June 24, 2025 • 28 mins
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Leadership in medicine goes beyond clinical skills because medical education doesn’t automatically create leaders. In this segment, we discuss how toxic behaviors get perpetuated when negative leadership styles like throwing instruments in the OR to berating staff, are modeled for residents and medical students.
We then share the non-negotiable days we refuse to work, revealing how our cultural backgrounds and family values inform our decisions.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
What's the most important holiday that you won't
wear?
Speaker 2 (00:01):
Besides my birthday, it's New Year's Asian
Independence Day.
Speaker 1 (00:04):
Tell the audience what happens.
Speaker 2 (00:06):
We have a huge dinner , but before dinner got to drink
your soup, jumo.
Speaker 1 (00:12):
Nobody's drinking the soup.
This soup is thick as hell.
Yo Y'all eating the soup, butanyway, keep moving.
Speaker 2 (00:17):
That has to be the first thing in my stomach.
I can't risk going back to 1803.
I gotta be in 1804 wherethere's freedom, and I can't do
that if I'm on call.
Speaker 1 (00:29):
Yo, what's good everybody.
Welcome to another episode ofDocs Outside the Box.
Yo, I'm your host, dr Nii.
I'm joined by my lovelyanimated co-host, dr Rene.
What's good, dr Rene, how youdoing?
I'm fine.
Oh Okay, all right.
Speaker 2 (00:49):
Not even Halloween.
Speaker 1 (00:50):
You got that late night buzz.
Speaker 2 (00:51):
huh, I see, I see, you know, when you post call,
but I'm not actually post call,but I'm post like kitty call,
because I always get you postwhat Kitty call.
Speaker 1 (01:05):
Oh, I was about to say I was like yo.
What are we talking about here?
Speaker 2 (01:08):
Okay, you know what?
Get your dirty mind out thegutter.
You ain't getting paid.
You ain't got.
What is it?
You ain't knocking booth Anywho.
That's when you stay up lateBecause your kids went to bed
and now you feel like freedom,yeah, but then you're tired as
(01:29):
hell.
But then you're tired.
But then you get like yoursecond win, and now you got like
this post-kid delirium, justlike what's called delirium.
Yeah, when you feel like dude,I could do the next case if you
want me to.
Speaker 1 (01:43):
When you know your relationship.
Renee's on one right now, guys.
So, um, listen, this is docsoutside the box.
I just gotta start off bysaying um, renee, I woke up late
today and I went to work todaylate.
Everybody who's listening.
Has this ever happened to you?
You know, I woke up at sixo'clock, sign out is at seven
o'clock and I kept snoozing andsnoozing until I woke up at
(02:05):
seven.
Oh five, I was like oh, who'ssnoozing?
Oh, that's the worst feeling.
But this time I just called, Iwas like, yeah, I'm going to be
late and you know I'm only 15minutes away, so I drove in.
They were still signing out,Cause the list is long as hell.
(02:28):
I ain't really well the personin this day.
I mean I ain't missed nothingWe've had.
We got a bunch of rocks in ourshow.
We got a lot of people who wecan't get out.
You know, trauma is crazy likethat.
Like you'll, you'll havesometimes these ebbs and flows
where you'll have like reallylike crazy trauma that comes in.
But then the hard part issometimes you can't get them out
(02:48):
.
Like you're done taking care ofthem but you cannot get them
out for various reasons.
They don't get insurance, theyain't got a place to stay,
whatever it may be.
You know, particularly in theelderly people like the
geriatrics, like that's thehardest one because you know
they were living at home andthey fell down and now it's like
the whole family's having ahard time finding out or trying
to come to a place where they'rejust like, yeah, we knew she
(03:13):
was or we knew he was on a tightrope downward spiral and this
is it.
He or she needs to go to anursing home or they need to
come live with us or they needto go to rehab.
Either way they're not goinghome by themselves and that, a
lot of times, is the hardestpart.
That's the hardest part.
We see that a lot in trauma.
Speaker 2 (03:33):
So I'm glad I'm not you, because I don't.
I don't see that very often atall, if at all but speaking of
you know we're talking about thelast episode.
Speaker 1 (03:44):
My work wife hooked me up with a toothbrush and
toothpaste.
Shout out to the nurse and Ikill you.
Shout out to the nurse in theicu hooked me up like good
morning to you.
Speaker 2 (04:05):
Oh yeah, Good morning to you.
Speaker 1 (04:07):
That funk, that funk, you know.
You talking to patients, you intheir face, you talking to
families.
I can't let.
As soon as I got the sign, Iwent upstairs, got my brushed it
up, Brushed it on.
Yeah.
Speaker 2 (04:19):
Yeah, no, that's good , that's good.
Speaker 1 (04:21):
Well, look, look, you know we've got some stuff we're
going to talk about, but Iwanted to revisit the question
that I asked you from theprevious episode because, I'll
be honest, I didn't like myanswer, so I want to give myself
a redo.
Speaker 2 (04:36):
The what would you do differently in med school?
That one.
Speaker 1 (04:39):
No, this the what's a medical myth or tradition.
You think we should retire, andwhy?
Speaker 2 (04:44):
Oh, what'd you say I?
Speaker 1 (04:46):
forgot what I said.
It was weak, though it was weak, I didn't like it.
Speaker 2 (04:51):
I forgot I said 24 hour call um, mine is more
philosophical.
Speaker 1 (04:58):
Basically, doctors ain't leaders, right like?
I think there's this notionthat just because you graduated
from med school, you masteredthis knowledge and quote unquote
like you are, you are in chargeof a team, right Like?
You're the person with the mostknowledge, so to speak, on
pathophysiology, or how a personlives or dies, or all that
(05:20):
stuff.
Does that necessarily make youa leader?
Like?
I think, by default in medicinewe make doctors leaders, but I
tend to think that leadershipyou learn leadership.
Some people are born naturalleaders, but there's a quality
of like first of all.
I think you got to be a goodperson to be a leader.
I do.
(05:41):
I really think you got to be agood person to be a leader.
I think that you got to be ableto inspire people to.
I really think you got to be agood person to be a leader.
I think that you got to be ableto inspire people to like do
what you want them to do, notdemand them.
I think you have to kind oflike there's a certain command
that you have to have.
There's a certain credibilitythat you got to have in order
for people to really follow youand feel inspired by you.
Speaker 2 (06:02):
Not necessarily right , Because I think there's some
leaders who can and feelinspired by you.
Speaker 1 (06:05):
What about empathy?
Not necessarily right, becauseI think there's some leaders who
can inspire folks and be reallysystematic about things and be
like.
This is like, for example, likethis is how we're going to
treat people.
We're going to treat people thesame way, no matter what,
whether they are from this walkof life or from that walk of
life, but we're going to beextremely systematic about it.
