AdventHealth structures its leadership development around a three-part framework: lead self, lead others, lead results. Audrey Gregory of AdventHealth said the sequence is intentional — the order itself is the central argument of the framework. In other words, AdventHealth views foundational work on self-awareness and interpersonal leadership as prerequisites for achieving sustained organizational results.
Gregory observes that most health systems build development programs that target the lead results stage first and then wonder why desired outcomes do not hold over time. In those programs, the earlier stages — lead self (personal leadership competencies, self-awareness, resilience, decision-making) and lead others (coaching, team leadership, communication) — are often compressed or omitted entirely. According to the excerpt, that omission is a recurring mistake that weakens the leadership pipeline.
When organizations prioritize immediate performance metrics and results-oriented skill building without first developing individual and interpersonal capabilities, two outcomes can follow: short-lived gains and limited transfer of skills into daily practice. The article excerpt attributes this dynamic to the sequence of training focus: by skipping or abbreviating the first two stages, organizations may produce leaders who can pursue targets in the short term but lack the self-management and team-leadership foundations needed for sustainable impact.
AdventHealth’s framing implies several practical assumptions, based on the sequence it uses. Starting with lead self suggests that leaders must first develop self-awareness, personal discipline and clarity of purpose before they can reliably lead others. The lead others stage then appears to be about translating personal leadership into effective team relationships and supervisory skills. Only after these capacities are established does the framework direct leaders toward lead results, focusing on operational outcomes and organizational performance.
The excerpt does not provide detailed definitions, curricula, or metrics AdventHealth uses to operationalize each stage; those specifics were not reported in the supplied text.
If the pattern described by Gregory is widespread, health systems that rush to performance training may miss opportunities to build a deeper pipeline of leaders. Programs that shortcut foundational development risk producing leaders who perform episodically rather than consistently. Health systems seeking lasting improvement might reconsider the sequencing of their leadership curricula and invest earlier in self-leadership and people-management skills.
The source excerpt does not supply examples of organizations that corrected course, data on outcomes from AdventHealth’s approach, or comparative evidence showing superior long-term results. Those details were not reported in the provided text.
While the excerpt is brief, it suggests a few design principles health systems could evaluate internally:
Again, the source text did not include AdventHealth’s specific curriculum, timelines, participant selection, or assessment methods, so concrete program templates were not reported.
The supplied excerpt comes from a Becker’s Hospital Review article but was truncated. Key supporting details — such as case studies, data on program effectiveness, quotes beyond the excerpt, or steps AdventHealth uses to implement the three-part model — are not present in the provided text. As a result, readers should note that the analysis here is limited to the claims and descriptions included in the excerpt.
The excerpt makes a clear, practice-oriented claim: sequence matters in leadership development. For health system leaders evaluating their talent pipelines, the next steps would be to seek the full article for more context, request detailed program materials from organizations using the model, or examine outcome data comparing different sequencing approaches. The source excerpt did not report whether AdventHealth or other systems have published outcome measures or implementation guides.
AdventHealth’s leadership framework — lead self, lead others, lead results — emphasizes building personal and people skills before pursuing results. Audrey Gregory warns that skipping the first two stages is a common mistake in health systems’ leadership development and can undermine sustained outcomes. The excerpt provided does not include further details, examples or performance data; those were not reported in the source material supplied here.
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