Becker's Hospital Review

WOMEN'S LEADERSHIP 55 23 thoughts on leadership from women in healthcare By Kelly Gooch I n honor of Women's History Month in March and International Women's Day on March 8, Becker's Hospital Review asked women in the healthcare industry to share their insights on leadership. Here are 23 women who offered words of ad- vice for healthcare leaders. Note: Responses have been lightly edited for length and style. Responses are in alphabetical order by last name. Katya Andresen. Chief Digital and Analyt- ics Officer for the Cigna Group: Channel your energy into understanding customers, clients and colleagues above yourself and speak to their concerns above your own. Your starting point for making change is not in your head; it's in the hearts, minds and vi- tality of those around you. Heather Attra. Senior Vice President, Head of Global Quality and Regulatory Affairs for Alcon: As a leader in the health- care industry, I've found that it is most crit- ical to develop positive relationships with your associates — at all levels. At Alcon, I take pride in building relationships with my teams and empowering them to use their voice while also listening to others. Bringing in different voices and opinions and truly lis- tening to them is key to a successful team. We make the best business decisions when we have many different perspectives seated at the table. Emily Bancro. President of VillageReach: For female executives in a predominantly male-dominated leadership sector, it is im- portant to connect with other women lead- ers. Find networks and women's leadership groups with powerful women all working to support gender equity and other issues that impact female representation in the work- force. We all have too many demands on our time and oen the temptation looms to skip anything we deem "extra." But I'd argue that participating in women-led networks isn't extra, but rather integral to our leadership. In my experience, what we get back more than justifies that investment — think about the multiplier effect of such networks. Net- works like that benefit not only yourself as a leader, but your organization and the chang- es you are looking to make in the world. at's powerful. Holly Belter-Chesser. Executive Vice Pres- ident and CFO for Atria Senior Living (Louisville, Ky.): It's a mindset shi when you think more about what you could do versus thinking about what you've already accomplished. I encourage leaders to be- lieve that you have the skills and business acumen to carry yourself to the next level and to problem-solve when you get there. I look around me and see our smart, talented young employees who are crucial in solving complex questions, and they have long ca- reers ahead as value-add leaders. We place a lot of value on listening to our customers so we drive results, and on listening to our employees so we cultivate a strong culture. Elizabeth Bolt. COO and Senior Vice Pres- ident for UW Health (Madison, Wis.): Your career is not your life. It is part of your life. It is certainly an important part, but there is so much more to being a whole person. I think women can bring more balance into the workplace by talking about this and mak- ing it OK to not have your entire existence revolve around your career. It doesn't mean you are less committed to your work or any less effective. In fact, I believe it makes you more effective. Particularly as we see high levels of employee burnout and dissatisfac- tion across industries, you can model being a great leader and a real person with many facets to your life. Trish Celano, MSN. Associate Chief Clin- ical Officer and Chief Nursing Executive for AdventHealth (Altamonte Springs, Fla.): is International Women's Day, I think about all of the women who have been influential in my career. As a nurse, my re- lationship with patients has framed much of how I lead today. It has been a blessing to be able to spend moments — inspirational, heartbreaking and solemn moments — with women: the mothers, daughters and wives. It has framed my "why" and is a deep well on which I draw, even now, as my leadership position takes me further from the bedside. Jaimie Clark. Head of Innovation for Cat- alyst by Wellstar: We are living in a time in which consumers have more choice and information to guide their healthcare jour- ney than ever before. Leaders across the country need to continue to collaborate, co-create and be open to new and emerging solutions to meet new consumer demands. at's why it's important to me as a leader to think outside the box about redesigning the healthcare ecosystem to enhance the patient and provider experience. While doing so, I'm privileged to support female-led startups and women in the industry. I hope to contin- ue to inspire the next generation of women in healthcare to be fearless and take up space in every room. Briana Costello, MD. Cardiologist at the Texas Heart Institute Center for Cardio- vascular Care and Physician Ambassador for THI's Center for Women's Heart and Vascular Health (Houston): It is both grati- fying and humbling to find oneself leading as a woman. e tireless work of women before us who paved the way and changed biases cannot go unnoticed. For me, my mother taught me that to lead one must be kind to all and listen to others. Now, it is our duty to instill confidence in and build platforms for the women and young girls that come af- ter us. Leadership, not only at work, but at home with our families, only succeeds when one listens to and understands the needs of others and can effectively communicate and execute goals as a team. Karen Cox, PhD, RN. President of Cham- berlain University (Chicago): ere have been many lessons along my leadership jour- ney, but two remain foundational for me and will be important as you try to stay true to your personal and professional values. First, at the end of the day, all you have is your in- tegrity. Don't lose your passion or integrity to move up — it's about making a difference wherever you are. And second, remain hum- ble and "live life like a staff nurse" no matter your title or salary grade. As you progress in leadership, you may encounter situations that call your integrity into question. If you are unable to successfully compromise, your ability to walk away and keep your integrity intact far outweighs the glory of the role or salary. Celina Cunanan, MSN, APRN. Chief Di- versity, Equity & Belonging Officer for University Hospitals (Cleveland): One of my main messages for women aspiring to be leaders in healthcare is to step outside your comfort zone and don't be afraid to put your happiness first. I recently assumed the role of chief diversity, equity and belonging officer for our health system aer a clinical career of managing the nurse-midwifery di- vision throughout our health system. I was hesitant as to whether to take on the new role, but my longtime mentor encouraged me with some simple advice: Make sure it's something you're going to be happy doing. at was clarifying to me. I've realized as I've gotten older that I can invest my time and energy into things I'm passionate about and

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