Speaker 2 (06:26):
Right, you don't think that leader needs to be
empathetic?
Speaker 1 (06:33):
I don't know.
That's a good question.
I don't know.
I don't know.
Speaker 2 (06:36):
Think about it.
Speaker 1 (06:37):
Chew on that one.
I think to be a good doctor,you should be empathetic.
I don't know if, to be a goodleader, you should be empathetic
.
I don't know if, to be a goodleader, you should be empathetic
.
Those are two separate things.
Right, because in order to be adoctor, to be empathetic, you
have to stop being a doctor,mindset wise and listen to a
patient and figure out, putyourself in their shoes, right,
like we had, you know, rest inpeace.
We had Jamal Dixon on the show,guys, that was several years
(07:00):
ago.
We had Jamal Dixon, rest inpeace.
But he was a doctor.
He was going through residency,he developed, you know, stomach
cancer and he got surgery and,like, a couple of days later,
you know, he's doing all thethings that I would tell my
patients not to do, right, askfood and all these different
things.
He just wanted to feel normal.
Speaker 2 (07:20):
Normal, right I?
Speaker 1 (07:21):
remember that he just wanted to feel normal Right,
normal, normal Right.
I remember just want it to feelnormal Right and that was his
key thing.
He's like I know, as a doctor,that I should not be eating this
, I know that I should not bedoing that, but I just I needed
to do something to make myself,myself, feel normal.
And I think a lot of timesdoctors forget what it's like to
be in their patient's shoes.
So I don't know.
Speaker 2 (07:58):
I think, in order to be a good doc, you have to have
a bit of empathy, right.
You got to have to put yourselfin their want to lead, or who
are looking for you to lead, andso sometimes I think leaders
can get caught up in what theywant to do and not necessarily
hear what people actually wantfrom them, from them, right?
(08:26):
Which then begs the questionshould you be leading those
particular people, or should youfind other people who you know
embody every single thing thatyou're wanting to do, right?
Speaker 1 (08:35):
so well, you got to get the right people on the
right.
Speaker 2 (08:37):
You have to get the right people on the bus you got
to write, yeah, you got to getthe right people on the bus, and
I think that there are timesyou need to write bus driver too
right, and I think that thereare times you need the right bus
driver too.
Right.
But I think that there aretimes when, when you are leading
Right that part of leading isalso knowing when to step back
and what to step down, right.
(08:59):
I think that is part ofleadership knowing when to know
when hold them.
Everybody know when to foldthem.
Speaker 1 (09:10):
Before we get into, before we go down into the,
before we go into the weeds withit.
I just want to let me let'sbring it back to the top thing,
which is, I think, just becauseyou go to med school, just
because you graduate, justbecause you go through residency
, I don't think that thatautomatically makes you a leader
, though.
Speaker 2 (09:27):
I agree with you, you know.
Speaker 1 (09:28):
I think that I think you, you gotta, I think you
gotta learn that stuff throughresidency.
You have to learn, like thehierarchy, you have to learn
from people who are above youhow they move Right, Because
that's where most residents,most doctors, pick up their good
habits or their bad habits.
Bad habits Somebody right Likeshout out to Dr Durrett, right,
yes, Robin, Our general surgery,our general surgery, our
(09:51):
general surgery, preceptor forrotation, Like we got plenty of
great you know habits from himon how to treat patients, on how
to treat his fellow, you knowcolleagues and how to deal with
nurses, how to deal with staff.
You know those things.
Speaker 2 (10:08):
OR how to handle emergencies or things that don't
go right in the OR.
Speaker 1 (10:15):
Yeah, so you pick up really good habits from people
who are doing things that youhaven't done before and then, as
you get there, you know you arealso possibly picking up bad
habits.
I can attest to that.
I picked up some bad habits inresidency where it's almost like
um, I just, you know, I becamelike I think I realized in my
(10:38):
program that I you throwingstuff in the you throwing stuff
in the oar.
No, no, no.
Speaker 2 (10:41):
You throwing body parts in the oar?
Speaker 1 (10:43):
No, no no, you throwing body parts in the oar.
No man, no, by the time I'm aresident, by the time I'm in
residency, by the time you're inresidency, that stuff was gone
right Like I can't think of.
No, it wasn't.
Well, in the program that I wasin the hospital that I was in,
you never heard about that stuffgoing on at grady.
I can't see at grady searchtexts.
(11:06):
You heard of someone at gradydoing that throwing.
Uh, I didn't say a grady, no,okay greedy, so I don't know
what's going on at your place,but in the south, in atlanta, I
can't see, I couldn't.
I'd never heard of you knowdocs getting away with throwing
stuff at search text oh yeah, isyou about to catch a fade?
Like for real, for real, right,like nah, like we're not going
(11:26):
back to that.
Speaker 2 (11:27):
Nah, I've seen that.
I've seen that I hadn'tattending in my program.
Speaker 1 (11:30):
But you was in Jersey , like y'all all like that's
almost like in my program.
Speaker 2 (11:40):
He would, you know, let's, let's say the harmonic
didn't work, you know, forwhatever reason, cause you know
it never works, cause you didn'tplug it in all the way, and
then it makes that crazy noise.
Right, that crazy.
That's how you know it doesn'twork.
And he would like throw it.
You know, like, oh, this thingdoesn't work.
(12:01):
You know, and it's like, whyare you throwing stuff in the
oar?
Like, for what reason?
Like you do know, like this,this platform underneath us, is
actually a body.
It's a person.
You can't just chuck things onthis platform.
That's a person.
Speaker 1 (12:20):
But that's what that's, that type of behavior is
like.
That's some of the bad behaviorthat you're right.
You're asking me did I pick upon it?
Absolutely not right, but Icould be.
I wouldn't be surprised if,like that person you were
telling me about, had aleadership position in a
hospital, right, like he did,right, and it's just like that
type of behavior, like he suredid I in residency, like that's
(12:44):
the reason why I couldn't dofraternities In residency.
I have a problem.
Speaker 2 (12:50):
Hold on, hold on.
I have a problem.
Let me get comfy cozy for thisone.
Speaker 1 (12:55):
I don't like people making me feel a certain way
just because they can't.
They can't Because they can.
So even to this day, whetherit's neurosurgery or
cardiothoracic surgery orwhatever you consider to be at
the high of the food chain andstuff, I don't like when any of
them talk a certain way topeople.
I don't like it.
As a matter of fact, I confrontthem.
(13:17):
Everywhere I've been at I'mlike listen, dude or or girl,
stop, stop it, stop it, becausethis behavior is unacceptable.
If you cannot do this behavioroutside of the hospital, then
you should not be allowed to dothis hospital, in the hospital.
And I always raise my voice andlook at them to let them know
(13:38):
that, listen, you're not gettingaway with me with this BS.
I do not accept this whatsoever.
