In this episode of the Lead Change Podcast, Dr. Mary Mulcahey speaks with Dr. Jacques Menetrey, Professor of Orthopedic Surgery at the University Hospital of Geneva, former President of ESSKA, and recipient of ESSKA’s Lifetime Honorary Membership. Dr. Menetrey reflects on his journey from a young resident making his first international presentation to becoming a leader of one of Europe’s premier sports medicine organizations. He shares how years of committee involvement taught him the importance of understanding an organization from the inside, observing different leadership styles, and learning through experience.

The conversation explores the challenges of leading a large, diverse international organization and the importance of building strong infrastructure, investing in talented people, advancing education and science, and creating consensus across different cultures and perspectives. Dr. Menetrey emphasizes that effective leadership is ultimately about service rather than self-promotion. His philosophy is simple: leaders should make others better, just as great coaches help their athletes reach their full potential.

Dr. Menetrey also discusses his personal leadership “superpower”—combining creativity with organization and attention to detail—and the importance of humility, simplicity, humor, continuous learning, and looking forward. His advice for aspiring leaders is straightforward: educate yourself, seek opportunities to practice leadership, learn from others, and continually strive to improve.

Key Take-Home Points

• The best leaders make other people better. Leadership isn't about promoting yourself; it is about creating an environment where others can reach their full potential.
• Leadership is learned through experience. Menetrey emphasizes that physicians often receive little formal leadership training and must intentionally educate themselves through experience, observation, reading, courses, and mentorship.

•       Start by serving the organization, not yourself. A powerful distinction in the episode is between those who "serve the society" and those who "serve themselves." Effective leadership begins with a commitment to something larger than yourself.

•       Keep complicated problems simple. When facing challenges, analyze the issue, avoid unnecessary complexity, and seek a straightforward solution that you can clearly communicate to others.

•       Committee work can be a leadership laboratory. Early involvement in committees gave Menetrey firsthand exposure to organizational dynamics, decision-making, and different leadership styles—and prepared him for greater leadership responsibilities.

•       Great organizations are built over time. Professionalization, strong infrastructure, talented staff, scientific advancement, and educational programs were not created overnight; meaningful organizational change can take decades.

•       Diversity of perspectives makes organizations stronger. Menetrey describes the challenge—and opportunity—of bringing together people from across Europe with different languages, cultures, and perspectives to build consensus.

In this episode of the Lead Change Podcast, Mary K. Mulcahey, MD, sits down with Dr. Tom Collins, pediatric cardiologist, Vice Chair of Faculty and Academic Affairs at the University of Kentucky, author of The Four Stars of Leadership, and host of The Science of Leadership. Dr. Collins shares lessons from an extraordinary leadership journey that spans medicine, military service, academic leadership, and extensive study of leadership science.

Drawing on his interviews with 51 retired U.S. four-star generals and admirals, Dr. Collins explores four foundational qualities of exceptional leaders: character, competence, caring, and communication. He discusses why effective leadership is ultimately built on relationships and trust, and why the principles of leadership extend far beyond the military into medicine, academia, business, and everyday life.

Dr. Collins emphasizes that professional growth does not end with training but continues through lifelong learning, mentorship, and contribution. As an “ever learner,” he highlights that effective leadership is ultimately about helping others achieve their potential and guiding them toward meaningful growth and change.

