2024-2025 Cohort

As I wrap up my final year of graduate school, I’ve found myself reflecting on the experiences that shaped not only my academic journey, but also my growth as a public health leader. Being a member of the Leadership Training Program (LTP) has made my time in the Maternal and Child Health Program at GW significantly more meaningful. 

The LTP challenged me to think bigger and learn how to lead in passionate yet strategic ways. Over the course of the year, I had the opportunity to engage in dynamic and thought-provoking activities, each one expanding my understanding of what it means to serve communities through public health leadership.

One of my favorite sessions was the mock Capitol Hill visit, where I worked with a team to advocate for increased federal investment in research on uterine fibroid tumors, a condition that disproportionately impacts Black women and is too often overlooked in national health conversations. During this process, my teammates and I had to come up with creative strategies that would help persuade our audience in the Senate to consider our bill. This experience reminded me of the power of policy advocacy, and how lived experiences and evidence can influence change.

I also authored an op-ed advocating for increased mental health funding and resources for Texas schools. As a former educator, I witnessed how mental health support was severely underfunded, and having the opportunity to write publicly about the intersection of mental health and education felt like an impactful way to bring attention to the urgent need for systems-level change.

Throughout the year, the program created space to explore emerging issues, including the role of artificial intelligence (AI) in public health. I really enjoyed hearing my peers’ perspectives on this issue, and engaging in relevant discourse around ethics, innovation, and equity in the use of AI. Having these conversations helped me think critically about effective ways to integrate AI into future public health work, whether through data analysis or healthcare delivery.

Beyond the content knowledge, what truly set this program apart were the leadership development workshops that helped me grow on a personal level. We dove deep into topics like nonprofit leadership and management, DEI (diversity, equity, and inclusion), burnout prevention, and team building. These sessions helped me better understand my own leadership style while providing me with practical tools I can carry into future workspaces.

A highlight of the year was our day-long retreat, where we created vision boards, and participated in yoga and mindful chocolate tasting sessions. This day felt like a time to relax with my cohort members, as we had time to reflect on why we chose the field of MCH in the first place.

This program didn’t just equip me with skills, it reminded me that leadership is as much about listening as it is about leading, and that advocacy and wellness should coexist in our professional lives.

I’m incredibly grateful to have had the chance to learn from the many session facilitators as well as my peers. I hope to carry the lessons I gained through this program into the next chapter of my public health journey, with a renewed commitment to lead with intention and integrity within the field of maternal and child health. 

When I applied to the Maternal and Child Health Leadership Training Program, I hoped to gain skills that would support my growth as a future physician committed to serving marginalized communities. With a strong foundation in both clinical and community-based care, and a deep commitment to maternal and child health, I understood the importance of expanding my leadership capacity, particularly in the areas of policy, advocacy, and collaboration. What I did not anticipate was how impactful this program would be in helping me recognize the kind of leader I already am, and the kind of leader I hope to continue becoming.

Throughout the sessions, I had the opportunity to reflect on the intersections between leadership, equity, and sustainability in our work. Our discussions on self-care and burnout were especially meaningful to me. Having spent years working directly with patients in medical settings, I have seen the emotional and structural toll that burnout can take on both health care professionals and the communities we serve. Learning to approach leadership through the lens of self-awareness and endurance, rather than constant output, was a powerful reminder that sustainable leadership begins with self-care.

More than anything, what I valued most about the LTP was being in cohort with others who are equally committed to improving the future of maternal and child health. The diversity of lived experiences and professional goals in our cohort reminded me that there is no single model for public health leadership. There is only the shared responsibility to keep learning, growing, and showing up for the communities we care about.

As I prepare to graduate and continue on the path towards becoming a physician, I am carrying forward the lessons and leadership skills I developed through this program. I know that leadership is not confined to clinical spaces; it also includes raising my voice in policy conversations, contributing to institutional decisions, and shaping models of care that center the voices and needs of women and children. I am deeply grateful to the faculty, guest speakers, and peers who made this experience so meaningful, and I look forward to applying what I have learned in both clinical and advocacy spaces throughout my career.

