Dreamers, Doers, and Disruptors: Olivia Strother

Olivia Strother earned her undergraduate degree from the University of Michigan before completing a Master of Public Health in Health Policy and Management at Emory's Rollins School of Public Health in 2016. 

Driven by an interest in hospital administration, she spent seven years working at UCSF Health, gaining extensive experience in operations and strategy. Currently, she serves as the director of pulmonary and thoracic service lines at HCA Healthcare. 

Strother is deeply committed to addressing systemic challenges in health care and collaborating with clinicians to ensure the delivery of high-quality patient care. In this interview, she shares her perspectives on leadership, decision making, and work-life balance.

How do you approach decision making, especially when faced with tough choices or ambiguity?  

A key element of my decision-making process is always asking what is best for the patient. When the patient serves as the north star, gaining alignment and support around critical decisions is easier. However, it's important to remember that sometimes the hardest thing and the right thing are the same.

What are some healthy habits or routines that have contributed to your success and well-being?  

In many health care administration roles, managing email inboxes can often feel overwhelming. A few years ago, I made the decision to turn off email notifications on my phone for both personal and work emails. Instead, I now have to open the app to check for new messages. 

While this approach may not work for everyone, I've found that this small change has helped me disconnect during nights and weekends. By not constantly seeing new emails pop up on my phone, I’m able to avoid the impulse to address them immediately and create more balance in my time away from work.

How has your perspective on leadership evolved over time, and what qualities do you think are essential for a good leader?  

Over the years, I’ve participated in numerous courses, read several books, and listened to various presentations on leadership topics. One concept that has particularly resonated with me is “humble inquiry,” introduced by Edgar H. Schein, a renowned organizational psychologist. 

Humble inquiry involves asking open-ended, thoughtful, and non-judgmental questions‚ such as “What are your thoughts on this?” or “Can you tell me more about that?” I’ve found that my perspective broadens when I create space for others to share their insights. 

For me, being a humble leader is essential, and I view every opportunity as a chance to learn and grow.