Sierra View Medical Center

Colleen Wilson

People Culture Authority

After more than two decades in healthcare human resources, I have come to understand that HR did not simply find me. In many ways, I was prepared for this work long before I knew what my career would be.

I was raised by parents who devoted more than 40 years of their lives to serving others in pastoral ministry. From them, I learned that leadership begins with service, compassion, humility and a genuine commitment to people. Those lessons became the foundation of my leadership philosophy and continue to shape how I approach the complex and deeply human work of healthcare.

I believe healthcare is sacred work. Every day, caregivers touch lives during some of people’s most vulnerable moments. Those of us who lead and support them have a responsibility to create an environment where they feel valued, trusted, connected to purpose and equipped to do their best work.

Leadership Begins With Presence

One of the simplest pieces of advice I give leaders is also one of the most important: Talk to your people. Be present, not only physically, but mentally and emotionally. Ask questions. Listen to understand rather than simply to respond. Learn what motivates employees, what challenges them and what they believe could make the organization stronger.

This is particularly important when conversations are difficult. Leaders have an opportunity to create psychological safety by allowing mistakes, disappointments and concerns to be discussed without immediate judgment. Accountability remains essential, but accountability and compassion are not competing principles.

When employees know that a difficult conversation can include listening, dignity, learning and a path forward, trust grows. That trust influences engagement, teamwork, retention and ultimately, the care provided to patients.

Culture Is Built One Relationship at a Time

Human resources have evolved significantly during my career. Once viewed largely as a transactional and administrative function, HR is now expected to be a strategic and transformational partner. In healthcare, that transformation is especially important because our workforce is navigating extraordinary pressures.

Employee surveys frequently reinforce what people are seeking: better communication, visible leadership, meaningful recognition and connection.

For leaders, this requires an important question: Why do I want to lead?

The answer matters. Leadership is not simply a title or authority over others. Effective leaders recognize the responsibility they carry for creating an environment in which people can succeed.

When leaders demonstrate humility, vulnerability, emotional intelligence, integrity and sincere care, people respond. When they recognize individual talents and allow employees to contribute through their strengths and passions, engagement becomes personal. Over time, those individual experiences collectively become organizational culture. Culture, in my experience, is built one leader and one relationship at a time.

Compassion Is a Leadership Strategy

Healthcare organizations are facing significant workforce and financial pressures, rising costs, regulatory demands, access challenges, rapidly changing technology and the expanding influence of artificial intelligence. Leaders cannot control every external challenge confronting healthcare.

We can, however, control how we lead. Integrity, authenticity, compassion and meaningful human connection remain within our control. These are not “soft” leadership qualities. They are essential tools for building resilient teams capable of navigating difficult environments while remaining focused on patients.

Every employee also brings a story to work, a collection of experiences, values, struggles, talents and aspirations that we may never fully know. Leaders can make the mistake of seeing only fragments of that story and creating assumptions about the rest.

Instead, we should remain curious. Ask questions. Listen without judgment. Create space for people to share what they choose to share, at their own pace and honor the trust that comes with those conversations.

The Legacy of Leadership

Leadership ultimately comes down to the impact we leave on people and organizations. I often think of it as leaving a thumbprint, something meaningful that remains long after our role or title has changed.

It is both an honor and a humbling responsibility to have a seat at the table in healthcare and to serve alongside people committed to caring for their communities. Every crucial conversation, every employee interaction and every leadership decision is an opportunity to strengthen that culture.

My challenge to current and aspiring healthcare leaders is simple: stay curious about people, lead with humility, recognize what is going well, have courageous conversations with compassion and never lose sight of the purpose behind the work.

When we take care of the people who take care of patients, we create organizations where employees can thrive, patients can receive exceptional care and leaders can build a legacy worth leaving.