For the latest Yale Child Study Center (YCSC) “On Leadership” blog post and newsletter column, Daryn David, PhD, interviewed Beth Heinz, MHA, MSW, who recently stepped into the role of senior vice president for women’s and children’s services at Yale New Haven Hospital (YNHH), seeking her perspective on leadership within healthcare systems. Appointed in September 2024, Heinz leads operations, oversees clinical care, and sets strategy for all YNHH inpatient and outpatient sites devoted to women’s and children’s health.
Daryn David (DD): Thank you very much for agreeing to discuss your perspectives on leadership and coaching with us! It is an honor to showcase your work. Could you please tell our readers a bit about your career trajectory, from social work to leadership positions in healthcare?
Beth Heinz (BH): I started my healthcare journey as a nursing assistant at the age of 16. Shortly after, I realized I had a passion for caring for patients and the operations of healthcare. After completing my MSW at The University of Michigan, I worked as a clinical social worker in many specialties but really enjoyed the Emergency Center. I appreciated the fast pace, quick decision making, and teamwork.
With my CliftonStrengths of achievement, learner, and arranger, I was asked to take on leadership roles early in my career. I had support to both further my formal education in addition to participating in coaching and mentoring. I enjoyed learning new technical areas and taking on challenges all while supporting a team.
I have worked in many different areas of healthcare from starting a palliative care team, to building a new facility, supporting quality and patient safety, and turning around patient experience. I’ve also held such positions as Chief Quality Office and Chief Operating Officer in various organizations. I have enjoyed my healthcare career where no two days are the same and it really does not feel like “work”!
DD: Your new position positions you to impact maternal and child health across the YNHH healthcare system. What about this area of work interests you the most?
BH: I am interested in maternal and children’s health because of the rapidly advancing science including gene therapy, fetal surgery, and personalized chemotherapy, all of which can have significant impact across the life of the mother and child. Yale New Haven Health is perfectly positioned as the ideal place to advance the science and translate to care, impacting not only our community but worldwide. I am excited to be here at this time!
DD: I know from our prior conversation that you are deeply invested in the leadership development of clinicians and faculty. Why do you think that leadership development training matters, even at the earliest career stages?
BH: We are not naturally born as well-rounded effective leaders but most of us have natural leadership abilities. As we learn, grow and practice leadership, just like other skills, we can mature in our abilities to be more effective.
Early in my career I had the opportunity to attend a leadership session which helped me understand how my own mindset impacted my leadership approach. Specifically, I still recall three significant phrases that I repeat often to this day: 1) assume good intent 2) be present and 3) stay curious.
DD: And how might mentorship and coaching play into this process of leadership development?
BH: Personally, I have benefited from both coaching and mentoring from wise professionals at many different stages of my career. I have learned through my successes and even more through my failures, and I appreciate the ability to learn from others before taking action.
For example, I have leveraged time outs to think through approaches, strategies and even language usage with more experienced leaders and/or neutral coaches prior to engaging or leading a team. I have invited feedback, both positive and constructive. These lifelong practices have allowed me to develop as a leader with more confidence and improved outcomes. One of the great parts of being human is our ability to grow and change.
DD: What do you see as the single biggest challenge facing members of our academic medical/healthcare community at present?
BH: A central challenge in healthcare involves remaining present while ensuring that we lead and care for our patients and teams with both our heads and our hearts. Since we are all unique individuals with different perspectives, we need to approach each other with empathy and open listening.
A key to advancing academic medicine and caring for our communities is to know and care for ourselves so we can bring our best self to our work- a task that is not always easy!
This is where coaching can help. A culture of coaching creates an environment of self-awareness, support for development and improved outcomes. Coaching improves our teams and culture by enhancing communication, building trust, and promoting growth.
The “On Leadership” blog was launched in 2022 to address the importance of connection, collaboration, and embodying a service leadership mindset in professional and personal contexts. YCSC Assistant Professor Daryn H. David, PhD directs the column and serves as director for leadership development and coaching initiatives in the Yale School of Medicine (YSM) Offices of Academic and Professional Development and Diversity, Equity, & Inclusion.