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Welcome to the Clinician Researcher podcast, where academic clinicians learn the skills

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to build their own research program, whether or not they have a mentor.

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As clinicians, we spend a decade or more as trainees learning to take care of patients.

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When we finally start our careers, we want to build research programs, but then we find

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that our years of clinical training did not adequately prepare us to lead our research

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program.

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Through no fault of our own, we struggle to find mentors, and when we can't, we quit.

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However, clinicians hold the keys to the greatest research breakthroughs.

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For this reason, the Clinician Researcher podcast exists to give academic clinicians

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the tools to build their own research program, whether or not they have a mentor.

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Now introducing your host, Toyosi Onwuemene.

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Welcome to today's episode of Clinician Researcher.

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It is a pleasure to be talking with you today.

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Thank you for being here.

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I'm excited about today's topic because I'm talking about how to negotiate your salary.

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Yes!

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It's pretty awesome.

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Nobody talks about this.

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And so I think it's important because academic clinicians need to have salary commensurate

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to the work that they do.

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Academic clinicians need to have salary that's commensurate to the work that they do.

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And that's important because if you're going to succeed wildly at your job as a clinician

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researcher, you need to make sure that you have the highest amount of money possible

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for the value that you create.

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And actually, I'll take that back.

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You need to have the highest amount of resources necessary for the value that you create.

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So I'm talking today about how to negotiate your salary.

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And I want to let you know that Academic Negotiation Academy will be enrolling soon.

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And if you are interested, check on our website for more information.

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Clinicianresearcherpodcast.com.

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We have a free masterclass to introduce the academy.

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Create your first, next, or current academic job.

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And if you are interested, please sign up.

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And you'll get information about Academic Negotiation Academy.

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You can check back on our website for more information about the next cohort.

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And that is Clinicianresearcherpodcast.com.

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All right.

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We're talking about salary.

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So I'm sorry.

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I'm laughing because I'm remembering my first salary negotiation, which didn't go as well

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as I would have wanted it to go.

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But I was a graduating fellow negotiating my first academic job.

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And it came to the time to talk about salary.

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And I knew I needed to negotiate because throughout residency and fellowship, I had heard the

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narrative that women don't negotiate.

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And so I was like, well, I'm not going to be the woman who doesn't negotiate.

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I'm going to negotiate.

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But I wasn't prepared.

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I wasn't prepared to negotiate.

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I was definitely not prepared to negotiate well.

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And so I came to the salary negotiation.

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And the first thing that hit me was the starting anchor that was so low.

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My first response was to start crying.

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Yes, I was crying.

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I mean, I didn't negotiate at the point at which I was crying.

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I had to go get over it.

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But I was like, holy cow, this is so low.

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What am I going to do with the salary?

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And I finally pulled myself together.

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I said, hey, you need to talk about the salary.

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We had a discussion.

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And I will tell you that I was shaking.

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I was nauseated.

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And I just felt like a beggar.

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And it just was such an icky feeling asking for more money.

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But I did.

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I asked for more money.

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And I got more.

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And it was a low starting anchor.

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So I got a 4% increase, which is good because I could have not gotten the increase if I

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hadn't asked, but not good in the sense that there was opportunity to negotiate more.

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And if I had been prepared, I would have known what to do.

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And so I want to help you think about how to negotiate salary.

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So clearly, I do a better job today negotiating salary than ever, than I used to.

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And I want to talk to you about how to think about negotiating your salary.

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And I'm talking about this with regards to your first salary negotiation, but it doesn't

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have to be your first salary negotiation.

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This can be negotiating your current salary.

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And for those of you who are thinking about negotiating your current salary, I need you

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to understand that you need to negotiate your current salary.

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The longer you've been in your job, the more you should negotiate your current salary.

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Because what happens is that over time, there's actually a technical term for it that I don't

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recall right now.

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But what happens is when you came in, there was a certain benchmark that you were probably

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targeted to and got a salary that was commensurate to that benchmark.

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But over the years, that increases.

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And the rate at which pay increases happen actually do not accelerate at the rate at

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which people are coming in.