Right, and obviously now I'm onthe other end, like you can't
do anything to me.
Right, like we, I'm doinglocums, what are you going to do
?
Not ask me back, I don't careno-transcript.
(14:08):
Because that person scared theminto doing things.
And then they carry that on andI'm like no, no, no, no, no,
can't do that on my watch.
Because, guys, I'll tell youright now, like I've seen
neurosurgeons talk a lot ofstuff and bow down to the
C-suite or bow down to somebodyyou know like they will talk to
(14:31):
really nasty, to a search tech,but then you know somebody says,
well, you got to take call forlike the next three weeks.
They're like OK, boss,everybody's got a boss.
Speaker 2 (14:45):
You know, it's just, it's crazy.
Yeah, no, yeah, no, yeah, Iagree with you.
I don't think that just becauseyou're a physician, that means
(15:07):
that you're a leader.
You know, and I think, like yousaid, I think that people see
someone with really bad habits,nasty attitude, in the C-suite
or in some corner officesomewhere, or some position that
they desire at some point intheir career, and then they take
on those attributes becausethey think, well, it must've
gotten them there because that'show they are, so that must be
what it means to be a leader, tobe in that position.
The reality is, there's a lotof people who are in those
(15:27):
positions who, you know they'requote unquote underlings don't
actually respect them.
They don't respect them.
Speaker 1 (15:36):
Well, they fear them, they fear them.
Speaker 2 (15:38):
No, there's, so there's fearing them only, I
think, in the fact that, yeah,this person, this person has a
stake or has a say.
This person has a say in movingto the next right to the next
(15:59):
position, or has a say in mestaying at this hospital, right,
like they fear the consequenceof that person, you know, of
confronting that person orwhatever, but they don't
actually respect that person.
I've seen this time I mean youand I see this a lot because we
(16:19):
go to so many differenthospitals for locums so there
have been times where I've seen,like man, nobody really
respects the chair of thisdepartment.
You know everybody's talkingbad about him or her behind
their backs and you know thisperson thinks that they're doing
a great job, or they think thatthey're inspiring, or they
(16:39):
think or they don't even care.
They don't even care whether ornot they're inspiring or they
think, or they don't even care.
They don't even care whether ornot they're inspiring or doing
whatever.
They just bark orders from theC-suite and you know that's it.
I've seen this as physicians.
I've seen this.
You know who?
I see this a lot with Nursemanagers.
(17:01):
For some reason.
I have seen this time and timeagain with nurse managers.
Nurses who get their master'sdegree in some sort of you know,
administration, blah, blah,blah.
They come from the floor andnow they're nurse managers and,
(17:23):
like the nurses have problemswith them because scheduling or
you know just logistics.
Speaker 1 (17:32):
That's anybody.
That's anybody.
That's anybody who gets tomiddle management.
Once you can move to middlemanagement or even higher, in
essence you're just basically anadvocate for the CEO to see.
You know the people who are inthe, you know the upper echelons
of the hospital who are makingdecisions.
Speaker 2 (17:50):
You just become like a familiar face to tell the
folks who are working down thereto do A, b and C Right they
taught how to read so that they,you could tell everybody else
what to do.
But hold on.
Before you go into the nextthing, I want to go back to my
question of okay, so doesempathy matter when you are a
(18:10):
leader?
Right, because when you plucksomeone from the crowd and you
now put them in a leadershipposition, does empathy become
part of your leadership?
(18:34):
Because you knew what it was tobe in the trenches like
everybody else.
Because you knew what it was tobe in the trenches like
everybody else.
Speaker 1 (18:41):
But now you may ignore that because, well, you
got what you wanted.
You got a raise.
You don't have to be on call.
You don't understand what it'slike.
Yeah, they're going to standout.
Those are the ones who arereally going to do well, but
they're not going to stay therelong.
They're not going to stay therelong.
Maybe, maybe, maybe I'm goingto bet that they're not going to
stay there long, and they'regoing to get shooed out really
(19:05):
quick.
Speaker 2 (19:06):
No, I think that there's a balance.
I think that there's a balance.
Speaker 1 (19:10):
Right, you can't get A balance of what?
Speaker 2 (19:12):
A balance of what there's, a balance of empathy
versus what the C-suite wantsyou to do, right.
I think that you can be anadvocate for people for whom you
have you share empathy right,but also try to get the work
done right that the C-suite iswanting you to do, and I think
(19:34):
in doing that, you actually areable to come up with solutions
that maybe the C-suite didn'tthink about right.
They didn't think about itbecause they don't have empathy
for those people.
So the question becomes right Iwas talking about this today
with someone else, but you knowwhat is the benefit?
(19:55):
What is the end goal of this?
What is the thing that needs tohappen?
Right, because a lot of times,the C-suite doesn't care how it
happens, they just care that ithappens.
They just care that it happens.
And so if you can figure out away, through empathy, to get
what the C-suite wants donewithout necessarily disrupting
(20:15):
everything, everything you knowfrom the in the trenches, you
might actually find a nicebalance, I think.
I think it's possible.
Speaker 1 (20:24):
but I mean, that's your point.
You're supposed to be thereasonable one, I'm the cynical
one.
I don't believe it.
So let's move on to the nextquestion or the next was I have
for you.
So how do you feel aboutworking on holidays or on your
birthday?
The reason why I'm bringing itup is because I am working
tomorrow.
Tomorrow it is Juneteenth.
Um, Dr Renee, am I a selloutfor working on Juneteenth?
(20:50):
I ask very good questions allthe time.
You'll hear us.
Empathy and leadership Ain'tnobody care about that damn
thing.
Am I a sellout for working onJuneteenth?
Speaker 2 (20:59):
Yes, now you might ask the good.
You might ask the goodquestions, but I give the good
answers, okay.
Speaker 1 (21:11):
I'll give you that.
That's peace.
That's peace.
No, I don't think you're insellout.
Speaker 2 (21:16):
I do not work on my birthday.
Speaker 1 (21:18):
For the record, hold on, let me, for the record,
everyone, I am front loading myschedule.
I'm taking on mad extra daysbecause we are going to Ghana
and we are going to be doing amedical mission and I'm going to
be gone for a couple of weeks,several weeks, and I'm just
trying to get my time.
I'm just trying to get my timein right now and stuff.
(21:39):
So that's why you know I'mdoing this, but anyway, go ahead
Leaving your wife alone.
Speaker 2 (21:44):
We're leaving your wife only Go ahead and answer
the question.
So I don't work on my birthday.
That's a deal breaker.
Speaker 1 (21:52):
Me too.
Speaker 2 (21:52):
I don't work on my birthday, please.
Up until like two years ago,you're still working on your
birthday.
Speaker 1 (21:58):
Yo, two years ago I worked on my birthday.
It was the worst thing ever.
I just want to say out there,Guys, it's the worst feeling.
