Why global health needs collective leadership | Heather Anderson and David Kamau
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Lasting impact happens inside people and adaptation is the critical skill.
“That trusted network of peers is what keeps leaders standing when the work feels overwhelming.”
In this episode of Messy with Daniel Atlin, I have a conversation with Heather Anderson (CEO) and David Kamau (Chief Program Officer) from Global Health Corps to explore what leadership really looks like when the stakes are high, the data is incomplete, and the path forward isn’t clear.
GHC was built on a core belief that systems don’t have agency, people do. It is focused on building capacity in health systems through fostering leadership competencies and skills in early and mid-career leaders in Africa and the U.S.
David and Heather they unpack how GHC built a “movement” of emerging health leaders across Africa and the U.S. and they do that through tapping into lived and shared experiences, building coaching muscles and a peer community, and harnessing the power of public narrative. They talk candidly about adaptability in crisis, navigating equity and power and preventing burnout in under-resourced systems.
Key themes of this conversation are:
- Leadership is a practice, not a position
- Adaptability is the signature leadership trait
- Networks prevent burnout and isolation accelerates It
- Leadership development is a long game where impact doesn’t always show up immediately or cleanly
- Careers are non-linear and purpose is the best anchor
- Collective leadership is greater than singular heroic leadership
We also talk about the relevance of Marshall Ganz’s work on public narrative and its importance to fostering movements and change.
The work David and Heather do, and the impact of Global Health Corps is impressive.
If you’ve ever wondered how leaders in a global non-profit keep going in the mess, this conversation is your blueprint.
And if you want to support an amazing organisation follow and support GHC.
“That trusted network of peers is what keeps leaders standing when the work feels overwhelming.”
In this episode of Messy with Daniel Atlin, I have a conversation with Heather Anderson (CEO) and David Kamau (Chief Program Officer) from Global Health Corps to explore what leadership really looks like when the stakes are high, the data is incomplete, and the path forward isn’t clear.
GHC was built on a core belief that systems don’t have agency, people do. It is focused on building capacity in health systems through fostering leadership competencies and skills in early and mid-career leaders in Africa and the U.S.
David and Heather they unpack how GHC built a “movement” of emerging health leaders across Africa and the U.S. and they do that through tapping into lived and shared experiences, building coaching muscles and a peer community, and harnessing the power of public narrative. They talk candidly about adaptability in crisis, navigating equity and power and preventing burnout in under-resourced systems.
Key themes of this conversation are:
- Leadership is a practice, not a position
- Adaptability is the signature leadership trait
- Networks prevent burnout and isolation accelerates It
- Leadership development is a long game where impact doesn’t always show up immediately or cleanly
- Careers are non-linear and purpose is the best anchor
- Collective leadership is greater than singular heroic leadership
We also talk about the relevance of Marshall Ganz’s work on public narrative and its importance to fostering movements and change.
The work David and Heather do, and the impact of Global Health Corps is impressive.
If you’ve ever wondered how leaders in a global non-profit keep going in the mess, this conversation is your blueprint.
And if you want to support an amazing organisation follow and support GHC.
Chapters
- 00:00 Introduction to Messy and Global Health Corps Leadership
- 02:00 Heather Anderson's origin story and path to GHC
- 05:13 David Kamau's Youth Development journey and GHC Role
- 08:03 Marshal Ganz's Public Narrative Framework and GHC's Mission
- 11:22 GHC Fellowship Program structure and approach
- 14:58 Leadership in fragile health systems and crisis response
- 18:33 Signature leadership traits and alumni success stories
- 24:08 Equity, decolonisation, and power dynamics in leadership
- 26:32 Measuring leadership development impact and ROI
- 32:32 Future leadership needs work and collaboration
- 34:50 Organisational resilience and future strategy
- 39:11 Personal motivations and advice for emerging leaders
- 45:07 Connecting with GHC and closing thoughts
