A Conversation with Dr. Thomas Radomski

“Rejection is something that, both in small ways and large ways, you have to deal with in an academic career. Ultimately, it comes down to cultivating the tools and the resilience to succeed and push through those situations.”

Bio

Thomas Radomski, MD is an Associate Professor of Medicine and Clinical & Translational Science within the Division of General Internal Medicine and Center for Pharmaceutical Policy and Prescribing at the University of Pittsburgh. He is also the Director of Academic Programs and Clinical Research for the Institute of Clinical Research Education, where he oversees all master’s and certificate level programs in clinical research training, and co-directs a course on strategic leadership in academic medicine. As a practicing general internist and health services researcher, Dr. Radomski’s research focuses on ways to accurately measure and reduce the delivery of low value care and how the receipt of care across multiple healthcare systems influences health services, utilization, outcomes, and value. His research has been published in many internationally acclaimed journals, and he is also the Immediate Past President of the Society of General Internal Medicine, mid-atlantic region.

What are some childhood experiences that shaped your development?

“I think it really comes down to my parents,” Dr. Radomski responded, “And just the extent to which they instilled in me the belief that if I just stayed with something, worked hard enough at it, that I could ultimately achieve it.” From his childhood, Dr. Radomski was instilled with the notion that you could accomplish the goals you set for yourself.”

He continued, “Sometimes it was just asking me, what did I hope to accomplish by participating in this activity or this organization? Or by pursuing a certain project.” Those simple questions prompted the young Thomas to take responsibility for his own action. He could control his own destiny.

This would turn out to be an invaluable blessing and something he hopes to pass along to his two young kids.

How have you dealt with rejection?

“The first thing I would say is that rejection in academia comes in many shapes and forms,” Dr. Radomski replied. “There’s the ultimate rejection that we think about in terms of having a paper rejected, or maybe getting a score that was lower than what you expected on a grant. But there’s a lot of small rejections that lead up to that.” These rejections come in many forms.

Sometimes rejection comes through negative feedback or lack of receptivity. Ultimately, “it comes down to cultivating the tools and the resilience to succeed and push through those situations.” Because so much of research is coming up with the right idea, it is critically important to listen to feedback from peers and mentors who can offer constructive feedback.

The next step is taking the feedback received and incorporating it into the project to make it better. “And often, in that second or third submission, if you have all of those elements in place, then you can achieve success.”

How do you view success?

“Success comes down to understanding what is important to each of us,” Dr. Radomski replied. Sometimes people have all the external markings of success but might not happy and fulfilled.

For example, Dr. Radomski points out there is this notion in medicine to continue sub-specializing. But for some, this strategy is not helpful and perhaps the best path they could choose would be family medicine where they are challenged to serve a broad community of people with different needs.

Success is not about checking all the boxes that other people say are important. Success is about knowing what it important to you and following your passion.

What are some tools or tips of good leadership?

As the director of academic programs for the Institute for Clinical Research Education, Dr. Radomski has some tremendous wisdom. He oversees a wide array of programs and co-directs a course on strategic leadership and academic medicine.

According to Dr. Radomski, the most important and foundational pillar of leadership is to first appreciate your personal attributes as a leader. “Do you have the ability to relate to people and inspire them on that level? Are you a great arranger coordinator? Are you someone that can take multiple different pieces of the puzzle and put it all together to really achieve success at an organizational level? What are your attributes as a leader? How can you really own those and apply those strengths to the fullest in situations where you are leading?” These are some questions Dr. Radomski asks.

Then, it is also important to recognize those areas where there isn’t as much strength and surround yourself with leaders who can help. “I think what I strive to do is help people understand that we are all leaders and even if you’re just a clinician, that’s looking to practice in the community, just in our interactions with patients in our interactions with our staff, we are leaders whether we’re thinking about it or not. And embracing that notion and developing skills surrounding that makes that aspect of our career that much easier for us. And it can really help us grow professionally as well.”

What are some things you wish you understood earlier in your career?

“If we’re thinking about what’s going to facilitate the greatest degree of growth in ourselves,” Dr. Radomski replied, “It’s really about embracing and working through uncomfortable moments or situations that make us feel personally uncomfortable.”

Dr. Radomski continues, “I would say the most successful students or residents with whom I’ve worked are the ones that have been goal directed and take charge of the situation, whatever it is.” This can happen in numerous ways, but the students Dr. Radomski has seen succeed exhibit a sort of fearlessness. They teak extra measures to care for their patients and seek to do their absolute best in every situation.

“I can tell you that in my clinical practice, I have some patients that, if you just looked at the chart, they would probably be classified as a “difficult patient.” But when you actually spend the time with that patient and get to know them and develop a relationship, those are actually many of the most meaningful relationships that I have developed with patients because you cut through a lot of what’s on the surface and really drill down to help that patient, wherever they’re at. Similarly, on the research side, whether it’s been reaching out to an accomplished researcher to ask for their assistance, or advice on a project.”

“In the end, you’re always glad you did these things.”

Pearls of Wisdom

1. Leadership is more about introspection, than demonstration. We should strive to come back to the basics and ask questions such as: Who am I? What are my strengths? Do I have the right people around me to support me in my weak areas?
2. Embrace discomfort. Do your best to avoid living with the regret that you could have done more.
3. Love your patients and make an extra effort to get to know them on a personal basis.