Part of the Solution: A Q&A with Dr. Marsha Kinney

Publication Date: Mar 12, 2021

Increasing diversity, presenting a different view, and providing needed emotional intelligence—these are just a few of the important reasons Marsha Kinney, MD, Past President of the Society for Hematopathology, and Chairman and Professor, Department of Pathology and Laboratory Medicine at the University of Texas Long School of Medicine in San Antonio, feels it is essential for women to have leadership positions in health care. In the past women were recognized for their task-oriented nature, which lead to assistant or vice positions—rather than the leader. But as the landscape changes, women are being increasingly recognized for their creativity and leadership potential. In this Q&A, Dr. Kinney shares her own experiences in leadership and more, and how those challenges have helped shaped her career.

What challenges have you faced as a woman in this profession, and how did you handle it?
As a medical student, during internal medicine, the senior resident and intern told me I would make a “great nurse” rather than a doctor because I changed a patient’s sheets. I had to work with the same intern for 16 weeks! Such negative comments early in a career are psychologically damaging because you are fragile and particularly when you are being evaluated by such an individual. Fortunately, that type of experience was rare in my career. Another challenge for women is being taken for granted, valued only for organizational skills and completing tasks rather than innovation and leadership. Lack of recognition can lead to experiencing the glass ceiling in an organization, and a woman at that point has to be willing to move to expand her professional universe and opportunities.

How did those challenges shape your education and ultimately, your career?
Such challenges have made me stronger and a more focused and determined individual; fortunately, I was an “older” medical student (I was 28 when I started), so I was better prepared to put negative feedback in perspective. Negative feedback, given in an appropriate manner, does lead to improvement. A former chairman, who I did not respect, told me I was not proactive enough. Once I was able to ignore my feelings about the leader, I understood he was right. Subsequently, I became more “proactive.” Having the courage and support of my spouse helped me make the change to a new environment and opportunities such as being the Chair of the Department of Pathology.
Tell us about a defining moment in your career. How did it impact the trajectory of your career and your path to leadership?
It is hard to pick a “defining moment.” The hardest moment for me was not choosing to be a patient facing doctor, but to be a pathologist. I had gone to medical school to become an internist. Toward the end of my third year of medical school, it was time to choose a specialty. I loved all areas of medicine (except psychiatry where I was assaulted by a schizophrenic patient in the ED!). I had to struggle with other’s perceptions (after all, most people wondered whether pathologists are really doctors; if you don’t write prescriptions or touch patients, literally, then what do you do?) I love science, understanding disease pathogenesis, and making the diagnosis, so pathology was the perfect choice, once I put my ego aside. I never looked back or regretted that decision.

Do you feel health care is moving in a positive direction in terms of supporting women in leadership positions in health care, and/or supporting their path to leadership?
Yes; promotion of women in professional careers and leadership is a focus of the diversity movement. More men now have grown up with a mother who has had a professional career, and these men are more confident in the ability of women to excel in the workplace. And, importantly, women are more supportive of women rather than wanting to be “one of the boys” and are better at understanding a team approach. Formal leadership training and coaching are also readily available.

What advice would you give to other women in pathology and laboratory medicine who want to move into leadership positions?
Be known for something you are passionate about; you have to have “substance” and be competent and confident in an area that you will be recognized for (publications, teaching, service on the regional and national level, etc.). Don’t rely on being “entitled” or your perception of how smart you are. Take leadership opportunities with progressive responsibilities and deliver. Don’t volunteer, then do nothing. Be part of the solution rather than the problem. Put the team ahead of your own desires. Be willing to give up personal time when the job demands it. It’s much easier for a mentor or sponsor to nominate you for leadership positions and visibility when you are known for a particular area of pathology and have a “track record.” Be willing to step up to challenges. Always remember, humility is a virtue; let others “toot your horn” and do the same for others.

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