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So when people come in, they get a higher salary relative to where you started.

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And so what's possible and what can happen, especially in academic institutions, is that

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people who come in later can earn a higher salary than people who have been there longer.

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So this is for people, really, who are negotiating a first salary.

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But it's also for you if you are renegotiating your salary.

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And I would say, please renegotiate, renegotiate, never stop negotiating.

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That is my philosophy.

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OK.

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So when it comes to negotiating your salary, your goal is to get the maximum amount of

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resources.

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Now, I didn't say money, but I'm saying resources possible to resource you in your role.

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Why I don't talk about just money is that if all you're negotiating is money, then you're

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not going to get the maximum benefit out of your negotiation.

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And so you want to make sure that you are clear on the resources that are needed for

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you to succeed in the role for which you're being hired.

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Now, it's not about the highest amount of money you can get, but it is about getting

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the maximum amount of resources possible for you to succeed in your role.

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OK.

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I'm going to talk a little bit more about what that means as I go through seven steps

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to negotiate a higher salary.

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So the first thing I will say that's important is to have a clear picture of the value that

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you create.

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Now, sometimes I hear people that they say the term know what you're worth.

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And I have a little bit of a problem with that term, know what you're worth, because

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in reality, your worth is infinite.

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Your worth is your your your your invaluable, your priceless.

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Nobody can put a premium on what you're worth.

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It's important to separate what you're worth from the value you create in any given role.

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So salary is about creation of value and really how that value is priced in the market.

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So it's about the value you create and how that value is priced in the market.

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And so it's not what you're worth.

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It's about what the value of what you create is worth in the market at any given time.

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So once upon a time, if you were a cardiologist, maybe you didn't create as much value as,

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say, a cardiothoracic surgeon to a hospital.

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You're always creating value as a physician.

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Never forget that.

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But let's say the example of of cardiologists before they discovered cardiac catheterizations

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and cardiothoracic surgeons, and so a hospital system might say, well, the value that cardiothoracic

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surgeons create is greater than the value of a cardiologist until the market changed

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and all of a sudden cardiologists could do cardiac caths, decrease the amount of cardiothoracic

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surgery that was needed for a certain population of patients, and then all of a sudden the

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value equation changed.

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So all of a sudden, the value that a cardiologist could create in cardiac catheterizations that

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prevent patients from needing cardiothoracic surgery changed in the market.

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So it's a value you create and what it's priced in the market.

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And that's important because you're not negotiating your value like, oh my gosh, this is how much

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I'm worth, which is why sometimes people tie the salary negotiation to how they feel about

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themselves.

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And at the end of the day, this is not about you.

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It's not about you as a person.

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Holy cow, you're incredibly awesome.

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And from the moment you were born, you had immense value that cannot be priced.

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And so don't think about your salary negotiation as an attempt to match your salary to your

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value and think about it as something that determines your worth.

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It has nothing to do with that.

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But what it does have to do is with the value you're creating and how much that value is

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worth in the marketplace.

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So you've got to understand that.

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And the reason you understand that is because your salary is a reward for the value you

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create.

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So if you are clear about what value you are bringing to a role, then you could negotiate

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well because you understand what that value is priced at in the marketplace.

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And you use the salary negotiation to help you create that value excellently.

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And so when you're negotiating based on just, you know, there's how much I think I'm worth.

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If you don't think you're worth very much, which a lot of physicians need to work on

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their self-esteem, definitely, then it's kind of like really you're negotiating your self-esteem.

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And I think I would say going back to my first negotiation, I was negotiating my self-esteem.

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And if I was crying over a salary negotiation, I didn't feel very highly of myself in that

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moment.

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I just wasn't sure what value I was bringing.

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But anyway, so the first thing you want to do is have a clear picture of the value that

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you are creating.

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That's so important and what that value is priced at in the marketplace.

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And when you have a clear understanding of that picture, then it allows you to do number

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two.

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And number two is about getting the numbers.

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So a salary negotiation is not about you.

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It's not about your personal value.

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It's not about, oh, this is my self-esteem issue.

