This year’s International Women’s Day theme, “Give to Gain,” reflects the kind of leadership Lesley Heighway and Dr. Lynn Mikula practice at PRHC Foundation and PRHC, respectively.
For both women, effective leadership is rooted in purpose, courage, and the understanding that intentional collaboration and aligned values strengthen not just their teams and future leaders, but patient care in our region.
In a candid conversation, they reflect on navigating uncertainty, the role of mentorship, and what it truly means to step forward bravely.
Watch a clip from their conversation:
From navigating imposter syndrome to building the partnership between PRHC and the PRHC Foundation, their full conversation explores how “Give to Gain” relates to leadership of a hospital and hospital foundation…
This year’s theme for International Women’s Day is “Give to Gain.” When you hear that, what comes up for each of you?
Lesley: As I reflect back on my career, it’s been fairly purposeful in that I’ve spent a lot of it working in the health and wellness space – early on in the pharmaceutical end of the dental industry, and then at a resort focused on wellness. At the dental company that I was leading, one of the initiatives was raising funds for a dental clinic in Cambodia. This effort really touched my heart. And it was at that point that I purposely sought out something in the not-for-profit sector where I could see the impact of my work and of the organization’s work that would touch a very broad base of the community. Healthcare was a natural fit for me. So that was how I ended up doing the work that I do now at the PRHC Foundation.
Lynn: It really is about maximizing the impact that you can have in your role. And I know that you feel the same way. I feel very fortunate to have found a spot where I can do that. I was not as purposeful as you. I did not intend to become a hospital CEO. I trained very hard to become a surgeon and had a thriving surgical practice that I was really proud of and enjoying. But I was also starting to do administrative work in the hospital as it came along. And there was a moment when I realized that I could actually do a lot of good by making sure that the hospital, the organization, and the system are supporting the people who actually deliver the care in the best way possible. And that’s what motivated me to take the plunge into this job. I’ve found great reward by focusing on how to best support the people who are delivering the care and making sure that the hospital is there for patients when they need us.
You’ve both mentioned the importance of community and advancing healthcare as a whole. In that context, can you speak to why building up other women matters to you?
Lynn: Surgery is not a traditionally female discipline, and I was really fortunate when I was learning to be a surgeon, when I was going through training, to have had some incredible women role models, and also male role models who really believed in women becoming awesome surgeons. And so I was very lucky. I didn’t encounter a lot of sexism or gender-based bias through my training. And I thought that it was that way for everybody until I realized, oh no, I had a charmed experience.
Then as I became a more senior leader, I started to learn from trainees about the barriers that they were encountering. And I realized that I needed to give back. I needed to do what was done for me, which is make those barriers go away, make it seem as though they were almost not there so that other women could thrive and reach their full potential. Because then we all do better. It’s better for absolutely everybody.
Lesley: Similar to you, Lynn, I had an amazing mentor at the young age of 26. This person introduced me to Ken Blanchard and Lance Secretan, leaders who were so well known in their field for servant leadership. And that was the model that my then mentor and boss really emulated. I’ve been fortunate to continue on my leadership studies – I’m 100% a lifelong student of leadership.
In the not-for-profit sector, 80% of employees are women. Yet, we still have a salary gap – an 18% salary gap. I participate in a few different mentorship programs where I have a couple of formal mentees. Like you, I believe we all do better when women can achieve their full potential. They can see career growth. They can see other women moving into leadership roles. And I really feel that it’s on us to create these opportunities.
Lynn: I’ve spoken to a lot of women who would really like to be in a leadership role and believe they have the capability and yet hold themselves back because they think they don’t quite have it all right yet. They don’t have all the credentials. They don’t have the perfect CV. And they’re holding themselves back from taking that next step. And sometimes I feel like the best thing I can do is just give them a big metaphorical shove because it’s going to work out and they’re going to do amazing. And they need to take the risk and have someone there supporting them through it.
Trust and alignment don’t just happen between PRHC and the PRHC Foundation, it takes work. You two have a strong relationship. How have you built that and why was it important to you?
Lesley: I think from the Foundation’s perspective, as much as donors are generously donating financial support, in a sense it’s not only about the money. It’s about the mission. When a donor makes a financial contribution to the PRHC Foundation, at the core of their philanthropy, they’re giving to make things better. And when you’re giving to a hospital foundation like PRHC Foundation, they know their gift, while it’s entrusted to us, is going to be enacted by the hospital to improve patient care. From that perspective, it is important that the community sees this great partnership that we have, knows that there’s that strong level of alignment, and that we’re doing the planning together in terms of our work and how it supports the work of the hospital.
Lynn: Providing healthcare to someone is entering into a relationship with that person. I learned this as a surgeon. It’s not just you as the healthcare provider standing there giving instructions or directions. It is a relationship. It’s very much a two-way street. And it goes far beyond the episode of care in the operating room, in the clinic, on the ward, or in the emergency room. The relationship continues after you’ve left each other’s presence. How does the patient then go and follow up at home? How do they reach out if they have problems? How do you respond? How do you make yourself available?
It’s a relationship that extends beyond the moment when someone is sick. And if that relationship was productive and healthy, and served them in the way that they were hoping, they want to give back to the hospital. And that happens through the Foundation. So, I view this as an extension of the caregiver-patient relationship. Healthcare does not just happen in that one moment. It goes much, much further. And that’s why this – the hospital and the Foundation – is the most important partnership to me.
Lesley: And that leads into the topic of the circle of gratitude. It’s incredibly important when a patient says ‘I’m so thankful for the care that I’ve received, how can I honour your work?’
Lynn: Exactly. We talk about provider burnout in healthcare all the time. It’s a very real problem. And one of the biggest things that helps combat it is gratitude from someone who you’ve cared for. If it’s just a letter of thanks, if it’s just a quick email, or if it’s a donation to that part of the hospital, that is incredibly meaningful to the people who’ve provided the care. And it helps them keep going and doing it again and again, while also funding the equipment they and their colleagues use to provide that great care.
On International Women’s Day, what message do you hope other women and our community take away from your leadership and your partnership?
Lynn: I want everyone…male, female, but particularly women…to take away that it’s okay to lead even if you’re uncertain. It’s okay to lead even if you’re not sure how it’s going to work out. And one of the things that I value most about our partnership is the opportunity to talk through uncertainties and worries and anxieties and then to support each other through going ahead and making the decision and figuring out how it’s going to work out.
You don’t need to have all of the answers. You don’t need to get it right every time – you won’t! But there is still so much joy in leadership and so much that you gain from being a leader. It’s a wonderful job that I feel very privileged to have, but it does take just being a little bit brave and going, okay, I might not get it all right, but I’m going to do it anyway.
Lesley: I would definitely agree with being brave, because sometimes you’re charting a new direction and there is no guidance or manual as to how to move things forward. So yeah, taking a step, taking the shot.
What you said previously, too, made me think about those words you often hear: ‘imposter syndrome’. You hear that a lot relating to women. And I think women are maybe a little more predisposed to wanting to have every single ‘i’ dotted and ‘t’ crossed before taking that step. But just take the step. Just have confidence. My own career journey is a step. I was working in the for-profit sector and decided I’m going to take a little career step back to ultimately step forward to do something that’s really purposeful. I had a huge educational curve ahead of me, in my 30s, as I stepped into my first role at the PRHC Foundation. So, take that step and you might be really surprised and amazed at where it’ll take you. Don’t be afraid to chart a new path or new direction for yourself.