Shifting Paradigms in Global Health and Gender Equality: Insights from Alison Holder, Tara Sullivan, and Sara Mazursky

As part of an inspiring assignment, I had the opportunity to interview key leaders in the global health sector, exploring the challenges shaping their work, their approach to leadership, and the advice they offer to emerging leaders like myself.

I was privileged to have had a conversation with, Alison Holder the CEO of Equal Measures 2030, Tara M. Sullivan the Director of the Knowledge Success Project, and, Sara Mazursky Deputy Director, of the Knowledge SUCCESS Project.  I am excited to delve into their insights on their perspective on the complexities of leadership and evolving landscape of gender equity, reproductive health and rights, and knowledge management in Global Health.

Their collective work reflects of feminist leadership, local advocacy, and innovative knowledge management solutions, as well as the importance of collaborative, resilient, and ethically driven leadership in an often-challenging global environment. This article captures their insights on leadership, sector challenges, and trends shaping the future of global development.

Alison Holder: Leadership Rooted in Resilience and Humility

Alison Holder leads Equal Measures 2030 (EM2030), a coalition that bridges global data and local advocacy to drive policy reform and improve the lives of women and girls. EM2030’s flagship SDG Gender Index is a powerful tool for measuring gender equality progress and empowering advocates globally. Holder emphasized that smaller, agile organizations are championing feminist leadership, rooted in humility, collaboration, and empowerment. She pointed out that global networks must uplift, not overshadow, local advocates, enabling them to amplify their voices.

However, the advocacy landscape faces significant challenges, including increased resistance to women’s rights and dwindling funding as government and philanthropic support wavers. Holder stressed the importance of resilience in leadership, underscoring that coalition-building and shared leadership are essential to navigate these obstacles. For her, humility is key—it allows leaders to empower those around them and create a nurturing environment where every team member’s strengths are celebrated.

“I wouldn't say I set out with any ambition of being in a senior leadership role. It's not what moves me or brought me to this sector; what I get excited about is doing the work. But I looked at the contributions I can make to the movement for equal rights and social justice and leadership is that contribution, at the moment. Experiencing bad leadership in the sector in the past also made me think that the onus is on me to step up and try to lead better.”

Dr. Tara Sullivan: The Conductor of a Collaborative Orchestra

Tara M. Sullivan work with the Knowledge SUCCESS Project illustrates knowledge management in promoting accessibility and equity in global health. Her team leverages AI to make information more readily available in regions with limited resources, such as Francophone West Africa, by bridging language and resource barriers. Sullivan’s leadership philosophy emphasizes collaboration and inclusivity—she likens her role to that of a conductor in an orchestra, seeking to bring out the strengths of each team member rather than placing herself in the spotlight. She also underscores the importance of setting boundaries for a balanced work-life relationship, sharing that prioritizing personal life is essential to prevent burnout and maintain a sustainable leadership approach. Sullivan’s progression from technical expert to collaborative leader exemplifies the resilience and long-term vision required to drive impactful global health initiatives.

She reflects that her journey to be a leader began during her undergraduate studies, driven by her interest in family planning and reproductive health, particularly domestic issues around women’s health. This passion led her to focus on evaluating family planning programs during her graduate work and later to a fellowship in Thailand, where she provided technical assistance and monitoring for internally displaced people. Her introduction to knowledge management came through a project role, where she saw its potential to improve family planning and reproductive health services. Over time, she advanced from technical roles to leadership positions, emphasizing the importance of systematic approaches, equity, and collaboration. Her experiences in Botswana and on the Thailand-Burma border shaped her leadership style, helping her realize the importance of listening. She doesn’t love the term “leading from behind,” but she explains that a leader’s role is to ensure the team is front and center, really listening to, trusting, and valuing the expertise of the team, and stepping in where needed, whether for strategic vision, bringing the right people together, or motivating the team in a certain direction.

Over time, she realized that leadership isn’t about being extremely charismatic and front and center, which didn’t suit her introverted nature. Instead, she sees her role more like a conductor in an orchestra, bringing out the talent of the people she works with. Sometimes the talent might be the horn section, and sometimes it’s the clarinets, but overall, it’s the whole group working together that brings success. Valuing and supporting every member of the group is what translates into success. She believes it’s much less about the leader and more about the leader’s ability to look at the parts and ensure the whole is greater than the sum of its parts.

“I was lucky to have many wonderful mentors over time. One thing I would do more of is not be afraid to admit if I don't know something or to seek advice. It's always okay to ask, but especially as an early career professional, identifying mentors is crucial. It doesn't have to be a single person; different people have different abilities that you may want to learn from. Identifying and cultivating relationships with mentors over time is something I would focus on more..”

