? Yeah.

SPEAKER_02 7:59

Well, it makes me feel like grateful and also like proud of myself that like people would ask me for my thoughts and opinions. But I and I definitely have had the experience like multiple times after only like almost two weeks of being a chief. And even the first day of chief year, I like texted one of my most recent chiefs, and I was like, Oh my gosh, they just asked me for the plan, but like as in a like I should just make the plan.

SPEAKER_03 8:26

Like I was like, what is going on?

SPEAKER_02 8:29

Yeah, or even surgically recently, like a management question was asked of me, and I responded, but it was like not with a period, it was with a question mark. And my attending was like, No, I'm like actually asking you what you think that we should do. But I think it's also like an awesome opportunity to realize for myself that like I do know things and I have been in training for the last few years. And so again, like it's an appropriate next step to move towards.

SPEAKER_01 8:55

Yeah. How have you handled it when questions have come up where there isn't one right answer or you weren't sure of the correct answer?

SPEAKER_02 9:03

Yeah. Well, I think it's first it's like a good reminder of what's gonna happen after training. I think the point of training is to kind of build your toolbox of things that you can rely on when you do have experiences where you don't know the answer, of like, okay, well, maybe I can liken this to another case. But then also I feel like, regardless of specialty, that's why we have like this encyclopedia of knowledge, like online and in textbooks. Like sometimes you just have to look things up and you may not know the answer. But then also having like the humility to be like, I'm gonna ask for help and ask other people questions. And that's like the point of medicine too, is to be collaborative. So I think that's typically like my thought process when I'm faced with that.

SPEAKER_01 9:44

Yeah, definitely. I'm glad you made that connection. That was actually one of the lessons that I mentioned in our last episode, actually, that you unfortunately could not be there to listen to me impart my wisdom. But yeah, that the the learning continues in attending hood. So I'm really pleased to hear that you've already figured out this is just a preview of that that continues. Yeah. Do you feel like your tolerance for uncertainty has changed over the course of residency? Or are you still being pushed on that as a chief?

SPEAKER_02 10:12

Like uncertainty for what?

SPEAKER_01 10:14

Like for not knowing the answer, or you know, not knowing how a patient's clinical course is going to go, or if your intern can handle that consult or is going to be calling you for help. Yeah.

SPEAKER_02 10:27

No, I think that I actually am fine with the uncertainty. And yeah, at least within the context of medicine. I can't say like IRL.

SPEAKER_01 10:35

That means in real life for our older generation.

SPEAKER_03 10:42

That's like a shout out to our previous generational differences. But in real life, uncertainty doesn't work so well.

SPEAKER_02 10:52

But I feel like in medicine, I just think that I have realized that's just like the name of the game. Like sometimes you just don't know what's gonna happen. And I think, especially being in OBGYN where like working in obstetrics, like things can just change at the drop of a hat, and we are like really well suited for like dealing with emergencies and things. I just think that you have to be able to handle a certain level of uncertainty. Yeah.

SPEAKER_01 11:16

Yeah. Yeah. I think that's fair. Another thing that I've seen come up for folks in making the transition from junior to senior resident, or even from in our case, from PGY three to PGY four is the relationships you have with your co-residents. So one day you may be peers, and then the next day you are in charge of the team, and someone, you know, you were joking around with the day before, you now maybe have to give an unsavory task to. Or, you know, there can be um potentially some tension there. How have you found that or how have you handled that?

SPEAKER_02 11:48

Yeah, I think that that is a challenge to be so near peer to someone and be like in the struggle as a junior resident with them and suddenly be like, oh, now I have to like tell you what to do or ask you to do things, but also like you kind of don't have a choice. Right. Please not really asking. I think my approach has changed depending on like who I'm talking to. And like, I think in reflection, sometimes maybe not always the best approach of like me being apologetic and like thinking about it afterwards and being like, Well, I don't know why I'm saying sorry, because these are things that I had to do and they're appropriate things to do, and they're for the betterment of the patient, but also like your learning and training and etc. And so sometimes I will be like, Oh, could you please do X, Y, and Z, sorry? So I have made an executive decision that I'm gonna try to do that less. I think that's a good decision. Yeah, and I'm normally not one of those like say sorry constantly for no reason people, but like I that has been a brief thing that came up, but I've nicked it in the bud. Other things I do is like a humor type of thing. I feel like that can make things less awkward and uncomfortable, and that seems to go over well. And then I think the biggest thing that's been most helpful is even though residency doesn't always seem fair, and sometimes you get the short end of the stick and you have to stay late, I try to accommodate that. So I like try to be on top of like who everyone is on my team, like what kind of weekend they may have as far as work and like what clinical responsibilities they've had during the day. Because if I know if someone operated like all day, even if they didn't have to stay late, that were like really hard cases, then maybe the next day I won't make them hold the pager on a day that I know is probably gonna be a crazy pager day, or you know, other things that are gonna come up. Like maybe I'll taste them with something else and maybe let them leave a little bit early too. So I think that has been like the most helpful for like team dynamics.

