In Part One, we describe the symptoms of Kansas, ranked #29 at the time of writing this book. In Part Two, listeners learn that the diagnosis isn’t a health challenge, but a leadership challenge. Now, in Part Three, we give the prescription through nine mindsets that help develop the culture we need to get Kansas to #1 in America’s Health Rankings. 

Highlights

• Part one covered the health reality in Kansas and introduced the "30,000" — the Kansans in key civic roles who can move the needle.
• Part two revealed that the real issue isn't a health challenge; it's a leadership challenge.
• Part three shifts to nine mindsets (not nine solutions) because closing the health gap is an adaptive challenge, not a simple problem to solve.
• The 30,000 don't need to generate the solutions themselves — communities facing the greatest health disparities often already know what's needed. The job of the 30,000 is to create the conditions for those solutions to emerge.
• The book's three-part structure is explained simply: Part one = symptoms, Part two = diagnosis, Part three = prescription.

Chapters

0:00 – Intro

1:15 – Recap Parts One and Two

2:09 – Why Mindsets, Not Solutions

3:59 – Adaptive Challenge and ALICE

4:54 – Conditions for Community Solutions

7:07 – Mindsets in Practice

8:12 – Creating Collaboration

9:17 – Symptoms, Diagnosis, Prescription

10:16 – Wrap Up and Next Episode

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

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In this episode of the Leading Health Podcast, we unpack one of the most provocative ideas in the book: having authority and exercising leadership are not the same thing. Fancy titles don't automatically mobilize people. And if Kansas is going to climb the national health rankings, those with power need to understand both what they can uniquely contribute — and what they simply cannot do alone.

Teresa Lovelady, President and CEO of HealthCore Clinic in Wichita, joins us again to bring these ideas to life with real-world stories, including a powerful moment during COVID that shows exactly what happens when authority either opens the door — or slams it shut.

HIGHLIGHTS

• Leadership is an activity, not a title. Exercising leadership means mobilizing others to make progress on tough, adaptive challenges — something a position alone cannot do.

• The 30,000 are necessary but not sufficient. Kansas's key civic and institutional leaders must play their part, but no single person or organization has enough authority to close the health gap alone.

• Even a governor's authority isn't enough. Adaptive challenges like improving population health require distributed effort across all levels of society.

• Authority comes with expectations — and those expectations often work against change. The people who grant authority typically want stability, not disruption. But real progress requires disruption.

• People in authority can make change less risky for others. By casting vision, acting as resource brokers, and creating safe spaces to experiment and fail, leaders with authority create conditions where others can lead too.

• The framework: protection, direction, and order. Marty Linsky's teaching offers a practical lens — authority's job is not to have the answer, but to protect risk-takers, provide direction, and establish order so others can do the work.

• When authority goes wrong, people fall through the cracks. Teresa's COVID vaccine story shows how rigid top-down thinking left 300 homebound seniors unvaccinated — and what it cost the people trying to do the right thing.

• Call to action: Build a culture that accepts risk. Members of the 30,000 should examine whether their organizations genuinely create space for risk-taking — because progress on closing the health gap demands it.

CHAPTERS

0:00 – Introduction & Episode Overview

1:49 – Why Authority Isn't Enough

1:55 – Leadership vs. Authority: Fancy Titles Don't Mobilize People

3:16 – The 30,000's Role: Necessary but Insufficient to Climb the Health Rankings

4:22 – Guest Returns: Teresa Lovelady on Dual Citizenship (30,000 + ALICE)

5:55 – Making It Concrete: Teresa's Definition of Exercising Leadership

7:07 – COVID as a Case Study: Sharing Leadership Beyond Positions of Power

8:57 – What We Need From Authority: Certainty of Process & Casting Vision

10:49 – Authority as Resource Broker: Clearing Paths, Connecting Resources, Setting Policy

12:44 – No Magic Wand: Wicked Problems, Limited Authority, and Working Together

14:42 – The Tension of Real Change: When Leadership Threatens Organizational Survival

15:42 – Where Authority Comes From: Expectations, Accountability, and Who Grants Power

