Kristina Meulebroeck, MBA, SHRM-CP, CPP, SPHR

I’ve always attributed my success to two things: a commitment to making the world a better place and a clear sense of the legacy I want to leave behind. For me, that legacy has never been about titles, achievements, or what I could bring to an organization on paper. It has always been about people. What I hope others remember is simple: “I had someone who believed in me. I had someone who opened a door for me. I had someone who helped me see something in myself that I couldn’t yet see.” I never had that growing up, and maybe that’s why I’ve always been determined to be that person for others. I believe deeply that someone has to be the one who says, “This isn’t okay,” or the one who challenges people to rise to their potential. Someone has to hold the line on integrity, push for growth, and remind others of what they’re capable of. That belief — and that commitment to lifting others up — has guided every step of my career. Helping people see their own potential is not just part of my leadership philosophy; it’s the legacy I hope to leave behind.

The best professional advice I ever received came early in my HR career from a director who shaped the way I think about leadership and integrity. She taught me that no matter your title or where you sit in an organization, you always have the ability — and the responsibility — to apply your ethics and sense of right and wrong. And you have to be able to live with the choices you make.

I remember a situation involving a well‑liked employee whose actions were, behind the scenes, deeply unethical. Taking the ethical stance put a target on my director’s back and made her unpopular for a time. What she said has stayed with me ever since: "What this person did was truly unethical. Even if no one else knows it, I do. And at the end of the day, I’m proud of myself. I can look in the mirror. I don’t need to be liked — I need to be ethical." That moment shaped my entire approach to leadership. It taught me that integrity is often quiet, often lonely, and sometimes misunderstood — but it is never optional. It also helped me understand why I’m drawn to regulatory and compliance‑focused work. Those structures exist for a reason. They protect people, ensure fairness, and create accountability even when it’s uncomfortable. You don’t have to fall in line with what others think. You can be the person who stands on principle, even when it’s not popular. And you can be proud of that. That lesson has guided me throughout my career, and it continues to ground me in the work I do today.

Finding a mentor can be one of the most valuable steps in anyone’s career. A strong mentor not only understands your goals and challenges, but also helps you see what you’re capable of, even when you’re not sure yourself. But mentorship alone isn’t enough. You also have to keep pushing forward, especially when the path gets difficult. Along the way, you will face rejection. You will be told you’re not the right fit, not the most qualified, or not the smartest person in the room. Those moments can be discouraging if you let them define you.

The truth is, you can’t allow other people’s perceptions to determine your potential. You have to keep moving, keep learning, and keep believing in your own ability to grow. Confidence isn’t about never hearing “no” — it’s about refusing to let “no” be the end of your story.

When you stay committed to your goals and grounded in your own sense of worth, you build resilience. And resilience is what carries you forward long after the doubts and setbacks fade.

One of the most pressing challenges in healthcare right now is financial sustainability. Across the country, organizations are working tirelessly to remain stable and diverse while still delivering the highest level of care to their communities. It’s a difficult balance — trying to stay financially viable while upholding a mission rooted in compassion, access, and quality.

Healthcare faces pressures that few other industries experience. The stakes are higher. The margins are tighter. And the expectations from patients, regulators, and communities continue to grow. Every decision carries weight, and every challenge has a human impact.

I’ve seen this firsthand. Many of our hospitals are located in Minneapolis and St. Paul, and during major events in those cities, our teams were on the front lines supporting staff in ways that went far beyond traditional operations. We were helping employees navigate fear, uncertainty, and rapidly changing circumstances — all while ensuring they could continue caring for patients safely and without violating HIPAA or other critical regulations. Supporting employees through those moments was eye‑opening. It’s one thing to watch events unfold on the news from a distance. It’s entirely different when you’re working directly with the people living through it — people who are scared, exhausted, and still committed to showing up for their patients.

Those experiences brought the challenges of healthcare into sharp focus. They reminded me that financial sustainability isn’t just about budgets or spreadsheets. It’s about ensuring that the people who care for our communities have the support, resources, and stability they need to keep doing their work. It’s about protecting the mission while navigating realities that are often unpredictable and deeply complex.

Healthcare will always face unique pressures, but what gives me hope is the resilience of the people within it. Even in the hardest moments, they continue to show up with dedication, compassion, and strength. Our responsibility as leaders is to create systems that support them — financially, operationally, and emotionally — so they can continue delivering the care our communities depend on.

As I’ve moved through my career and my life as a parent, I’ve realized that the values that matter most to me aren’t just ideas I talk about — they’re principles I try to live. And what’s been most inspiring is seeing those values reflected back to me through my children, often in moments when I least expect it.

Choosing Courage, Even When Fear Show Up

One of the beliefs I hold closest is that growth requires us to step into the things that make us uncomfortable. Fear is a natural part of being human — but it doesn’t get to be the author of our decisions. What’s powerful is how I’ve watched this idea take root in my kids. Every now and then, I’ll hear them say something like, “You just have to push your way through,” and they’ll attribute that mindset to me. I never sat them down for a formal lesson on courage. But they absorbed it anyway — through the way I navigate challenges, through the choices I make, through the moments when I push forward even when it’s hard. Hearing them repeat those words reminds me that courage isn’t taught in speeches. It’s taught in how we live.

And it’s a reminder that the things we model quietly often become the lessons that last the longest.

Giving a Voice to Those Who Don't Have One

The second value that defines me is the commitment to stand up for people who can’t stand up for themselves. Whether in the workplace or in life, I believe deeply in advocating for those who are overlooked, unheard, or unsure how to speak up. And again, I see this reflected in my children. They notice when someone is left out. They step in when someone is struggling. They find ways to lift others up — sometimes in small, subtle ways, and sometimes in ways that take real courage. Watching them do this reinforces how important this value is in my own work. Supporting people isn’t just a professional responsibility — it’s a personal calling. It’s about creating space, offering support, and helping others find their voice when they’re not sure they have one.

The Legacy of Values Lived, Not Spoken

What I’ve learned is that values aren’t passed down through perfectly crafted conversations. They’re passed down through consistency. Through the choices we make when no one is watching. Through the moments when we choose courage over fear. Through the times we stand up for someone who can’t stand up for themselves. These values shape how I lead. They shape how I parent. And they shape the kind of impact I hope to leave behind — both in my family and in the teams I support. If my children grow up believing in courage, compassion, and advocacy — and if the people I work with feel supported and seen — then I know I’m living my values in a way that truly matters.