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It's just really a numbers game.

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It's a numbers game.

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So that's why you get the numbers.

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For one, you get your numbers.

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And what do I mean by that?

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OK, you're an internal medicine physician and you are pursuing a position as a hospitalist.

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OK, there's a benchmark out there of how much hospitals are paid that does vary across the

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country.

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It varies across geographic regions.

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It varies when you're coming to public versus private academic institutions.

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There's variation.

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And those numbers are actually available.

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If it's a public institution, many of those numbers may be available online.

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At least the baseline compensation levels are available online.

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Usually for public institutions, they're publicly available.

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So find it.

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And even for private institutions, you can ask, like, what is the range of salary for

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a starting assistant professor in this specialty?

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So those numbers are available.

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And you should, at a minimum, know what those numbers are.

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For those of us in academic medicine, the AAMC, American Association of Medical Colleges,

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has a salary book that they publish, compensation book.

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I forget what the name of it is, but it's available.

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And if your institution contributes data, then that book is available to you for a reduced

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fee online.

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And if your institution does not contribute data to the publication, you can buy it at

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a higher amount.

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And I would say it is worth the investment, because I will tell you that having information

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about what the numbers are can increase your salary negotiation by a couple of thousands,

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probably tens of thousands, I will tell you.

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But so if they tell you that the book is worth $1,000, I would say pay the $1,000.

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You may be like, oh, maybe you're a fellow.

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And you're like, oh my gosh, I can't afford $1,000.

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I would tell you you cannot not afford to get the information that's necessary to negotiate

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well.

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So those are two ways to get the book.

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It's the AAMC compensation book.

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And there's a technical name for it that I don't recall right now.

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But I'll put it in the show notes.

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And if your institution has access to it, your library probably has a copy of it too.

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So one thing I did was just reach out to my librarian and I said, can I have a copy of

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it?

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So you have information that you need to have ever before the salary negotiation.

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And you should get that.

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And you have the opportunity to ask the institution, what is the range of salary for professors

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that are starting out for assistant professor at the academic institution?

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So at a minimum, your starting point is to get all the numbers.

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What is the going market rate for the value that this specialty creates at this given

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time?

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You should know those numbers.

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Number three is to prepare for the negotiation.

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And it is so important to know what you want, what they want, and how you can align your

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value that you create with what they value.

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And so one of the ways to know that, so start with what you want.

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Let's go back.

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Start with what you want.

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So important.

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What do you want in the salary negotiation you're going into?

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So you see the numbers, you know what the benchmarks are, you know what the median is,

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you know what the 75th percentile is.

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And you should know that because by now you've gotten all that information.

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What do you want?

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And in clarifying what you want, this is not like you put a pin on the page.

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And you're like, OK, I want the 78th percentile, the highest, that's the amount I want.

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It's not so much a number as much as what resources do you need to succeed in this role?

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For example, you're being hired.

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I mean, I'm talking to clinician researchers, but I'm also talking to faculty who are usually

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hired in a highly clinical role and they are transitioning to becoming clinician researchers.

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So for many of us clinical faculty, at least that was my starting point, I came in clinical

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and I was trying to make this transition to clinician researcher.

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Now for those who already start in that place, good for you.

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You already kind of have the protected time, but much of what you do is still clinical,

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at least there's still a good amount of what you do that's clinical.

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So you start with looking at your clinical job.

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What do you need to succeed as a clinician in this role?

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So there are some things that kind of you may not think about when you're starting,

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but are really important, really basic.

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You need administrative support.

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You need MA support.

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So who's going to return patient calls?

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Who's going to answer in-basket messages?

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Who's going to resource you in that way?

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You need support for the administrative work.

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Who's going to respond to pharmacy requests for medication refills and get all that work

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together so you're not doing clerical work instead of your job as a physician?

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If you are responsible for the care of an individual in your family, say you're taking

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care of a parent or you're taking care of a child, who's going to be there to support

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your child or support your family member when you are working?

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So what are the resources you need to function maximally in this role?

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What's the minimum level and what's the dream level?

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What's the minimum level and what's the dream level?