Key Take-Home Points

• Leadership begins with relationships and trust. Dr. Collins challenges the stereotype that military leadership is simply “command and control,” emphasizing that effective leadership is built on relationships long before a critical moment requires someone to act.
• The best leaders focus on helping others succeed. Dr. Collins describes his personal purpose as helping other people achieve great things, defining his own success through the success of those around him.
• The four foundations of leadership are character, competence, caring, and communication. These principles emerged from his interviews with four-star generals and admirals and are applicable across virtually every profession and organization.
• Caring is a leadership strength, not a weakness. Caring for people builds trust and creates the foundation for people to believe in and follow their leaders.
• Professional development should be a culture, not an event. Rather than treating faculty development as a series of isolated programs, leaders can create an environment where continuous growth is an expectation for everyone—from junior faculty through senior leadership.
• You are never a “finished product.” Completing residency, fellowship, or another stage of training is not the end of development. Leaders—and professionals more broadly—should continually seek opportunities to learn, improve, and grow.
• Senior leaders have a responsibility to develop the next generation. Faculty development becomes more powerful when senior faculty actively invest in junior colleagues and view their growth as part of their own leadership responsibility.
• Leadership requires lifelong learning. Dr. Collins describes himself as an “ever learner,” arguing that leaders cannot remain effective if they stop learning while the challenges around them continue to evolve.
• Leadership and change are inseparable. As Dr. Collins puts it, people do not need leaders simply to maintain the status quo; they need leaders to help them move toward where they could be.
• Great leadership principles transcend context. Although Dr. Collins' research focused heavily on military leaders, he argues that the fundamental principles of leadership apply equally to medicine, academia, business, and other settings.
• Purpose gives leadership direction. Understanding your “why” can help clarify what you want to contribute as a leader and keep the focus on something larger than personal achievement.

Artificial intelligence is rapidly transforming healthcare, but successful implementation requires much more than new technology—it requires thoughtful leadership. In this episode of the Lead Change Podcast, Dr. Mary Mulcahey sits down with Dr. Natalie Pageler of Stanford Medicine and Dr. Marylyn Ritchie of the Medical University of South Carolina, two nationally recognized leaders in clinical informatics and artificial intelligence.

Together, they discuss how AI is reshaping clinical care, education, research, and healthcare operations, while emphasizing that technology alone is never the solution. They explore the importance of governance, multidisciplinary collaboration, ethical implementation, and maintaining a focus on people and workflows rather than simply adopting the latest tools.

Drawing on their leadership experiences and their work teaching AI leadership through ELAM, they share practical guidance for physician leaders navigating this rapidly evolving landscape.

The conversation concludes with reflections on leadership, embracing change with a growth mindset, building meaningful professional networks, and developing the communication skills necessary to lead organizations through periods of transformation.

Key Take-Home Points

• AI is not replacing healthcare professionals—it is becoming another tool that leaders must learn to use responsibly.
• Effective AI implementation depends on people, processes, and governance—not just technology.
• Healthcare organizations need multidisciplinary teams that include clinicians, informaticians, data scientists, ethicists, legal experts, and privacy specialists.
• Leaders should embrace AI with curiosity rather than fear, understanding both its opportunities and its limitations.
• Thoughtful governance enables innovation by ensuring AI is implemented safely and ethically rather than slowing progress.
• The strongest leaders cultivate a growth mindset and help their teams navigate uncertainty with confidence.
• Professional networks and collaborative relationships are invaluable sources of learning, mentorship, and innovation.
• Communication and change management are essential leadership skills during periods of rapid technological advancement.
• Perfection should not become a barrier to meaningful progress—continuous improvement is often more valuable than waiting for perfect solutions.
• Leadership in the AI era is not about becoming a technical expert—it is about asking the right questions, engaging diverse perspectives, and guiding organizations toward responsible innovation.

In this episode of Lead Change, recorded live at the ESSKA Congress in Prague, Dr. Mary Mulcahey sits down with Zhanna Kovalchuk, Executive Director of ESSKA, to discuss her remarkable leadership journey—from university professor to entrepreneur to leading one of the world's largest orthopaedic societies.

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Zhanna reflects on how teaching, entrepreneurship, and navigating economic uncertainty shaped her leadership philosophy. She shares how surviving a major financial crisis taught her to continually adapt, remain relevant, and view challenges as opportunities for innovation. After joining ESSKA, she helped transform a rapidly growing organization by first strengthening its operational foundation before developing long-term strategic initiatives.