I feel very grateful to have participated in the Leadership Training Program. When I arrived at GW, I wanted an opportunity to grow my leadership skills for a future career in public health. Honestly, this program is really why I came to GW.  I have gotten the opportunity to meet people, acquire skills, and accomplish more goals than I ever thought possible.

Through this program I learned how to advocate on Capitol Hill, a skill that is increasingly needed in Public Health. We discuss advocating in our course work, but for me, that was  an abstract idea. Seeing it broken down into actionable pieces and how to effectively communicate the “ask” was invaluable in my experience, especially since an amazing health policy professor, Dr. Beckerman was able to teach us in a step by step manner. Having the opportunity to prepare a pitch and practice it in front of an audience was an unforgettable experience. It made me more confident in my skills and reinforced  that I have the ability to do advocacy work as a public health leader in the field.

Additionally, I was able to try new things such as meditative practices to combat burnout.  I enjoyed it much more than I thought I would. It was very calming and relaxing and it helped me have a clear head to set goals of what I want in the future.

I learned a lot about what it means to lead. I had the privilege of listening to each member of my cohort and each of the guests. I could make connections and visualize the ways in which they lead themselves and others. If there is anything we have learned, there is more than one way to accomplish goals. I think now, more than ever, is an important time to have empathetic and critical conversations about our public health infrastructure and what it means when something goes away and how our leaders respond.

To prepare for working in a challenging environment, we participated in a media training. This is an area of growth necessary for today’s public health leaders. We are so focused on best practices and methods, that we can lose sight of the importance of how the messages are disseminated. The dissemination of crucial information is becoming increasingly more important because public health is invisible. Our contributions to the world often go unnoticed. It reminds me of the road metaphor. No one notices when the road is smooth, but everyone notices when there is a pothole. We, as a field, need improvement in our communication skills so that critically important health  information is received by a wider audience.

We must articulate our vision and what we stand for in public health. The LTP has been a great starting point for me to develop the necessary leadership skills required to achieve the goals and type of career that I desire in the field of public health.

I am incredibly grateful to have participated in the Maternal and Child Health Leadership Training Program (LTP) this year. I learned so much from the different sessions and from the other members of the program. For example, the sessions on artificial intelligence were very engaging. Everyone had drastically different perspectives on how AI will impact society in the short term and in the long term, and our discussion opened my mind to a lot of possibilities that I hadn’t considered yet. Being in such a receptive and trusting environment helped everyone be candid about their hopes and fears, which is critical for having a lively discussion. The mock Hill Day was also very helpful. The guests that came in brought so much experience from their work in public policy, and practicing the new skills we had learned will make my Hill Day visit next year more effective.

I chose to become a physician assistant because I want to help patients one-on-one, and I chose to pursue a Master of Public Health degree because I wanted to effect change beyond the individual level. However, it can take a lot to create long-lasting positive changes for everyone. It takes teamwork, strong communication, perseverance, leadership, and more. The LTP has been an incredible resource for developing these skills, and I am excited to see how I can apply them after graduation. 

As an MPH student in Environmental Health Science and Policy, I sought out the Maternal and Child Health Leadership Training Program(LTP) to develop my leadership and advocacy skills. I entered the program with a desire to grow both personally and professionally, although I was not fully aware of what to expect. From the first session, it became clear that I had found the right place. The welcoming atmosphere and the opportunity to connect with fellow students from diverse backgrounds at the GWU Milken Institute School of Public Health affirmed my decision.

I learned several key lessons from this program that had a particularly profound impact.

First, I gained a deeper understanding of the maternal health challenges that persist in underserved communities in the United States, even within the highly advanced healthcare system here. Before this experience, I had assumed that improving the maternal health outcomes in these regions was the primary responsibility of policymakers and government officials. However, through discussions with both GWU faculty and professionals actively working in the field, I realized that real change requires a multifaceted approach, including grassroots efforts. I also learned that effective advocacy starts with listening. One important takeaway for me was the question: Am I communicating what I believe people need to hear, or am I truly engaging with their needs and perspectives?

