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Describe your role as Director of the Region 6 Public Health Leadership Institute.
Leading the Region 6 Public Health Leadership Institute affords me the opportunity to work with experts across the national landscape as well as across R6 states to better understand what leadership training should resemble for emerging leaders in public health. While I am proud of my own leadership roles over nearly two decades, I am forever a student in leadership and being able to leverage this immense network to inform a curriculum for emerging leaders is truly exciting. We have a great team at the R6-SCPHTC, which is responsible for the R6-PHLI, and are fortunate to have tremendous partners across the region to recruit strong candidates seeking greater responsibility in her or his work. Our internal team works closely together to confirm the Institute's topic areas, which can change year to year, and identify subject matter experts to lead various sessions.
Why should people apply for the R6-PHLI?
Leadership training is often overlooked or, in some cases, out of reach to the majority of emerging leaders due to consistent underfunding and travel barriers, etc. that are ever-present in public health. And many times, the target audience for some leadership training includes more seasoned leaders. We wanted to target the emerging leader - the mid-level professional on the cusp of greater roles and responsibility and provide them with greater skills and abilities for that imminent advancement. Our team has designed the program to resonate with current practice needs while remaining true to leadership philosophy. We have designed an institute to support continued growth across multiple months to allow for adequate reflection and personal change rather than a high-intensity short cohort, which might be better suited for more seasoned leaders.
Leaders who employ emotionally intelligent, transparent, and adaptable methods create environments where employees feel psychologically safe and supported. Effective leadership reduces burnout through key behaviors such as emotional intelligence, effective communication, and strategic delegation. Building support mechanisms between personnel and between leaders and personnel is an efficient, low-cost strategy that is often overlooked by leaders when looking for burnout mitigation strategies. Opportunities for training and development are significant job resources leaders can leverage as a retainment strategy. This is important for emerging leaders, as it is an outlet to grow, but also a philosophy to learn and ultimately deploy across her/his own leadership strategies once in leadership roles.
Who is the ideal candidate for the next cohort of the R6-PHLI?
The ideal candidate is one who wants to engage and grow in her/his leadership potential. The R6-PHLI is designed to be discussion-based - both with a subject matter expert as well as amongst the cohort. The ideal candidate must be willing to actively engage in these discussions as well as in any pre- and post-session readings or brief assignments.
Each participant must have five years of experience in public health along with a minimum programmatic management or personnel management responsibilities. We require each employer to support the applicant to ensure proper time is provided during the week to dedicate time to leadership growth. Bottom line - the ideal candidate needs work experience and must be willing to work on her/his personal growth. You get out of this program what you put into it.
Applications for the Fall 2025 R6-PHLI cohort will open on Monday, April 28, 2025! Applications will be accepted until June 1, 2025 or until the cohort is filled.
For more information about the Region 6 Public Health Leadership Institute,
please visit our Leadership Institute page.
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