Throughout the conversation, Zhanna emphasizes the importance of humility, resilience, mentorship, lifelong learning, and maintaining the human side of leadership. She also discusses ESSKA's commitment to advancing women in orthopaedics and fostering an inclusive, collaborative global community. The episode concludes with practical leadership advice centered on dreaming boldly, investing in people, and asking one simple but powerful question: "How big is your map?"

Key Take-Home Points

• Great organizations are built on strong foundations. Sustainable strategy is only possible after investing in the people, systems, and infrastructure that support long-term growth.
• Resilience is developed through adversity. Challenges and crises can become opportunities when leaders remain adaptable and focused on creating value.
• Leadership requires humility. Effective leaders regularly reassess their assumptions, adapt to changing realities, and remain grounded despite success.
• Confidence opens doors. You don't need to know everything before accepting a leadership opportunity—you need confidence in your ability to learn and grow.
• Mentorship accelerates leadership development. Learning from experienced leaders and building meaningful professional relationships can dramatically shorten the learning curve.
• Passion is one of the strongest predictors of success. Genuine enthusiasm for your work inspires others and sustains long-term achievement.
• Leadership is about people first. Never lose the human side of leadership in the pursuit of goals, recognition, or achievement.
• Innovation comes from asking better questions. Rather than asking how to survive, ask what unique value you can provide that others cannot.
• Intentional efforts create more inclusive leadership. Increasing diversity in leadership requires vision, commitment, and sustained organizational action—not simply waiting for change to happen.
• Think bigger than today. Regularly revisit your goals and ask yourself, "How big is my map?" Expanding your vision often expands what's possible.

In this inspiring episode of the Lead Change Podcast, Dr. Mary Mulcahey welcomes Dr. Marcy Faustin, primary care sports medicine physician, educator, and leader in collegiate and Olympic sports medicine. As Co-Head Team Physician and Medical Director for UC Davis Athletics and former Co-Head Team Physician for the USA Gymnastics Women's National Team, Dr. Faustin shares how caring for elite athletes has shaped her philosophy of leadership.

The conversation explores the importance of treating the whole person - not just the injury - through a biopsychosocial approach that integrates physical health, mental health, and the social factors that influence well-being. Dr. Faustin discusses the critical role of trust, communication, teamwork, and authentic relationships in providing exceptional patient care and leading high-performing teams.

Drawing from her experiences at the Olympic Games, collegiate athletics, and years of mentoring learners at every stage, Dr. Faustin offers practical leadership lessons on resilience, vulnerability, active listening, and the importance of lifting others as you climb. She reminds us that leadership isn't defined by a title -it is demonstrated every day through kindness, connection, and a commitment to helping others reach their full potential.

Key Take-Home Points

• Treat the whole person, not just the diagnosis. Physical, mental, and social health are inseparable and all influence outcomes.
• Trust is earned through consistency. Strong relationships are built by showing up, listening, communicating honestly, and being present over time.
• Communication is leadership. When caring for athletes or leading teams, there is rarely such a thing as overcommunication.
• Ask who belongs in the conversation. Patients and athletes should help identify the people they want involved in important decisions.
• Great teams provide better care. Physicians, athletic trainers, physical therapists, psychologists, nutritionists, and coaches each bring valuable perspectives.
• Leadership begins with listening. People want to feel heard before they want solutions.
• Resilience is developed through adversity. Success isn't avoiding failure—it's learning how to get back up and keep moving forward.
• Mentorship changes careers—and lives. Investing in others and creating opportunities for them is one of the most meaningful responsibilities of leadership.
• Authenticity matters. The most effective leaders remain true to themselves while empowering others to succeed.
• Leadership is about relationships. Whether caring for patients, mentoring trainees, or leading teams, meaningful human connection is the foundation for lasting impact.
• Hold hope for others. One of a physician's greatest gifts is helping people believe in what's possible, especially when they cannot yet see it themselves.
• Lead change every day. Leadership isn't reserved for those with formal titles—it is reflected in everyday actions, kindness, and the positive influence we have on those around us.

