Issue link: https://beckershealthcare.uberflip.com/i/1468176
26 WOMEN'S LEADERSHIP Epic CEO Judy Faulkner to receive honorary degree for philanthropic work By Naomi Diaz A t the time of publication, Epic CEO Judy Faulkner was set to receive an honorary doctor of civic engagement degree from Carlisle, Pa.-based Dickinson College. The EHR company founder, who graduated from Dickinson in 1965, was set to receive the award May 22 for her work in busi- ness and philanthropy, according to an April 20 press release. Some of her philanthropic work includes declining to charge Epic customers for COVID-19-related software or services, establishing the Roots & Wings Foundation that provides support to low-income children and families, and signing The Giving Pledge, committing 99 percent of her assets to go to philanthropy when she dies. "We are delighted to recognize Judy's vision and commit- ment to serving others," said John Jones, president of Dick- inson College. "Her professional and philanthropic work are inspiring, making her a truly exceptional choice for an hon- orary degree." n The power of mentors, according to the CEO of Queen's Health Systems By Alia Paavola J ill Hoggard Green, PhD, RN, serves as president and CEO of the Queen's Health Systems in Honolulu. Dr. Hoggard Green, who has been involved in the healthcare industry for 46 years, took the helm of Queen's Health Systems in Sep- tember 2019. Under her leadership, the health system has grown in market share, improved care quality and rolled out several innovations to improve care in Hawaii. Becker's caught up with Dr. Hoggard Green to discuss her views on great leadership, in- cluding the mentors she has in her life and advice for emerging leaders. Editor's note: Responses were edited for length and clarity. Question: Do you have or did you have a mentor throughout your ca- reer that you would say is truly a great leader? Dr. Jill Hoggard Green: I have had such a gi in my life that I have had multiple men- tors that I consider great leaders. I've been in healthcare for 46 years if you include the time I was a nurse aide. I found that as I was de- veloping, whether it was as a nurse, whether it was as a beginning leader, then an executive leader, and then leaders of health systems, I've always found that if I'm paying attention and partnering with those around me, the mentor I needed at that point in my development fre- quently appeared. I had an amazing nurse leader who was ex- traordinary when I was in my early leadership roles. She took me to lunch almost every day. We'd have these deep conversations about things, from what's happening in my family to what's happening at work. She really taught me tremendous ways to partner, to bring peo- ple together, to understand vision, and to rec- ognize what your individual strengths are and to recognize what other strengths are and how you bring people together. I had another mentor who was a genius. He was an artist and a healthcare leader. He was always envisioning a future that looked dif- ferent. He expanded my ability to look at how you would actually improve health across the state or across the country or across the net- work that you are responsible for. ese mentors are people that appeared and I worked with that became my mentors because they could see what I needed and they took the time to teach me. I actually had probably sev- en throughout my career, where I would say extraordinary leaders at a national level, very quiet in terms of they were not saying, "Hey, I picked you to mentor," or, "You're picking me as a mentor." ey were realizing at the moment my talent and had the willingness to teach and did that with "aloha" which re- ally means love and compassion. ey did that with such openness and generosity that it helped me truly develop into who I am today. So I am so grateful. And, of course, I would put my sweet mom and papa as the two mentors that made the biggest difference in my life because they taught me from the beginning about humil- ity, a dedication to service, the joy of being with people and helping them improve. ey taught me that you always give back. Q: In your view, what characteristics are integral to great leadership? JHG: It's really important to have strength, of- ten in the form of moral strength, as well as the courage to move forward when others think it can't be done and the courage to address ineq- uity. Great leaders have tremendous courage, humility and strength. at's the combination that is rare. I see a lot of people that are lead- ers that have courage and moving agendas, but I wonder, do they have the humility to do that reflection and understanding and get the depth of the work and needs of the people they serve? Q: What advice would you give to emerging leaders in healthcare? JHG: It is such a privilege to be able to lead in healthcare. You're doing a mission that is essential to individuals, their families and our community. You will find tremendous joy and tremendous opportunity, but it will also be challenging and difficult. So, in terms of advice I'd say, take care of yourself, your own health and well-being, and your family's health and well-being. is is very important so you can give strength to your career. Second, it's im- portant that you balance strength, courage and humility. Reflect on questions like, what did I learn today? And what could I do different- ly? Even if it's hard to say, "Wow, I could have