PWH® is an organization dedicated to ongoing professional leadership development in healthcare businesses. We are a member organization providing a national voice and progressive leadership for women in healthcare products manufacturing and delivery industries. Our goal is to reach all women in our industry and empower them in their personal and professional lives. We are also committed to integrated leadership development and gender equity for all individuals within the industries we serve. Vision – To create a culturally inclusive healthcare industry equally led by women.
BREAKTHROUGH
leadership journey at the 2026 PWH® Leadership Summit in West Pam Beach, FL, May 18-20, 2026!
We Show Up for Each Other
As we begin a new year together, our PWH® Executive Board had the privilege of coming together in person this past month. Our time was intentional, meaningful, and energizing. We honored our foundation, celebrated our progress, supported emerging leaders, spoke candidly about challenges, wrestled with important questions, aligned our priorities, and made decisions that will shape our future. We didn’t simply plan programs, we reinforced our culture, strengthened our trust in one another, and clarified our direction as an organization. We began our meeting with a powerful exercise: sharing our “Whys”. We spoke about our families, our faith, our passions, our aspirations, and the individual journeys that have shaped who we are as leaders. It was a reminder that leadership is deeply personal. I challenge each of you to take time to reflect on your own Why, and just as importantly, to seek to understand the Whys of those around you, both personally and professionally. When we understand what drives one another, we lead
with greater empathy, deeper trust, and the courage to lift each other higher.
This experience reaffirmed something I believe deeply: PWH® is not powerful simply because of what we offer, but because of who we are. We are a community of women who show up for one another. We encourage, mentor, and champion each other. We lead with both heart and excellence. In this issue, you will find a powerful interview with Lisa Hohman, who shares meaningful reflections from her leadership journey, including her firsthand experience witnessing the shift from competition to true collaboration among women leaders. Her story is a testament to the strength and possibility that emerges when women support women.
There is no single path to leadership. Every journey is unique. PWH® is committed to meeting you wherever you are and walking alongside you as you grow. If you haven’t visited the PWH® website recently, I encourage you to explore the many ways
to engage with our community, including mentoring circles, webinars, book club, and our new podcast debrief series. And I especially hope you will consider joining us at the 2026 PWH® Leadership Summit in West Palm Beach this May. Together, we will continue our Breakthrough journey - breaking through barriers, expanding what’s possible, and making space for what comes next.
Thank you for being part of this extraordinary community. Your presence, your voice, and your leadership matter more than you know.
With gratitude,
Ashleigh McLaughlin Chair, PWH®, 2025-2026
Ashleigh McLaughlin
Authentic and Brave
Lisa
Hohman Shares Her Journey and Leadership Insights
By Rachel Bailey, Editor, PWH Connect Journal and Vice Chair of Education & Research, Special Projects for the PWH Cultural Inclusion & Diversity Committee
In a healthcare industry defined by rapid evolution and unrelenting demands, leadership grounded in strategic clarity, adaptability, and authentic communication has never been more essential. Lisa Hohman, Chief Executive Officer of Concordance Healthcare Solutions and a valued PWH® Corporate Partner, exemplifies this balance. With more than three decades of experience in the healthcare supply chain, she consistently demonstrates how intentional leadership and purposeful communication drive organizational transformation.
Hohman’s career trajectory has established her as a respected voice on supply chain resilience, industry collaboration, and the advancement of women leaders. Her professional journey, from early roles in technology support, to Vice President of National Accounts at AmerisourceBergen (now Cencora), to Chief Strategy Officer at Seneca Medical (now Concordance), and ultimately to CEO—reflects a combination of strategic insight, adaptability, and a commitment to innovation. She has also held prominent industry leadership positions, including Chair of the Health Industry Distributors Association (HIDA) Board of Directors for 2025, Chair of HIDA’s Health Education Foundation (HEF) from 2019–2023, and Chair of the Strategic Marketplace Initiative (SMI) for 2025–2026.
For members of Professional Women in Healthcare (PWH®) navigating their own leadership paths, Hohman offers a compelling example of leading with clarity, courage, and intention.
