Resa Lewiss MD

The true motivation behind not only those articles, but then what became the book was to make it easier for other people, to give them a copy of what I call like the workplace playbook. If we were to make a sports reference, teams will get a playbook. And I certainly felt along the way that I did not get a copy of that playbook.

The true motivation behind not only those articles, but then what became the book was to make it easier for other people, to give them a copy of what I call like the workplace playbook. If we were to make a sports reference, teams will get a playbook. And I certainly felt along the way that I did not get a copy of that playbook.

And I thought all these what I just the example I just gave about letters of reference, if someone had just told me that I would have it would have made it would have saved me a few years of learning and being less efficient and allow me to be more efficient because I was less efficient until I learned that pearl, that lesson, that this is the way the workplace works.

And I thought all these what I just the example I just gave about letters of reference, if someone had just told me that I would have it would have made it would have saved me a few years of learning and being less efficient and allow me to be more efficient because I was less efficient until I learned that pearl, that lesson, that this is the way the workplace works.

And so the motivation was to create a book that would help people in their careers and not just doctors and not just women, but truly everybody. You have highlighted that we started the book with three truths. Number one, we want the reader to think of time as a currency. Time can only be spent. You can't put it in a savings account for later and you cannot get a refund.

And so the motivation was to create a book that would help people in their careers and not just doctors and not just women, but truly everybody. You have highlighted that we started the book with three truths. Number one, we want the reader to think of time as a currency. Time can only be spent. You can't put it in a savings account for later and you cannot get a refund.

And that even ties back to the story I shared about the patient that died right at the beginning of the shift in front of me. Time was going. I had seven more hours. I had to keep going. And in the emergency department, we do a lot of task switching. When one thing's done, one patient gets discharged, one cut is sewn, next, next, next. We're always pivoting. And so time is always being spent.

And that even ties back to the story I shared about the patient that died right at the beginning of the shift in front of me. Time was going. I had seven more hours. I had to keep going. And in the emergency department, we do a lot of task switching. When one thing's done, one patient gets discharged, one cut is sewn, next, next, next. We're always pivoting. And so time is always being spent.

And so we want the reader to be very intentional about how they're spending their time and with whom they're spending their time. And the how is also what motivated the book to be a very efficient book. practical, useful read. So sure, you can read it cover to cover and you're right, it is chock full of content, but also it can be a toolkit that you can jump in and jump out of.

And so we want the reader to be very intentional about how they're spending their time and with whom they're spending their time. And the how is also what motivated the book to be a very efficient book. practical, useful read. So sure, you can read it cover to cover and you're right, it is chock full of content, but also it can be a toolkit that you can jump in and jump out of.

And so that's why we wrote a very granular table of contents. So people will be like, I need to learn about running a meeting. Oh, okay. Page 258, running a meeting. And we specifically wanted it to be readable and And when you're publishing a book and to make it publishable, you have to somehow make the argument that it's different from all the other books.

And so that's why we wrote a very granular table of contents. So people will be like, I need to learn about running a meeting. Oh, okay. Page 258, running a meeting. And we specifically wanted it to be readable and And when you're publishing a book and to make it publishable, you have to somehow make the argument that it's different from all the other books.

Someone that interviewed us on a podcast was like, I have a lot of these books on my shelf and I've read a lot of them. Why should I read your book? Why is your book different? And it's a fair question because if all of us or any of us that have traveled in airports or train stations, when we go to the bookshop, there's always that table of business self-help books. And this is different in that.

Someone that interviewed us on a podcast was like, I have a lot of these books on my shelf and I've read a lot of them. Why should I read your book? Why is your book different? And it's a fair question because if all of us or any of us that have traveled in airports or train stations, when we go to the bookshop, there's always that table of business self-help books. And this is different in that.

If you've ever had the experience of picking up a book and it's put out there as a book for everybody, but you read it and you're like, this doesn't relate to me or my experience or this author's not speaking to me. We wanted to write a book that made no assumptions about where someone is coming from. their upbringing, their financial resources, their network, their pedigree. No assumptions.

If you've ever had the experience of picking up a book and it's put out there as a book for everybody, but you read it and you're like, this doesn't relate to me or my experience or this author's not speaking to me. We wanted to write a book that made no assumptions about where someone is coming from. their upbringing, their financial resources, their network, their pedigree. No assumptions.

We want to tell you these secrets, these tips, the plays in the playbook. Time is currency. It can only be spent. Number two, the world is not equal. We all have different start lines and start at different places. But by learning these micro skills, we can fill in gaps. So hopefully we all get to the same end point in terms of navigating and being successful in the workplace.

We want to tell you these secrets, these tips, the plays in the playbook. Time is currency. It can only be spent. Number two, the world is not equal. We all have different start lines and start at different places. But by learning these micro skills, we can fill in gaps. So hopefully we all get to the same end point in terms of navigating and being successful in the workplace.

And number three, we truly believe learning is limitless. If only it is accessible. And that speaking to accessibility means, do people have time to learn, to read a book, to watch an online video, to have a conversation with a subject matter expert?

And number three, we truly believe learning is limitless. If only it is accessible. And that speaking to accessibility means, do people have time to learn, to read a book, to watch an online video, to have a conversation with a subject matter expert?