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• Read our latest annual report! Foundations for Success
• Remembering Dr. S. George Carruthers, DoM Department Head from '88-'95
• Get to know our newest Internal Medicine Chief Residents 
• Discover the value of the DoM's Leadership Rotation elective
• Staff Spotlight: Did you know Mary Sue Radford is a champion curler?
• Learn the leadership concept "radical candor" in this month's Conflict and Culture series
• Important dates and learning opportunities

We're thrilled to share with you our 2023-24 annual report, Foundations

for Success!

Our latest annual report explores the strengths that form our core: the people, structures, collaborations, and supports that empower us to thrive in an ever-evolving academic and healthcare landscape.

In it, you'll read about the vital contributions of our administrative staff, whose expertise and attention to detail ensure exceptional care and operations across divisions. We also share many notable clinical achievements, ranging from Nova Scotia’s first Early Supported Stroke Discharge program, advancements in CAR T-cell therapy that bring life-saving cancer treatments closer to home, to vital research addressing gender disparities in kidney transplantation.

With 273 peer-reviewed publications and over $15 million in research funding, you'll also discover how our commitment to academics and education continue to strengthen patient care, provide superior learning experiences, and propel innovative treatments.

Read the full report today to see how our department's foundations and the work that upholds them support our shared success!

Remembering Dr. S. George Carruthers

It is with sadness that we share the news of the passing of Dr. S. George Carruthers, distinguished internist, clinical pharmacologist, hypertension specialist, and former head of the Dalhousie Department of Medicine from 1988 to 1995.

In addition to his time as DoM Department Head, Dr. Carruthers' distinguished career included Professor in the Departments of Medicine and Pharmacology and Toxicology at Western University, and Dean of Medicine at United Arab Emirates University. He was also actively involved in governmental and pharmaceutical advisory boards, contributing to drug-related policies and advancing clinical pharmacology and hypertension.

Some notes of interest on Dr. Carruthers' tenure with the Department of Medicine:

• He began the tradition of publishing a departmental annual report in 1989, stating in his opening letter: "I trust, like me, that you will find the Annual Report a stimulus to our future efforts"
• He saw the conclusion of the rotating internship in 1993, when the Department moved entirely to a PGY1-3 "core" educational and training experience
• He hired the Department's first Research Manager in 1990
• He steered the Department through the establishment of the QEII Health Sciences Centre in 1994, which remains a central organizational structure today

We are immensely grateful for Dr. Carruthers' legacy and will strive to carry forward his unwavering dedication to patient care, education, and research.

Remembering Rob Sandeski

The Department of Medicine also mourns the recent passing of Robert Sandeski on January 15, director of the Dalhousie Human Body Donation Program.

Rob’s dedication to medical education transformed the training of countless health-care providers, including many who work and have trained in our department. His pioneering work, including the introduction of the Halifax Clinical Cadaver Preparation and the establishment of a dedicated clinical cadaver lab, greatly enhanced hands-on learning opportunities that directly improved patient safety and outcomes.

A compassionate leader, Rob advanced medical training while honouring the families and donors whose contributions made it possible.

Recognizing Dr. Geoff Williams for his Contributions to the

Promotions Committee

We’d like to thank Dr. Geoff Williams for his contributions as Chair of the Department of Medicine Promotions Committee from January 1, 2019, to December 31, 2024.

Over his two terms – six years in total – Geoff led the committee in its important work of reviewing faculty promotion applications and advising the Department Head, all while ensuring the process was fair, thorough, and supportive.

As Chair, Geoff didn’t just lead meetings: he was a guide and resource for department members, hosting annual information sessions and offering individual advice to those navigating the promotion process. He also worked closely with the Department Head and the Faculty of Medicine to make sure everything ran smoothly and transparently.

Geoff has been part of the Promotions Committee since 2013, and we're incredibly grateful for his leadership, dedication, and insight, as well as the time he’s invested in supporting our faculty members' success.

Thank you, Geoff – you’ve made a real difference!

Congratulations to the newest Internal Medicine Chief Residents! These leaders will be in their roles from January 1 – December 31, 2025.

For this spotlight, we interviewed Department of Medicine student Brett Henderson to hear her experience participating in the Leadership Rotation elective, designed to expose aspiring physicians to various leadership approaches by allowing them to shadow healthcare leaders in their daily work.

What inspired you to participate in the leadership rotation, and what did you hope to learn from the experience?