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So it's so important to know that so that you can be very clear about what's the minimum

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amount that you will accept for this role.

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And it's not the minimum amount to feel good about yourself.

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It's the minimum to really do great in this role because they're hiring you for this role

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for a reason and they want you to succeed.

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They need you to succeed.

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You want to succeed.

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And so it's a mutually beneficial negotiation because if you are a resource to do your job

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well, then when you start the job, you can do it really, really well.

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And if you're starting as a clinician researcher and not fully clinical, okay, you're going

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to need time to really establish a research program.

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And if you're like most clinicians, you haven't had much research training, what research

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training resources are going to be available to you to make that transition well.

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Many times faculty get caught in the, oh, you have three years and you're going to,

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once you can, you know, in these next three years make the transition to independence,

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you'll be fine.

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If you don't make it in three years, sucks for you.

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And three years is really not a lot of time to get the research training that you didn't

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get over the course of your clinical career.

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But that's a topic for a different podcast episode.

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But what you do want to say is if all I have is three years, what is the maximum amount

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of resources that I need so that I can succeed in these three years?

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What's the maximum amount of protected time I need?

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What is the mentoring that I need?

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What are the coaching needs that I have?

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And so you want to have all of those together so that you're clear on what you want.

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The second thing you want to be clear on as you prepare for the negotiation is what do

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they want?

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And how do you find out what they want?

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You will figure it out in their promotion and tenure documents, which should be available

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online.

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So what is promotable at your institution helps you understand what is valued.

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What is promotable helps you understand what is valued.

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So go to their AP&T academic promotion and tenure documents and see who do they promote.

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They'll say, the institution might say, we promote clinicians who are well known in their

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field.

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It's like, well, if I'm going to be well known in my field, I'm going to need to go around

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giving talks.

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We're going to need to have something to talk about.

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So you want to make sure that whatever they want you to achieve, you have a resource,

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whether it's financial resource or the specific resource, say writing support, that allows

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you to create the value that they recognize.

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So what do they value?

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What is promotable helps you understand what they value.

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OK, number four is to ask questions to gather information.

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Ask questions.

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The most important piece of any negotiation is your ability to get information.

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And you only get information by asking the right questions.

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And let's say, for example, you are negotiating your first salary.

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You're asking, what are the benchmarks at the institution?

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How are these determined?

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What national benchmarks does the institution benchmark to?

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Because there's AAMC, but there's other options as well.

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So every institution is different according to what they benchmark.

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You want to know this because it helps you go back and do some more homework.

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So when you're thinking about the kinds of questions you ask in your negotiation, discussions,

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and I say discussions because you're not going to have just one discussion.

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You're going to have multiple discussions as you get closer to where you want to be.

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And I hear some of you saying, I don't have all the time in the world.

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I need a job in November.

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I would tell you that if you are negotiating a salary, you need time because it takes time

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to negotiate well.

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And if you are desperate, you're not going to negotiate very well.

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And so if for whatever reason you're feeling pressure of, I need to have this job by X

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amount of time, take a step back and think about what else you can do so that you give

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yourself a long enough time.

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Now one thing people are very surprised to find when they're negotiating in academic

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institutions is how much time it takes for the institution to figure it out.

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And sometimes the bigger and badder the institution is, however we define bigger and badder, the

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longer they take to get back to you.

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And that's not necessarily because the institution wants to be obnoxious, though maybe you could

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argue that it is, but it's that there's so many layers of bureaucracy and it takes so

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many people to approve this one hire, this one salary increase, that it really does take

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time.

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And so the institution has a lot of time to negotiate.

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And if you're desperate, you're going to come up against the, just give me a salary now,

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I'll take whatever you give me.

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You don't want that.

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You really do want to have time.

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So if you're a fellow just starting out this negotiation thing, you want to start as early

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as possible.

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Give yourself at least a year because it does take time.

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But no matter where you are in the negotiation phase, you're going to take time to do this

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negotiation because you're going to do it well.

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And so in your discussions, you're going to ask questions that are open-ended.

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Remember as clinicians, we learned how to ask open-ended questions.