SPEAKER_01 13:40

Yeah, I love that being intentional into who you're assigning on task to, keeping the broader picture in mind. Yeah. I don't know if this is helpful or not, but something that I mean, this is still something I struggle with when I'm like the GYN group staff, you know, and it's like there's something and you know the the residents don't want to do it, but it's the right thing to do. Like, well, couldn't I just do it myself if I feel strongly about it? Probably. But sometimes what I try to do is, you know, thank people in advance, like, thank you for, you know, seeing this consult, you know, while you're doing that, that's gonna allow me to, you know, finish the policy for this. So kind of explaining that I'm also doing things in service of our program or the service, you know, at the same time, not that I'm just trying to like punt off past other people. I don't know if that's effective or not, but that's something I try to do.

SPEAKER_02 14:28

That's a good idea because I think even with like the current role I have now, I recognized when I was a junior resident how much the role like involved, and it is a lot, but I obviously didn't realize until I actually had to do it. And I do think that something I realized is like, you know, delegating more, but also being a little bit more transparent about like being like, oh yeah, I'm also like doing these extra things. And I think I probably will do that a little bit more. I think people probably sometimes don't want to do it because they don't want to make it seem like they're complaining, like, all you have to do is this, and I'm doing these other things. But I feel like it is helpful to know like the whole team has all of these responsibilities and like this portion is mine. Right. And so it's awesome if you all are able to like take up this other portion.

SPEAKER_01 15:13

Yeah. Yeah. I like that. I think to your point too, it it with the transparency, it helps your junior residents to know what are the tasks you're doing, and it kind of gets them into the frame of mind of you know, think starting to think about the big picture or the different things that are on your plate that you're triaging and what they'll end up having to do. Exactly. How are you doing with maybe giving more feedback than you've had to give in the past? I well, I mean, I assume there's more feedback to keep at this point.

SPEAKER_04 15:41

Yeah.

SPEAKER_02 15:42

Yeah. I feel like we do a lot of like residence as teachers training and stuff, and like I've always listened, but now I'm actually having to put it into practice more, and I'm like, oh gosh, what was the feedback sandwich is not in anymore?

SPEAKER_03 15:55

Feedback sandwich, yeah. Adapt, yes, adapt now.

SPEAKER_02 15:59

But yeah, I I definitely have had to give much more feedback than than previous, but I like to frame everything as just like about learning because I think regardless of like whether you're in medicine or whatever, like people receive like constructive feedback better when it's like behavior based rather than like personal characteristic based. Definitely. And so I found that kind of like focusing on a task at hand is like a lot more productive and then it kind of even if someone doesn't like complete something correctly, like when you focus on the actual skill, it is like received better.

SPEAKER_01 16:34

Yeah, I think that makes sense. I think also trying to get folks invested in the feedback before you give it, you know. So, okay, I'm gonna ask you to go see this consult. What do you want feedback on in this process? You know, because that way you can have an eye toward that, and then it feels less bad when you're giving them feedback about it because literally that's what they outlined that they want feedback on, you know.

SPEAKER_02 16:56

Yeah, I think also with that I've noticed like it's better to be just like incredibly explicit about like for each task that someone does, like, okay, so what what are you about to go do? Like what what is your plan? Right. And then just kind of adding to that and laying out, like, okay, I would also consider doing X, Y, and Z, and then we can do the whole feedback thing about it. But and I've said this before, like, I just feel like a lot of the residency training is just not obvious at all. Like, someone has to teach you things, and so I feel like I realize you waste time when you just give someone like this broad level task and just send them out to go do it because then they inevitably like miss things and then you're doubling back. And so it's better to just be like explicit. And I don't know if I necessarily experienced that sometimes as a junior. It was sometimes it was like, oh, figure it out, like you're in training, like that's a part of the training, but right, it's actually like not that helpful.