Prior to medical school, I completed an MBA, which showed me the value of formal leadership training and how crucial strong leadership is in driving organizational success. When I transitioned to medical school, I realized that while we gain extensive clinical knowledge, formal training in leadership—something that’s essential for navigating the complexities of healthcare systems—is often lacking.

This inspired me to pursue the leadership rotation, seeing it as an opportunity to bridge that gap and develop skills essential to the modern physician. I wanted to understand how healthcare leaders approach big-picture challenges like resource allocation, team dynamics, and implementing innovation while staying grounded in patient care. I also hoped to gain practical insights into leading in environments where competing priorities are the norm rather than the exception, which seems to be the case in our everchanging healthcare landscape.

During your time with our Department Head Dr. Christine Short, was there a particular moment or insight that changed or expanded your understanding of medical leadership?

During my two-week elective, I had so many incredible opportunities with dozens of different physicians and leaders in healthcare, but one experience really resonated with me. Dr. Short gifted me several leadership-based books, including Give and Take by Adam Grant. In the book, Grant explores how the most effective leaders balance giving generously to their teams while ensuring they maintain boundaries and make difficult decisions when needed. Dr. Short and I discussed our inherent nature as “givers” and found both benefits and faults with this approach. It forced me to self-reflect on my own approach to leadership and identify what could be adjusted to become a stronger leader. 

Over the two weeks, I watched Dr. Short exemplify balance through her interactions with others; she emphasized creating a supportive environment that empowers others to thrive while recognizing when to take charge to ensure organizational priorities are met. Seeing this in practice expanded my understanding of leadership in medicine as more than just strategy and decision-making; it’s about building a culture of trust and collaboration while staying focused on improving patient care. This conversation reinforced my belief that the best leaders are those who balance generosity with accountability, and I was inspired to see so many amazing leaders demonstrating this during my rotation.

How has shadowing department leaders influenced your perspective on your future role as a physician and leader in healthcare?

Shadowing healthcare leaders in Nova Scotia gave me a new appreciation for how leadership shapes patient outcomes and the overall culture and functionality of healthcare teams. Seeing how leaders balance clinical demands, team dynamics, and system-level challenges was incredibly eye-opening and far exceeded my previous expectations of the roles. It reinforced the idea that effective leadership is essential for driving meaningful change, especially in a system as complex as healthcare.

This experience also inspired me to think about the leader I hope to become throughout my career. I hope to develop the skills to foster collaboration, address systemic inefficiencies, and advocate for innovation and equity in healthcare. Beyond that, I want to take on a role as a teacher and mentor, helping to guide and support the next generation of learners. I believe that strong leadership in medicine isn’t just about the immediate impact on patients and teams—it’s also about leaving a legacy of empowered, skilled, and compassionate future physicians who can continue to drive progress in the healthcare system. Shadowing these leaders solidified my desire to embrace leadership opportunities in both formal and informal capacities to make a broader, lasting impact.

I want to extend a huge thank you to Dr. Christine Short, the Department of Medicine, and all the incredible physician leaders who generously allowed me to join them throughout this rotation. Your insights, mentorship, and openness to share your experiences have been invaluable in shaping my understanding of leadership in healthcare. I am deeply grateful for the opportunity to learn from each of you, and I will carry these lessons throughout my career. Thank you for inspiring me to strive for excellence as a physician and a future leader.

Call for Abstracts - New DoM Research, Innovation, and Quality Day! (Deadline February 10)

📢 Open to all DoM Faculty, Residents, Undergraduate Students, Graduate Students, Research Fellows, and Research Staff 📢 

We’re excited to announce that the Department of Medicine will be holding its inaugural Research, Innovation, and Quality Day on April 10th, 2025!

The theme of this year’s event is “Research, Innovation, and Quality Improvement: Synergies and Collaborations."

The call for abstracts for this event is now open! This will be a hybrid event, held in-person in Halifax with a virtual attendance option.

Submission Details 📝

To recognize and showcase the breadth of work across all divisions of the DoM that improve how we provide care to patients, we invite abstract submissions in the following categories:

• Research
• Case Reports
• Quality Improvement
• Innovation - Abstracts in this category may include initiatives that blend different approaches, such as combining quality improvement and research components, intervention development work, etc.

Protocols (approved by REB or QI oversight) and in-progress studies/initiatives are welcome!

To Submit: Please complete the Abstract Submission Form and return it to DoMResearch@nshealth.ca.

Submission Deadline: Midnight, Monday, February 10th, 2025. Late submissions will not be accepted.