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So you could be like, hmm, how come my salary is below the 25th percentile of the national

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average?

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Or you could ask, to what extent do faculty increase their salaries over the course of

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their time here at this institution?

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Or you could ask, what is being done at this institution to close the gender pay gap?

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And then you might find out, oh, there's no gender pay gap here.

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Or oh, yeah, we've been working at it for the last 20 years.

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But you want to ask questions that give you information because information helps you

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go back and readjust your negotiations.

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Okay.

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Number five is to make the ask.

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So when you make the ask, don't start.

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And many times it's like, who's starting first?

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Usually I think the institution may start first, but you don't have to.

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You can wait.

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Wait and see what they say.

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But you're going to make the ask.

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No matter what they say, you're going to make the ask.

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It's possible that you're like, you have this number in mind, and then they come with a

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higher number.

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And then you're like, whoa, that's higher than I expected.

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And I've had people say, oh my gosh, that's so much higher than I expected.

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I'm good with that.

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But again, this is not what you expect as much as what are the benchmarks nationally?

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What does the value you create?

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How is it valued in the marketplace currently?

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You want to make sure that no matter what number they throw at you, that it's commensurate.

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And whatever value, whatever number they give you, you can come back with a different number.

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Yes, the more resourced you are, the better you do.

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You can come back with a different number.

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So you're going to make the ask.

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And when you make the ask, you could start by saying, hey, well, thank you.

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I see that you are working very hard to come up to national benchmarks with the number

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you gave me.

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And then you're going to, before you give your number, you're going to talk about the

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value you create.

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I am a hematologist.

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In general, there are not many hematologists across the country.

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But although hematology is an E&M specialty, I will be bringing consultation to the hospital,

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which will help to decrease hospital costs, which will help to improve surgical outcomes.

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I will also be working towards the creation of a research program, which increases value

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of scholarly output.

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And the national benchmarks say a median salary of X, and therefore my ask is Y.

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And so you're going to be very clear, before you even give a number, what that number represents.

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What value that number represents.

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So you're going to make the ask.

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And when you make the ask, you're going to say, here is how the value I create aligns

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with what this institution values.

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For that reason, here's the salary request.

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Or if you're asking for a salary increase, this is not about, I can't believe the people

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who came before me are paid more than me.

396
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Ah.

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That doesn't necessarily help get the other person on the same side of the table as you.

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But you'll see, you know, in the last 10 years since I've been here, I've created X value,

399
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this value, this value.

400
00:25:38,600 --> 00:25:43,480
I see the most number of patients across the institution.

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And this is the value that that creates by my calculations.

402
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Or you actually can request the numbers.

403
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You can say, what have my RVUs, you know, what RVUs have been generated?

404
00:25:54,120 --> 00:25:58,480
If you're, you know, you're actively working in growing a research program, you know what

405
00:25:58,480 --> 00:26:02,200
grants you submitted, which ones have been funded, what manuscripts.

406
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You bring all that information and say, hey, here's a value I've created over the last

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few years.

408
00:26:06,960 --> 00:26:09,160
And here's what that value represents.

409
00:26:09,160 --> 00:26:11,640
And here are the current values.

410
00:26:11,640 --> 00:26:12,800
Here are the current benchmarks.

411
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It wasn't the benchmark 10 years ago when I started, but here are the benchmarks now.

412
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And based on this, this is a salary increase that I request.

413
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You make the ask.

414
00:26:21,920 --> 00:26:26,800
You make the ask based on objective criteria, not based on how you're feeling.

415
00:26:26,800 --> 00:26:27,800
Okay.

416
00:26:27,800 --> 00:26:30,840
Number six, don't take no for an answer.

417
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Yes, don't take no.

418
00:26:34,640 --> 00:26:39,760
So you may not get the money you want, but what else can that money get you?

419
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And can you ask for that instead?

420
00:26:41,800 --> 00:26:49,400
For example, you have student loan debt and you're really asking for a higher salary because

421
00:26:49,400 --> 00:26:52,060
you want to offset that student loan debt.

