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In the rapidly evolving world of healthcare leadership, the path from graduate student to executive can feel daunting, uncertain, and fiercely competitive. But the right opportunities, and the right mindset, can make all the difference. In a recent episode of the American Journal of Healthcare Strategy podcast, Audrey Lyons, MHA—a current Administrative Fellow at Advocate Health in suburban Chicago—shares her journey from Florida to the Midwest, the realities of pursuing a Master of Health Administration (MHA) at the University of Central Florida, and her candid perspectives on fellowships, leadership, and equity in healthcare careers.
Lyons’ story is particularly resonant for aspiring healthcare leaders navigating choices around graduate programs, fellowships, and career advancement. Her experience sheds light on what truly matters in selecting an MHA program, the realities of the administrative fellowship application process, and what organizations like Advocate Health are doing to attract and keep top talent. For students, professionals, and executives alike, Lyons’ practical wisdom and lived experience offer actionable insights for building both a meaningful career and a more inclusive healthcare workforce.
The University of Central Florida (UCF) stands out for its flexibility, supportive faculty, and alignment with real-world student needs. Audrey Lyons explains that location, program flexibility, and values alignment were central to her choice. “UCF had their mission and values kind of aligned with what I was looking for. It wasn’t very specific...it was more flexible. I was working full-time and I knew I wanted to continue working full-time,” she says.
Key benefits of UCF’s MHA program, according to Audrey:
Flexible scheduling: Classes are offered in the evening or during the day, making it feasible for students to work full-time.
Affordability: “Tuition wasn’t too expensive…each semester was around $3,400 or so,” Audrey notes, adding that graduate assistantships cover up to 75–80% of tuition for many.
Networking opportunities: The program supports networking with professors and peers—an essential element for future career success.
Lyons’ experience demonstrates that you don’t need to attend a top-ranked, full-time, in-person program to open doors in healthcare administration. “I absolutely got all of my money’s worth,” she reflects.
Administrative fellowships are encouraged, not required, at UCF—and that’s intentional. Audrey is clear: “I wouldn’t say required necessarily just because there are a lot of Fellowship programs out there, but there are so many people that are competing for them…making it more difficult.”
Her advice on fellowships:
Encourage, don’t mandate: “Encouraged, not required—I think that’s a good model,” Audrey insists, recognizing that many professionals have financial and family obligations that make fellowships impractical.
Alternative paths matter: Some graduates may prefer consulting or direct entry into healthcare management roles, and shouldn’t be boxed into a single path.
Program support is critical: Audrey credits her professors and program directors with providing essential encouragement and connections, stating, “My professors...supported me wholeheartedly, writing my letters of recommendation, looking over the programs, connecting me with people that might be from that specific program or was once there.”
For schools and prospective students alike, the lesson is clear: build flexible support systems and avoid one-size-fits-all requirements.
The application process for healthcare administrative fellowships is rigorous, competitive, and often opaque—but perseverance pays off. Audrey Lyons’ approach was both broad and strategic: “I applied to 20 programs—I did 10 on NAVC and 10 off NAVC.”
The process typically involves:
Applying widely: Audrey’s 20 applications yielded responses from about half.
Multiple interview rounds: She received five first-round interviews, three second-round interviews, and two final-round interviews, including one in-person.
Institutional support: Interview travel costs are typically covered. “We were all flown out for our interviews…flight, hotel, and food was covered,” Audrey confirms.
Insider tip: Don’t be discouraged by rejections or silence from programs—non-responses are common. Focus on what fits and persist.
Audrey chose Advocate Health for its culture, growth opportunities, and inspirational leadership. “Flying in and just seeing the area…absolutely loved the area…meeting the president, Ali Wier, who is now the president of Lutheran General and a former fellow of the program...just hearing about how she went through the program and now she’s a whole president of a hospital...it was just amazing to hear that and me thinking, that could be me one day.”
What sealed the deal for Audrey?
Personal connections: The chance to see herself in the leadership stories of Advocate alumni.
Quality of life: “Probably the most amazing Target I had ever gone to…and a barbecue spot...that was cherry on top for me to move up here,” she shares, underscoring the importance of both professional and personal factors.
Growth potential: Advocate’s expansion into new states creates opportunities for mobility and advancement.
For institutions recruiting fellows, take note: showcasing culture, leadership pathways, and local amenities can be powerful differentiators.
Staying with your fellowship institution can offer both stability and advancement, especially in a growing system. Audrey says, “Absolutely I am considering and hoping that I stay with Advocate Health, especially since we are growing…so that gives me more opportunities. I can move down to a warmer state...but there’s also just more to learn and more to see as our organization continues to grow.”
She credits Advocate Health’s support and geographic footprint for making ongoing career growth possible.
