Katharine Stodgell

I attribute a lot of my success to relationships. I genuinely like people, and I’ve learned that when people trust you, feel respected, and understand why the work matters, you can accomplish a lot together. I’m also someone who follows through. If I say I’m going to do something, I take ownership of it and make sure it gets done. And I think I’ve been successful because I’m willing to learn. I don’t need to be the person in the room who knows everything. I’m comfortable asking questions, listening to people who know more than I do, and then bringing the right people together to move something forward.

The best career advice I’ve ever received is to never wait for a seat at the table. Pull up a chair. As women, we don’t have to wait to be invited into the rooms where decisions are being made. We have to be willing to show up, take up space, use our voices, and know that we belong there.

My advice is, do it. Public health needs strong women who are willing to take up space and use their voice. Don’t wait for someone to give you a seat at the table. Just jump in, dig in, and be willing to learn as you go. It can be hard work, but it is also some of the most rewarding and impactful work you can do. I honestly can’t imagine a career that would have been more meaningful to me.

I  think one of the biggest challenges in our field right now is doing more with increasingly limited resources while the needs of communities continue to become more complex. Workforce capacity, funding uncertainty, access to care, and health disparities all intersect, so organizations can’t really afford to work in silos anymore.

At the same time, I think that creates one of our biggest opportunities. We have an opportunity to be much more intentional about partnerships, data, and how we engage communities. Some of the best solutions don’t necessarily require creating an entirely new program. Sometimes it’s about connecting existing resources, strengthening relationships, identifying where the gaps actually are, and making sure the work we’re doing is producing meaningful outcomes.

That’s one of the things I really enjoy about this field. There’s a lot of complexity, but there’s also a real opportunity to bring people together and turn that complexity into something actionable.

Transparency and authenticity are probably the two values that are most important to me, both professionally and personally. I really value being genuine with people. I want people to know where they stand with me, and I think clear, honest communication builds trust, even when the conversation isn’t necessarily an easy one.

Transparency is especially important to me as a leader. People do their best work when they understand what’s happening, why decisions are being made, and how their work connects to the bigger picture. I don’t believe in withholding information unnecessarily or creating uncertainty where there doesn’t need to be any.

And authenticity goes along with that. I try to show up as the same person regardless of who is in the room. I can be professional and hold high expectations while still being warm, approachable, and human. That’s important to me in my personal life too. I really value relationships where people can be honest, be themselves, and trust one another.