Adaptive, Transformational Leadership
Hohman’s shift from a Fortune 100 organization to a smaller independent
distributor marked a pivotal moment in her career. After advancing rapidly at AmerisourceBergen, she accepted an executive leadership role at Seneca Medical while preparing to welcome her first child. The company’s leadership recognized her potential and offered a level of flexibility and values alignment that strongly resonated with her. She recalled their reassuring words: “What makes the difference if you take three months now or in a year? We want you.” The new environment presented a stark contrast in resources and infrastructure. What could have been a setback quickly became an opportunity: Hohman was given broad autonomy to modernize the organization’s technology, communication
systems, and operational processes. Working collaboratively with a closeknit team, she helped build foundational capabilities and strengthen a culture centered on teamwork, accountability, and customer commitment.
Authentic and Intentional Communication
Throughout her career, Hohman has been recognized for her clarity and authenticity as a communicator. She views these qualities not only as personal strengths but as attributes women leaders often bring to the workplace. Indeed, speaking with sincerity, demonstrating empathy, and embracing emotional intelligence are strategic leadership tools.
“It’s also important that we listen to understand, not to respond,” Hohman said. “I consciously step back because as somebody's telling me a problem, I've already solved for it in my head before they’re done talking. But then, we miss the opportunity to learn other things that surround the problem.”
In addition to prioritizing active listening and intentionality, Hohman advances the ethic of brevity in communication. She encourages her teams to refine their messaging and focus on clarity.
Championing Women in Leadership
Hohman is candid about how women’s experiences in the workplace have
evolved over the course of her career. Earlier in her journey, she saw environments where women viewed success as a zero-sum proposition. In contrast, she now sees, and actively promotes, a culture in which women support one another’s advancement.
“I have been so impressed with what PWH has accomplished,” Hohman said. “The leadership of PWH has done an amazing job of elevating itself and really hitting on the right things, including professional development and leadership skills.”
She underscores the responsibility leaders have to elevate women’s voices, recommend them for opportunities, and challenge outdated assumptions. Hohman is particularly attuned to situations in which well-intentioned leaders make career decisions for women, such as assuming a candidate with young children would not want a demanding role.
“We need to be highlighting women. We need to ensure women are positioned for promotions, job opportunities, and key projects. It is our responsibility to
make sure that we are elevating women for advancement.”
Her commitment to advancing women extends beyond mentorship and into structured leadership development. Hohman played an instrumental role in creating the Advancing Women Leadership program, an initiative designed to accelerate women’s career growth by pairing each participant with both an external executivelevel mentor and an internal sponsor. This dual support model reinforces skill development, visibility, roadblock removal and readiness for advancement, elements Hohman views as essential for building a strong pipeline of future women leaders.
Out of this work, Hohman learned a helpful communication practice. “If you need to give a woman feedback, and you feel like they’re going to have a hard time taking it, you sit them down and you say, ‘now put both feet on the floor. I'm going to give you some frank feedback that you need to hear. And the only reason I'm giving this to you is because I care deeply about you. I want you to advance. Here’s what I'm seeing...’”
The strategy empowers leaders to provide women with direct, constructive feedback in ways that reinforce support and growth, ensuring emerging talent has the guidance necessary to advance with confidence.
Advocacy and Industry Leadership
Drawing from her service on both the HIDA Board and the HEF Board, Hohman emphasizes the critical role HIDA plays in shaping policy, advancing education, and strengthening supply chain resilience. She has seen firsthand how HIDA builds trusted relationships with Congress, federal agencies, and public
health institutions to inspire credibility and provide guidance.
“As you saw in the pandemic, we need these relationships so that in the time of crisis, we are looked upon as the trusted advisors,” she said.
Hohman also recognizes HIDA’s commitment to serving distributors of all sizes, noting the organization’s ability to address a broad spectrum of needs with limited staff. She credits the leadership and responsiveness of the HIDA team for ensuring that members, from large enterprises to small, independent distributors, receive meaningful value and representation.
Advancing Practical Policies
Hohman takes a pragmatic approach to hybrid work, prioritizing both flexibility and connection. Concordance’s policy requires employees in the office three days per week, with Tuesday and Wednesdays designated as a universal in-office day to promote collaboration and communication.
“Hybrid work is most effective when it balances autonomy with opportunities for mentorship, especially for newer employees who benefit from on site interactions and informal learning,” Hohman said.
Hohman also shared her passion for supporting younger professionals entering the workforce, particularly those whose early careers were shaped by the remote environments of the pandemic. “They went through COVID,” Hohman said. “It's their experience. We have a different experience, but how do we help bridge that gap for them? I think that's our responsibility.”