Speaker 2 (22:09):
Never work on your birthday.
Y'all, never, ever do that.
No, never ever.
You be acting like uw too, like, oh well, you're gonna work on
my birthday.
They could fire me.
You know, I have to work on mybirthday and make sure that I'm
there, because you know theymight want to cut a cake.
You didn't fix your glassesthere, oh, if I'm up there, oh,
you know, and I'm like dude,you're not w2, like you don't
have to work on your birthday,but you, you be insistent and
I'm just like whatever now otherholidays over the last seven
(22:33):
years.
Speaker 1 (22:33):
I worked one time on my birthday just for the really
guys, for the record guys,really we, we.
I refer to renee as hyperbolerenee because everything she
says is in hyperbole.
But let's just keep it moving,keep going.
Speaker 2 (22:45):
I'm going to let you cook.
I'm going to let you cookAnywho.
No, but any other holiday, Ithink?
I don't think it's selling out.
I think you can work on aholiday.
How about Father's Day?
Speaker 1 (23:00):
Father's Day.
I work too.
Speaker 2 (23:01):
You did work on Father's Day.
Speaker 1 (23:03):
I know you wasn't going to do nothing for me on
Father's Day anyway.
Speaker 2 (23:13):
Oh, wasn't gonna do nothing for me on father's day,
anyway.
Oh, you know what I'm saying.
Okay, y'all wasn't gonna donothing for me, please.
Okay, father's day.
I've never done anything foryou for father's day, I've never
done anything for you forfather's day?
Speaker 1 (23:18):
well, why don't you listen?
Because it sounds like itsounds like you.
You got a list, so go ahead andlist it.
Speaker 2 (23:23):
Go ahead and list it out first of all, you'll be
working on father's day most ofthe time.
Secondly, the last time youwere off on father's day, we
took you for a train ride, whichyou love trains and we took you
for a train ride.
What the hell did you take meon mother's day?
Speaker 1 (23:41):
hey, renee, that train ride was like 20 minutes
oh really, first of all, itwasn't 20 minutes how long was
it?
Speaker 2 (23:48):
like it was about an hour, like 40 minutes.
That's number one.
But okay, all right, listen,you ain't gotta worry about
another father's day.
Nothing again, ever, ever.
As a matter of fact, I'm takingyour kids away, that's it.
(24:09):
You don't have to worry aboutit, you don't need.
Speaker 1 (24:12):
You don't need father's day if you're not a
father guys, the moral of thisis don't, you know, pick your
days that you're not gonna work,don't work it.
Speaker 2 (24:19):
So that's how I look at it the moral of this is don't
do nothing for father's daybecause you're gonna get accused
of doing nothing for father'sday because you're going to get
accused of doing nothing forFather's Day.
So that's the moral of thestory, but hold on Any holiday
that you want to work, I think,is fine.
Speaker 1 (24:38):
Especially as locums, because you know me I— what's
the most important holiday?
That you won't work?
Speaker 2 (24:42):
Besides my birthday.
Speaker 1 (24:44):
Yeah, besides your birthday it's listening.
Speaker 2 (24:45):
It's New Year's Asian Independence Day.
Speaker 1 (24:48):
Why I don't work that Ever.
Speaker 2 (24:50):
Because it's Haitian.
I just said it it's HaitianIndependence Day.
Speaker 1 (24:53):
But what happens?
Tell the audience what happens.
You know, we tell them all thetime.
Speaker 2 (24:58):
Okay, fine, we have a huge dinner, but before dinner,
got to drink your soup, jumo.
Got to drink your soup, jumuGot to drink your soup, Jumu.
Speaker 1 (25:08):
One thing that we need to change is nobody's
drinking the soup.
Why do y'all say that?
Because this soup is thick ashell.
Yo Y'all eating the soup, butanyway, keep moving.
Speaker 2 (25:18):
You got to drink the soup.
That's the literal translationDrink soup.
So you got to drink your soup.
And if I don't get my soup,that has to be the first thing
in my stomach on New Year's Day.
I can't risk it.
I can't risk going back to 1803.
I gotta be in 1804 wherethere's freedom, and I can't do
(25:43):
that.
If I'm on call I't I'll bestuck in 1803 for the rest of
the year and I just I can't bestuck in 1803.
I need to be in 1804.
January 1st, 1804, haitianIndependence Day.
So so, yeah, that's why I can't, like, I'm not risking it.
Okay, I'm not risking it, butany, listen, wait, wait, wait.
(26:07):
Any other holiday hold on, anyother holiday.
Speaker 1 (26:12):
I think it's fine.
Yeah, I'm about to.
I'm gonna mute you, sir.
I don't know why you're tellingme a question.
I'm going to mute you likeright now.
Speaker 2 (26:18):
How are?
You gonna get to the point butyou keep, you keep interrupting
me.
Alfred, I want you to mark thisas interruption, because last
time he said he don't interruptme.
Okay, thank you Actually,alfred.
Play from where he had saidthat he didn't interrupt me last
time, okay, and then show himinterrupting me.
Speaker 1 (26:39):
I'm going to mute you .
Speaker 2 (26:41):
I don't know why you're doing that.
I'm going to mute you, rightnow I don't have to get to the
point you keep interrupting me.
Okay, anyway.
So, like I was saying, aslocums, I think that our jobs
for a very large part is to makeour colleagues' jobs a little
(27:01):
bit easier.
We come in, we take on stuff,we take on days that our
colleagues who are W-2 don'twant to or cannot take on, stuff
.
We take on days that ourcolleagues who are w2 don't want
to or cannot take on.
And so that's why I think ifyou work any holiday, I think
you're fine.
That's all I wanted to say.
Now, what about you anyway?
Speaker 1 (27:22):
well, me it's.
I don't work my birthday and Idon't work thanksgiving
thanksgiving.
Speaker 2 (27:26):
Why not thanksgiving, what's the matter?
Because you love the pilgrimsso much.
I don't work my birthday and Idon't work Thanksgiving.
Thanksgiving why notThanksgiving?
What's the matter?
Speaker 1 (27:30):
Because you love the pilgrims so much.
That's the day that my familygets together, and you know we
don't get together too much.
Speaker 2 (27:38):
That's the day we get together and have fun.
Speaker 1 (27:40):
So that's it.
It's my birthday, that's it.
Speaker 2 (27:44):
Your birthday and Thanksgiving, okay, and your
birthday.
Speaker 1 (27:51):
That remains to be seen.
I've never worked on yourbirthday and a kid's birthday.
The kid's birthday.
I don't work on a kid'sbirthday, that's it.
Speaker 2 (28:00):
Okay, yeah, same here .
I've never worked on my kid'sbirthday, so those are deal
breakers.
Okay, what other questions doyou have, since you say I ask
janky questions?
Speaker 1 (28:13):
no, I don't have any questions.