SPEAKER_01 17:54

Yeah, I love that. Asking folks what is your plan so they get to verbalize that and then adding things proactively instead of reactively when they didn't do the very necessary pelvic exam across the street in the emergency room.

SPEAKER_03 18:07

Yes, that is the perfect example. Yeah, yeah.

SPEAKER_01 18:10

One thing that I've heard a lot of new chief residents come to me with some uh qualms about is this phenomenon of attendees going to you and saying, I need you to tell junior resident ex, you know, this feedback that I have for them. And to that I always say, Welcome to my life. But beyond that, what are your thoughts on that and any um strategies you've had to deal with that?

SPEAKER_02 18:40

Yeah, not a fan, but I always try to come up with like some sort of compromise because I think even last year, like having achieved a few rotations, it's come up before. And so what I typically like to do, because sometimes you're asked to give feedback on something you didn't witness, which I feel like is always the hardest thing to do. And so I oftentimes will be like, okay, well, like, do you feel comfortable talking with this resident actually about that specific situation? And then maybe I can have a separate conversation about like whatever like the big topic learning is from that, like practicing more autonomy or something, if that's what you want them to work on. I can be like, Oh, we have these additional consults coming up. Like, I think that you're in a spot where you could definitely practice more autonomy. So, like you go and see the consult come up with a plan, and then we talk about it. So, like, whatever the lesson is from that specific situation, I can use that feedback for the future. Yes, but maybe you can address the past.

SPEAKER_01 19:40

Yeah. No, I think that's that's a great way to frame it. Yeah, have to see if I can uh incorporate that somehow. And then what about beyond giving feedback? How about getting feedback? Have you found that to be easier or harder as a chief? And um, how do you know if you're doing a good job in your chief role?

SPEAKER_02 20:01

Yeah, I think it's harder because not harder to receive. I like, you know, I love to, I'm not gonna say what we normally call it. I love Socratic teaching.

SPEAKER_04 20:11

Love it.

SPEAKER_02 20:12

Yes. But I think it's harder because you just don't receive it as much. And I would love to receive it more. Yes, yeah. I literally just called an attending last week and was like, can we talk about X Lancing? Could I get some feedback on my documentation? Like I yeah, because you don't want to feel like you are kind of just doing things and you don't know if it's like always correct. So I think probably it's even more necessary to get more feedback as a chief just because you are almost out the door.

SPEAKER_01 20:41

So yeah. And you think you can get that from attendees if you ask. How about from your junior residents? Has anyone offered anything yet?

SPEAKER_02 20:49

No. I feel like juniors only say something if they feel like you're so awesome. But like, I mean like constructive feedback.

SPEAKER_03 20:57

So, oh my god, this week has been so fun. Right. Yeah, like, okay, but how do you feel about your clinical development? Right, right. Am I helping you?

SPEAKER_02 21:08

It's all about the vibe.

SPEAKER_03 21:09

Yeah, that's all anybody cares about is the vibes. But I mean, it does make the workday better when there are good vibes, but there's more to it than that.

SPEAKER_01 21:17

Agreed, agreed. All right, so maybe something for pondering for to get some uh yeah, constructive feedback from juniors. How do you know then, if you're not getting this feedback, how you're striking the right balance between pitching in and kind of doing some of the more mundane, you know, work that the team has to get done versus allowing junior residents to kind of engage in the productive struggle?

SPEAKER_02 21:40

Yeah, I think I think that's a hard one. I think it's more of just like situational awareness. Like I had recently, I didn't want to like stress out a junior resident. And so I was like, Oh, I'll do this thing, I'll do that thing. And then they were like, actually, I can just do it. And I was like, Oh, yeah, you can. So I don't Think that it's always the easiest to like have it in your mind, but like you can adjust to a situation.

SPEAKER_01 22:07

Yeah, I guess that was micro feedback.

SPEAKER_02 22:09

That was micro feedback.

