The LIME + MMCGME Leadership in Medical Education program is a collaborative, year-long professional development experience designed specifically for Chief Residents in the Twin Cities. Through interactive, high-impact sessions, the program empowers participants to strengthen their leadership, teaching, and team management skills while building a robust network of peers in academic medicine.
This course is an opportunity to grow as a leader, educator, and collaborator within a supportive environment tailored to the unique challenges of the Chief Resident role.
2025–2026 Program Schedule
The program consists of three sessions held throughout the academic year, featuring peer-led discussions and collaborative group activities. Details for the upcoming year are as follows:
This course is an opportunity to grow as a leader, educator, and collaborator within a supportive environment tailored to the unique challenges of the Chief Resident role.
2025–2026 Program Schedule
The program consists of three sessions held throughout the academic year, featuring peer-led discussions and collaborative group activities. Details for the upcoming year are as follows:
- Tuesday, June 3, 2025 | 8:00AM to 12:00PM | Topics: Culture & Transitions
- Friday, October 31, 2025 | 8:00AM to 12:00PM | Topics: Management & Recruitment
- Friday, February 27, 2026 | 8:00AM to 12:00PM | Topics: Sponsorship/Mentorship & Feedback/Evaluation
UPCOMING LIME DETAILS
Friday, February 27, 2026
8:00AM to 12:00PM
Hennepin Healthcare (Orange 9, Room 115)
Topics: Mentorship & Sponsorship, and Feedback & Evaluation
Interested in attending, RSVP here!
Click here to view the February Packet for more information!
Resources:
8:00AM to 12:00PM
Hennepin Healthcare (Orange 9, Room 115)
Topics: Mentorship & Sponsorship, and Feedback & Evaluation
Interested in attending, RSVP here!
Click here to view the February Packet for more information!
Resources:
- Balthazar, P., Murphy, A., & Tan, N. (2021). Mentorship, sponsorship, and coaching for trainee career advancement. Radiographies, 41(4), E100-E102.
- Ende, J. (1983). Feedback in clinical medical education. Jama, 250(6), 777-781.
- Van Der Vleuten, C. P., Schuwirth, L. W T, Driessen, E. W, Govaerts, M. J. B., & Heeneman, S.(2015). Twelve tips for programmatic assessment. Medical teacher, 37(7), 641-646.
PAST SESSIONS
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Culture & Transitions
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Management & Recruitment
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JUNE 3 | CULTURE & TRANSITIONS
SUMMARY:
A program’s culture is shaped by what’s celebrated, tolerated, and repeated. Chiefs act as cultural translators—bridging institutional vision with resident experience. While change takes time, consistent modeling and inclusive engagement build resilient, psychologically safe environments.
Transitions are more than role changes—they are identity shifts. Chiefs must navigate new expectations, forge relationships, and embrace uncertainty. Success lies not just in what you do, but in how you show up. Vulnerability, reflection, and boundaries turn transitions into opportunities for deep growth.
Understanding the interconnectedness of roles within the system encourages shared accountability and respect. Challenges like unclear roles or assumptions can erode trust—making it essential to approach feedback and change with humility. Wellness and growth look different for each resident; programs must remain flexible and inclusive in how they define support and success.
Click here to view the summary notes from the June 3 session.
Resources:
A program’s culture is shaped by what’s celebrated, tolerated, and repeated. Chiefs act as cultural translators—bridging institutional vision with resident experience. While change takes time, consistent modeling and inclusive engagement build resilient, psychologically safe environments.
Transitions are more than role changes—they are identity shifts. Chiefs must navigate new expectations, forge relationships, and embrace uncertainty. Success lies not just in what you do, but in how you show up. Vulnerability, reflection, and boundaries turn transitions into opportunities for deep growth.
Understanding the interconnectedness of roles within the system encourages shared accountability and respect. Challenges like unclear roles or assumptions can erode trust—making it essential to approach feedback and change with humility. Wellness and growth look different for each resident; programs must remain flexible and inclusive in how they define support and success.