Second, the program provided insights into navigating professional relationships and understanding leadership. Although formal titles often define leadership, the program reinforced that leadership is also about fostering collaboration, communicating effectively, and building strong working relationships with colleagues. Through this program, I have gained a clearer understanding of my strengths and areas for development as a professional, which will be essential as I continue to grow in my career.

Finally, the advocacy training, especially the Capitol Hill session, highlighted the importance of strategic communication with policymakers. I now recognize that effective advocacy involves not only understanding one's position but also knowing how to align one's message with the interests and concerns of those being addressed. This session also taught me to ask: Why should policymakers support this initiative over other worthy causes? Understanding this question is key to framing successful advocacy strategies.

Beyond the curriculum, I had the opportunity to connect with peers who share a commitment to maternal and child health, which was invaluable. Their perspectives and shared experiences have fostered a strong sense of community, reinforcing the importance of collaboration in public health.

This training has been instrumental in enhancing my leadership abilities and deepening my understanding of maternal health issues. As I move forward in my career, I am more confident in my ability to contribute meaningfully to public health initiatives, especially in areas where maternal health intersects with environmental health and policy. The insights I have gained from this program will undoubtedly guide me as I continue to work in public health to address these pressing issues.

Participating in the GW Maternal and Child Health Leadership Training Program was an incredibly valuable experience, especially as a non-MCH student looking to grow as a leader in public health. Although my academic concentration is in epidemiology, the program offered me a fresh and meaningful perspective- reminding me that leadership is not only about analysis and data, but about compassion, communication, and systems thinking. Through this program, I was able to explore leadership development through an MCH lens, which was particularly relevant to my work as a Quality Assurance Intern at a health clinic, where I helped monitor care metrics and develop quality improvement initiatives for a maternal and child health antibiotic stewardship program. The program helped me see the human stories behind the data and reminded me to center equity, empathy, and accessibility in all aspects of my work from designing workflows to creating health education materials. Being surrounded by thoughtful, driven peers and mentors pushed me to reflect deeply on how I show up as a leader, and how I can use my voice and training to advocate for better systems and outcomes for communities, even outside of traditional MCH pathways.

The Maternal and Child Health Leadership Training Program has provided me with incredible opportunities to grow as both a leader and a person. I desired to become part of this program, as I will be attending medical school in the fall, and it is often difficult to feel like a leader within the early stages of medical training. My ultimate goal is to ensure, through patient care and policy advocacy, that my patients and patients everywhere have the access to the care they need and desire. I wanted to build skills that will allow me to have fruitful discussions with my teachers and superiors about how to effectively address the needs and desires of our patients. This program helped me to develop skills in leading as part of a team, effectively negotiating between conflicting points of view, and leveraging my experiences and knowledge in discussions of policy. Each of these skills will be invaluable to my future as a physician and advocate.

A core element of this program was hearing from leaders in the Maternal and Child Health field about their experiences and how they found success leading others. These discussions, along with being surrounded by students with diverse strengths and experiences, helped me to broaden my mindset about what it means to be a leader. These seminars helped me to realize that I can be a leader, even when I am not in a traditional leadership position. Each individual who led a seminar in this program had their own leadership style and lessons they learned along the way to becoming a successful leader. Some of the significant takeaways I learned from these individuals are the importance of working alongside those I lead, the importance of empathy, and the importance of self-care.

I am excited to take these skills and lessons with me as I begin my medical education and advocate for the best possible patient care. Team-based learning and working and team management are critical components of medicine, and I am extremely grateful that this program has helped me to develop my own identity within a team as both a supportive leader and an effective team member. I look forward to exercising the confidence I have gained in advocating for myself and others, even when I am not in a traditional leadership role.

The Leadership Training Program has equipped me with a robust skill set and confidence that will be invaluable as both a graduate with a Master’s of Public Health and as a future physician and advocate. 

When I applied for the Maternal and Child Health Leadership Training Program, I was looking for both a way to hone leadership skills for my future role as a physician assistant with a master’s degree in public health and a way to integrate more into the GW maternal and child health community. I was particularly interested in learning skills I could incorporate into a career within women’s health that would help me blend my public health background with the practice of medicine. I wanted to employ the skilled gained at this intersection to improve health outcomes at both the individual and systemic levels. I can confidently say that this program has both met and exceeded these expectations.