So in the next segment we'regoing to be talking about a q a
from reddit, where we're goingto be talking about attending
sleeping on the job.
Speaker 2 (28:25):
Mmm.
What's the most important holiday that you won't
wear?
Speaker 2 (00:01):
Besides my birthday, it's New Year's Asian
Independence Day.
Speaker 1 (00:04):
Tell the audience what happens.
Speaker 2 (00:06):
We have a huge dinner , but before dinner got to drink
your soup, jumo.
Speaker 1 (00:12):
Nobody's drinking the soup.
This soup is thick as hell.
Yo Y'all eating the soup, butanyway, keep moving.
Speaker 2 (00:17):
That has to be the first thing in my stomach.
I can't risk going back to 1803.
I gotta be in 1804 wherethere's freedom, and I can't do
that if I'm on call.
Speaker 1 (00:29):
Yo, what's good everybody.
Welcome to another episode ofDocs Outside the Box.
Yo, I'm your host, dr Nii.
I'm joined by my lovelyanimated co-host, dr Rene.
What's good, dr Rene, how youdoing?
I'm fine.
Oh Okay, all right.
Speaker 2 (00:49):
Not even Halloween.
Speaker 1 (00:50):
You got that late night buzz.
Speaker 2 (00:51):
huh, I see, I see, you know, when you post call,
but I'm not actually post call,but I'm post like kitty call,
because I always get you postwhat Kitty call.
Speaker 1 (01:05):
Oh, I was about to say I was like yo.
What are we talking about here?
Speaker 2 (01:08):
Okay, you know what?
Get your dirty mind out thegutter.
You ain't getting paid.
You ain't got.
What is it?
You ain't knocking booth Anywho.
That's when you stay up lateBecause your kids went to bed
and now you feel like freedom,yeah, but then you're tired as
(01:29):
hell.
But then you're tired.
But then you get like yoursecond win, and now you got like
this post-kid delirium, justlike what's called delirium.
Yeah, when you feel like dude,I could do the next case if you
want me to.
Speaker 1 (01:43):
When you know your relationship.
Renee's on one right now, guys.
So, um, listen, this is docsoutside the box.
I just gotta start off bysaying um, renee, I woke up late
today and I went to work todaylate.
Everybody who's listening.
Has this ever happened to you?
You know, I woke up at sixo'clock, sign out is at seven
o'clock and I kept snoozing andsnoozing until I woke up at
(02:05):
seven.
Oh five, I was like oh, who'ssnoozing?
Oh, that's the worst feeling.
But this time I just called, Iwas like, yeah, I'm going to be
late and you know I'm only 15minutes away, so I drove in.
They were still signing out,Cause the list is long as hell.
(02:28):
I ain't really well the personin this day.
I mean I ain't missed nothingWe've had.
We got a bunch of rocks in ourshow.
We got a lot of people who wecan't get out.
You know, trauma is crazy likethat.
Like you'll, you'll havesometimes these ebbs and flows
where you'll have like reallylike crazy trauma that comes in.
But then the hard part issometimes you can't get them out
(02:48):
.
Like you're done taking care ofthem but you cannot get them
out for various reasons.
They don't get insurance, theyain't got a place to stay,
whatever it may be.
You know, particularly in theelderly people like the
geriatrics, like that's thehardest one because you know
they were living at home andthey fell down and now it's like
the whole family's having ahard time finding out or trying
to come to a place where they'rejust like, yeah, we knew she
(03:13):
was or we knew he was on a tightrope downward spiral and this
is it.
He or she needs to go to anursing home or they need to
come live with us or they needto go to rehab.
Either way they're not goinghome by themselves and that, a
lot of times, is the hardestpart.
That's the hardest part.
We see that a lot in trauma.
Speaker 2 (03:33):
So I'm glad I'm not you, because I don't.
I don't see that very often atall, if at all but speaking of
you know we're talking about thelast episode.
Speaker 1 (03:44):
My work wife hooked me up with a toothbrush and
toothpaste.
Shout out to the nurse and Ikill you.
Shout out to the nurse in theicu hooked me up like good
morning to you.
Speaker 2 (04:05):
Oh yeah, Good morning to you.
Speaker 1 (04:07):
That funk, that funk, you know.
You talking to patients, you intheir face, you talking to
families.
I can't let.
As soon as I got the sign, Iwent upstairs, got my brushed it
up, Brushed it on.
Yeah.
Speaker 2 (04:19):
Yeah, no, that's good , that's good.
Speaker 1 (04:21):
Well, look, look, you know we've got some stuff we're
going to talk about, but Iwanted to revisit the question
that I asked you from theprevious episode because, I'll
be honest, I didn't like myanswer, so I want to give myself
a redo.
Speaker 2 (04:36):
The what would you do differently in med school?
That one.
Speaker 1 (04:39):
No, this the what's a medical myth or tradition.
You think we should retire, andwhy?
Speaker 2 (04:44):
Oh, what'd you say I?
Speaker 1 (04:46):
forgot what I said.
It was weak, though it was weak, I didn't like it.
Speaker 2 (04:51):
I forgot I said 24 hour call um, mine is more
philosophical.
Speaker 1 (04:58):
Basically, doctors ain't leaders, right like?
I think there's this notionthat just because you graduated
from med school, you masteredthis knowledge and quote unquote
like you are, you are in chargeof a team, right Like?
You're the person with the mostknowledge, so to speak, on
pathophysiology, or how a personlives or dies, or all that
(05:20):
stuff.
Does that necessarily make youa leader?
Like?
I think, by default in medicinewe make doctors leaders, but I
tend to think that leadershipyou learn leadership.
Some people are born naturalleaders, but there's a quality
of like first of all.
I think you got to be a goodperson to be a leader.
I do.
(05:41):
I really think you got to be agood person to be a leader.
I think that you got to be ableto inspire people to.
I really think you got to be agood person to be a leader.
I think that you got to be ableto inspire people to like do
what you want them to do, notdemand them.
I think you have to kind oflike there's a certain command
that you have to have.
There's a certain credibilitythat you got to have in order
for people to really follow youand feel inspired by you.
Speaker 2 (06:02):
Not necessarily right , Because I think there's some
leaders who can and feelinspired by you.
Speaker 1 (06:05):
What about empathy?
Not necessarily right, becauseI think there's some leaders who
can inspire folks and be reallysystematic about things and be
like.
This is like, for example, likethis is how we're going to
treat people.
We're going to treat people thesame way, no matter what,
whether they are from this walkof life or from that walk of
life, but we're going to beextremely systematic about it.
Speaker 2 (06:26):
Right, you don't think that leader needs to be
empathetic?
Speaker 1 (06:33):
I don't know.
That's a good question.
I don't know.
I don't know.
Speaker 2 (06:36):
Think about it.
