iLead | 3–4 Month Leadership Development Journey @ Global Healthcare Solutions Leader

Program Overview

In the fast-moving world of healthcare technology, the organization was scaling at breakneck speed, but we were hitting a familiar challenge: our best technical performers were being promoted into leadership roles without the leadership skills to match. That’s a recipe for talented people struggling and teams underperforming, no matter how smart everyone is.

The iLead program was our answer to that challenge. This was the third cohort, and we’d learned from the first two iterations that leadership development can’t be a one-size-fits-all approach. We needed something that would meet mid-senior managers where they were, give them practical skills they could use immediately, and align with the specific demands of our business and industry.

What made this program different was the focus on real application. We weren’t just teaching leadership theory—we were helping participants work through actual leadership challenges they were facing, with support from peers who understood the healthcare-tech context and the unique pressures that come with it.

1 In-Person
Workshops

25+
Participants

Mid-Senior
Managers

Digital Learning
& Pre-Work

Group Coaching
Skill Building

Project Reviews
Feedback Rounds

Key Themes Covered

1. Leading Self & Others
Leadership starts with self-awareness. We worked on developing emotional intelligence and helping participants understand how their personal leadership style impacts their teams—both positively and negatively.

2. Strategic Thinking & Execution
In healthcare tech, you need to execute flawlessly while thinking strategically about the future. We focused on balancing execution excellence with long-term vision and understanding how individual decisions connect to broader business priorities.

3. Communicating & Influencing
This is where most technical leaders struggle. We built confidence in stakeholder management, giving feedback that actually helps people grow, and influencing across all levels of the organization—especially when you don’t have formal authority.

4. Team Building & Collaboration
High-performing teams don’t happen by accident. We worked on building trust, aligning diverse team members around common goals, and managing conflicts in ways that actually strengthen relationships rather than damage them.