SPEAKER_01 22:10

In the moment. Yeah. Yeah. All right. So something to continue to work on maybe throughout chief year. Yeah. I think one of the less fun parts about being a senior resident is the admin side of things and how, you know, you feel like I think as a junior resident that you're bogged down by all these administrative tasks that, you know, I'm emailing you about, your program coordinator is emailing you about, but somehow that just, you know, becomes exponentially more as you continue to rise. Did anything surprise you or how are you dealing with that added burden?

SPEAKER_02 22:44

I think it surprised me in that there is overall like less continuity of care and residency. And so sometimes you are required to follow up on things that like you had no part in, but that suddenly is your responsibility. And so sometimes that that is a little bit surprising, but I think it's necessary in some ways because depending on where people are at in their rotation or like their sleep wake cycle, like they may not, they actually may not be able to follow up on something if they're like on nights or something. And so I think that can be challenging to kind of like insert yourself into someone's care plan when you weren't there from the beginning.

SPEAKER_01 23:19

Yeah. Yeah.

SPEAKER_02 23:20

It's definitely tricky.

SPEAKER_01 23:22

All right. Well, let's shift our focus on the positive. Is there anything that's better or easier as a senior resident?

SPEAKER_02 23:31

Yeah, I think that it feels better to have like a little bit more confidence, a healthy dose. I feel like it's all you gotta stay humble. But to feel like, you know, when juniors are asking you things and you know how to do them and you can help teach them how to do things more efficiently, like it does feel good. And then to watch them grow in their confidence as well and know you had a part in that, that that's really awesome. Other good things is that you're not an intern.

SPEAKER_03 23:56

I should have said that first. It's always nice to be further away from being an intern. But all the interns, you will be okay. Yeah, you will be okay.

SPEAKER_02 24:06

You will, yeah, you'll be a chief one day. What other things? I think being able to extend yourself to thinking about more like complex patient care and being able to think more creatively to make sure that people are getting the care they need is also a fun thing.

SPEAKER_01 24:20

Yeah, that's awesome. Are you able to reflect back? Like, do you remember yourself this time three years ago and what that was like versus what your day-to-day is like now?

SPEAKER_02 24:30

I think that I felt like pretty overwhelmed. I would say, like, three years ago I was a summer intern. Yeah. So I think all of like the logistics was really overwhelming. And I remember thinking, like, when am I gonna be able to put into practice like all the medicine I've been studying? But I think like recognizing that like once you get the logistics part down, then you can focus on more of the clinical medicine. But like the button clicking just takes over in the beginning. I also think a difference too, which is like completely opposite of what I am now, because I have to like have my hands kind of in everything as far as like what the team is doing, is I remembered like so distinctly, pretty much every day of interneer hearing people talk about management plans or like things that need to be done, and knowing that I wasn't gonna be tasked with it and just like I'm just gonna turn around because it's none of my business. And I have to say, yeah, because I remember feeling so overwhelmed. And I'm like, if I listen and get involved, then I might get all these extra tasks, and I don't know what to do, and I don't know what to do with what's in front of me. So I remember being like, if it's important enough for me to know, someone will tell me. Someone will tell me, yeah. Where now I I'm told everything and I have to seek everything out and I have to be paying attention, but I also am capable of it.

SPEAKER_01 25:44

Absolutely, that's great. You're the one kind of creating and overseeing these management plans now. So big difference, big difference, a lot of learning in a short amount of time. Yeah. All right, some uh rapid fire questions. Okay. My favorite part. What was your biggest surprise at the start of this year?

SPEAKER_02 26:03

I think it was like what we talked about before, like the amount of trust that everyone has in the chief resident.

SPEAKER_01 26:09

Yeah. Yeah.

SPEAKER_02 26:10

Hardest new responsibility. I think just making sure that everyone's adjusted in their new role.

SPEAKER_01 26:16

Yeah.

SPEAKER_02 26:16

That's really hard. That's part of the implicit curriculum of the chief, right? Yeah. Yeah.

SPEAKER_01 26:21

Most rewarding part.

SPEAKER_02 26:23

I really enjoy when everyone like has done really great patient care and is having fun doing it. Yeah.

SPEAKER_01 26:30

Yeah. That's a great dynamic, especially on the GYN service that you're on the stressful call situation.