Ultimately, she believes leaders must make decisions that best serve both
employees and the business, balancing empathy, operational effectiveness, and long-term workforce development. Through her commitment to authentic communication, strategic adaptability, and the advancement of women leaders, Lisa Hohman continues
to influence not only her organization but the broader healthcare supply chain. Her insights remind us that strong leadership requires both vision and humanity, and her example offers a valuable guide for current and emerging leaders navigating an increasingly complex industry.
Pivotal Points
Redefining My Leadership Path in Healthcare
Leadership journeys are rarely linear. Mine has been shaped by pivotal moments—some chosen, some constrained, and many that ultimately redirected me toward work aligned with both purpose and impact. As I reflect on my journey as a woman in healthcare and a member of Professional Women in Healthcare (PWH ® ), I see not detours but defining chapters that have strengthened my leadership voice.
Choosing a Different Path After Medical School
Graduating from medical school was a profound milestone—one marked by pride, discipline, and the belief that I would follow a traditional clinical path. Yet despite my strong interest in psychology and neurology, I did not pursue residency. Cultural
expectations and parental influence played a significant role in that decision.
At the time, it felt like closure. In hindsight, it became my first major leadership inflection point: learning to navigate external expectations while staying connected to my internal purpose. Although the clinical pathway shifted, my commitment to mental health, education, and service did not.
Turning Passion Into Purpose Through Education and Entrepreneurship
Rather than stepping away from these interests, I found a new way to serve. With a deep desire to mentor and support children—particularly those navigating mental health challenges—and a genuine love for structured, standardized, and academic mathematics, I founded a tutoring business.
By Nisha Savanhu, Member of the PWH® Cultural Inclusion & Diversity Committee and Product Manager at Graham-Field
Nisha Savanhu and Graham-Field Team at Summit.
What began as a response to unmet needs evolved into a 12 year entrepreneurial journey. I worked with students across a wide spectrum—supporting learners at all levels of math, from foundational concepts through advanced coursework including calculus, and across varying educational needs, learning styles, and academic confidence levels.
Importantly, this work continues today. While no longer my full time role, I still tutor and support students as needed, remaining deeply connected to education and mentorship.
This continuity reflects a core leadership value for me: service does not expire when roles change.
Through this experience, I learned to:
> Personalize solutions for diverse learning styles
> Build trust with students and families
> Lead without authority, titles, or formal systems
> Balance empathy with accountability
These skills became foundational leadership competencies I now rely on in healthcare.
Formalizing Leadership With an MBA in Healthcare Administration
As my understanding expanded, I became increasingly drawn to how healthcare systems function at scale— how policies, products, and operations influence outcomes beyond the individual level. This led me to pursue an MBA in Healthcare Administration and Management.
The program provided strategic tools and frameworks that allowed me to bridge my clinical foundation, educational experience, and growing business
acumen. It also clarified where I could make the most impact: at the intersection of healthcare delivery, operational strategy, and innovation.
Stepping Into Corporate Healthcare Leadership
Following my MBA, I joined the sales organization at Graham Field, entering the corporate healthcare environment where market needs, solutions, and relationships align to support providers and patients. This role deepened my understanding of how product decisions directly shape care environments.
Over time, my curiosity and cross functional mindset led to my current role as a Product Manager. In this position, I synthesize clinical insight, customer feedback, and business strategy to help develop meaningful, user centered solutions—drawing on every chapter of my journey.
In 2025, I expanded my leadership by joining the CID Committee and leading a mentor circle—shifting from learner to leader, and paying forward what was given to me.
Leading Through Thought Leadership and Education
Today, I continue to lead through knowledge sharing and education. I actively contribute to the creation and refinement of blogs, papers, and educational materials for Graham Field, PWH®, and HIDA AMS.
Writing and editing have become powerful tools for influence—allowing me to mentor at scale, translate complex ideas, and support professional growth across the healthcare ecosystem.
Looking Ahead With Purpose
Every pivot in my journey—medical training, entrepreneurship, academic
This role deepened my understanding of how product decisions directly shape care environments.
Growing Through Community and Mentorship With PWH®
Professional Women in Healthcare has been instrumental in my leadership development. I joined PWH® several years ago seeking connection and professional growth—and found mentorship, sponsorship, and a community grounded in shared purpose.
In 2024, I participated in the PWH ® Mentoring Program and a mentoring circle, experiences that deepened my self awareness and reinforced the importance of collective learning.
leadership, business strategy, product management, and mentorship—has shaped how I show up as a leader today. I no longer view change as disruption, but as refinement.
