At the Becker’s Healthcare 16th Annual Meeting, held April 13–16 in Chicago, IL. Jean Ann Larson, EdD., chief leadership development officer for the UAB Health System and senior associate dean for the Leadership Development Office at the UAB Heersink School of Medicine, joined healthcare leaders from across the country to explore one of the field’s most pressing priorities: how health systems can take bold, modern approaches to strengthening their leadership pipeline.
The meeting brought together executives, clinicians, and industry experts from a wide range of disciplines. Known for its open, collaborative format, the conference encourages candid dialogue and the exchange of ideas across roles, from CEOs to clinical leaders, creating what Larson described as a uniquely welcoming environment.
Jean Ann Larson, EdD.Larson, who has attended and contributed to Becker’s conferences for years, sat on a panel of leaders from across the country focused on how health systems are rethinking leadership development in response to growth, workforce shifts, and increasing complexity across healthcare organizations.
Rethinking the leadership pipeline
Drawing on her work at UAB, Larson emphasized that leadership development is not a one-time initiative, but a long-term, system-wide strategy.
“What we’re really doing is meeting people where they are in their leadership journey,” she said. “You have to be looking at leadership at all levels.”
At UAB, that philosophy has translated into a broad portfolio of leadership programs designed to reach individuals across career stages, from early-career professionals and new faculty to experienced leaders managing large teams. Rather than relying on a single “high potential” program, the approach focuses on creating multiple entry points and continuous opportunities for growth.
That includes emerging leader programs, faculty-focused series for new assistant and associate professors, and high-impact leadership cohorts for intact teams working through real-time challenges.
“It can’t be one and done,” Larson said. “You have to think more broadly and create opportunities for people throughout their careers.”
From pipelines to networks
A central theme of Larson’s session was the shift from thinking about talent pipelines to building networks of leaders.
Instead of focusing solely on advancing individual leaders, she highlighted the importance of developing cohorts that learn together and build lasting relationships across departments and entities. At UAB, participants are intentionally grouped across the health system, the School of Medicine, and partner organizations to foster collaboration and shared understanding.
“When people learn together, they build relationships,” Larson said. “And that’s where the systemness becomes reality.”
These connections are reinforced through peer mentoring groups, collaborative assignments, and ongoing engagement beyond the classroom. Many participants, she noted, continue to rely on their cohorts long after completing a program, reaching out for advice, perspective, and support in challenging situations.
The result is not just individual growth, but a stronger, more connected organization.
Self-awareness and emotional intelligence
While leadership programs often focus on technical and operational skills, Larson stressed that the most critical competency begins with self-awareness.
“The hardest person to manage is yourself,” she said.
She pointed to emotional intelligence, particularly self-awareness and self-regulation, as the foundation for effective leadership. Skills like communication, conflict management, team building, and influence are essential, but they are most effective when grounded in a clear understanding of one’s own behaviors and impact.
Leading through change and complexity
Larson also highlighted two defining challenges for today’s healthcare leaders: managing change and developing others.
In a rapidly evolving environment, marked by new technologies, shifting systems, and organizational growth, leaders are frequently asked to guide teams through ambiguity, even when they themselves are still learning.
“It can be very uncomfortable,” she said. “We don’t like ambiguity.”
That reality is particularly relevant at UAB, where continued expansion across the academic medical center and health system has increased both opportunity and complexity. Leaders must be able to adapt quickly, collaborate across new areas, and lead effectively in unfamiliar environments.
Leadership as a retention strategy
Beyond operational success, Larson emphasized that leadership development is critical to recruitment and retention.
While compensation remains important, she noted that many candidates, especially early- and mid-career professionals, are increasingly drawn to organizations that invest in their growth.
“They want that kind of support,” she said.
At UAB, that support includes structured development programs, peer mentoring, executive coaching, and intentional onboarding for new leaders. Larson often highlights these resources when speaking with candidates, positioning leadership development as a core part of the organization’s value.
“They’re not pretending to know everything,” she said. “They want to learn.”
Investing in the future
At the heart of Larson’s message was a simple but powerful takeaway: leadership development is not a luxury; it is essential to long-term success.
“Leadership development takes time, and you don’t always immediately see measurable results,” she said. “But over time, it bears incredible fruit.”
By focusing on the whole person, creating meaningful networks and supporting leaders at every stage of their journey, Larson said organizations can build stronger, more resilient systems prepared to meet the challenges ahead.
The UAB vision continues to focus on shaping not only individual careers, but the future of the institution itself.