SPEAKER_02 26:37

I think just like insurance related, like a phone call that's that I've gotten. Is that what you mean? Oh. Oh, that's where I've taken it. Yeah, insurance. Like a nightmare. Well, figured out. Clearance and peer-to-peer. Oh, yeah. Oh my gosh. Yeah. I never I didn't really have to do that. Yeah. Before this year, that's yeah, so stressful.

SPEAKER_01 26:58

Leadership mistake you've made as a senior resident.

SPEAKER_02 27:01

Let's see. I'm sure there have been plenty in the last few weeks. I think thinking someone knew how to do something and then filling them with too much responsibility. Yeah.

SPEAKER_01 27:13

That's a tricky one. Yep. All right. One thing interns think seniors do that is not true.

SPEAKER_02 27:21

Pawn off work because they just want to sit. Not true.

SPEAKER_01 27:25

Excellent. One thing seniors wish interns understood on day one.

SPEAKER_02 27:31

Oh, better to overcommunicate. Yes. Yeah. Yeah. People are afraid of like wasting time or admitting they don't know something. Yeah, they think you're asking a silly question. Like, again, nothing about this job is obvious. Just ask the question. Yeah. Do you drink caffeine?

SPEAKER_01 27:48

Yeah.

SPEAKER_02 27:48

Increased or decreased consumption since the start of Gier. Increased? Yeah. Increased. But I but sometimes I do like a black tea. Oh, that's good. Instead of I'm not like a huge coffee drinker, but it's definitely more of like a daily instead of like three times a week.

SPEAKER_01 28:04

Oh, okay. Yeah. That's impressive. Okay. Lots of water too, I hope. Oh, yes. Okay. Keep enough of that. Awesome. All right. Anything we didn't talk about that you want to add, Kyle?

SPEAKER_02 28:15

I think just like big picture is that while going from junior to senior year is a leap. I think that it's important to kind of just trust the process of residency and know that you are like well equipped to do it. But that also, and maybe this is like an even bigger thing to highlight, is just that you are still in training. So you're not expected to know all the answers and you should still feel comfortable, just like you want your juniors to ask questions. Like you as a senior should also ask questions as well.

SPEAKER_01 28:45

Absolutely. Invariably, every single one of you will come to me, you know, at some point you're chief, you're like mortified that you missed something or you made a mistake, and the answer remains consistent. There's a reason it's a four-year program.

SPEAKER_02 28:58

Yeah.

SPEAKER_01 28:59

So keep learning. All right. Well, Kyla, what is your magical moment this week?

SPEAKER_02 29:05

Yes. So my magical moment is that over the weekend I had a golden weekend, which is just a regular weekend, but golden in medicine. And I just impromptu decided to go to a concert.

SPEAKER_01 29:20

Oh, what concert?

SPEAKER_02 29:21

It was Wale. It's like a rapper that I really enjoy from when I was like in high school and he was like in town. Great. But I had I like learned about it that day and then got the tickets and then went that being spontaneous. Yes, that's not that's not very like you. Not at all. It wasn't on my calendar or anything. Yeah. But I feel like that's more of my chief year vibe. Oh, I love that for you. Yeah, so it was pretty exciting. It was a fun concert. I was very tired the next day, but it's worth it. Oh, yeah, for sure. It was so much fun.

SPEAKER_01 29:53

Awesome. Great job. Thanks.

SPEAKER_03 29:55

What's your magical moment?

SPEAKER_01 29:57

Well, my magical moment is probably pretty predictable. It was our graduation, which we had recently. And yes. It's always so much fun, right, to celebrate everyone's accomplishments, particularly those of our graduating chiefs. And I got to do my little, you know, presentation of each of them, which uh, you know, I always have fun writing those little blurbs, but then um they traditionally do a little thank you to all the people, right? The community that supported them through residency. But they said, you know, a few sentences about me that were especially touching and just really, you know, you know, just bring to the forefront all the reasons I love the work that I do. So that was really meaningful. All right, we'll catch you all on call next time.

unknown 30:38

Thanks.

SPEAKER_00 30:39

Thanks for listening. If you have comments, questions, or ideas for a future episode, please reach out to us via email at longcallpodcast at gmail.com.

SPEAKER_02 30:49

Catch you on call next time.