To my fellow PWH® members, especially those navigating uncertainty or transition: your experiences are not fragmented— they are formative. Leadership is built in the pivots, strengthened by service, and sustained through community.
At PWH®, we don’t just advance careers—we cultivate leaders who lead with intention, adaptability, and heart.
Take the Chance!
Advice from an Extroverted Introvert
My journey of personal and professional growth serves as an example that it is never too late (or too early) to try something new. I consider myself an “extroverted introvert,” and have evolved into a more confident and engaging speaker thanks to my experience and the opportunities I took advantage of through PWH® events, mentoring, and direct support from my colleagues.
I joined PWH® in 2021 as a way for me to branch out of my comfort zone and try networking outside of my organization. I slowly took the opportunity to join the online webinars, coffee chats, and cocktail hours, but still felt like something was “missing” on the path to connection. I’d have a great few conversations and then never hear back from those other attendees again. I signed up for the PWH® mentoring program that year and simultaneously got accepted into the Premier
mentorship pairing track as well, effectively going from 0 to 2 mentors in a short time! Both mentors offered incredibly valuable insight. As my PWH® mentor, Cris Pellegrino encouraged me to follow my passions, not be afraid to ask for what I want, and just go out there and TRY. Our mentorship journey was featured in the Fall 2022 edition of the PWH® Connect Journal. I highlighted that he helped open the door to learning more about myself—and others—and encouraged me to try new experiences that I might have avoided without his guidance.
That spark led me to applying for a scholarship to (and then winning and attending) the 2022 PWH® Leadership Summit in Denver, Colorado. There, he personally introduced me to Enid Oquendo, then the Chair of the PWH® Cultural Inclusion & Diversity (CID) Committee. She recognized our shared passion for
By Ashlee Rose Gerrie, Vice Chair of Technology and Communication on
the PWH® Cultural Inclusion and Diversity Committee, and
and
Manager, Marketing
Communications at Premier Inc.
Premier Team at the PWH Leadership Summit.
creating an environment where everyone feels valued and respected, and I told her I wanted to join her committee as a member. To my surprise—and Cris’—she insisted that I apply instead to be one of her VC’s on the spot! She saw great potential in myself that I had doubts and insecurities about. But she said that I was not alone, and that was exactly what PWH® was for, to help empower women and lift each other up!
Fast forward to two years later, I became a speaker at an educational session at the 2024 PWH ® Leadership Summit in Louisville, Kentucky and joined in my first PWH ® Board photo! I co-led a session with Sabrina Smith,
She saw great potential in myself that I had doubts and insecurities about. But she said that I was not alone, and that was exactly what PWH® was for, to help empower women and lift each other up!
our Vice Chair of the CID Committee, and Joe Machicote, Chief Culture Officer at Premier. Half of our attendees at that session soon joined our CID committee as members, and most are still with us today!
Lastly, now in 2026, I am SO PROUD to celebrate how far I’ve come, from apprehensively hosting informal coffee chats, to hosting our latest hour-long live
webinar in November: “Keys to Influential Leadership: Intentional Voices that Create Lasting Impact,” and happy to announce that I just volunteered to emcee at an HR event at Premier this month!
Here’s my key takeaway: TAKE THE CHANCE! Say “hello” and volunteer for something that scares you a little bit, because you never know where that journey will take you.
PWH® Leadership
ShaJuan White and Erik Graaf
Share Authenticity and Ownership in Results-Driven Mentorship
Mentee’s Perspective
ShaJuan M. White Director, Performance Groups Implementation, Premier Inc.
What is your background?
My background is in healthcare supply chain and performance-driven programs built on a foundation of pharmacy chargebacks, membership operations, and large-scale hospital services and implementations. I began my career in highly operational roles, where I developed strong analytical and process discipline that progressed into positions focused on translating strategy into execution. Today, I focus on aligning data, people, and programs to drive measurable value that supports bottom line impact.
Why were you seeking a mentor?
I wanted to polish how I position solutions, so they are clear and actionable for the everyday contributors, supply chain decision makers, and the c-suite. My goal was to move conversations beyond checking the box approach and toward tactical discussions that create shared success and measurable impacts.
What have you learned from your mentor?
This mentorship is about evolving from simply delivering results to influencing how those results are understood, valued, and implemented. I’ve learned that simplicity is just as powerful as overexplaining in my case. Through my mentorship with Erik, I’ve become more intentional about my delivery and adding detail only when needed, depending on the audience and structure.