The secret isn’t just pay—it's personal connection and genuine appreciation. Audrey emphasizes, “One of their big things is just making sure, like, listening—listening to employees and making sure that they’re heard and appreciating them…walking down the hallway and just speaking to someone, or like listening to a story about their life or just hearing about their kids...teammates appreciate that and I personally appreciate that.”
Key strategies from Advocate Health:
Listening and recognition: Meaningful, personal conversations from leadership at all levels.
Holistic benefits: Pay and benefits are important, but culture and connection keep people engaged.
Leadership accessibility: Audrey notes, “Meeting with leaders, making sure they’re meaningful conversations but also remembering what they tell me and hopefully they remember what I tell them.”
Organizations seeking to win the talent war must invest in relationships and daily recognition—not just compensation.
Both the MHA program and fellowship experience are essential for building leadership confidence and skills—but personal initiative matters most. Audrey admits, “Being very vulnerable right now, when I came into the fellowship and probably up until December, I really did not want to be a people leader yet…But after just being in the fellowship, talking to my preceptor, reading, and just taking a holistic view of where I see myself…I’ve decided that I want to be a people leader right after I finish the fellowship. I need to get comfortable being uncomfortable.”
Takeaways for aspiring leaders:
The classroom teaches theory; the fellowship builds practice.
Impostor syndrome is real—but temporary. “You might have impostor syndrome; I still get impostor syndrome, but before I go into those rooms I do my power pose and I listen to my power-up music...then I handle my business accordingly,” she says.
Active engagement and self-awareness are crucial.
Leadership is not an innate trait but a developed skill—one that fellowships and mentorships can nurture if you lean in.
Representation and mentorship from diverse leaders are crucial for building an equitable future in healthcare administration. Audrey is forthright: “It would have been nice to see maybe a Black woman that was in healthcare leadership or a Black gentleman or Hispanic, Asian—somebody that’s had to fight a little bit harder than their counterparts...what I was told growing up is that I’m going to have to always work ten times harder than my counterparts just because I’m not going to be seen as the same level as them.”
Her recommendations for institutions:
Recruit diverse faculty: Leaders who “look like the students that are applying to the program.”
Foster mentorship and storytelling: Invite leaders from varied backgrounds to share their journeys.
Recognize unique challenges: Socioeconomic, racial, and generational differences impact student experience and access.
The call to action is clear: Diversity must be prioritized not just in student bodies, but at the front of the classroom and the top of the org chart.
AI and automation are reshaping healthcare—but human connection remains irreplaceable. Audrey voices a note of caution: “Technology is so scary in the way that it’s going...I’ve never used ChatGPT, I can’t bring myself to do it...but I know as we continue, just seeing how intricate technology, AI, all of that is, it’s going to be a little bit scary...Now, I don’t think healthcare leaders will disappear because of robots and everything, but now we’re doing more surgeries with robots and...Central scheduling is done with automation almost.”
Advice for future leaders:
Embrace change, but stay grounded in people. “Remember the people—that’s a very important [lesson].”
Monitor equity impacts: As AI becomes embedded, leaders must ensure that technology improves, rather than exacerbates, disparities.
Network. Network. Network. Audrey’s top three recommendations for current and future grad students are unambiguous: “Three words I will say: network, network, and...network. Just because nowadays it’s kind of about who you know and not what you know...Having that presence and that confidence when you’re going to talk to bigwigs or people that you might want to work for one day...knowing how to speak to them, how to be in those rooms.”
Practical networking tips:
Start conversations everywhere: “My dad can talk to anyone and everyone, and I am my father’s child...wherever I go I could be at a restaurant talking to the waiter or waitress...since I was young I’ve been practicing networking and it has brought me a long way.”
Prepare for imposter syndrome: Develop rituals or routines (like “power poses”) to boost confidence before big meetings.
Name-drop and make introductions: Connecting people within your network can amplify opportunities for all.
Audrey Lyons envisions a future blending leadership, teaching, and advocacy. “My plan is to get my doctorate in Health Administration in the upcoming years...I want to be able to go into universities and teach students that essentially look like me...I also want to be a professor and share the knowledge that I learned throughout this whole process with other students that are going through this process.”
She’s still mapping her exact destination, whether as a hospital president, consultant, or educator, but one thing is clear—she wants to lead, lift others, and balance her passion for travel with her professional ambitions.
The Advocate Health Administrative Fellowship is more than just a training ground—it’s a launchpad for diverse, ambitious leaders who will shape the next chapter of American healthcare. Audrey Lyons’ story demonstrates that success in this field requires adaptability, authentic relationships, a commitment to inclusion, and the courage to lead—even when you feel unprepared.
For aspiring healthcare executives, the actionable insight is this:
Prioritize programs and organizations that support your whole self—academically, personally, and professionally. Seek out mentors and leaders who invest in your journey, and never underestimate the power of networking. As technology and demographics shift, the most enduring competitive advantage will always be people.