Recorded live at the ESSKA Congress in Prague, this episode features Drs. Berte Boe and Katja Tecklenburg, two visionary leaders behind the Women in ESSKA initiative. They share how an informal conversation among colleagues evolved into a thriving international community dedicated to increasing opportunities for women in orthopaedic sports medicine.

The discussion explores the initiative's origins, the importance of mentorship, scholarships, networking, and leadership development, and how intentional collaboration—not separation—has driven meaningful change within ESSKA. Berte and Katja also reflect on the leadership lessons they've learned through mentoring young surgeons, creating lasting professional relationships, and demonstrating that successful careers can coexist with fulfilling personal lives.

The conversation offers practical insights for leaders at every career stage while illustrating how purposeful mentorship, sponsorship, and inclusive leadership can transform organizations and shape the future of orthopaedics.

Key Take-Home Points

• Great initiatives often begin with a simple conversation. Women in ESSKA grew from an informal discussion into an internationally recognized leadership and mentorship program.
• Mentorship creates lasting impact. Meaningful mentorship extends beyond clinical training to include career guidance, leadership development, and personal support.
• Inclusion—not separation—drives progress. Women in ESSKA was intentionally designed to integrate women more fully into the broader orthopaedic community rather than create a separate pathway.
• Removing barriers creates opportunity. Scholarships, mentorship programs, and networking initiatives help eliminate financial and professional obstacles that may limit participation.
• Leadership is often demonstrated through example. Sharing how to balance career, family, and personal life can be just as influential as teaching surgical skills.
• Strong organizations build future leaders. Developing new leadership structures and creating opportunities for volunteers ensures long-term sustainability.

·       Visibility inspires others. Seeing successful women in leadership encourages the next generation to pursue similar paths.

·       Community accelerates professional growth. International collaboration fosters lifelong relationships, research opportunities, and shared learning.

·       Small, intentional actions can create lasting cultural change. The steady growth of Women in ESSKA demonstrates how focused leadership and collaboration can transform a professional society over time.

In the Season 2 premiere of the Lead Change Podcast, Dr. Mary Mulcahey welcomes Drs. Catherine Logan and Ashley Bassett—orthopaedic sports medicine surgeons, educators, team physicians, entrepreneurs, and co-hosts of the Sports Docs Podcast. Together, they discuss how leadership extends far beyond clinical excellence.

Drawing from their experiences in elite sports medicine, organizational leadership, podcasting, entrepreneurship, and patient care, they share lessons on building trust, communicating effectively within multidisciplinary teams, balancing professional opportunities with family priorities, and embracing lifelong learning. They also explore the importance of mentorship, innovation, and creating meaningful experiences for patients and colleagues.

The conversation highlights that leadership is less about titles and more about service, intentional growth, and empowering others to succeed.

Key Take-Home Points

• Leadership is demonstrated every day—not just through formal titles. Every interaction in the clinic, operating room, or team setting is an opportunity to lead.

• Great leaders build trust through accessibility and authentic relationships. Being available, approachable, and responsive creates credibility with patients, teammates, and colleagues.

• Exceptional patient care requires a multidisciplinary team. Athletic trainers, physical therapists, nurses, coaches, administrators, and physicians each contribute unique expertise that improves outcomes.

• Career paths are rarely linear. Remaining open to new opportunities and being willing to change direction often leads to greater fulfillment and success.

• Innovation often begins by identifying unmet needs. Programs like The Unbroken Athlete demonstrate how recognizing gaps in patient care can inspire meaningful solutions.

• Continuous learning is a leadership responsibility. Engaging in professional societies, staying current with the literature, and participating in educational initiatives strengthens both individual practice and the profession.

