VICDOC Autumn 2025 - Magazine - Page 23
BY THE TIME WE ENTER MEDICAL
SCHOOL, PEOPLE OF COLOUR HAVE
ALREADY EXPERIENCED PLENTY OF
MICROAGGRESSIONS.
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As children, many of us were often singled
out for the colour of our skin by peers or
even teachers. We were asked where we
were from, as if our presence needed to be
explained. As women of colour in healthcare,
this experience doesn’t stop. There's a
tendency to judge us based on appearance,
not qualifications or expertise. Sometimes
we challenge these biases, sometimes it is
easier to ignore these microaggressions and
move on. I remember as a medical student,
being asked to make the beds by a male
consultant while my male colleague was
given a patient to see. My male colleagues
have told me this has never happened to
them. Even today, despite having the same
qualifications as those around me, I’m still
perceived differently by some people.
I FIND THAT SOMETIMES, MY DIVERSITY
IS THE VERY THING THAT ENABLES ME
TO CONNECT AND BUILD TRUST WITH
PATIENTS AND FAMILIES OF MULTICULTURAL
BACKGROUNDS.
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People from Southeast Asian or Asian
backgrounds, for example, often feel more
comfortable sharing with me than they
might with a doctor from a different cultural
background. They see me as someone
who truly understands their experiences.
It’s much like how women often open
up more to other women, or how parents
connect more easily with fellow parents.
There’s a shared sense of understanding and
connection. In that sense, diversity isn’t just
a strength, it’s a real advantage in building
trust and providing more empathetic,
effective care.
It’s time to build a culture
where discrimination,
bullying, and racism
are no longer tolerated;
where everyone is
recognised for their skills
and contributions.
I’D LIKE TO SEE FEWER MANELS
(PANELS MADE UP EXCLUSIVELY OF MEN)
IN HEALTHCARE AND NON-HEALTHCARE
SETTINGS. IT’S STRIKING HOW OFTEN
THEY STILL SHOW UP!
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We all navigate different layers of privilege
– some people have more than others. Some
of us have barriers along the way, which
make it more challenging to become a
CEO, or leader. Vertical segregation is a real
phenomenon. While there are less women
in leadership roles around the world, there
are even less women of colour in leadership
roles. Why is that? Diversity in leadership
is so essential. It’s not just about fairness or
fitting a quota, it’s about bringing in diverse
perspectives and approaches that can drive
more thoughtful, inclusive decision-making.
When people see themselves, or those
who share similar experiences, in positions
of power, it creates a sense of belonging.
It reinforces the idea that leadership and
success aren’t reserved for a select few –
they’re for everyone, regardless of gender,
race, religion, or background.
VI CD O C AUTU M N 2025
23