15:56 – When People Expect "No Chaos": Why Leadership Disrupts

16:22 – The Penalty for Change: Trust, Access, and Job Risk

17:43 – Authority Isn't Enough: Avoiding Martyrs by Sharing the Work

18:50 – Using Authority Well: Direction, Resources, and a Safe Space to Lead

20:17 – What "Safe Space" Really Means: Permission to Make Mistakes

20:33 – Case Study: The Clinic Expansion "Swimming Pool" and Board Support

25:07 – Protection, Direction, Order: A Practical Framework for Authority

26:24 – How Authority Goes Wrong: The COVID Vaccine Homebound Gap

28:44 – Calls to Action & What's Next in the Series

RESOURCES

• Kansas Leadership Center (KLC) — https://kansasleadershipcenter.org

• HealthCore Clinic (Teresa Lovelady's organization) — https://healthcoreclinic.org

• America's Health Rankings — https://www.americashealthrankings.org

• ALICE (Asset Limited, Income Constrained, Employed) population framework — https://www.unitedforalice.org

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

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In this episode, hosts Ed O'Malley and Susan Kang are joined by returning guest Kenny Wilk to unpack why exercising leadership is inherently risky, what it looks like in practice and why the reward on the other side is worth it.

Highlights

• While many individuals placed in leadership roles believe they’re exercising leadership, it’s actually exceedingly rare. 
• Leadership is risky because it’s about disruption, and how it requires disappointing your own people at a rate they can absorb. 
• The risk-reward mismatch in health equity: the 30,000 Kansans with the most influence must take risk to benefit the people with the least, such as the ALICE population (Asset Limited, Income Constrained, Employed).
• The remarkable turnaround of the University of Kansas Health System, from one of the worst-rated hospitals in the nation (below the 5th percentile in patient satisfaction) to consistently above the 90th percentile.
• Kenny's personal framework for staying motivated to lead on issues that don't directly benefit him: gratitude, paying it forward and finding deep satisfaction in others' success.
• The "Salad Week" story from the 2002 Kansas legislative budget crisis. A vivid example of leaders forcing uncomfortable conversations their own caucus didn't want to have.
• The Kansas Capitol restoration decision: why Kenny and Senate counterpart Steve Morris refused to defund it even in a financial crisis and why it paid off.
• Examples of risk in what Kansans experience every day, but could deliver a great payoff. 
• How embracing the opportunity to challenge one another with different ideas can introduce new ways of thinking. 

Chapters

1:19 – Review, Preview and Big Picture 

2:57 – Introducing Chapter 10: [Leadership] is Risky

5:33 – How Leadership Involves Disruption and Loss

7:50 – Leadership Requires Disappointing Your Own People

9:33 –  KHF Strategy as an Example

12:21 – Risk vs. Reward in Health Equity

14:31 – Kenny on the risks and transformation of the Kansas Health System

16:14 – From Worst to Best: Culture Shift

19:05 – Metrics and Momentum Wins

21:07 – The Risky Turnaround Story

23:08 – Pay It Forward Mindset

26:19 – Hallmark Promotion Risk

27:58 – Post-9/11 Budget Crisis

30:14 – Salad Week Disruption

32:55 – Capitol Restoration Resolve

34:50 – Everyday Risk Examples

37:10 – Acceptance and Pushback

39:01 – Make Leadership Ubiquitous

40:10 – Resources and Final Challenge

42:45 – Closing and Next Chapter

Resources

• Kansas Leadership Center (KLC) — kansasleadershipcenter.org
• Proud but Never Satisfied — book about the transformation of the University of Kansas Health System - https://www.kansashealthsystem.com/proud-but-never-satisfied 
• University of Kansas Health System — kansashealthsystem.com

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

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We know that what people often fear most about change is losing something that matters to them. Understanding that distinction is the key that unlocks real progress. 

In this chapter of Leading Health, Ed O'Malley and Susan Kang dig into one of the most important and most overlooked concepts in leadership: the relationship between change and loss. Joined again by Johnathan Sublet, founder of SENT, Inc. in Topeka, they explore what it truly takes to help communities let go of what is to make room for what could be. Kansas has climbed to #27 in the health rankings — three consecutive years of improvement for the first time in 35 years. Getting to #1 will require leaders who can name the losses, speak to them honestly and create space for others to do the same.