Speaker 1 (06:37):
Chew on that one.
I think to be a good doctor,you should be empathetic.
I don't know if, to be a goodleader, you should be empathetic
.
I don't know if, to be a goodleader, you should be empathetic
.
Those are two separate things.
Right, because in order to be adoctor, to be empathetic, you
have to stop being a doctor,mindset wise and listen to a
patient and figure out, putyourself in their shoes, right,
like we had, you know, rest inpeace.
We had Jamal Dixon on the show,guys, that was several years
(07:00):
ago.
We had Jamal Dixon, rest inpeace.
But he was a doctor.
He was going through residency,he developed, you know, stomach
cancer and he got surgery and,like, a couple of days later,
you know, he's doing all thethings that I would tell my
patients not to do, right, askfood and all these different
things.
He just wanted to feel normal.
Speaker 2 (07:20):
Normal, right I?
Speaker 1 (07:21):
remember that he just wanted to feel normal Right,
normal, normal Right.
I remember just want it to feelnormal Right and that was his
key thing.
He's like I know, as a doctor,that I should not be eating this
, I know that I should not bedoing that, but I just I needed
to do something to make myself,myself, feel normal.
And I think a lot of timesdoctors forget what it's like to
be in their patient's shoes.
So I don't know.
Speaker 2 (07:58):
I think, in order to be a good doc, you have to have
a bit of empathy, right.
You got to have to put yourselfin their want to lead, or who
are looking for you to lead, andso sometimes I think leaders
can get caught up in what theywant to do and not necessarily
hear what people actually wantfrom them, from them, right?
(08:26):
Which then begs the questionshould you be leading those
particular people, or should youfind other people who you know
embody every single thing thatyou're wanting to do, right?
Speaker 1 (08:35):
so well, you got to get the right people on the
right.
Speaker 2 (08:37):
You have to get the right people on the bus you got
to write, yeah, you got to getthe right people on the bus, and
I think that there are timesyou need to write bus driver too
right, and I think that thereare times you need the right bus
driver too.
Right.
But I think that there aretimes when, when you are leading
Right that part of leading isalso knowing when to step back
and what to step down, right.
(08:59):
I think that is part ofleadership knowing when to know
when hold them.
Everybody know when to foldthem.
Speaker 1 (09:10):
Before we get into, before we go down into the,
before we go into the weeds withit.
I just want to let me let'sbring it back to the top thing,
which is, I think, just becauseyou go to med school, just
because you graduate, justbecause you go through residency
, I don't think that thatautomatically makes you a leader
, though.
Speaker 2 (09:27):
I agree with you, you know.
Speaker 1 (09:28):
I think that I think you, you gotta, I think you
gotta learn that stuff throughresidency.
You have to learn, like thehierarchy, you have to learn
from people who are above youhow they move Right, Because
that's where most residents,most doctors, pick up their good
habits or their bad habits.
Bad habits Somebody right Likeshout out to Dr Durrett, right,
yes, Robin, Our general surgery,our general surgery, our
(09:51):
general surgery, preceptor forrotation, Like we got plenty of
great you know habits from himon how to treat patients, on how
to treat his fellow, you knowcolleagues and how to deal with
nurses, how to deal with staff.
You know those things.
Speaker 2 (10:08):
OR how to handle emergencies or things that don't
go right in the OR.
Speaker 1 (10:15):
Yeah, so you pick up really good habits from people
who are doing things that youhaven't done before and then, as
you get there, you know you arealso possibly picking up bad
habits.
I can attest to that.
I picked up some bad habits inresidency where it's almost like
um, I just, you know, I becamelike I think I realized in my
(10:38):
program that I you throwingstuff in the you throwing stuff
in the oar.
No, no, no.
Speaker 2 (10:41):
You throwing body parts in the oar?
Speaker 1 (10:43):
No, no no, you throwing body parts in the oar.
No man, no, by the time I'm aresident, by the time I'm in
residency, by the time you're inresidency, that stuff was gone
right Like I can't think of.
No, it wasn't.
Well, in the program that I wasin the hospital that I was in,
you never heard about that stuffgoing on at grady.
I can't see at grady searchtexts.
(11:06):
You heard of someone at gradydoing that throwing.
Uh, I didn't say a grady, no,okay greedy, so I don't know
what's going on at your place,but in the south, in atlanta, I
can't see, I couldn't.
I'd never heard of you knowdocs getting away with throwing
stuff at search text oh yeah, isyou about to catch a fade?
Like for real, for real, right,like nah, like we're not going
(11:26):
back to that.
Speaker 2 (11:27):
Nah, I've seen that.
I've seen that I hadn'tattending in my program.
Speaker 1 (11:30):
But you was in Jersey , like y'all all like that's
almost like in my program.
Speaker 2 (11:40):
He would, you know, let's, let's say the harmonic
didn't work, you know, forwhatever reason, cause you know
it never works, cause you didn'tplug it in all the way, and
then it makes that crazy noise.
Right, that crazy.
That's how you know it doesn'twork.
And he would like throw it.
You know, like, oh, this thingdoesn't work.
(12:01):
You know, and it's like, whyare you throwing stuff in the
oar?
Like, for what reason?
Like you do know, like this,this platform underneath us, is
actually a body.
It's a person.
You can't just chuck things onthis platform.
That's a person.
Speaker 1 (12:20):
But that's what that's, that type of behavior is
like.
That's some of the bad behaviorthat you're right.
You're asking me did I pick upon it?
Absolutely not right, but Icould be.
I wouldn't be surprised if,like that person you were
telling me about, had aleadership position in a
hospital, right, like he did,right, and it's just like that
type of behavior, like he suredid I in residency, like that's
(12:44):
the reason why I couldn't dofraternities In residency.
I have a problem.
Speaker 2 (12:50):
Hold on, hold on.
I have a problem.
Let me get comfy cozy for thisone.
Speaker 1 (12:55):
I don't like people making me feel a certain way
just because they can't.
They can't Because they can.
So even to this day, whetherit's neurosurgery or
cardiothoracic surgery orwhatever you consider to be at
the high of the food chain andstuff, I don't like when any of
them talk a certain way topeople.
I don't like it.
As a matter of fact, I confrontthem.
(13:17):
Everywhere I've been at I'mlike listen, dude or or girl,
stop, stop it, stop it, becausethis behavior is unacceptable.
If you cannot do this behavioroutside of the hospital, then
you should not be allowed to dothis hospital, in the hospital.
And I always raise my voice andlook at them to let them know
(13:38):
that, listen, you're not gettingaway with me with this BS.
I do not accept this whatsoever.
Right, and obviously now I'm onthe other end, like you can't
do anything to me.
Right, like we, I'm doinglocums, what are you going to do
?
Not ask me back, I don't careno-transcript.
(14:08):
Because that person scared theminto doing things.
