Dr. Yahir Santiago-Lastra

I think that the mentors that I've had have never made me think that these things don't exist. They've actively recognized that there are certain barriers and that they're going to be tricky. But we've had conversations about how to improve those things, and they've listened to me and have been transparent. And that has been a humongous benefit. And so if you want to recruit, you've got to listen

I think that the mentors that I've had have never made me think that these things don't exist. They've actively recognized that there are certain barriers and that they're going to be tricky. But we've had conversations about how to improve those things, and they've listened to me and have been transparent. And that has been a humongous benefit. And so if you want to recruit, you've got to listen

I think that the mentors that I've had have never made me think that these things don't exist. They've actively recognized that there are certain barriers and that they're going to be tricky. But we've had conversations about how to improve those things, and they've listened to me and have been transparent. And that has been a humongous benefit. And so if you want to recruit, you've got to listen

And you have to act based on what you're told. And you have to advocate for that change that the person is telling you is necessary. Or they're going to let you know, you know, they'll walk to another opportunity if that one is not supportive enough.

And you have to act based on what you're told. And you have to advocate for that change that the person is telling you is necessary. Or they're going to let you know, you know, they'll walk to another opportunity if that one is not supportive enough.

And you have to act based on what you're told. And you have to advocate for that change that the person is telling you is necessary. Or they're going to let you know, you know, they'll walk to another opportunity if that one is not supportive enough.

And I think that's a really important kind of call to action for any leaders, including women, who become leaders so they don't become agents of women's own demise.

And I think that's a really important kind of call to action for any leaders, including women, who become leaders so they don't become agents of women's own demise.

And I think that's a really important kind of call to action for any leaders, including women, who become leaders so they don't become agents of women's own demise.

And it's a big investment for companies, organizations to recruit somebody new. And I will tell you across academia, and that's kind of where I navigate. So that's my bias in this talk, you know, that I belong to an academic institution. There are a lot of other barriers that are experienced by people in other industries and in other types of work.

And it's a big investment for companies, organizations to recruit somebody new. And I will tell you across academia, and that's kind of where I navigate. So that's my bias in this talk, you know, that I belong to an academic institution. There are a lot of other barriers that are experienced by people in other industries and in other types of work.

And it's a big investment for companies, organizations to recruit somebody new. And I will tell you across academia, and that's kind of where I navigate. So that's my bias in this talk, you know, that I belong to an academic institution. There are a lot of other barriers that are experienced by people in other industries and in other types of work.

But I'll tell you that in academia, a lot of junior women faculty will leave after a few years. And if you think that it is a frustration to have someone come back from parental leave and need to have a bit of a ramp up period, if you have to consistently recruit for a role every few years because you cannot retain someone in said role to be able to perform work,

But I'll tell you that in academia, a lot of junior women faculty will leave after a few years. And if you think that it is a frustration to have someone come back from parental leave and need to have a bit of a ramp up period, if you have to consistently recruit for a role every few years because you cannot retain someone in said role to be able to perform work,

But I'll tell you that in academia, a lot of junior women faculty will leave after a few years. And if you think that it is a frustration to have someone come back from parental leave and need to have a bit of a ramp up period, if you have to consistently recruit for a role every few years because you cannot retain someone in said role to be able to perform work,

Patients will suffer, your institution will suffer, and you're going to lose a lot of productivity as far as patient care is concerned and healthcare delivery because you've not been able for whatever many years to recruit someone and retain them because there were specific issues that had you asked and acted and advocated, you would have been able to mitigate.

Patients will suffer, your institution will suffer, and you're going to lose a lot of productivity as far as patient care is concerned and healthcare delivery because you've not been able for whatever many years to recruit someone and retain them because there were specific issues that had you asked and acted and advocated, you would have been able to mitigate.

Patients will suffer, your institution will suffer, and you're going to lose a lot of productivity as far as patient care is concerned and healthcare delivery because you've not been able for whatever many years to recruit someone and retain them because there were specific issues that had you asked and acted and advocated, you would have been able to mitigate.

Leaders have check-ins built in. I mean, your admin coordinator is going to have you check in with every single one of your faculty. But that's the thing. The check-in has to be genuine and authentic to that specific person.

Leaders have check-ins built in. I mean, your admin coordinator is going to have you check in with every single one of your faculty. But that's the thing. The check-in has to be genuine and authentic to that specific person.