Leadership

Leaders have an obligation to continually fine-tune their leadership approach in disruptive times to maximize the success and resilience of their teams. In my last leadership article, I noted that the increasing pace of change in healthcare has increased the need to build more interdependent, highly-adaptive, and high-performing teams. The pandemic has accelerated change and […]

Healthcare leaders are entrusted with setting an inspiring enterprise vision to accelerate medical advances and optimize patient care. This requires that leaders establish an environment and culture of trust, transparency, and shared purpose across the organization. Leaders must also be proficient in developing and building diverse groups of individuals and stakeholders into a cohesive and

There has never been a more opportune time for those in academia and healthcare to accelerate discoveries into advances for treating patients. However, many discoveries often remain trapped in medical journals instead of being fully leveraged to save lives and reduce suffering. To make an impact, academic leaders must encourage and embrace an entrepreneurial spirit

It is impossible to have a conversation about maximizing one’s leadership effectiveness and bringing out the best in yourself and others without considering the profound impact and benefits of mentoring relationships.  In my formative and adult years, I have served as both a “mentor” and the “mentee” in this informal and long-term, two-way relationship.  Typically,

It has been my privilege to serve in diverse leadership and advisory roles over the years for premier healthcare institutions and biopharmaceutical organizations. These roles include research laboratory head, academic executive appointments and founder, director and/or advisor for biotech and pharma, as well as non-profit foundations and faith-based institutions. In my own experience and interactions