Conclusions

We in academic medicine have worked hard for over 100 years to fulfill our stated tripartite mission of research, education, and clinical care. For academic medicine

Such a strategic plan will likely take multiple “small” steps that accumulate, slowly changing culture and approaches to achieve improved diversity. Some steps will be easy, others may be very complex and hard. The commitment must be there if the department and institution want to succeed at diversity in all of their missions. A diversity strategic plan needs to permeate through the department and institution. Administrative leadership, faculty, staff, and trainees affect the culture and thus must be involved in promoting a diverse culture. At my own institution and department, we commenced several years ago, providing in-person unconscious bias training for all trainees, staff, and faculty. Leaders responsible for recruitment at the faculty and trainee level underwent an enhanced and longer version of unconscious bias training. We added diversity components to our residency and fellowship core curricula. We added meaningful and actionable metrics to our leadership dashboard. We modified our evaluation processes of leaders and faculty to include diversity issues. Later, we created a diversity office overseen by a vice chair of the department, resourced with personnel and funds to disseminate best practices regard-