Why has the relationship been successful?
Erik’s openness and honesty. He listens first and then provides direct, thoughtful feedback without sugar coating, creating an environment where real growth can occur. Our conversations are focused on real scenarios, allowing me to immediately process and apply. The relationship has been successful because it is built on trust and authenticity. Erik doesn’t try to change who I am. He helps refine how I show up, strengthening my confidence and effectiveness from day to day.
What is your take on the value of mentorship?
Mentorship isn’t about getting advice. It’s about self-awareness and understanding what you do well, where you need growth, your perception, and what you’re capable of! Throughout my life, I’ve learned from mentors at every level, some formal and others through observing behaviors and leadership styles that shaped how I wanted to and did not want to show up in my career.
Mentor’s Perspective
Erik Graaf
Vice President, OPM Field Sales, B. Braun Medical
What is your background, current company affiliation and position?
I am the Vice President of Field Sales for B. Braun’s non-acute division. I have spent 29 years with B. Braun, beginning my career immediately after college in the training department. Over the course of my tenure, I have held nine different roles across the sales and marketing organizations, which has provided me with a broad perspective on the business, our customers, and the development of people at every stage of their careers.
What inspires you to mentor?
I grew up in a blue-collar family where my parents instilled in me the importance of hard work, humility, and helping others.
ShaJuan M. White
Our mentoring relationship has been successful largely because of ShaJuan’s openness about her goals and her commitment to acting on the topics we discuss.
As a first-generation college graduate, I relied on guidance beyond my family to learn how to navigate the business world. I was fortunate to have managers and colleagues who took a genuine interest in my development and invested time in my growth. Their mentorship, combined with the work ethic instilled in me early on, played a critical role in my career progression. Without their guidance and support, I would not be where I am today. This experience is what drives my desire to serve as a mentor and to help others find their path with confidence and clarity.
What have you learned from your mentee?
I have truly enjoyed working with ShaJuan. Through our mentoring relationship, she has reinforced the importance of tailoring a coaching approach to align with the individual goals of the mentee rather than relying on a one-size-fits-all model. Working with her has sharpened my listening skills and encouraged me to pause, reflect, and ensure that the guidance I provide is thoughtful, relevant, and aligned with her objectives. What I have gained most from being a mentor is the fulfillment that comes from seeing ShaJuan apply the action items we discuss and grow in confidence and effectiveness. Hearing her share progress, lessons learned, and successes is incredibly rewarding. I genuinely appreciate the opportunity to mentor her
and look forward to our conversations— not only to provide guidance, but also to learn from her experiences along the way.
Why has the relationship been successful?
Our mentoring relationship has been successful largely because of ShaJuan’s openness about her goals and her commitment to acting on the topics we discuss. While our conversations cover a range of subjects, we are intentional about prioritizing only a few focus areas at a time. This approach helps maintain clarity and momentum, rather than creating an extensive list of action items that could become overwhelming or dilute progress.
Another key factor in our success is that ShaJuan actively guides the focus of our discussions by sharing where she believes it is most important to concentrate. This shared ownership and alignment have allowed our work together to remain purposeful, practical, and results driven.
What is your take on the value of mentorship?
The value of mentorship—whether formal or informal—cannot be overstated. Achieving success, both professionally and personally, is significantly more challenging without the guidance, perspective, and support of others. Mentorship provides a trusted sounding board, helps individuals navigate unfamiliar situations, and often accelerates growth by offering insights that might otherwise take years to acquire. Mentors outside one’s immediate circle can be especially valuable, as they offer a more objective and unbiased perspective. My advice to professionals at any stage of their career is to actively seek out mentors. Over the course of a career, you will likely have many mentors, each providing unique insights as your goals, responsibilities, and circumstances evolve.
Erik Graaf
The 2026 PWH® Leadership Summit is headed to West Palm Beach, Florida!
Monday, May 18 - Wednesday, May 20, 2026
Invest in Leadership. Strengthen Your Team. Accelerate Results.
The Professional Women in Healthcare® (PWH) Leadership Summit is the only event in the industry dedicated to inclusive leadership development—open to women and men of all career levels. By sending a team member, you’re not just supporting professional growth—you’re investing in stronger leadership, higher engagement, and measurable team performance gains that directly benefit your organization.
Actionable Leadership Development
• Proven frameworks from TED-style talks, keynotes, and workshops led by healthcare’s top executives.
• Topics include empathy, resilience, communication, and multi generational leadership.