One program session that really resonated with me was focused on the topic of Nonprofit Leadership and Management—taught by Dr. Monica Ruiz. In this session we learned the skill of how to resolve conflict within the workplace. We went through peer-to-peer scenarios, scenarios where we were in a position of authority, and scenarios where the conflict involved someone in authority above us. This felt incredibly applicable to career development as a physician assistant with a public health background. Taking on leadership positions within my future jobs will require the ability to handle potential conflict on all fronts. As someone who typically shies away from confrontation, this session helped me practice the skill of mediation rather than avoidance. The ability to calmly and respectfully talk through disagreements will serve me well in all areas of my life going forward.

Another session that I found particularly impactful was on the topic of advocacy on capital hill with Dr. Zoë Beckerman. In this session we learned the building blocks of how to conduct an effective advocacy visit with a representative about an important public health issue. Coming in with no prior experience on this topic, I felt like I learned a ton about what components representatives value within a pitch such as real-life stories, financial benefits, and constituent support. I also think that performing mock hill visits dispelled some of the anxiety surrounding talking with a government official and what that would entail. This felt so important to my future as a leader within public health and the medical community. I want to be a provider that takes the initiative to advocate for my patients and their needs within local, state, and federal contexts. Having practiced this skill, I will be more effective in creating lasting change for the people I serve every day.

Beyond just the skills that I learned within the leadership training program, I made lasting friendships with other members of the GW maternal and child health community. Being in the dual PA/MPH degree program can sometimes be isolating in that we do not follow the same schedule as many of our MPH peers. I truly cherished the time set aside to talk with the other members of the program about issues that we were passionate about. I know that the connections formed within this program will be invaluable in my future work, as every member I encountered was brilliant with a promising career in public health leadership ahead of them. I plan to keep these relationships close as I carve out my path within the intersection of public health and medicine. 

The Leadership Training Program was an incredibly enriching experience, which offered a variety of opportunities to explore new dimensions of public health, engage with experts, and build essential leadership skills.

One of the most impactful aspects of this program was the Mock Hill Day assignment. This project challenged us to think creatively and work collaboratively as we prepared to persuade a senator on a pressing public health issue. This project was especially valuable because of its emphasis on tailoring our arguments to resonate with someone whose views may differ significantly from our own. This pushed us to explore alternative perspectives and craft more thoughtful solutions.

The Leadership Training Program also emphasized personal and professional development. Through workshops focused on mindfulness, we practiced strategies to remain present, an important tool for managing clinical and leadership roles. We also explored emerging technologies, such as artificial intelligence, to understand how they may shape the future of public health and healthcare.

As a PA/MPH student, I found this program instrumental in strengthening my voice as an advocate for both my patients and myself. The skills I have gained will continue to guide my academic and professional career.

Being a part of the Maternal and Child Health Leadership Training Program (LTP) has been one of the most transformative experiences of my academic and professional journey. When I first applied, I was looking for a space where I could grow as a leader in maternal and child health—an area I’ve long been passionate about. As a future physician with a limited background in public health, I knew I needed more than technical knowledge. I needed the confidence, tools, and connections to lead with purpose.  Through each session, I was challenged to think critically, communicate with intention, and lead with empathy. I feel significantly more prepared to collaborate across disciplines, make decisions in complex environments, and advocate for the health of women, children, and families. I learned how to step into leadership, even when the role isn’t clearly defined, and how to create space for others to do the same.

One of the most enriching aspects of the program was the community we built, I found strength in our shared mission and inspiration in our diverse perspectives. We learned from one another not just through lectures or projects like in the classroom, but through lived experience and open dialogue. Our 8-hour retreat was a powerful turning point—blending meaningful discussion with self-care activities like yoga and meditation. It was a reminder that effective leadership requires reflection, rest, and collective care.
Through LTP I gained hands-on experience that forced me to venture beyond my comfort boundaries into advocacy work. I had the chance to create an op-ed that exposed the rural obstetric care deficiency which receives insufficient attention in standard public health discussions. The opportunity to use my voice for this important matter was empowering yet using our training to act was even more powerful.