·       Podcasting and education create impact beyond individual patients. Sharing knowledge through modern platforms expands mentorship, education, and professional collaboration.

·       The best leaders remain calm during challenges. Thoughtful communication, emotional regulation, and deliberate decision-making build confidence within teams.

·       Lift others as you advance. Creating opportunities for colleagues and mentoring future leaders strengthens the entire profession.

·       Small, intentional gestures create lasting impressions. Whether through personalized patient experiences or supporting colleagues, thoughtful acts of kindness can have an outsized impact.

Recorded live at the Executive Leadership in Academic Medicine (ELAM) program in Philadelphia, this episode of the Lead Change Podcast features Dr. Erika Brown, Associate Director of ELAM, Dean of Faculty Affairs at Dartmouth’s Geisel School of Medicine, and nationally recognized expert in faculty affairs and leadership development.

The discussion explores the value of professional networks, and Dr. Brown’s philosophy that leadership is both a privilege and a responsibility. She concludes by sharing powerful insights on leading change through communication, transparency, trust, and consistency, while reminding listeners that leadership ultimately centers on helping others succeed.

Key Take-Home Points

1. Leadership Often Begins When Others See Potential in You

• Sponsors and mentors can identify strengths that you may not yet recognize in yourself. 
• Leadership pathways are often discovered through service and engagement. 

2. Great Leaders Start by Listening

• Conducting a "listening tour" helps uncover institutional needs and opportunities. 
• Effective solutions are built from understanding real challenges. 

3. Building Systems Creates Lasting Impact

• Leadership is about creating structures that enable others to thrive. 
• Sustainable success requires frameworks, not just individual initiatives. 

4. Sponsorship Is Different from Mentorship

• Sponsors actively advocate for opportunities and advancement. 
• A sponsor can change the trajectory of a career. 

5. Professional Networks Accelerate Growth

• Relationships developed through organizations such as ELAM and AAMC provide lasting value. 
• Leadership development is strengthened through community and collaboration. 
• Generous professional networks create opportunities for shared learning. 

6. Leadership Is a Privilege, Not a Position

• Leadership roles exist to serve and support others. 
• Authority should be viewed as a responsibility rather than a reward. 
• The most effective leaders focus on helping others advance. 

7. Leading Change Requires More Than Vision

• Identifying problems is easier than implementing solutions. 
• Successful change depends on communication and stakeholder engagement. 
• Transparency builds trust during periods of transformation. 

8. Your Best Changes from Day to Day

• Excellence does not mean perfection. 
• Leaders should recognize and respect their own limits. 
• Sustainable leadership requires self-awareness. 

9. Culture Is Shaped by the People Around You

• "Iron sharpens iron" applies to leadership development. 
• Surround yourself with people who are optimistic, thoughtful, and growth-oriented. 
• Professional and personal relationships influence your development. 

10. The Future of Leadership Development Is Continuous Learning

• Leadership growth does not end with a fellowship or formal program. 
• Ongoing learning and engagement are essential for sustained success. 
• Leadership development should be viewed as a lifelong journey. 

Memorable Quotes from the Episode

• "The pie doesn't get bigger. As one slice gets bigger, other slices get smaller." 
• "Iron sharpens iron."

In this milestone 20th episode of the Lead Change Podcast, host Dr. Mary K. Mulcahey sits down with Dr. Dean Taylor to explore the intersection of sports medicine, military service, and healthcare leadership. Dr. Taylor reflects on his journey from United States Military Academy and military orthopaedics to leadership roles at Duke University and national orthopaedic organizations.

The conversation dives deeply into the importance of intentional leadership development in medicine, the creation and evolution of the Feagin Leadership Program, and the vision behind the Healthcare Leadership Foundation. Dr. Taylor shares lessons learned from military leadership, mentorship, emotional intelligence, and patient-centered care while emphasizing that every physician — regardless of title — is a leader.

