Listening, Learning, and Leading: Lessons from Tomorrow’s Healthcare Leaders

By Eric Bailly, LPC, LADC

NorthStar Behavioral Health Advisory | Navigating complex social systems so that all communities may thrive

When it comes to our healthcare delivery system in the United States, frustration is easy to find. Rising insurance premiums, reduced funding for safety-net programs, and uncertainty surrounding critical access hospitals have become familiar headlines. For those of us working to improve behavioral health access and integration, these challenges can sometimes feel insurmountable. Yet, even amid this turbulence, there are moments that remind us why we remain committed to this work—and where the promise of change truly begins.

This past week offered such a reminder. I had the privilege of accompanying 11 students from the Concordia College School of Health Professions’ Student Healthcare Management Association (SHMA) on a site visit to Essentia Health’s St. Mary’s Medical Center and Essentia’s medical supply distribution center in Duluth and Esko, Minnesota. These visits provided students with a behind-the-scenes look at how clinical excellence and operational logistics intersect—revealing the complex systems that keep healthcare moving. Essentia’s leadership team took time to engage with students, answer thoughtful questions, and share real-world insights into hospital operations, supply chain management, and the business of care delivery. Watching these future leaders connect the dots between operational decisions and patient outcomes was inspiring. They weren’t just learning how hospitals function—they were beginning to understand why leadership in healthcare must be both visionary and grounded in systems thinking.

What struck me most was the maturity of their dialogue. Students discussed how their professional journeys would blend education, experience, and networking—but also how their passion for change must guide them through inevitable challenges. A shared theme emerged: an interest in rural and public health, particularly in developing long-term strategies that address the unique needs of underserved communities. Their curiosity didn’t stop at the mechanics of care delivery; they spoke about shaping state and federal policy, contributing to health equity, and ensuring that compassion remains at the core of every system they influence.

At NorthStar Behavioral Health Advisory, I believe that cultivating the next generation of healthcare leaders is essential to advancing systems that work—for patients, providers, and communities alike. Transforming healthcare requires more than operational insight; it demands mentorship, curiosity, and the willingness to engage in meaningful dialogue across disciplines. Our role—as educators, advisors, and bridge-builders—is to help emerging professionals connect what they learn in the classroom to the realities of complex health systems. By fostering these experiences, we help ensure that tomorrow’s leaders are equipped not only to manage change—but to lead it with integrity, compassion, and purpose.

Leadership development in healthcare is not merely about teaching management principles or organizational frameworks—it’s about cultivating reflection, empathy, and resilience. These students reminded me that the next generation of leaders will carry forward the lessons we model today: curiosity over certainty, collaboration over competition, and purpose over prestige.

My advice? Spend time with emerging professionals whenever you can. Listen to their ideas. Engage in dialogue that challenges your assumptions. Over the years, I’ve learned as much from my students and clients as they may have learned from me. Taking the time to slow down and listen—to truly hear their questions and their hopes—is not only worthwhile; it’s essential for building the kind of healthcare system we all want to see.