Redefining Performance

Redefining Performance

The Power of Empathy in Sports Equity

In the world of sports, traditional performance metrics often emphasize tangible achievements such as speed, strength, and endurance. However, a new approach is emerging that shifts the focus to the intangible aspects of athletic success — namely access, connection, and well-being. At the forefront of this movement is the Sports Equity Lab at Stanford, led by sports and exercise medicine clinician and accomplished athlete Yetsa A. Tuakli-Wosornu, MD, MPH. Her work explores how these humanistic elements can transform the landscape of sports, making it more inclusive, enjoyable, and successful in the long run.

“Sports equity is a new approach to performance that centers empathy,” says Tuakli-Wosornu, who is also an associate professor in the Stanford Prevention Research Center (SPRC) and the lab’s founding director. 

These “invisible metrics” — qualities like trust, inclusion, and mutual respect — are not simply nice to have. Tuakli-Wosornu positions them as core drivers of excellence, influencing how teams function, how individuals thrive under pressure, and how communities experience sports as a whole.

She also emphasizes the unique opportunity that sports provides to shape and guide entire generations. To illustrate, she points to the way children mimic what they see athletes do on the court. “If kids can imitate the half-court jumper [in basketball], why can’t they imitate empathy? Can they imitate team chemistry? Can they imitate an effort to create connections that are real, authentic, purpose-driven, and mission-driven?”

“The feeling that you belong, are in sync with your teammates, or that your coach values you as a human being, not just a human body, can shape experiences and performances.” – Yetsa A. Tuakli-Wosornu, MD, MPH

Tuakli-Wosornu’s research highlights that the socioemotional experiences we encounter in sports — the unifying effect of a team chant or the pride of seeing loved ones in the stands — are just as crucial to performance as traditional metrics. “At the elite level, it’s often the things we feel but can’t see that differentiate outcomes,” she explains. “The feeling that you belong, are in sync with your teammates, or that your coach values you as a human being, not just a human body, can shape experiences and performances.”

Prioritizing the invisible metrics of performance could lead to a more inclusive and effective athletic culture. Reflecting on her own journey, graduate student athlete and Sports Equity Lab member Andrea Kitahata shares, “Sports has given me so much in life. The friendships, the ability to persevere through challenges, the ability to work with other people. And these are all life skills that shouldn’t be denied to people based on socioeconomic status, race, gender, or sexual orientation. It should be something that is accessible to everyone.” 

As the lab develops a strategy to scale, Tuakli-Wosornu believes Stanford, a long-established center of sports leadership and technology innovation, is “the perfect place to develop the tools and technologies to engineer, measure, and then scale something as complex and as human as empathy.” Moreover, she emphasizes that now is the ideal time to explore a new approach to performance grounded in care. “This generation is totally dialed into the essentiality of connection and chemistry. They understand the importance and performance advantage of well-being and belonging as a performance advantage, and that’s the essence of sports equity.”

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Resilience and Resourcefulness

Resilience and Resourcefulness

Lessons From Stanford African Scholars in Global Health

The Stanford African Scholars in Global Health (SASH) program provides valuable insights into navigating recent declines in federal support for global health initiatives. SASH Scholars – drawing from their own experiences as clinicians, researchers, and educators at medical universities in low- and middle- income African countries – emphasize the power of partnership and knowledge exchange to sustain global health programming during times of crisis and uncertainty.

“SASH provides a timely help and opportunity for something very big,” says SASH Scholar Ombeva Malande, MD, of Moi Teaching and Referral Hospital in Kenya, who is using his SASH training and funding to address the growing threat of antimicrobial resistance in Kenya and neighboring countries. His unique and sustainable approach of incorporating an infectious disease fellowship training program alongside a new infection control program will ensure a new workforce of infectious disease doctors who can run the program for years to come, benefiting countries around East Africa. “We will be offering an opportunity to close to half a billion people to have specialists trained to deal with one of the biggest problems we face in health care,” he said.

Rishi Mediratta, MD, and Alemayehu Toni, MD, discuss their partnership to improve childhood vaccine uptake in Ethiopia through the Stanford African Scholars in Global Health (SASH) Program.

Malande is just one of 24 SASH scholars whom Stanford hosted in 2025. The midcareer physician educators and leaders from nine African countries were selected from a highly competitive pool of nearly 450 applicants. SASH scholars, paired with Stanford faculty mentors, engaged in six-week immersive experiences, where they gained new skills and shared their expertise with the Stanford community. Bidirectional learning forms the core of SASH’s unique approach, allowing Stanford mentors and trainees to gain fresh perspectives from SASH scholars while the scholars acquire new skills at Stanford.