Highlights

• People don't fear change — they fear loss. Reframing resistance as data, not opposition, shifts the locus of responsibility back to the leader.
• When someone pushes back on your idea, that's information. It means they perceive a loss you haven't yet addressed.
• Speaking to loss is powerful. So is letting loss speak — inviting others to voice what's hard creates trust and energizes people toward change.
• Johnathan Sublet shares five universal fears (death, being an outsider, the future, chaos and insignificance) and the five corresponding needs leaders must address to reduce anxiety and improve performance.
• The story of Topeka's first net-zero home and a significant tree to a grieving family. Illustrating what it looks like to speak to loss in a deeply human way.
• Technical experts (engineers, health professionals, administrators) face a particular challenge: their expertise can lead them to double down on logic when empathy is what's needed.
• The Moses framework: leadership requires both systems-thinking and shepherding, and most leaders are naturally strong in only one.
• Closing the urban-rural divide in Kansas health requires people to lose their attachment to the idea that their challenge is uniquely theirs.
• Prioritizing health means deprioritizing something else, and that's a real loss for the people who care about those other things.
• Think 401k, not day trading: small, consistent, compounding investments in a shared strategy, not swinging for the miracle, is how Kansas gets to #1.

Chapters

0:47 — Introduction: Chapter 9 — It's a Leadership Challenge Because It Requires Loss

4:00 — People Don't Fear Change — They Fear Loss

5:03 — Resistance as Data: What Pushback Is Really Telling You

7:25 — Speaking to Loss vs. Letting Loss Speak

10:01 — Guest Introduction: Johnathan Sublet, SENT

12:38 — The Five Universal Fears and Five Universal Needs

15:19 — Real-World Loss: Topeka's First Net Zero Home and the Tree

18:17 — The Moses Framework: Systems Thinking Meets Shepherding

27:27 — Letting Go of Your Preferred Strategy: The K-State Transdisciplinary Housing Team

32:57 — Six Sigma and Prioritizing for Impact: The Sent Network Approach

36:07 — Takeaways: Acknowledging Loss to Make Progress

37:24 — 401k vs. Day Trading: A Mindset for Long-Term Health Leadership

Resources Mentioned

• America's Health Rankings
• SENT — A Topeka-based nonprofit that focuses on Community Health and Wellness, Education and Workforce Development and Housing and Revitalization. 

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

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In this conversation, co-hosts Ed O'Malley and Susan Kang are joined by returning guest Kenny Wilk of the University of Kansas Health System. Together, they unpack how hidden assumptions — about who should be involved, what needs to be done, and how fast progress can happen — quietly shape how people in authority think and act. Wilk shares candid stories from his time in the Kansas Legislature and offers a fresh lens on exercising leadership. This conversation will challenge you to surface the assumptions driving your own work before they become "premeditated resentments."

Highlights

• The three most common assumptions the 30,000 make when tackling complex health challenges, and why each one can derail progress.
• The critical difference between adaptive and technical challenges. 
• Kenny Wilk's hard-won insight from the Kansas Legislature: don't ask people to change their minds; give them new information so they can make a new decision.
• How sharing information to ‘slow things down’ can help a group go farther, together. 
• The "sidewalk story" is a simple metaphor that reframes how we see ‘work’ being done. 
• The danger of bringing people together only to present a baked solution, and what to do instead.

Chapters

0:47 —Leading Health Review, Preview and Big Picture. 
3:02 — Chapter Eight insight: "Closing the Health Gap Is a Leadership Challenge Because Our Existing Assumptions Fail Us"
4:55 — The three common assumptions the 30,000 make
6:28 — The quick fix trap
8:37 — Technical vs. adaptive: a broken bone example
11:14 — Kenny Wilk joins the conversation
12:18 — The water debate: a lesson from Kenny's first year in the legislature
14:52 — Defining "assumption" — and why we're all starting from different places
15:56 — You have to slow down to go far
16:22 — Getting up on the balcony to examine assumptions
17:52 — New decisions, not mind changes
19:13 — How authority can create space for assumption-surfacing
21:05 — Why leaders jump straight to solutions
22:59 — From kitchen table to campaign trail to governing — three different phases
24:27 — Technical vs. adaptive challenges in practice
27:13 — What authorities must do differently on adaptive challenges
30:46 — The sidewalk story: seeing the invisible work of adaptive leadership
33:50 — Takeaways and preview of the next episode