• All sessions include on-demand access, presentations, and toolkits designed for immediate implementation.
Scalable Learning & On-Demand Resources
• Every session provides tangible takeaways and materials—including:
• Step-by-step guides for recreating workshops internally to build other leaders.
• Printable worksheets and templates for post-event use across teams.
• Access to on-demand leadership resources for continued development long after the summit.
• This structure extends your investment beyond one attendee, amplifying impact across the organization.
Strategic Relationship Building
• High-impact networking with supply chain leaders, manufacturers, distributors, and innovators.
• Builds pipelines for future partnerships, vendor collaborations, and competitive market insights.
Immediate Knowledge Transfer
• Key takeaways and best practices are provided to attendees in a post-summit debrief.
• Topics include AI in healthcare, team building, and communication to drive organization-wide impact.
Stronger Teams & Elevated Culture
• Attendees will learn how to systematically build high-performing, empowered teams and strengthen executive presence.
• Gain exposure to cutting-edge leadership trends and solutions from respected industry partners.
Join Us To Be Inspired, Empowered, and Equipped To Create Your Own Breakthrough Open to Women & Men From All Career Levels – Aspiring Leaders to C-Suite Executives. Gain actionable takeaways through our PWH Leadership Insights (TED-style talks), empowering keynote speakers, engaging panel discussions, workshops & breakout sessions that cover a host of topics around pressing leadership issues.
PWH® 2026 Summit Leadership Panel
Thank you to our 2026 Leadership Summit Sponsors
Additional sponsorships still available! Contact Michelle Rydberg at mrydberg@mypwh.org to learn more.
Register today to attend the industry’s only conference completely dedicated to inclusive leadership development.
Registration deadline: May 4, 2026
Julie Berry SVP, Conferences & Education HIDA
Michelle Clouse Executive Director Excelerate Cleveland Clinic
Leadership conversations typically center on strategy, technical expertise, and operational excellence. Those skills still matter. However, insights from my doctoral research, Soft Skills Development of Leaders Supporting the Health Care Supply Chain in the United States, uncovered something leaders across industries are now experiencing firsthand. The real differentiators in today’s work environment are soft skills. That is, soft skills are not merely “nice to have.” They are the core of modern leadership. Soft skills shape how leaders communicate, adapt, make decisions, and engage others. They influence how work gets done rather than what gets done. In a world defined by rapid change, shifting expectations, and constant disruption, these competencies have moved from peripheral to essential.
By Khaki Weber, DBA, Past Chair of PWH® Mentoring Committee and Partner at Weber and Associates Consulting
What Soft Skills Really Are
Soft skills, often referred to as “people skills,” are the interpersonal, behavioral, and cognitive abilities that help individuals work effectively with others and navigate complex environments. They include communication, emotional intelligence, adaptability, critical thinking, self awareness, collaboration, and ethical judgment.
Results from extensive interviews with leaders employed by PWH® Corporate Partner organizations suggest that unlike technical skills, soft skills develop gradually through experience, reflection, feedback, and practice. They are context dependent and often become most visible during moments of uncertainty or pressure.
One Size Does Not Fit All
A central finding was that leaders do not follow a universal model for developing soft skills. Growth, instead, is highly individualized and shaped by personality, experiences, learning preferences, and the challenges leaders face daily.
Many leaders shared that they strengthen these abilities informally through mentoring, reflection, feedback, stretch assignments, and real world problem solving. In many cases, they are building leadership capability without labeling it as leadership development.
Disruption Makes
Soft Skills Essential
Periods of uncertainty and rapid change reveal just how critical soft skills are. Remote and hybrid work models, workforce instability, and fast moving environments place greater demands on communication, empathy, trust building, and adaptability.
These moments also expose gaps in leadership capability. Leaders often recognize the need for new approaches
only when circumstances push them to rely more heavily on interpersonal skills and emotional awareness.
Enabling People Without Controlling Outcomes
The project participants revealed that modern leadership is increasingly employee focused. The most meaningful leverage leaders have is not found solely in technical or operational expertise, but in their ability to engage, connect with, and develop others.
Soft skills now form the foundation of leadership effectiveness. They directly influence trust, engagement, decision making, and performance. How a leader listens, communicates, and responds matters as much as the decisions themselves. That is what it takes to lead teams through uncertainty with clarity and purpose.
Leadership Development Is Ongoing
Leadership is not a destination. It is a continual process of learning, reflection, and adaptation. The leaders who grow most effectively are those who remain open to feedback, embrace new challenges, and view development as a responsibility rather than an end goal.