Maha Mohamed, MD, a clinical associate professor of medicine–nephrology at Stanford and a mentor in the SASH program, emphasizes the mutually beneficial learning that occurred during her collaboration with SASH Scholar Mary Kubo, MBChB, MMed, a nephrologist from Kenya. As Kubo sought to gain new skills and insights about increasing vaccination uptake to prevent bacterial infections among patients with chronic kidney disease in Kenya, Mohamed was interested in exploring cost-effective approaches for developing a new kidney transplant program in Zambia. Their collaboration through the SASH program fostered a mutual exchange of ideas and best practices, enabling them to learn from each other’s experiences and ultimately strengthen their programs.

“SASH is not just about teaching; it’s about creating a network of collaboration where we can share ideas and strategies that benefit both high-income and low-resource settings,” Mohamed says.

“Our African scholars have greatly enriched the Stanford medical and educational communities this year. In times of scarcity, the lessons we learn from our scholars about resilience and creativity in global health are more important than ever.” – Michele Barry, MD

Mohamed recounts being inspired by Kubo’s lessons about overcoming funding restrictions in Kenya, including negotiating for cost-sharing with the local government and finding a new way to prevent tuberculosis in transplant patients that avoided the costly step of TB testing. “SASH scholars have many important insights to share with Stanford practitioners about creative and cost-effective approaches at a time of reduced federal funding for health care and medical research,” Mohamed says.

Program founder Michele Barry, MD, director of the Stanford Center for Innovation in Global Health, agrees: “Our African scholars have greatly enriched the Stanford medical and educational communities this year. In times of scarcity, the lessons we learn from our scholars about resilience and creativity in global health are more important than ever.”

Throughout their six weeks at Stanford, scholars participated in clinical training, academic exchange, and mentorship, shadowing clinicians and experts at Stanford hospitals, clinics, and labs. They also presented their areas of expertise during a range of events, including Africa Table lectures co-hosted with the Stanford Center for African Studies, along with networking events with groups like the Stanford Graduate Global Health Network for Stanford postdocs conducting global health research and graduate students studying or interested in global health.

Esohe Ogboghodo, MBBS, for example, participated in a Stanford panel on measles outbreaks, sharing Nigeria’s national response and key strategies that the U.S. can adopt to address misinformation and vaccine hesitancy. At Africa Table lectures, Temesgen Abicho, MD, and Alemayehu Teklu Toni, MD, shared lessons learned while maintaining international collaboration during the COVID-19 pandemic – critical partnership lessons that serve us particularly well now at Stanford as the university works to find resourceful ways to accomplish more with less.

Scholar-mentor pairs like Ombeva Malande, MD, and Cybele Renault, MD, meanwhile, exemplify the fact that the most sustainable programs are developed in partnership. Renault’s preexisting working relationship with Malande’s teaching hospital facilitated trust and connections that have enabled the collaboration to flourish.

After their time at Stanford, scholars returned to their academic institutions with additional funding from Pfizer and ongoing virtual Stanford faculty mentorship to conduct yearlong quality improvement projects, ensuring that the spirit of collaboration and learning, along with the impact on patient health in Africa, endures long after their visit.

For instance, Nahom Teshager, MD, associate professor of pediatrics at the University of Gondar in Ethiopia, is applying his SASH experience to address a pressing challenge: reducing neonatal hospital-acquired infection and sepsis-related mortality in Northwest Ethiopia. With a targeted goal of reducing neonatal hospital-acquired infection by 30% in 12 months, his work is already contributing to systems-level change.

For Malande, SASH’s emphasis on true partnership and collaboration between countries in the Global South and North has restored a sense of hope in the world, despite the current climate of global uncertainty and insecurity.

“Stanford is providing that star that we can use if and when we think the light at the end of the tunnel has been shut off,” he said.

SASH scholar-mentor pairs like Ombeva Malande, MD, and Cybele Renault, MD, (left to right), exemplify the fact that the most sustainable programs are developed in partnership.

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Teamwork in Action

Teamwork in Action

The Power of Partnership in Critical Care

Intensivists like Jennifer Williams, MD, find that providing patient care in a community setting is hard work but tremendously rewarding.

There is a trifecta of bonuses when Stanford critical care physicians embed with critical care medical staff at community hospital intensive care units (ICUs). The biggest benefit is to patients, who gain access to conveniently located specialized care and innovations that may even originate in the community hospital. In addition, physicians and medical staff on each side bring different types of expertise to the unit – and these new learning experiences bring both professional and personal rewards.  