Click here to view the summary notes from the June 3 session.
Resources:
- Eric Shappell, Benjamin Schnapp (2019) The F Word: How “Fit” Threatens the Validity of Resident Recruitment, J Grad Med Educ, 11(6):635-636. doi: http://dx.doi.org/10.4300/JGME-D-19-00400.1
- Jauregui J, Watsjold B, Welsh L, Ilgen JS, Robins L. Generational 'othering': The myth of the Millennial learner. Med Educ. 2020 Jan;54(1):60-65.
- Robert Kegan, Lisa Laskow Lahey (2001) The Real Reason People Won’t Change, Harvard Business Review, HBR’s 10 Must Reads – On Change, 75-85.
- Michelle Lin (2021) TL;DR Book Review: The Culture Code: The Secrets of Highly Successful Groups, Academic Life in Emergency Medicine (ALiEM), published July 7, 2021.
- Kevin P. Seitz, Nikita V. Baclig, Robin Stiller, Anders Chen (2023) Implementation of a Near-Peer Support Program to Improve Trainee Well-Being after Patient Safety Events, ATS Scholar, 4(4):423–430.
OCTOBER 31 | LEADERSHIP, MANAGEMENT, & RECRUITMENT
Summary:
The transition into a Chief Resident role marks a shift into middle management, offering a unique opportunity to drive
cultural change through "generous teaching." By reframing supervision as proactive mentorship rather than
micromanagement, leaders can foster an environment where residents feel supported and respected as adult
professionals.
Effective leadership in this space requires mastering emotional intelligence and setting clear boundaries. Utilizing tools
like "The 8-Minute Rule" and "Managing Up" allows for healthy emotional expression while maintaining efficient
problem-solving. Ultimately, the goal is to shift from a "Savior" mindset—attempting to rescue others from every
struggle—to a "Coach" mindset that empowers residents to navigate their own professional growth.
Strategic recruitment and "Radical Honesty" ensure long-term program integrity. By aligning marketed resources with
reality and intentionally addressing biases, the program
Click here to view the summary notes from the October 31 session.
Resources:
The transition into a Chief Resident role marks a shift into middle management, offering a unique opportunity to drive
cultural change through "generous teaching." By reframing supervision as proactive mentorship rather than
micromanagement, leaders can foster an environment where residents feel supported and respected as adult
professionals.
Effective leadership in this space requires mastering emotional intelligence and setting clear boundaries. Utilizing tools
like "The 8-Minute Rule" and "Managing Up" allows for healthy emotional expression while maintaining efficient
problem-solving. Ultimately, the goal is to shift from a "Savior" mindset—attempting to rescue others from every
struggle—to a "Coach" mindset that empowers residents to navigate their own professional growth.
Strategic recruitment and "Radical Honesty" ensure long-term program integrity. By aligning marketed resources with
reality and intentionally addressing biases, the program
Click here to view the summary notes from the October 31 session.
Resources:
- Robert Kegan, Lisa Laskow Lahey (2001) The Real Reason People Won’t Change, Harvard Business Review, HBR’s 10 Must Reads–OnChange,75-85.
- Ringel R. (2023) Mastering the Art of the Request. Harvard Business Review. August 04, 2023.
- Eric Shappell, Nahzinine Shakeri, Abra Fant, Jeremy Branzetti, Michael Gisondi, Christine Babcock, James Ahn (2018) Branding and Recruitment: A Primer for Residency Program Leadership, J Grad Med Educ, 10(3):249-252.
- Eric Shappell, Benjamin Schnapp (2019) The F Word: How “Fit” Threatens the Validity of Resident Recruitment, J Grad Med Educ, 11(6):635-636. Kim WC, Mauborgne R. (2003) Fair Process: Managing in the Knowledge Economy. Harvard Business Review. January 2003.
- Wiseman L, McKeown G. Multipliers: How the Best Leaders Make Everyone Smarter. New York: HarperBusiness; 2010.
LIME PHOTOS
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