In a recent Harvard Business Review article on leadership, Ranjay Gulati — professor of Business Administration at Harvard Business School and a Thinkers50 World’s Top Management Thinker — reminds us that “fortune favors the brave, not the cautious.” His reflections on cultivating courage in leadership in uncertain times resonate deeply with the challenges and opportunities we currently face in academic medicine.
By studying hundreds of people who demonstrated bravery in leadership despite enormous risks — from CEOs to heads of state to everyday heroes — Gulati identified five strategies they commonly use: 1) they create positive narratives that guide them through chaos; 2) they build confidence through training and preparation, by expanding their mental toolkit, and by focusing on what they can control; 3) they take small steps in tackling complex and ambiguous situations; 4) they enlist the help of allies and critics; and 5) they stay calm by practicing self-care, embracing rituals, and reframing circumstances more optimistically.
Leadership in academic medicine demands not only knowledge and skill, but also the humility and resilience to learn and adapt. Fundamentally, leadership is a skill that can be honed through training and intentional practice. With that in mind, this month I want to highlight the work of the UAB Medicine Leadership Development Office.
Under the direction of UAB Medicine Chief Leadership Development Officer Jean Ann Larson, Ed.D., the dedicated LDO team provides intensive training programs as well as individualized coaching for Heersink School of Medicine and UAB Health System leaders. In addition to its portfolio of signature programs, the LDO also offers customized training for departments, centers, and other clients on a consulting basis. (For example, the LDO has led eight faculty and department retreats so far this year.)
The goal is to ensure that our leaders have the tools to optimize their own success and to support and elevate their teams, resulting in improved outcomes for their areas and the institution as a whole. As another key benefit, bringing together diverse participants from across the Heersink School of Medicine and UAB Health System — a mix of physicians, care providers, faculty, and staff — fosters greater collaboration and alignment within UAB Medicine.
The LDO’s flagship program, the UAB Medicine Institute for Leadership, celebrated the graduation of its 10th cohort in June 2025. The goal of the Institute for Leadership is to strengthen trainees’ leadership abilities through a curriculum centered on self-awareness, team dynamics, strategic thinking, and organizational influence. Participants take part in interactive training sessions, learn from other senior leaders, and collaborate on real-world challenges. The institute welcomed its 11th cohort this August. Members of the latest class include senior directors from Cardiovascular Medicine, UAB Hospital, and the Health Services Foundation; administrative leaders in the O’Neal Comprehensive Cancer Center and the Department of Biomedical Informatics and Data Science; nurse managers; faculty leaders in the departments of Emergency Medicine and Microbiology; and others.
Another signature program, the Emerging Leaders Series (ELS), recognized its third cohort of graduates at a ceremony on June 5. This series of interactive workshops for managers, directors, and similar titles focuses on developing leadership skills, networking and negotiation, and navigating professional structures.
Other LDO programs are geared toward chief residents, associate and assistant professors, and clinical care team members. So far in 2025, the LDO has hosted 141 events. In total, 462 participants have taken part in LDO training. Their work preparing our next generation of leaders is an essential pillar supporting the excellence of UAB Medicine.
In academic medicine, every day brings new challenges, discoveries, and opportunities — it’s one of the many reasons I feel privileged to lead the Heersink School of Medicine. True leadership isn’t about having all the answers, but about stepping forward with optimism, learning along the way, and supporting one another. I deeply appreciate the work of the Leadership Development Office to cultivate leaders capable of guiding UAB Medicine through the complexities of academic medicine in the 21st century.