Tip: If possible, use a structured abstract format (e.g., Background, Objective(s), Methods, Results, Discussion/Expected Impacts). We recognize that this format may not fit all submissions.

The Kathryn Allen Weldon Chair in Alzheimer Research

The search for the Kathryn Allen Weldon Chair in Alzheimer’s Research in Medicine (F679P) has officially launched!

The successful candidate for the Chair position will join the Department of Medicine as a major researcher. The objective of the Chair is to support research in Alzheimer’s disease and other dementias, to improve outcomes for current and future patients, and to increase access to world-leading treatment for patients in Nova Scotia. This program of research will be fully integrated across Nova Scotia Health and Dalhousie University.

The application period will extend to January 31st and will remain open until the position has been filled. 

To learn more about the opportunity and to apply, visit Dalhousie's job posting for the position.

Exciting Opportunities for Participation in Clinical Trials

We are pleased to highlight two important clinical trials that are currently open for recruitment:

1. HERMES Trial: Evaluating Ziltivekimab for Heart Failure
2. LILAC Trial: Evaluating Abelacimab for Atrial Fibrillation

We invite you to consider referring your patients to be screened for eligibility. These trials aim to improve treatments for patients with heart failure and atrial fibrillation.

Learn more about the trials and who to contact to refer patients in this overview.

Call for Abstracts - Dalhousie University Cardiovascular Sciences Research Day (Deadline February 7)

Date: March 24, 2025

Hosted by: The Divisions of Cardiac Surgery, Vascular Surgery, Cardiology, and DalCREW

Keynote speaker: Dr. Richard Whitlock, Division Head for Cardiac Surgery at McMaster University and Canada Reserach Chair inb Cardiovascular Surgery

Abstract deadline: February 7, 2025 at 4:00 pm

Submit to: Laura Hamilton at laura.hamilton@nshealth.ca

For this staff spotlight, we interviewed the Department's Chief Operating Officer (COO), Mary Sue Radford (pictured left, below). After serving as our Chief Financial Officer for many years, she recently accepted the position of COO; but, did you know that she is also a champion curler? Read on for her perspective on transition, leadership, and how curling has influenced her professional approach.

You’ve recently transitioned from the department’s Chief Financial Officer to Chief Operating Officer. What excites you most about this new role, and how does your background in finance shape the way you approach operations? 

I am most excited about moving some things forward in the department. I am a curious person and am always interested in improving and understanding how things work or don’t work. I think of myself as a business person with a focus on operations. Finances are key to any enterprise and key to the health of any organization. I have experience in both the private and public sectors and this has helped shape financial expertise. Operations and processes that work well are all about the people doing the work, so I like to focus on how we work together to be successful.

Shifting into a broader leadership role often comes with new challenges and opportunities. What has been the biggest adjustment for you so far, and what advice would you give to someone stepping into a new leadership position? 

I think the biggest challenge so far is just that I have more work to do but I am energized by getting some meaningful things done. For someone stepping into a new leadership position I think that it is important to be open minded and not jump to conclusions, give time to gather thoughts and make decisions. But for those decisions that are simple and straightforward, make them and move on. I also think that it is important to have plans with both a short-term and long-term focus and to be accountable to the timelines and goals of those plans.

Outside of work, you’re known for your passion for and success in curling. What drew you to the sport, and what do you love most about it? Have any lessons from the curling rink influenced your leadership style? 

I started curling when I was 13 (so I have been curling for a long time), and what I love about curling is that I am always learning. I work hard to play well, and I love going out to practice to work on technical aspects of my curling delivery. I also love the strategy side of the game, there is constant decision making with many variables and I just enjoy the challenge of it. Curling is a team sport that has an individual performance aspect to it, so I love the blend of the team and the individual performance. Without question being part of a team influences my leadership style, working together to a common goal is very rewarding. 

Between your role as COO and your commitment to competitive curling, you’ve got a lot on your plate! How do you maintain balance, and what’s next for you both professionally and athletically? 

I would say that I am a busy person, but that is okay with me. I have a really nice husband, two terrific adult children and one unbelievably cute three-year-old granddaughter. So, I try to make the most of my work day by being productive and then enjoy my other time with pursuits that are meaningful to me.

This ongoing series focuses on tips and strategies to foster a healthy workplace culture and help us connect in more open, attuned, and caring ways.

Content for this segment is submitted by our external consultants, Diane LeBlanc, Basia Solarz, and Brennan Dempsey.

This month, Brenn Dempsey summarizes Radical Candor, a book written by Kim Scott, CEO coach, leader in the tech industry, and former pediatric clinic manager.

