Growing up in Southern Arizona near the Mexican border, Marguerite Callaway was exposed to many cultures, which ultimately influenced her decision to pursue graduate education in international nutrition, cognitive and developmental psychology, and business. Her career includes position in executive leadership and and partnerships in several international management consultancies, which led to Callaway founding her own leadership institute.
Callaway currently partners with the GHLI on the Advanced Health Management Program in South Africa. In this role, Callaway says she had to find the balance with her sphere of concern (global) with her sphere of influence (local).
Callaway shares three insights she has learned in her years as a health care professional: 1) Unfamiliar circumstances often cause discomfort. The more aware we are of how core beliefs affect our personal and professional behavior, the greater our capacity to excel in the global community; 2) When working across cultures, our preferred method may seem efficient, but these assumptions can create barriers to ingenuity; 3) Good intentions and the right motivation are important, but practical skills are a necessity in the health care field.
Callaway emphasizes that the success of any health care initiative depends on how well we listen and adapt to meet the needs of our beneficiaries. She notes that GHLI staff hear what our partner’s goals are and don’t apply ‘cookie cutter’ solutions to its various programs around the globe. She says that workers/educators “from the outside” can offer insight, tools, and, especially, encouragement to help local partners carry the work forward. She cites GHLI’s South African partner, the Foundation for Professional Development, of which several of the training course graduates have gone to leadership positions with the provincial departments of health.