Resources Mentioned

• Kansas Health Rankings
• University of Kansas Health System
• Kansas Leadership Center (KLC)

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

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This episode features a special guest — Ben Hutton, President and CEO of Hutton Company — who brings a private-sector perspective to a conversation typically dominated by the public sector. We explore what it means to lead with both humility and bold experimentation, and why getting people focused on the right problems might be more important than having all the right answers.

Highlights

• Kansas has improved its health rankings for three consecutive years, a meaningful milestone that deserves more attention.
• Leadership is an activity, not a position and authority and leadership are two distinct things.
• The role of those in authority isn't to proclaim solutions; it's to center the problem and create alignment.
• Every person in the "30,000" has a part of the mess — defining your part is often the most actionable first step.
• Goals and strategies are not the same; confusing them is one of the most common traps when tackling adaptive challenges (Medicaid expansion is a strategy; ensuring Kansans have adequate health insurance is a goal).
• The Hutton Company implemented the Dream Manager program — helping employees name and pursue personal dreams, from climbing Machu Picchu to buying a first home.
• Discuss why businesses need to think about both  Capital H health (everything we need to thrive) vs. little h health (healthcare).
• The "$50,000 experiment" framework: big enough to matter if it works, small enough to survive if it doesn't.
• Third-grade literacy as a leading indicator: solving upstream problems prevents a cascade of downstream challenges.
• Two people — and two ideas — can both be right at the same time. The tragedy of our era is that we've shifted from advocating for our ideas to advocating against our opponents' ideas.
• Purpose-driven businesses that invest in capital H health tend to be more profitable in traditional measures too; the data bears this out.

Chapters

0:48 — Introduction & Chapter 7 Overview

4:49 — Leadership vs. Authority: Lessons from COVID

11:51 — Introducing Ben Hutton

13:27 — Capital H vs. Little H Health in the Workplace

15:24 — The Dream Manager Program

19:18 — Finite vs. Infinite Games & the Case for Experimentation

25:23 — Disrupting Entrenched Narratives

35:46 — Goals vs. Strategies: How to Create Alignment

37:09 — Closing Takeaways

Resources Mentioned

• The Dream Manager by Matthew Kelly
• The Infinite Game by Simon Sinek
• Maslow's Hierarchy of Needs
• Hutton

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

And be sure to subscribe, and drop a comment to let us know what you think.

In Episode 6 of Leading Health, Ed O’Malley and Susan Kang unpack the three reasons why this gap is so hard to close—from the lack of urgency to the inevitable clash of values. Joined by Johnathan Sublet, Executive Director of SENT, they dive further to highlight what it really looks like to lead from a calling, punch deeper at daunting problems and build systems that free you to pursue the work that keeps you up at night. 

Highlights

• Leadership is an activity, not a noun. 
• Separating leadership from authority invites far more people into the work.
• The 30,000 Kansans have a specific and essential leadership role to play in improving capital-H Health, but having authority doesn't always mean you're exercising leadership. 
• Johnathan Sublet's journey from chemical engineer to nonprofit leader illustrates what it looks like to lead from a calling rather than just manage a role. 
• Burnout isn't caused by a heavy schedule; it's caused by an unsettled relationship. between daily tasks and the original passion that drove you to the work. 
• The "punch deeper" metaphor: too many nonprofits throw shallow punches at problems; real leadership means aiming past the face and committing to closing gaps entirely.
• Competing values are not problems to solve, they're tensions to manage; if you're not getting pushback from all sides, you're probably not doing anything significant.
• "Leading is disappointing people at a rate they can tolerate," and remembering what got you into the work is what keeps the calling alive.

