Gerard Cox, MD’83, shares ‘Leadership Lessons I Never Learned in Med School’

Medical students spend years immersed in rigorous academic training and clinical preparation, mastering the complexities of medicine and patient care. But one essential skill is often overlooked in the curriculum: leadership. 

On March 28, second-year students in the T.H. Chan School of Medicine at UMass Chan Medical School packed the multipurpose room in the Albert Sherman Center and got a crash course in leadership from Gerard R. (Gerry) Cox, MD’83, MHA, who led a distinguished medical career in government and military service. His visit was part of the third annual Hudson Leadership Symposium. The symposium is made possible through the Hudson Leadership Development Fund, endowed by Doranne and Randall (Randy) Hudson, MD’78. 

Dr. Cox, who recently retired from his role as the assistant under secretary for health for quality and patient safety in the Veterans Health Administration, offered timely insights just as students begin their transition from classroom learning to clinical rotations. 

In his talk, titled “Leadership Lessons I Never Learned in Med School,” Dr. Cox covered the vital role of leadership among physicians, the importance of diversity and the characteristics of engaged leaders, among other lessons. He also shared that career paths don’t always run in straight lines and when “opportunity knocks, open the door and walk through it.”  

“You’re not going to be able to imagine the opportunities that will be presented to you, and you will never be able to predict where you’re going to end up, what kind of positions you’re going to have,” he said. “Everybody thinks you can march a straight path, follow a 20-year plan and know what’s going to happen. But the reality is life happens, challenges occur, opportunities present themselves and you’re going to make some sharp turns in your ‘straight’ career path. Be prepared for the unexpected and don’t be afraid to take a risk and stray from that path.” 

Dr. Cox stressed that leadership in medicine isn’t limited to those with formal titles. Physicians inherently serve as leaders since they make medical decisions. Their ability to lead directly impacts the quality and safety of patient care, the efficiency of health care teams and the overall effectiveness of health care organizations. 

Dr. Hudson, an anesthesiologist and internist, built his career caring for critically ill patients and leading complex clinical organizations. Doranne Hudson, MBA, a former senior vice president at Hallmark, led a $2 billion business unit and brings deep leadership experience from the corporate world. Together, the Hudsons are passionate about equipping future physicians with the tools to become effective, thoughtful leaders. 

“What is the single most profound way we learn? It’s not by talking—it’s by watching and listening,” said Dr. Hudson. “Exposing students to leadership concepts helps them begin asking important questions that aren’t traditionally taught in medical school: How can I be a better listener? How can I be a clearer thinker? How can I help these people get past this conflict so we can move forward constructively?” 

Dr. Hudson believes UMass Chan is uniquely positioned to lead this conversation. 

“UMass Chan holds a special place in Massachusetts, both in its relationship to the state and to the people it serves,” he said. “The state—and the world—needs physicians to ensure the best possible health care. And it takes leadership to get there,” he said.