Additionally, I found the Hill meeting simulations especially valuable because they provided direct experience about policy development processes. The simulation activities enhanced my public speaking abilities while improving my policy analysis capabilities and allowed me to establish connections with professionals who combine health expertise with government work. The policy-focused learning experience has proven essential for my future work connecting clinical healthcare to policy-making solutions.  The program equipped us to navigate the fast-changing technological world because it kept us current with modern trends. We received exposure to current discussions about AI applications in public health services while learning how to effectively communicate with news reporters and different public groups through media training. My experience in showing up effectively in public-facing roles through interviews and op-eds and digital platforms has completely transformed my understanding of leadership and influence.

As I look ahead, I carry these lessons with me. I plan to go on to become a physician, specializing in obstetrics and gynecology, where I will have the opportunity to advocate for patients both in the clinic and through policy. I hope to provide compassionate, patient-centered care while also working to dismantle the structural barriers that impact maternal health. Thanks to this program, I feel equipped with the leadership skills, policy insight, and network of support to make a meaningful impact in both medicine and public health.

My time with the MCH Center of Excellence Leadership Training Program (LTP) has been invaluable. Over the past year I have honed skills that have not just made me a better public health professional, but also a better person.

Throughout the program, my cohort and I have engaged in activities and discussions that are indelible to our work as up and coming public health professionals. From navigating the nonprofit sector to working through the landscape of public health amid the rise in artificial intelligence (AI), each LTP session provided me the opportunity to learn more about the future of maternal and child health. By participating in productive conversations and being able to learn from accomplished experts, I have been able to develop my “toolkit” as a young professional who now can apply my knowledge and skills across a wide variety of fields.

Adding to an already rich and meaningful experience, LTP was also incredibly interpersonal. The members of the 2024-2025 cohort of LTP came from a variety of backgrounds, and through our differences we were able to demonstrate an important reality in the public health field: that all individuals are valid in their pursuit of knowledge and a healthy life. Each member of the 2024-2025 cohort brought to the table a unique story that touches on all aspects of maternal and child health, whether or not they even concentrated their studies on this area of focus. Working with peers having different life experiences and interests is what made my LTP experience so fruitful, that we truly were representations of the public we seek to serve in our careers.

Leadership is more than the accolades and accomplishments team captains may attain. It is about maintaining humility, an openness to learn, and knowing how to work collaboratively. My experience with LTP has provided me with incredible guidance on all of the nuances of leadership, not just the aspects that require being in the limelight. As an incoming maternal and child health leader and prospective health practitioner, LTP has been integral to my growth both professionally and personally, and I look forward to using all that I have learned in my future endeavors.

The current political climate has ushered in a wave of uncertainty, change, and urgency within public health. As an MPH candidate preparing to enter the field, I’ve often grappled with how to navigate this shifting landscape with both clarity and purpose. Participating in the Leadership Training Program (LTP) offered a space not only to make sense of these challenges, but to grow as a more resilient, informed, and strategic leader.

One of the most valuable aspects of LTP was the opportunity to learn from a diverse group of public health experts—each bringing a unique lens to the conversation. Just as impactful was the chance to grow alongside a cohort of peers equally dedicated to public health and self-development. The combination of mentorship, collaboration, and skill-building helped me build confidence in facing the unknown. I left the program with a stronger understanding of which tools to use when, how to stay grounded in my values, and how to adapt to new challenges without losing sight of my purpose.

One highlight of the program was our mock Hill Day and legislative advocacy workshop. In this session, we were challenged to advocate for a public health issue in a polarized legislative environment. It reinforced how essential policy literacy is for all public health professionals—especially now, when support for our field is not guaranteed. The experience sharpened my ability to communicate strategically with policymakers, even those who may be resistant to public health priorities.