Chapters

0:48 — Chapter 6 Introduction 

1:56 — Why Health Is a Leadership Challenge

2:32 — Three Factors of Leadership Explained

6:09 — Authority Versus Leadership

8:02 — Having Authority Does Not Mean Exercising Leadership

9:57 — Meet Johnathan Sublet of SENT

10:38 — Leading Versus Managing

12:08 — Calling and Community Work

15:29 — Burnout and Big Swings

17:43 — Systems Free Your Focus

18:48 — Leadership Challenge Mindset

19:44 — Share the Model Widely

20:17 — Greek Not Roman Legacy

21:57 — Housing Change Snowball

23:34 — ALICE and the Missing Middle

26:52 — Competing Values in Practice

30:37 — Keep the Calling Alive

33:08 — Key Takeaways 

Resources

• SENT — A Topeka-based nonprofit that focuses on Community Health and Wellness, Education and Workforce Development and Housing and Revitalization. 
• Kansas Leadership Center - Learn how to exercise leadership and mobilize others for greater change. 
• ALICE (Asset Limited, Income Constrained, Employed) — a United Way framework describing the working poor, referenced in the housing discussion

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

And be sure to subscribe, and drop a comment to let us know what you think.

Highlights

• Kansas fell from #8 to #31 in America's Health Rankings — and treating this as a health problem is exactly why progress has stalled
• The 30,000 Kansans in roles of civic authority — elected officials, pastors, school principals, nonprofit executives, and community-minded CEOs — are the key to change
• America's Health Rankings serves as the "North Star" for measuring progress toward Kansas becoming the #1 healthiest state in the nation
• Part 1 describes the symptoms, Part 2 delivers the diagnosis, and Part 3 will outline the prescription
• Passionate people working for change are often their own biggest enemy — the real challenge is frequently different than it first appears
• Improving population health is an adaptive challenge, not a technical one — meaning there are no easy answers, and it involves risk, loss, and ongoing exploration
• Leadership is rare, and it's an activity, not a position — we prefer to talk about people exercising leadership rather than simply holding the title
• Even if every healthcare expert, public health professional, nutritionist, and researcher does their part, the health gap will remain — because it is first and foremost a leadership challenge

Chapters

1:28 – Recap of the First Five Episodes

2:13 – Capital H vs. Lower h Health

2:29 – Meet the 30,000 Civic Leaders

2:57 – America's Health Rankings as Our North Star

3:13 – The Symptoms → Diagnosis → Prescription Framework

3:55 – Passionate People and Hidden Challenges

5:44 – It's Not a Health Problem — It's a Leadership Problem

6:38 – Adaptive Challenge and the Rarity of Real Leadership

8:59 – Why This Lens Changes Everything

9:31 – Experts Matter, But Leadership Must Lead

10:48 – Wrap-Up and Next Episode Preview

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

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In Chapter 5 of Leading Health, we cast a bold vision of what Kansas at #1 in America’s Health Rankings could mean for real people. It would look like fewer Kansans going hungry, more kids reading at grade level, and hundreds of thousands fewer people struggling with substance use, just to name a few. We're joined by Kenny Wilk, former Kansas legislator and member of the Kansas Board of Regents, and now Vice President of Governmental and Community Affairs at the University of Kansas Health System. Alongside Ed and Susan, he shares what it means to cast a vision bold enough to be risky, and why that's exactly what leadership requires.

Highlights

• In 1991, Kansas was ranked #8 in America’s Health Rankings. Over the next 30 years, we’ve drastically slipped to our lowest at #31 and today, #27. Our goal is #1. 
• If Kansas matched New Hampshire (currently #1), 105,000 fewer Kansans would face food insecurity, 32,000 more kids would read at grade level by 4th grade, 173,000 more Kansans would exercise regularly, and 183,000 fewer Kansans would engage in non-medical drug use.
• The distinction between capital H Health (everything that helps people thrive) and lowercase h health (healthcare) is central to understanding why this challenge requires more than hospitals and clinics.
• Kenny Wilk draws on his experience leading the Kansas Economic Growth Act and the Bioscience Authority to show how bold, long-term visions can outlast the individuals who cast them.
• Understanding that a vision is "imagining what you cannot see" — and being comfortable that casting a bold vision invites scrutiny. 
• How the Kansas Health Foundation’s research on the Economic Case for Health shows that Health is not only an outcome of a great economy, it’s a driver. 
• Progress should be celebrated — incremental wins keep people engaged and moving toward a long-term goal. 