“The other piece is maintaining and creating networks and nurturing those relationships. Starting from where you are in grad school, it’s important to maintain and nurture those connections over time by investing time in networking.”

Sara Mazursky: Inclusive Leadership and Empowering Others

Sara Mazursky brings a focus on inclusive knowledge management solutions that emphasize local leadership in global health. For Mazursky, decolonization efforts in global health and development are key to ensuring that local voices are prioritized in project implementation, fostering a shift towards more contextually relevant solutions. However, she points out that funding often creates silos within projects, which can complicate efforts to present a unified impact, particularly in intersecting areas such as family planning and maternal health. Mazursky’s own leadership journey reflects resilience and adaptability, shaped by mentorship and organizational transitions that have taught her to value empathy, active listening, and the creation of an empowering workplace environment. For Mazursky, effective leadership requires building a culture where team members feel supported, listened to, and valued.

Sarah reflects, saying that sometimes she looks at herself and has to remind herself that she’s in a leadership position because it’s not something she necessarily sought out. She has never been a climber or had her eye on the prize of a perfect leadership job. Instead, she has always wanted to challenge herself. If she found herself a little bit bored in her work, she would talk to her supervisor and ask for more responsibility. Often, with more responsibility came the need to manage people. Over time, she has managed much bigger teams and projects, and now she is very much in a leadership role, but it feels organic rather than planned.

For Sarah, the most important part of leadership is creating a supportive environment where her team members feel like they are thriving and empowered. She often jokes that her job is to get out of the way and pave the way for them. She knows she can’t do everything her team is doing, but she knows them well, understands their strengths and weaknesses, and feels her role is to lean on their strengths, put them on a path to build on those strengths, and coach them in areas where they need growth. This philosophy has come from reflecting on her journey and recognizing that her mentors did the same for her.

Sarah acknowledges that her mentors played a significant role in her development, encouraging her to recognize her leadership skills. She emphasizes the importance of a supportive environment and notes that her current leadership role came about unexpectedly due to organizational changes. Despite initial doubts about her readiness, she now enjoys and recognizes her leadership abilities, focusing on supporting her team.

Sarah also reflects on different leadership styles, identifying herself as a quieter leader who prefers to be in the background but steps forward when necessary. She advises finding mentors whose styles resonate with one’s authentic self and emphasizes the importance of reflection. Sarah spends time reflecting on her actions and decisions, learning from mistakes, and continuously improving. This deep reflection has been key to her success as a leader, helping her navigate challenges and support her team effectively.

“For me, the most important part of leadership is creating a supportive environment where individuals on my team feel empowered and thrive. I often joke—though it's not really a joke—that my job is to get out of the way and pave the way for them. I can't do everything my team does, but I know them well. I understand their strengths and weaknesses, and my role is to lean on their strengths, putting them on a path to build on those strengths while coaching them in areas where they need to grow. That’s my philosophy and how I approach leadership.”

 “My mentors and the people above me noticed my potential and encouraged me to recognize those qualities as leadership skills. Again, it was a very supportive environment, and people definitely created a path for me.”

“I've been reflecting on two things. First, when you look at different types of leaders, everyone has a different leadership style. Some people are bold, energetic cheerleaders and very charismatic, which I feel is not me. I have sought out leaders whose styles resonate more with me. I'm a quieter leader; I prefer to be in the background and step to the forefront when necessary. I find joy and a sense of success when my team succeeds. I have found mentors who are more experienced than I am, and I have learned from them.”

As an aspiring global health leader taking an active role in gender equality issues and reproductive health rights and justice, it was truly inspiring to sit down and have a conversation about how their careers were shaped to be here. As an emerging leader in this field, I found these insights both inspiring and instructive. They challenge the notion that leaders are born, not made, and show that leadership can manifest in various styles, from the quietly supportive to the boldly charismatic. Honestly, seeing inspirational leaders and realizing that it is possible to do this work from a justice perspective shows that we can bring feminist leadership principles into our practice. All of this is possible, and people are already doing it. It serves as a reminder that leadership is a journey of growth, reflection, and continuous learning. We must embrace our authentic selves, build supportive networks, and take ownership of our contributions to the movement for justice. The work is challenging, but it is possible to effect change with the right leadership principles—principles that emphasize empowerment, collaboration, and a commitment to equity. As the future of global health leadership continues to unfold, we can take inspiration from these trailblazers, knowing that we too can bring our vision of a just, equitable world to life.