Another session that left a lasting impression focused on the social determinants of health and the complex systems that perpetuate inequities. We discussed how to engage communities that may not trust or support public health interventions, and how to center equity and systems-level thinking even when we can't always say everything explicitly. These conversations reminded me that being a public health professional requires more than technical knowledge—it requires empathy, humility, and the ability to meet people where they are.

As I transition into the public health workforce, I will carry the lessons of the Leadership Training Program with me. I feel better equipped to lead with dexterity and compassion in an evolving field. The LTP has deepened my commitment to equity, community partnership, and systemic change—and has reminded me that leadership is as much about listening and learning as it is about taking action.

Being part of the Leadership Training Program (LTP) led by the GW-MCH Center of Excellence has been an amazing experience. Each session was thoughtfully designed to build practical skills while encouraging personal growth and reflection. The program offered far more than I expected, providing not only the leadership skills I hoped to develop but also a wealth of new perspectives, tools, and connections that will shape my career in public health.From learning how to enhance my written communication skills and nonprofit leadership to practicing mindfulness and learning about the future of AI, this program was nothing short of exceptional.

A key theme throughout the program was the importance of empathy and understanding, especially when working with vulnerable populations. Public health requires us to listen and respond to the unique needs of communities, to understand their unique needs rather than making assumptions. This concept was intertwined into every session, for we were encouraged to develop equitable solutions to complex problems and were provided a safe space to share our own perspectives and experiences. Hearing from my peers and guest speakers, as well as contributing my own perspective, was eyepening, especially since we discussed challenging and sometimes sensitive topics.

Beyond the curriculum, LTP fostered a strong sense of community. I had the opportunity to connect with fellow students and experienced public health professionals, thus expanding my network and learning about the diverse career paths within the field. The program’s collaborative nature made it clear that leadership is not a solo journey, but that it thrives on teamwork, open dialogue, and continuous learning. My peers inspired me every session with their passion and ideas, and I am grateful for the friendships and professional relationships we built with each other.

Reflecting on my time in the program, I am leaving with greater confidence in my abilities and a renewed commitment to advancing health equity. The lessons I learned about communication, empathy, and leadership will stay with me as I move forward in my career. I am truly thankful for this experience and look forward to applying what I have learned to make a positive impact in public health.

Blog Post coming soon!

The 2024-2025 Leadership Training Program (LTP) provided a uniquely interdisciplinary and intersectional learning experience that has significantly enhanced my professional development. As an international student aspiring to make an impact in public health, the program offered specialized skill-building opportunities that would have been difficult to access elsewhere.
One of the most valuable aspects of the program was the session on "Written Communication for Non-Public Health Audiences" led by Elizabeth Borkowski. This workshop empowered me to craft an op-ed addressing domestic violence among the Nepali diaspora and exploring entry points for responding to and preventing violence against immigrant women—an issue I am deeply passionate about. Learning to communicate complex public health issues to broader audiences is a skill that will serve me throughout my career.

The Policy and Advocacy sessions with Beckermen were particularly enriching. As an international student, having a glimpse into Capitol Hill operations and the legislative drafting process was eye-opening. Though nerve-wracking, the Hill visit simulation—presenting in front of a former Hill advisor—was immensely fulfilling. These hands-on experiences allowed me to learn from experts while practicing alongside equally impressive peers.

The two sessions on AI in Public Health with Dr. Juan Klopper and Jason Torres were remarkably timely, fostering introspective and critical discussions about the intersection of technology and public health practice. Similarly, Dr. Wendy Eills' session on Diversity, Equity, Inclusion, and Accessibility (DEIA) was especially important given the current funding challenges and discourse surrounding DEIA work. Dr. Eills' commitment and dedication to her work at the Center for Community Resilience was truly inspiring.
What made each LTP session truly exceptional was the skillful facilitation and knowledge-based approach. From team building to nonprofit leadership to negotiation skills, every session contributed to a comprehensive leadership toolkit. I am deeply grateful to have been part of such an enriching learning experience with industry experts and esteemed peers.

As this cohort's journey comes to an end, I carry forward not just new skills and knowledge, but also meaningful connections and a renewed sense of purpose. My sincere thanks for this opportunity and best wishes to the next cohort as they embark on their own leadership development journey.