Chapters

1:25 – Kansas at Number One Vision

2:52 – Pragmatism Meets Idealism

3:31 – The Coins and the Climb

4:51 – What Kansans Told Us

8:04 – If Kansas Matched New Hampshire

11:21 – Up to the 30,000

11:53 – Meet Kenny Wilk

12:55 – Capital H vs. Small h Health

16:42 – Hospitals' Role in Thriving

18:41 – Casting a Risky Vision

21:31 – Players Change, Vision Stays

22:47 – Imagining the Unseen

23:50 – From Concern to Aspiration

24:32 – Listening Then Challenging

26:56 – Authority to Set Direction

28:51 – Scrutiny and Staying Steady

29:58 – Quiet Confidence and Decisions

32:01 – Kansas Number One Impact

34:51 – Health Drives the Economy

39:14 – Takeaways and Celebrate Wins

43:04 – Next Episode Leadership Challenge

Resources

• America's Health Rankings
• The Economic Case for Health Report 
• University of Kansas Health System

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

And be sure to subscribe, and drop a comment to let us know what you think.

HIGHLIGHTS

• Leadership always starts with dissatisfaction, not with comfort in the status quo.
• Kansas's biggest challenges are both adaptive (complex, no easy solutions) and collective (requiring collaboration across sectors).
• The "easy interpretation" of health data often explains problems away; the "tougher interpretation" faces them head-on.
• Wyandotte County's ranking of 105th out of 105 became a catalyst for community transformation.
• Aiming for "average" or "catching up" creates fundamentally different outcomes than striving for excellence.
• Data walks and reimagining exercises can break down scarcity mindsets and build collective ownership.

CHAPTERS

[0:00] Introduction and Episode Overview

[2:29] Chapter Four Focus

[3:19] Leadership Starts Dissatisfied

[5:27] Easy vs Tougher Takes

[7:36] Agency and Shared Responsibility

[9:10] Adaptive and Collective Challenges

[12:21] Why Collaboration Matters

[13:40] Meet Kari Bruffett

[15:17] Data Dismissed Then Faced

[16:07] Wyandotte County Wakeup Call

[17:44] Policy Barriers Behind Rankings

[19:26] Check Engine Light Lesson

[21:10] Mayor Confronts The Data

[22:02] Upstream Barriers And Action

[22:22] Authority And The 30000

[23:23] Why Kansas Settles For Average

[25:54] Chasing Excellence At KU Health

[29:51] Reimagining Beyond Constraints

[32:51] From Scarcity To Collective Leadership

[33:38] Cowley County Data Walk

[36:46] Adaptive Leadership Takeaways

RESOURCES

• Kansas' Health Rankings
• Kansas Health Institute (KHI)
• Kansas Leadership Center
• Pathways to a Healthy Kansas Data Walk

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

And be sure to subscribe, and drop a comment to let us know what you think.

Highlights

• Kansas has fallen from 8th to 27th in America's Health Rankings since 1991—the steepest decline of any state

• The ranking measures over 50 factors including economic opportunity, food security, education, civic engagement, and workplace safety—not just traditional healthcare

• Research shows the relationship between health and economics works both ways: healthier people are more productive, healthier workforces strengthen companies, and healthier populations boost GDP

• The "30,000" influential Kansans—leaders across sectors who don't necessarily work in healthcare—play an outsized role in creating conditions for health

• America's Health Rankings is produced by UnitedHealth in partnership with the American Public Health Association, combining private sector rigor with public health expertise

Chapters

00:00 - Welcome and Introduction to Chapter 3

01:30 - Recap and Personal Reflections

02:15 - Introducing America's Health Rankings

05:45 - The Importance of Health Rankings for Kansas

11:20 - Kansas Health Foundation's Strategic Focus

15:30 - The Role of the 30,000 in Improving Health

18:45 - Economic Implications of Health Rankings

20:30 - Call to Action and Conclusion

Resources

• Explore the Kansas State Summary of America's Health Rankings

• Economic Case for Health - The Kansas Health Foundation (KHF) has released its Economic Case for Health report, revealing that this decline is not just a medical crisis—it is a direct threat to the state’s workforce productivity and fiscal stability.