And then they carry that on andI'm like no, no, no, no, no,
can't do that on my watch.
Because, guys, I'll tell youright now, like I've seen
neurosurgeons talk a lot ofstuff and bow down to the
C-suite or bow down to somebodyyou know like they will talk to
(14:31):
really nasty, to a search tech,but then you know somebody says,
well, you got to take call forlike the next three weeks.
They're like OK, boss,everybody's got a boss.
Speaker 2 (14:45):
You know, it's just, it's crazy.
Yeah, no, yeah, no, yeah, Iagree with you.
I don't think that just becauseyou're a physician, that means
(15:07):
that you're a leader.
You know, and I think, like yousaid, I think that people see
someone with really bad habits,nasty attitude, in the C-suite
or in some corner officesomewhere, or some position that
they desire at some point intheir career, and then they take
on those attributes becausethey think, well, it must've
gotten them there because that'show they are, so that must be
what it means to be a leader, tobe in that position.
The reality is, there's a lotof people who are in those
(15:27):
positions who, you know they'requote unquote underlings don't
actually respect them.
They don't respect them.
Speaker 1 (15:36):
Well, they fear them, they fear them.
Speaker 2 (15:38):
No, there's, so there's fearing them only, I
think, in the fact that, yeah,this person, this person has a
stake or has a say.
This person has a say in movingto the next right to the next
(15:59):
position, or has a say in mestaying at this hospital, right,
like they fear the consequenceof that person, you know, of
confronting that person orwhatever, but they don't
actually respect that person.
I've seen this time I mean youand I see this a lot because we
(16:19):
go to so many differenthospitals for locums so there
have been times where I've seen,like man, nobody really
respects the chair of thisdepartment.
You know everybody's talkingbad about him or her behind
their backs and you know thisperson thinks that they're doing
a great job, or they think thatthey're inspiring, or they
(16:39):
think or they don't even care.
They don't even care whether ornot they're inspiring or they
think, or they don't even care.
They don't even care whether ornot they're inspiring or doing
whatever.
They just bark orders from theC-suite and you know that's it.
I've seen this as physicians.
I've seen this.
You know who?
I see this a lot with Nursemanagers.
(17:01):
For some reason.
I have seen this time and timeagain with nurse managers.
Nurses who get their master'sdegree in some sort of you know,
administration, blah, blah,blah.
They come from the floor andnow they're nurse managers and,
(17:23):
like the nurses have problemswith them because scheduling or
you know just logistics.
Speaker 1 (17:32):
That's anybody.
That's anybody.
That's anybody who gets tomiddle management.
Once you can move to middlemanagement or even higher, in
essence you're just basically anadvocate for the CEO to see.
You know the people who are inthe, you know the upper echelons
of the hospital who are makingdecisions.
Speaker 2 (17:50):
You just become like a familiar face to tell the
folks who are working down thereto do A, b and C Right they
taught how to read so that they,you could tell everybody else
what to do.
But hold on.
Before you go into the nextthing, I want to go back to my
question of okay, so doesempathy matter when you are a
(18:10):
leader?
Right, because when you plucksomeone from the crowd and you
now put them in a leadershipposition, does empathy become
part of your leadership?
(18:34):
Because you knew what it was tobe in the trenches like
everybody else.
Because you knew what it was tobe in the trenches like
everybody else.
Speaker 1 (18:41):
But now you may ignore that because, well, you
got what you wanted.
You got a raise.
You don't have to be on call.
You don't understand what it'slike.
Yeah, they're going to standout.
Those are the ones who arereally going to do well, but
they're not going to stay therelong.
They're not going to stay therelong.
Maybe, maybe, maybe I'm goingto bet that they're not going to
stay there long, and they'regoing to get shooed out really
(19:05):
quick.
Speaker 2 (19:06):
No, I think that there's a balance.
I think that there's a balance.
Speaker 1 (19:10):
Right, you can't get A balance of what?
Speaker 2 (19:12):
A balance of what there's, a balance of empathy
versus what the C-suite wantsyou to do, right.
I think that you can be anadvocate for people for whom you
have you share empathy right,but also try to get the work
done right that the C-suite iswanting you to do, and I think
(19:34):
in doing that, you actually areable to come up with solutions
that maybe the C-suite didn'tthink about right.
They didn't think about itbecause they don't have empathy
for those people.
So the question becomes right Iwas talking about this today
with someone else, but you knowwhat is the benefit?
(19:55):
What is the end goal of this?
What is the thing that needs tohappen?
Right, because a lot of times,the C-suite doesn't care how it
happens, they just care that ithappens.
They just care that it happens.
And so if you can figure out away, through empathy, to get
what the C-suite wants donewithout necessarily disrupting
(20:15):
everything, everything you knowfrom the in the trenches, you
might actually find a nicebalance, I think.
I think it's possible.
Speaker 1 (20:24):
but I mean, that's your point.
You're supposed to be thereasonable one, I'm the cynical
one.
I don't believe it.
So let's move on to the nextquestion or the next was I have
for you.
So how do you feel aboutworking on holidays or on your
birthday?
The reason why I'm bringing itup is because I am working
tomorrow.
Tomorrow it is Juneteenth.
Um, Dr Renee, am I a selloutfor working on Juneteenth?
(20:50):
I ask very good questions allthe time.
You'll hear us.
Empathy and leadership Ain'tnobody care about that damn
thing.
Am I a sellout for working onJuneteenth?
Speaker 2 (20:59):
Yes, now you might ask the good.
You might ask the goodquestions, but I give the good
answers, okay.
Speaker 1 (21:11):
I'll give you that.
That's peace.
That's peace.
No, I don't think you're insellout.
Speaker 2 (21:16):
I do not work on my birthday.
Speaker 1 (21:18):
For the record, hold on, let me, for the record,
everyone, I am front loading myschedule.
I'm taking on mad extra daysbecause we are going to Ghana
and we are going to be doing amedical mission and I'm going to
be gone for a couple of weeks,several weeks, and I'm just
trying to get my time.
I'm just trying to get my timein right now and stuff.
(21:39):
So that's why you know I'mdoing this, but anyway, go ahead
Leaving your wife alone.
Speaker 2 (21:44):
We're leaving your wife only Go ahead and answer
the question.
So I don't work on my birthday.
That's a deal breaker.
Speaker 1 (21:52):
Me too.
Speaker 2 (21:52):
I don't work on my birthday, please.
Up until like two years ago,you're still working on your
birthday.
Speaker 1 (21:58):
Yo, two years ago I worked on my birthday.
It was the worst thing ever.
I just want to say out there,Guys, it's the worst feeling.
Speaker 2 (22:09):
Never work on your birthday.
Y'all, never, ever do that.
No, never ever.
You be acting like uw too, like, oh well, you're gonna work on
my birthday.