422
00:26:52,060 --> 00:26:57,160
So if they're not going to give you a high salary, like, okay, here's student loan debt

423
00:26:57,160 --> 00:26:58,160
that I have.

424
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How can you help me pay this?

425
00:27:00,920 --> 00:27:04,400
Because one thing that I find that academic institutions don't want to do, they don't

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want to commit to high salaries because then they have to fund high salaries.

427
00:27:09,520 --> 00:27:15,680
But many times, sometimes there's money for like the bonus, the payoff of a student loan

428
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or the helping to fund one thing or the other.

429
00:27:19,000 --> 00:27:21,600
And so you just want to ask, what do you need?

430
00:27:21,600 --> 00:27:26,840
For someone else, it might be that, okay, childcare costs are going to be really high

431
00:27:26,840 --> 00:27:31,120
so that I can come in in the middle of the night to take call.

432
00:27:31,120 --> 00:27:34,980
I need to have an au pair at home overnight.

433
00:27:34,980 --> 00:27:39,920
And so what's the salary increase that you need to be able to get that?

434
00:27:39,920 --> 00:27:44,040
And so if you don't get that, then the question is, what are the childcare resources available

435
00:27:44,040 --> 00:27:49,080
to you through your institution potentially that can get you what you want?

436
00:27:49,080 --> 00:27:53,360
So when I say don't take no for an answer, I'm not saying be disagreeable and saying

437
00:27:53,360 --> 00:27:59,400
if you don't get the money to satisfy that need, what else can you request that also

438
00:27:59,400 --> 00:28:01,340
gets your interests met?

439
00:28:01,340 --> 00:28:06,280
And so that's why you want to go back to the very beginning is to just be clear about what

440
00:28:06,280 --> 00:28:13,800
you want so that you can come back with, okay, if you can't meet the median salary, if you

441
00:28:13,800 --> 00:28:16,560
can't meet the national benchmarks, what can you do?

442
00:28:16,560 --> 00:28:21,120
And when you come with a list of things that you need and you've done your homework and

443
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you know what the institution can provide, you know that there is a daycare associated

444
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with the institution.

445
00:28:27,960 --> 00:28:32,480
It's like, how can you get me in so that I don't have to pay the astronomical cost of

446
00:28:32,480 --> 00:28:35,400
childcare covered by my salary?

447
00:28:35,400 --> 00:28:38,960
And it just allows the salary negotiation to go further.

448
00:28:38,960 --> 00:28:41,240
The seventh thing that you should do is go with a friend.

449
00:28:41,240 --> 00:28:47,040
So academic institutions are big places and many of them have been around for decades,

450
00:28:47,040 --> 00:28:49,160
possibly centuries.

451
00:28:49,160 --> 00:28:52,760
They've been negotiating for a long time.

452
00:28:52,760 --> 00:28:53,760
You know what?

453
00:28:53,760 --> 00:28:56,520
The more you negotiate, the better you get at it.

454
00:28:56,520 --> 00:29:04,400
And you, let me see, how much negotiation training or coaching did you get at your institution?

455
00:29:04,400 --> 00:29:07,600
Okay, I'm going to guess minimal.

456
00:29:07,600 --> 00:29:14,360
And if you did, it is not anywhere near the amount of negotiation experience that your

457
00:29:14,360 --> 00:29:16,480
academic medical institution has.

458
00:29:16,480 --> 00:29:23,120
So I would argue that you're negotiating with a very savvy negotiator.

459
00:29:23,120 --> 00:29:24,920
Don't go it alone.

460
00:29:24,920 --> 00:29:28,200
Don't go it alone at a minimum, at a minimum.

461
00:29:28,200 --> 00:29:32,200
You should have a person you report back to every time there's a conversation around that

462
00:29:32,200 --> 00:29:33,660
negotiation.

463
00:29:33,660 --> 00:29:37,240
You should have someone you sit with and say, this was the conversation.

464
00:29:37,240 --> 00:29:38,660
This is what they offered.

465
00:29:38,660 --> 00:29:40,560
This is what I think makes sense.