The Bottom Line
My study findings reinforced that leadership effectiveness is experienced through behavior, not intent. Leaders who intentionally invest in their own soft skills create environments where people feel valued, aligned, and motivated to contribute. This investment strengthens engagement, productivity, and organizational resilience.
In a world where change is constant, soft skills are not optional enhancements, but are the core of sustainable, effective leadership.
Soft Skills that Convey Leadership*
Communication skills
> Active listening
> Communication/ing
> Feedback
> Clarity
> Self-awareness
> Persuasion
> Adaptability (able to communicate with different personalities)
> Direction
Interpersonal skills
> Empathy
> Trust
> Authenticity
> Knowledge of personal and professional challenges and values of team members
> Respect of different world views
> Assertiveness
> Integrity
> Understanding of employee needs
> Compassion/passion
> Transparency
Leadership skills
> Leadership skills
> Organizational principles/values/ strategy
> Team Development
> Learning mindset/lifelong learning
> Connectedness
> Desire to be a student of people
> Ability to train and coach
> Coach mindset
> Accountability
Conceptual skills
> Problem-solving
> Decision making
> Dissemination of company initiatives to direct reports
> Critical thinking
> Curiosity
> Open-mindedness
> Consensus
> Resilience
*These lists of soft skills pull from data collected and analyzed in Soft Skills Development for Leaders Supporting the Health Care Supply Chain Industry in the United States by Dr. Khaki Weber. See Table 11, page 182.
Khaki won the 2024 PWH Jana Quinn Award.
Read. Connect. Lead.
The PWH® Book Club is an exclusive PWH® Member Benefit and a free, interactive way for members to grow, connect, and lead through the power of shared learning. Last time we met, we discussed Reaching Your Next Summit!: Nine Vertical Lessons for Leading, by Manley Feinberg II.
PWH® members rave about the PWH® Book Club…
“Organized, good visuals, fostered great conversations, insights and connections with a group of women that don’t know one another.”
“Outstanding experience… loved that (my group) wanted participation whether you'd finished the book or not. I'm a rule follower & normally would not participate
if I had not finished but they made it so clear that it didn't matter. I got so much out of it.”
“Leaders went out of their way to offer thoughtful questions and give time to contribute but no pressure.”
Join us this summer as we discuss…
The One Thing: The Surprisingly Simple Truth Behind Extraordinary Results, by Gary Keller
> Group A meets Tuesdays, June 2 and June 16
> Group B meet Fridays, June 12 and June 26
For more info, visit: www.mypwh.org/book-club
“Everyone had opportunity to speak and share useful insights.”
“The sessions felt engaging because everyone had the opportunity to participate, and there was open and respectful discussion. The facilitator encouraged sharing, which made the environment feel inclusive and dynamic.”
Gain practical yet strategic AI skills to apply immediately with expert coach in 4 synchronous online sessions.
Course Objectives
Gain hands-on experience with multiple AI tools
Understand unique value of different AI tools
Evaluate outputs critically
Go from passive consumer to active AI creator
Who should attend?
Turn intimidation into AI empowerment
Connect with others facing similar challenges
Share knowledge
4 Sessions at a low price
Industry members leading a team, a project, a process, or simply wanting to enhance their productivity — at any career stage.
ABOUT THE FACILITATOR
Amie Rafter, Hbird Consulting
Amie Rafter is a business strategist and leadership coach with a deep commitment to helping professionals, especially women, thrive in an AI-influenced world. With over 20 years in tech, medical devices, and nonprofits, plus an MBA and coaching certifications, Amie blends strategic insight with personal development. She began studying AI in 2021 through the lens of algorithmic impact, later joining AI ethics initiatives and the Beneficial AGI Summit advisory board. Today, through her brand Unbound and in partnership with Immersa™ AI, she leads courses that equip professionals with the skills to integrate AI into their careers and organizations. Her mission is to scale enriched leadership by blending empathy, energy, and innovation to remove outdated barriers to success.
PWH ® EXECUTIVE BOARD, 2026
ASHLEIGH MCLAUGHLIN
PWH® Chair
IMCO, Inc.
Chief Financial Officer
ALLISON THERWHANGER
PWH® Past Chair and Treasurer
Innovia Medical
Vice President, Innovia Corporate Sales
NATALIE MARTIN
PWH® Chair Elect
NDC, Inc.