A valuable book for leaders at all levels of organizations, big and small, Kim Scott’s Radical Candor presents a quadrant model of leadership based on two dimensions: caring personally and challenging directly.

By balancing these elements, leaders can create trusting relationships, foster meaningful feedback, and build a culture of accountability. The model categorizes behaviors into four quadrants: 

Radical Candor combines care and directness to provide clear praise and constructive criticism, enhancing relationships and team performance. 

Ruinous Empathy is caring without challenging, which leads to avoiding necessary feedback and tolerating poor performance. 

Obnoxious Aggression presents as challenging without care, often resulting in humiliation and decreased morale. 

Manipulative Insincerity is neither caring nor challenging, and is often driven by personal or political motives. 

The core of “radical candor” is cultivating a workplace where people feel valued and motivated. This starts with understanding employees’ individual growth trajectories, distinguishing between “rock stars” who value stability and “superstars” with big ambitions. Leaders must adapt their management style to align with these varying needs.

Scott emphasizes the importance of feedback – giving, receiving, and encouraging it. She believes leaders should solicit criticism to set an example and build a psychologically safe culture. Feedback must be specific, timely, and framed as helpful, with praise delivered publicly and criticism in private (except for bosses, who can model behaviour by publicly accepting and appreciating criticism). 

The book also details the GSD, or Getting Stuff Done wheel, a collaborative decision-making process with six steps: listen, clarify, debate, decide, persuade, and execute. Leaders should focus on listening actively, facilitating debate, and ensuring team buy-in for effective implementation.

To sustain a culture of “radical candor,” Scott suggests prioritizing wellness, autonomy, and open-mindedness. Leaders must manage their own emotional regulation, support employees’ personal and professional ambitions, and foster genuine relationships through deep conversations. Regular one-on-one meetings and clear separation of debating and deciding in staff discussions help maintain alignment and trust. 

Ultimately, Radical Candor offers practical tools and strategies to build strong teams, promote growth, and achieve lasting organizational success.

January 22 - Bell Let's Talk Day

Bell Let’s Talk Day is a yearly reminder that caring for mental health is just as vital as caring for physical health. This year’s focus is on youth mental health – a pressing issue in Canada, where 1.25 million young people need support. Alarming statistics show that 1 in 2 young people aren’t receiving the help they need, and that 1 in 4 have considered suicide.

By fostering open conversations and promoting access to mental health care, we can help break the stigma and ensure young people – and all of us – have the support we need to thrive. Let’s take this opportunity to reflect, support, and advocate for mental well-being in our communities.

If you or anyone you know are struggling or in crisis, please call the Nova Scotia Mental Health and Addictions Crisis Line at 1-888-429-8167. Please also visit the Government of Nova Scotia's Mental Health and Wellbeing page for additional helplines, community services, and local resources.

The Quick Reference / Recurring Content segment at the end of our newsletter also has some helpful resources, such as the Employee Assistance Program and more.

February 20 - Teach the Teachers 2025 Workshop



📅 Thursday, February 20, 2025

🕛 12:00 PM – 4:30 PM

📍 Sir Charles Tupper Building

DoM physicians and nurse practitioners are invited to save the date for this year’s Teach the Teachers Workshop, a continuing professional development opportunity.

This year’s theme, “Right Patient, Right Time, Right Words: Navigating Goals of Care Conversations” is designed to enhance skills in leading effective Goals of Care (GOC) conversations with patients, families, and substitute decision-makers (SDMs). What you’ll gain:

• Confidence using Nova Scotia Health’s Patient Priorities and Goals of Care (GOC) form
• Enhanced communication skills for meaningful GOC conversations
• Strategies for teaching and supervising learners in GOC discussions
• Access to valuable resources to support these critical conversations

Registration details will follow soon, but in the meantime, explore the Goals of Care Conversation Guide and Nova Scotia Health’s Goals of Care library page to learn more.

Questions? Email EAICNetwork@nshealth.ca.

Department of Medicine

Mental Health & Well-Being

Nova Scotia Health

Additional Links

We Teach, Research, and Serve our patients on Mi’kmaw territory, the ancestral and unceded territory of the Mi’kmaq people. The people of the Mi’kmaw Nation have lived on this territory for millennia, and we acknowledge them as the past, present, and future caretakers of this land. We are all Treaty people.



We recognize that African Nova Scotians are a distinct people whose histories, legacies, and contributions have enriched that part of Mi’kma’ki known as Nova Scotia for over 400 years.