Navigating a career in health leadership is rarely a straightforward journey. For many, including Prof. Andrew Lee, the path has been anything but traditional. In a recent episode of my Podcast Transformational Thinking for Health Leaders, I had the pleasure of speaking with Andrew about his diverse career—spanning roles in medicine, public health, humanitarian aid, and academia. Through our conversation, several powerful themes emerged around career transitions, crisis leadership, and the ongoing journey of self-discovery. In this blog, I share insights from Andrew’s experiences to help health leaders embrace change, lead with resilience, and find fulfilment in their work.
The Power of a Non-Traditional Career Path: Learning from a “Non-Conformist”
Andrew described himself as a “non-conformist” when it came to his career path. He chose to explore diverse roles, taking on new challenges in different settings rather than climbing a traditional career ladder. His journey led him from medicine and paediatrics to working in disaster zones across the globe, and eventually to senior roles in public health and academia.
This non-linear path has given Andrew a breadth of experience and a skill set that he wouldn’t have gained by staying in one field. His story serves as a reminder that pursuing diverse experiences can enrich your professional journey, opening up unexpected opportunities for growth. For health leaders, it’s worth considering how stepping off the traditional path can bring fresh perspectives, especially in a complex and evolving field like healthcare.
Navigating Identity Shifts in a Medical Career: When It’s Time to Let Go
One of the most poignant moments in our conversation was when Andrew shared his experience of giving up General Practice about 18 months ago. It was not an easy decision, as it meant letting go of a part of his identity. Like many clinicians, he found that his sense of self was closely tied to being a GP—a role that carried significant meaning and required years of dedication.
The decision to step back from clinical work, Andrew explained, was long overdue, as his career had shifted toward public health and academia. Yet, the emotional challenge of letting go of that “GP” label highlighted how deeply our professional identities are embedded in our work. For health leaders facing similar transitions, it’s important to acknowledge the impact of identity shifts and allow time to adjust. Letting go of long-held roles can be difficult, but it can also open the door to new opportunities that better align with evolving interests and values.
Listen to the Podcast Here
Leadership in Crisis: Lessons from the Front Lines of Disaster Response
Andrew’s experiences in international disaster zones, including Afghanistan, Sri Lanka, and the Philippines, have given him a unique perspective on crisis management. He shared that in those contexts, the sheer scale of the crises required a different approach than what is typically used in the UK. A major incident in the UK might involve dozens of people, but in a disaster zone, the scale is often 10,000 to 100,000 times greater.
To manage such large-scale emergencies, Andrew emphasised the need to delegate power, devolve authority, and involve as many people as possible. He described this approach as countercultural, especially in Western countries, where leaders often feel compelled to centralise control in times of crisis. Instead, effective crisis management requires leaders to “scale up” by empowering others and working through a network of collaborators. This lesson is crucial for health leaders facing crises of any size, whether in disaster response, public health emergencies, or organisational upheavals.
The “Slow Hurry”: Balancing Urgency with Strategic Thinking
A memorable concept Andrew shared was the idea of the “slow hurry” in crisis management. This approach acknowledges that while crises often demand rapid action, leaders must maintain a measured pace to sustain their teams’ resilience and strategic focus. The “slow hurry” involves working at a deliberate pace, ensuring that decisions are thoughtful rather than reactive. This balance is especially important for long-term crises that can last months or even years, where maintaining a strategic vision is key.
For health leaders, the lesson is clear: it’s essential to step back periodically, even in the midst of a crisis, to think strategically and avoid getting lost in the details. Creating space to reflect not only helps leaders stay focused on the bigger picture but also supports personal resilience, which is crucial in high-pressure situations.
The Role of Trust and Delegation in Effective Leadership
Another important theme that emerged from our conversation was the significance of trust in leadership. Andrew stressed that trusting your team is vital, especially in crisis situations. When leaders empower their team members and trust them to get on with the work, it fosters a positive cycle where individuals feel supported and confident in their roles. Conversely, micromanagement can lead to a breakdown in trust, leaving team members feeling disempowered and disengaged.
Building a culture of trust requires leaders to step back and resist the urge to control every detail. By giving direction and then allowing their teams to take ownership, leaders can enable their teams to achieve their best work. Trust is a two-way street, and it is essential not only for effective leadership but also for fostering a resilient and adaptable team.
