The interview discusses Dana's role as a global leader and her perspective on the role risk management and compliance can play within an organization. As she rightly mentioned, compliance is not just the responsibility of one individual or department; it is a collective effort that involves every member of the organization.

Leaders have the opportunity to connect with their employees in a powerful way. In order to build a sustainable and positive future, leaders must listen to the stories being told and how they themselves are telling stories, learn from them, and examine what makes them most effective.

You find yourself a more senior figure in your field and a mentor to others. You truly care about the role you play in helping young people find their voice in your particular field and want to be the best mentor you can possibly be. We spoke with a few leaders to lend insight into the three key elements of being an effective mentor.

Recently, a friend asked me why I would take the “risk” of starting my own business after 30 years in the healthcare industry. Finding new and better ways is not a risk. It’s a challenge that keeps things interesting. When I came to key moments throughout my career, I found that some healthy risk — stepping up to a new challenge and feeling a little discomfort — was always a good sign. Moving towards that feeling has always kept me current and committed.

We’ve all heard “curiosity killed the cat.” Maybe that is one of the reasons that curiosity is not typically the first virtue embraced by leaders today. But it should be—or at least it should be in the top three (along with two other leadership pillars I see as key—vulnerability and authenticity.)

I’m no stranger to a good story. Working in the publishing industry gives me an opportunity to hear the impact that people want to make through their writing and help bring their stories to life. The burning question on a lot of aspiring writers' minds is how to write and publish a successful book—and success looks different to everyone.

Many (not all) physician-/scientist-CEOs have a tendency to revert to their area of comfort by using highly scientific terminology and concepts in ways that derail from the purpose of the presentation: articulating the business case in a finite amount of meeting time.

Knowing how to get disparate points of view working in alignment towards a common goal is a much-needed skill in today’s increasingly global environment. But what does culture building look like post-pandemic? How do you unite your teams under shared goals when live meetings are no longer ubiquitous?