466
00:29:40,560 --> 00:29:43,440
And it just helps you to negotiate better.

467
00:29:43,440 --> 00:29:46,920
I would argue that you should work with an academic negotiation coach.

468
00:29:46,920 --> 00:29:52,240
Yes, you should reach out to me and we should work together on your next negotiation.

469
00:29:52,240 --> 00:29:56,840
But at a minimum, you need someone to walk through this process with.

470
00:29:56,840 --> 00:29:57,840
Don't go it alone.

471
00:29:57,840 --> 00:30:00,280
This is, it's a big deal.

472
00:30:00,280 --> 00:30:05,400
Negotiating your salary, negotiating the resources you need to succeed as an academic clinician,

473
00:30:05,400 --> 00:30:09,600
as a clinician researcher is a big deal.

474
00:30:09,600 --> 00:30:13,160
Don't try to do it by yourself, especially if you're just graduating.

475
00:30:13,160 --> 00:30:18,280
Make sure you have someone that you can just continue to talk with through the process

476
00:30:18,280 --> 00:30:23,400
and someone who mirrors you, who can tell you, you're acting desperate.

477
00:30:23,400 --> 00:30:25,120
What else can you do?

478
00:30:25,120 --> 00:30:27,480
Or like, oh, is that what they're offering?

479
00:30:27,480 --> 00:30:29,160
Do they have administrative support?

480
00:30:29,160 --> 00:30:30,160
Okay.

481
00:30:30,160 --> 00:30:31,400
How come?

482
00:30:31,400 --> 00:30:37,320
Someone who can really ask the hard questions, someone who's not kind of just really so enamored

483
00:30:37,320 --> 00:30:41,360
by the institution or so invested in the outcome that they can't think objectively.

484
00:30:41,360 --> 00:30:42,360
So definitely go with a friend.

485
00:30:42,360 --> 00:30:43,360
All right.

486
00:30:43,360 --> 00:30:46,400
Those are the seven things I want you to think about as you negotiate your salary.

487
00:30:46,400 --> 00:30:50,640
If you are in the middle of a salary negotiation and this helps you negotiate a higher salary,

488
00:30:50,640 --> 00:30:52,600
please let me know.

489
00:30:52,600 --> 00:30:58,840
Leave us a voicemail on our podcast website, clinicianresearcherpodcast.com, and I will

490
00:30:58,840 --> 00:31:03,720
play your voicemail in a future episode and build an episode around that.

491
00:31:03,720 --> 00:31:06,960
I'm going to wish you success in your salary negotiations.

492
00:31:06,960 --> 00:31:11,840
And if there's someone else you know who's negotiating salary or renegotiating salary,

493
00:31:11,840 --> 00:31:14,320
definitely make sure that you share this podcast with them.

494
00:31:14,320 --> 00:31:15,320
All right.

495
00:31:15,320 --> 00:31:17,440
It's been a pleasure talking with you.

496
00:31:17,440 --> 00:31:24,480
Please leave us a five-star rating, an honest five-star rating, and also share this podcast

497
00:31:24,480 --> 00:31:26,960
with somebody else who needs to get value from it.

498
00:31:26,960 --> 00:31:27,960
All right.

499
00:31:27,960 --> 00:31:37,880
Talk to you next time.

500
00:31:37,880 --> 00:31:43,240
Thanks for listening to this episode of the Clinician Researcher Podcast, where academic

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00:31:43,240 --> 00:31:48,960
clinicians learn the skills to build their own research program, whether or not they

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00:31:48,960 --> 00:31:50,020
have a mentor.

503
00:31:50,020 --> 00:31:56,120
If you found the information in this episode to be helpful, don't keep it all to yourself.

504
00:31:56,120 --> 00:31:57,880
Someone else needs to hear it.

505
00:31:57,880 --> 00:32:01,920
So take a minute right now and share it.

506
00:32:01,920 --> 00:32:07,400
As you share this episode, you become part of our mission to help launch a new generation

507
00:32:07,400 --> 00:32:13,360
of clinician researchers who make transformative discoveries that change the way we do healthcare.