Senior Director, Supplier Management
LAURA RELINE
Secretary
NDC, Inc.
Vice President, Supplier Management
ASHLEY MILLER
Leadership Summit Committee Chair
Medline
Channel Distribution Manager
ERYN VERONESI
Marketing Committee Chair
NDC, Inc.
Business Development Manager, Marketing Sales & Service
MISSY SIMONS
Membership Committee Chair
Midmark
Corporate Account Executive
SHELLENE BAINES
Mentoring Committee Chair
McKesson
Director Business Process
JENNIFER O’REILLY
Corporate Partners Committee Chair
B. Braun Medical
Vice President, National Accounts
SABRINA SMITH
Cultural Inclusion & Diversity Committee Chair
ECRI
Associate Director, Downstream Marketing
JESSICA LUCIO
Professional Development Committee Chair
Vizient
Sr. Director, Business Learning
VICKY LYLE
Strategic Oversight Committee Chair
Coach Lyle, LLC
Founder and Coach
MEGAN QUEVEDO
Technology Committee Chair
Syneos Health
Manager, Commercial Quality Excellence
CATHY DENNING
PWH® Board Advisor
Vizient
STRATEGIC OVERSIGHT COMMITTEE
Suzanne Lord, Strategic Oversight Chair
PWH ® ADVISORY BOARD, 2026
Senior Vice President, Sourcing Operations
JULEE PREFER
Sue Hulsmeyer, Vice Chair Organizational Leadership Development
Product Data Exchange Solves Hidden Bottleneck in Medical Supply Chain
Healthcare distribution is powered by online information. Manufacturers market products online, distributors process orders digitally, and customers increasingly shop, compare, and buy medical products through websites and digital portals. As digital commerce continues to grow, success depends on more than just strong platforms. It hinges on having accurate, reliable product data behind the scenes.
For years, that’s been a challenge. Manufacturers and distributors have operated without a shared, unified way to exchange product information. The result? Manufacturers repeatedly reformat the same data for multiple partners, while distributors often receive information that’s incomplete or outdated. That slows onboarding, weakens e - commerce performance, and creates unnecessary friction at a time when speed and accuracy matter more than ever.
Recognizing this gap, our Healthcare Industry Distributor Association (HIDA) stepped in to move the industry forward. In February 2026, HIDA launched a pilot program with 33 companies to test a new Product Data Exchange (PDX).
The goal of the PDX is straightforward but powerful: to standardize and centralize how product data is shared between manufacturers and distributors. This includes everything from product descriptions and marketing messages to images and other critical attributes—exactly the information needed to support effective digital commerce.
The benefits extend across the entire supply chain. Manufacturers spend less time on repetitive manual tasks and gain more consistency in how their products are represented. Distributors see faster onboarding, cleaner and more complete data, and greater confidence in the information powering their e-commerce channels. Ultimately, these improvements translate into a better experience for frontline healthcare providers and others purchasing medical products.
With the PDX, HIDA is helping set a new standard for how the medical supply chain manages product information. Most importantly, it’s a direct response to what our members told us they need: a unified, reliable, and scalable solution that supports long-term growth and resilience.
By Kelley Taft, Senior Vice President for Membership, Health Industry Distributors Association (HIDA)
Wellness Pearl: In Defense of Imposter Syndrome
By Eileen T. O’Grady PhD, RN, NP Certified Nurse Practitioner and Coach, www.eileenogrady.net
“Doubt is not a pleasant condition, but certainty is absurd.” — Voltaire
I remember walking through hospital doors on my first day as an RN, convinced my incompetence would literally kill people. I felt like an imposter because I was one. I didn’t know what I didn’t know—and this certainly would have made me dangerous. That doubt kept me hypervigilant, asking questions, relying on others’ expertise, and triple-checking everything. It wasn’t pathology. I was seeking clarity.
The truth is, when you’re new at something, you ought to feel like a novice, an amateur. You haven’t embodied the knowledge yet. Your skills are theoretical, not instinctive. That discomfort is your nervous system accurately registering reality. That moment of doubt—that flutter of “am I qualified for this?”—is often the most honest insight.
Imposter syndrome isn’t the enemy of growth—delusional confidence is. At least imposters know they need to learn something. The truly dangerous people are those who confuse inexperience with expertise and charge forward with unearned conviction. Doubt is the tax we pay for self-awareness. Pay it gladly. Remember to take gentle care of yourself—health grows there.
