When I was in undergrad, I attempted to start a club called “Buckeyes and Apples.” My goal was to create a forum for people who were passionate about their Apple products to come together and network. Given my experience working at the Apple Store, I saw how excited people were with regards to their Apple devices and I thought that I would have no trouble at all attracting people to come to my meetings. At first, I invited a number of my friends to the first meeting but no one came. I rethought my strategy and decided that direct marketing was the correct approach. Before the second meeting, I spent a few days walking around campus and giving out fliers to people who were using Apple products. Unfortunately, the second meeting came and went without anyone in attendance. I didn’t know what to do and I was essentially trying to get the club off the ground by myself. My studies were starting to take more of my time so I decided not to carry on with promoting the club. When I got to medical school, I wanted to give leadership another try. I spent the majority of M1 year adjusting to the volume and coursework and by M2 I was ready to take on extra-curriculars. I became the treasurer of the Orthopedic Surgery Interest Group as well as the Treasurer of the Ultrasound Interest Group (USIG). During my M3 year, I took on the role of president of both the Ultrasound Interest Group and the National Ultrasound Interest Group (NUSIG). Currently, I serve as advisor to the current president of USIG and remain on the executive committee of NUSIG. Here is a picture of the current USIG executive board. My leadership experiences in medical school were vastly different from the one that I had trying to run Buckeyes and Apples. During my 3 years on the executive board for USIG, I saw what it takes to successfully run an organization. With Buckeyes and Apples, I was a one man band with minimal support trying to get a movement off the ground. With USIG, there are two wonderfully dedicated faculty advisors: Dr. Boulger and Dr. Bahner as well as a small army of medical students who are passionate about point-of-care ultrasound. Drs. Boulger and Bahner provide support and resources and the executive team can break down projects into smaller “accomplishable” pieces. I realized that it takes a lot of inertia as well as like-minded people to get an idea off the ground. Here is a picture of the current USIG exec team.

Through my leadership experiences I also developed my own leadership style. One of the most important aspects of teamwork is to make sure that everyone on the team feels valued and that they are making meaningful contributions. In order to accomplish that, I bring up projects that need to be accomplished but encourage the other members of my team to come up with ideas and implement them. That way, I am guiding the team to help accomplish its vision together rather than telling everyone what they need to do. As a future anesthesiologist, I will be the leader of the OR team and learning these leadership skills has been extremely important to me. My narrative from my sub-I is a nice representative of my teamwork skills. CEO 4.1

Part 3 Performance Report (9)-2jpm6a2

As a future anesthesiologist, patient safety will be my number one concern. Going forward, my goals are to create a team environment where everyone is valued and feels safe speaking up on the patient’s behalf. Additionally, I want to do a more effective job at getting an idea, initiative or club off of the ground.