Critical care faculty physicians from the Department of Medicine’s Division of Pulmonary, Allergy & Critical Care Medicine (PACCM) have been providing critical care to ICU patients at Stanford Health Care Tri-Valley since 2017. Working as a unit with Tri-Valley physicians, nurses, and other medical staff, these physicians, also known as intensivists [see sidebar below], supplement staffing at a community hospital whose attending physician resources can be thinly stretched. PACCM physicians bring academic, research-based expertise that expands the community hospital’s ability to handle more complex cases and improves overall care. 

Says Arthur Sung, MD, senior associate chief of Pulmonary, Allergy & Critical Care Medicine, “We recognized that patients living in the East Bay and Tri-Valley regions are far from the Stanford campus, so our division integrated within Stanford Tri-Valley Hospital to improve local access to academic, evidence-based critical care medicine. Our model is based on an equal, on-the-ground partnership with community hospital-based physicians and medical staff to elevate the quality of critical care.” This mutually beneficial model was so successful that PACCM expanded it to Good Samaritan Hospital in 2023 and increased physician participation in both locations in 2025.

It’s Collab for the Win

The secret to success for this collaboration is that physicians from Stanford and Tri-Valley medical staff integrate as one unit, with each side bringing a complementary level of expertise. 

“Teamwork is nonnegotiable in the ICU,” says Jennifer Williams, MD, clinical assistant professor, medicine in Pulmonary, Allergy & Critical Care Medicine, who works in the ICU at both the Stanford campus and Tri-Valley. “Much like a team sport, we grow together by learning from both our successes and challenges and share a commitment to delivering high-quality patient care.” 

Adds Meghan Ramsey, MD, associate division chief of strategy and development of PACCM, “We don’t know the community as well as our community partners do. This community expertise along with the crosstalk between physicians is key for the best patient care and outcomes in the Tri-Valley area.”

“Teamwork is nonnegotiable in the ICU. Much like a team sport, we grow together by learning from both our successes and challenges and share a commitment to delivering high-quality patient care.” – Jennifer Williams, MD

Through community partnerships, PACCM physicians help improve access to care locally.

Advancing Care for Community Patients

PACCM intensivists wear multiple hats, from working in the ICU at the Stanford campus to seeing patients in a clinical outpatient setting and, as Stanford School of Medicine faculty, training residents. In these roles, they have access to the latest technologies that can benefit community hospital patients. One recent example: PACCM’s interventional pulmonologists introduced robotic bronchoscopy, an advanced lung cancer diagnostic tool, to Tri-Valley Hospital. Identifying smaller and harder-to-find cancer nodules at an earlier stage expands treatment options for these patients.

Working in ICUs at both the Stanford campus and Tri-Valley, PACCM physicians gain insight piloting different approaches that often don’t yield a one-size-fits-all solution. “It’s not the case that everything is mastered on the Stanford campus and then translated to Tri-Valley – the reverse can work, too,” says Ramsey. “We sometimes find it easier to pilot a protocol at Tri-Valley because it might be quicker and easier in a smaller space. Recently we were able to reduce catheter-associated urinary tract infections – a big safety concern in the ICU – by first using a new multipronged approach at Tri-Valley.”

Given Stanford’s multidisciplinary approach to care, community hospital ICU patients also have access to the extensive specialty resources that Stanford has at its disposal. Citing one recent example, Ramsey notes, “We partnered with the Department of Emergency Medicine to bring to the table faculty trained in emergency medicine critical care for additional expertise in the ICU.”

Stanford Physicians Reap Benefits by Serving the Community

Physicians working in an ICU are treating a hospital’s sickest patients with the most complex conditions. “Caring for patients in community hospitals is hard work – patients may be on a breathing machine, have an overwhelming infection in their body, or have just had cardiothoracic surgery,” says Sung. “Providing direct patient care in a community setting not only helps our physicians develop professionally, but they also find it tremendously satisfying. Interacting with patients and their families brings them back to the basics of why they became doctors in the first place.”

The next generation of intensivists benefit, too. PACCM physicians who serve as faculty at the Stanford School of Medicine provide real-world perspectives to resident trainees, who then gain unparalleled experience working in community medicine.

See related article, “A Day in the Life of an ICU Physician: Spotlight on Jennifer Williams.”


What Is an Intensivist?

ICU physicians are called intensivists, a term that comes from intensive care and reflects the intense nature of the position. Intensivists treat patients with life-threatening illnesses, often involving multiple organ systems, which requires a holistic assessment and treatment of each patient’s overall condition. Intensivists lead and coordinate the care of ICU patients with a multidisciplinary team that includes other physicians, nurses, respiratory therapists, pharmacists, care managers, and other health care specialists. They may come from a variety of backgrounds such as internal medicine, emergency medicine, or anesthesia, and have additionally completed a fellowship in critical care.

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