Cultivating Cultural Awareness in Leadership
Working in diverse international settings taught Andrew the importance of cultural awareness in leadership. He observed that when working abroad, there is often a heightened sensitivity to cultural differences and an effort to adapt one’s approach. However, in familiar settings such as the UK, it’s easy to overlook the need for cultural sensitivity, even though there are “cultures within cultures” that require a thoughtful approach.
For health leaders, this serves as a reminder that cultural awareness is crucial not only when working internationally but also in everyday interactions with diverse teams and communities. Being mindful of cultural dynamics and starting where people are at can greatly enhance a leader’s ability to influence and collaborate effectively.
The Ongoing Journey of Self-Discovery as a Leader
One of the most valuable insights Andrew shared was that leadership is a continuous journey of growth and self-discovery. He emphasised the importance of aligning work with personal values and finding tasks that bring energy and fulfilment. For health leaders, this means constantly reflecting on what drives you and seeking roles that resonate with your values. When you find alignment between your work and what truly matters to you, it becomes easier to stay motivated and resilient.
Conclusion: Practical Takeaways for Health Leaders
Andrew’s experiences offer important lessons for health leaders at all stages of their careers:
- Embrace diverse career paths: Don’t be afraid to step off the traditional path to gain a broader perspective and develop new skills.
- Acknowledge identity shifts: Be mindful of the emotional impact of letting go of long-held roles and allow time to adapt.
- Empower others in crisis: Delegate authority and scale up your response by involving a wide network of collaborators.
- Balance urgency with strategy: Adopt a “slow hurry” approach to ensure sustainable, strategic decision-making.
- Build trust: Foster a culture where team members feel empowered and valued.
- Stay culturally aware: Adapt your leadership style to different cultural contexts, even within familiar settings.
Leadership in healthcare is a journey of constant learning, growth, and adaptation. I hope Andrew’s insights inspire you to reflect on your own leadership practices and consider how you can apply these lessons in your work. For a deeper dive into these themes, listen to the full podcast episode and explore more resources on my website.
Listen to the Podcast Here
If you’re navigating a career transition or facing a leadership challenge, I’d love to hear your thoughts. How have you managed identity shifts or crises in your leadership journey?
Reflective Questions for Health Leaders
As you think about your own leadership journey and the themes explored in this blog, consider the following questions to help you reflect and take actionable steps:
- Embracing Diverse Career Paths:
- Have you ever considered stepping off the traditional career path to explore new roles or gain different experiences? If not, what’s holding you back?
- How could embracing a more non-linear career approach enrich your leadership skills and broaden your perspective?
- Navigating Identity Shifts:
- Are there aspects of your professional identity that you’re deeply attached to? Could they be limiting your growth or preventing you from exploring new opportunities?
- If you’ve recently transitioned away from a long-held role, what steps are you taking to redefine your professional identity and find fulfilment in your current position?
- Empowering Others During a Crisis:
- In times of crisis, do you find yourself centralising control, or are you able to delegate effectively? What prevents you from trusting others with greater responsibility?
- How can you empower your team to take ownership and lead during high-pressure situations? What strategies can you use to build a culture of trust?
- Balancing Urgency with Strategic Thinking:
- When faced with urgent tasks, how do you ensure that you maintain a long-term strategic perspective? Are you creating enough space to step back and think clearly?
- What practices can you implement to adopt a “slow hurry” approach in your work, ensuring resilience for yourself and your team?
- Building and Repairing Trust:
- How do you currently foster trust within your team? Are there areas where trust has been compromised, and if so, how can you work to rebuild it?
- When was the last time you acknowledged and celebrated your team’s efforts? How can you integrate more recognition into your daily leadership practices?
- Cultivating Cultural Awareness:
- How often do you consciously consider the cultural dynamics within your team or organisation? Are there any cultural assumptions that may be impacting your approach to leadership?
- What steps can you take to improve your cultural awareness and better adapt your leadership style to different contexts?
Dr Fiona Day is the world’s only Leadership Coach with advanced coaching psychology, medical and public health qualifications (MBChB, FFPH, BPS Chartered Psychologist in Coaching Psychology, EMCC Master Practitioner Coach & Mentor) and is in a unique position to help you and your teams to flourish. Fiona specialises in coaching medical and public health leaders, is a coach Supervisor, and an EQA Foundation Award Holder. Get 3 hours of FREE CPD with Fiona’s Health Career Success Programme here. Book a free confidential 30 minute Consultation with Fiona here.