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

And be sure to subscribe, and drop a comment to let us know what you think.

We explore the concept of Kansas's "30,000"—the elected officials, nonprofit executives, pastors, business leaders, and community influencers who hold the keys to creating conditions where everyone can thrive. These aren't just abstract ideas. We sit down with Teresa Lovelady, President and CEO of HealthCore Clinic, who brings a unique perspective as someone who has lived on both sides of the health gap. From showing up as an uninsured mom seeking care for her son's asthma to now leading one of Wichita's most vital community health centers, Theresa shares what it really means to bridge the divide between those with authority and those struggling to survive.

Highlights

• The 30,000 Kansans who hold civic authority have outsized influence on the conditions that create health in our state

• The ALICE population (Asset Limited, Income Constrained, Employed) represents the working poor who are trying hard but can't make ends meet

• "Mommy shaming"—the judgment that prevents people from seeking help—creates barriers to health that go beyond insurance and access

• Small acts by people in positions of authority can create massive ripple effects: asking how someone is doing, making thoughtful budget decisions, or simply listening without judgment

• The health gap isn't just about individual choices—it's about the systems and structures that the 30,000 create and maintain

• Being part of the 30,000 comes with responsibility, but also opportunity to make meaningful change in your sphere of influence

Chapters

[0:48] - Welcome to Episode Two

[0:54] - Recap of Chapter One and Introduction to Chapter Two

[1:46] - The Role of the 30,000 Kansans

[3:56] - Understanding the ALICE Population

[5:36] - Interview with Theresa Lovelady

[6:35] - Theresa's Personal Journey from Patient to CEO

[16:05] - Challenges and Responsibilities of Leadership

[23:56] - Closing Thoughts and Takeaways

Resources Mentioned

• HealthCore Clinic - Federally qualified health center in Wichita, Kansas providing medical, dental, behavioral health services, pharmacy, food pantry, and health education - https://www.healthcoreclinic.org

• United for ALICE - Learn more about the individuals that make up ALICE, Asset Limited, Income Constrained, Employed. https://www.unitedforalice.org/introducing-ALICE/Kansas

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

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The answer lies in understanding a crucial distinction: health with a lowercase "h" versus Health with a capital "H." Lowercase health is healthcare—it's what happens when you're already sick. Capital H Health is your ability to thrive. It's everything that creates the conditions for wellbeing: your neighborhood quality, economic opportunity, education, transportation, even broadband access. And here's the thing: Kansas used to be one of the healthiest states in the nation. We've fallen as low as #31. No state has fallen further in 35 years.

This podcast series explores how 30,000 influential Kansans—elected officials, business leaders, educators, community organizers—can help turn this around. Because improving Health isn't just a healthcare challenge. It's a leadership challenge.

Highlights:

• The distinction between capital H Health (ability to thrive) and lowercase health (healthcare/sick care)

• Why everything is going "up and to the right" in healthcare—more strokes, trauma, and cancer cases every year

• The shocking lifespan gap: Mission Hills (86.7 years) vs. Argentine (75.1 years)—just miles apart

• Who the 30,000 are and why they hold the key to Kansas's health future

• Kansas's health ranking decline from top-tier to #31 in the nation

• The World Health Organization's definition of health as complete physical, mental, and social wellbeing

• Why broadband access, transportation, and zip codes are health issues

Chapters:

0:48 - Welcome to the Leading Health Podcast

0:56 - Introducing the Hosts and the Book

1:31 - The Vision Behind the Podcast

3:46 - Structure of the Book

4:28 - Conversation Catalysts

6:22 - Capital H Health vs. Lowercase Health

18:19 - The Role of the 30,000

23:11 - Conclusion and Next Steps

Resources Mentioned:

• Leading Health: How You and 30,000 Kansans Help Communities Thrive

https://kansashealth.org/leadinghealth/

Leading Health is an invitation to move the needle on Health in Kansas, and we invite you to join us in leading the way. 

Don’t have a copy of Leading Health? Claim your copy and learn more about the movement at kansashealth.org/leadinghealth

And be sure to subscribe, and drop a comment to let us know what you think.