They could fire me.
You know, I have to work on mybirthday and make sure that I'm
there, because you know theymight want to cut a cake.
You didn't fix your glassesthere, oh, if I'm up there, oh,
you know, and I'm like dude,you're not w2, like you don't
have to work on your birthday,but you, you be insistent and
I'm just like whatever now otherholidays over the last seven
(22:33):
years.
Speaker 1 (22:33):
I worked one time on my birthday just for the really
guys, for the record guys,really we, we.
I refer to renee as hyperbolerenee because everything she
says is in hyperbole.
But let's just keep it moving,keep going.
Speaker 2 (22:45):
I'm going to let you cook.
I'm going to let you cookAnywho.
No, but any other holiday, Ithink?
I don't think it's selling out.
I think you can work on aholiday.
How about Father's Day?
Speaker 1 (23:00):
Father's Day.
I work too.
Speaker 2 (23:01):
You did work on Father's Day.
Speaker 1 (23:03):
I know you wasn't going to do nothing for me on
Father's Day anyway.
Speaker 2 (23:13):
Oh, wasn't gonna do nothing for me on father's day,
anyway.
Oh, you know what I'm saying.
Okay, y'all wasn't gonna donothing for me, please.
Okay, father's day.
I've never done anything foryou for father's day, I've never
done anything for you forfather's day?
Speaker 1 (23:18):
well, why don't you listen?
Because it sounds like itsounds like you.
You got a list, so go ahead andlist it.
Speaker 2 (23:23):
Go ahead and list it out first of all, you'll be
working on father's day most ofthe time.
Secondly, the last time youwere off on father's day, we
took you for a train ride, whichyou love trains and we took you
for a train ride.
What the hell did you take meon mother's day?
Speaker 1 (23:41):
hey, renee, that train ride was like 20 minutes
oh really, first of all, itwasn't 20 minutes how long was
it?
Speaker 2 (23:48):
like it was about an hour, like 40 minutes.
That's number one.
But okay, all right, listen,you ain't gotta worry about
another father's day.
Nothing again, ever, ever.
As a matter of fact, I'm takingyour kids away, that's it.
(24:09):
You don't have to worry aboutit, you don't need.
Speaker 1 (24:12):
You don't need father's day if you're not a
father guys, the moral of thisis don't, you know, pick your
days that you're not gonna work,don't work it.
Speaker 2 (24:19):
So that's how I look at it the moral of this is don't
do nothing for father's daybecause you're gonna get accused
of doing nothing for father'sday because you're going to get
accused of doing nothing forFather's Day.
So that's the moral of thestory, but hold on Any holiday
that you want to work, I think,is fine.
Speaker 1 (24:38):
Especially as locums, because you know me I— what's
the most important holiday?
That you won't work?
Speaker 2 (24:42):
Besides my birthday.
Speaker 1 (24:44):
Yeah, besides your birthday it's listening.
Speaker 2 (24:45):
It's New Year's Asian Independence Day.
Speaker 1 (24:48):
Why I don't work that Ever.
Speaker 2 (24:50):
Because it's Haitian.
I just said it it's HaitianIndependence Day.
Speaker 1 (24:53):
But what happens?
Tell the audience what happens.
You know, we tell them all thetime.
Speaker 2 (24:58):
Okay, fine, we have a huge dinner, but before dinner,
got to drink your soup, jumo.
Got to drink your soup, jumuGot to drink your soup, Jumu.
Speaker 1 (25:08):
One thing that we need to change is nobody's
drinking the soup.
Why do y'all say that?
Because this soup is thick ashell.
Yo Y'all eating the soup, butanyway, keep moving.
Speaker 2 (25:18):
You got to drink the soup.
That's the literal translationDrink soup.
So you got to drink your soup.
And if I don't get my soup,that has to be the first thing
in my stomach on New Year's Day.
I can't risk it.
I can't risk going back to 1803.
I gotta be in 1804 wherethere's freedom, and I can't do
(25:43):
that.
If I'm on call I't I'll bestuck in 1803 for the rest of
the year and I just I can't bestuck in 1803.
I need to be in 1804.
January 1st, 1804, haitianIndependence Day.
So so, yeah, that's why I can't, like, I'm not risking it.
Okay, I'm not risking it, butany, listen, wait, wait, wait.
(26:07):
Any other holiday hold on, anyother holiday.
Speaker 1 (26:12):
I think it's fine.
Yeah, I'm about to.
I'm gonna mute you, sir.
I don't know why you're tellingme a question.
I'm going to mute you likeright now.
Speaker 2 (26:18):
How are?
You gonna get to the point butyou keep, you keep interrupting
me.
Alfred, I want you to mark thisas interruption, because last
time he said he don't interruptme.
Okay, thank you Actually,alfred.
Play from where he had saidthat he didn't interrupt me last
time, okay, and then show himinterrupting me.
Speaker 1 (26:39):
I'm going to mute you .
Speaker 2 (26:41):
I don't know why you're doing that.
I'm going to mute you, rightnow I don't have to get to the
point you keep interrupting me.
Okay, anyway.
So, like I was saying, aslocums, I think that our jobs
for a very large part is to makeour colleagues' jobs a little
(27:01):
bit easier.
We come in, we take on stuff,we take on days that our
colleagues who are W-2 don'twant to or cannot take on, stuff
.
We take on days that ourcolleagues who are w2 don't want
to or cannot take on.
And so that's why I think ifyou work any holiday, I think
you're fine.
That's all I wanted to say.
Now, what about you anyway?
Speaker 1 (27:22):
well, me it's.
I don't work my birthday and Idon't work thanksgiving
thanksgiving.
Speaker 2 (27:26):
Why not thanksgiving, what's the matter?
Because you love the pilgrimsso much.
I don't work my birthday and Idon't work Thanksgiving.
Thanksgiving why notThanksgiving?
What's the matter?
Speaker 1 (27:30):
Because you love the pilgrims so much.
That's the day that my familygets together, and you know we
don't get together too much.
Speaker 2 (27:38):
That's the day we get together and have fun.
Speaker 1 (27:40):
So that's it.
It's my birthday, that's it.
Speaker 2 (27:44):
Your birthday and Thanksgiving, okay, and your
birthday.
Speaker 1 (27:51):
That remains to be seen.
I've never worked on yourbirthday and a kid's birthday.
The kid's birthday.
I don't work on a kid'sbirthday, that's it.
Speaker 2 (28:00):
Okay, yeah, same here .
I've never worked on my kid'sbirthday, so those are deal
breakers.
Okay, what other questions doyou have, since you say I ask
janky questions?
Speaker 1 (28:13):
no, I don't have any questions.
So in the next segment we'regoing to be talking about a q a
from reddit, where we're goingto be talking about attending
sleeping on the job.
Speaker 2 (28:25):
Mmm.
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