Key Take-Home Points

Leadership in Medicine

• Every physician is a leader, regardless of formal title or position. 
• Leadership skills are not purely innate — they can and should be intentionally developed. 
• Emotional intelligence is a foundational leadership competency in healthcare. 
• Effective leadership directly impacts patient care, team culture, and organizational success. 
• Leadership education should become an essential part of medical training and credentialing. 

Lessons from Military Leadership

• Military training instilled enduring leadership values: loyalty, duty, respect, selfless service, honor, integrity, and courage. 
• Strong leadership foundations can shape both clinical practice and organizational impact. 
• Caring deeply about people is often what separates good leaders from truly exceptional ones. 
• Crisis and adversity often create opportunities for transformational leadership. 
• Technical expertise alone is insufficient without compassion and interpersonal effectiveness. 

The Feagin Leadership Program & Healthcare Leadership Foundation

• The Fagan Leadership Program was created to intentionally teach leadership in healthcare. 
• Early-career learners — students, residents, and fellows — are ideal audiences for leadership development. 
• Leadership growth is accelerated through coaching, mentorship, reflection, and team-based projects. 
• The Healthcare Leadership Foundation aims to scale leadership education nationally and internationally. 
• Collaborative, interdisciplinary approaches are essential to improving healthcare systems. 

Personal Values & Leadership Philosophy

• Clarifying personal values helps leaders align decisions with purpose and mission. 
• Transparency about values allows teams to hold leaders accountable.

• Service, integrity, family, faith, and purpose can serve as powerful guiding principles. 
• Great leaders create environments where people feel valued, supported, and inspired. 
• Leadership is ultimately about influencing others for the benefit of patients and communities. 

Memorable Leadership Themes & Quotes

• “Do the right thing at the right time for the right reason.” 
• “People won’t care how much you know until they know how much you care.” 
• “People will forget what you said… but they’ll never forget how you made them feel.” 
• Change and chaos can become opportunities for growth and innovation. 
• Leadership legacy is built through developing others and creating lasting positive impact.

In this episode of Lead Change, Dr. Michele Marcolongo joins host Mary K. Mulcahey for a powerful conversation about leadership, innovation, mentorship, and purpose-driven work in academia and engineering. Dr. Marcolongo shares her personal journey from aerospace engineering to biomaterials research following the loss of her mother to cancer, a transformative experience that inspired her to dedicate her career to developing medical technologies that improve patient care.

The discussion explores her leadership philosophy as Dean of Engineering at Villanova University, including servant leadership, strategic vision-setting, mentorship, and creating a culture of respect and collaboration. Dr. Marcolongo also highlights groundbreaking initiatives at Villanova, including sustainable engineering integration, new biomedical engineering programs, and the innovative Sports and Performance Engineering master’s program.

Throughout the episode, she reflects on lessons learned from influential leaders, the importance of humility, balanced with confidence, and how thoughtful leadership can drive meaningful institutional and societal change.

• Leadership is most effective when grounded in service, humility, and support for others.
• Transformative personal experiences can shape career purpose and long-term impact.
• Great leaders create environments where faculty, students, and teams can thrive.
• Strategic thinking and long-term vision are essential for meaningful organizational growth.
• Mentorship and sponsorship play critical roles in career development.
• Recognition and gratitude, even through small gestures like handwritten notes, can have lasting impact.
• Successful change management requires listening, collaboration, and stakeholder buy-in.
• Engineering and medicine are increasingly interconnected through innovation and technology.
• Sustainable engineering principles should be embedded into all areas of education and design.
• Leadership development programs like ELATES and ELAM help prepare future academic leaders for complex challenges.
• High-performing teams depend on trust, delegation, and shared vision.
• Innovation often requires balancing day-to-day responsibilities with focused strategic priorities.
• The most memorable research moments come from persistence and years of incremental work.
• “The best time to plant a tree was 20 years ago. The second best time is today.” — a reminder to take action and move forward now.