Leading With Empathy in Healthcare

Nichole Aguiar is a dynamic healthcare leader with expertise in patient experience, employee engagement, and operational excellence. Recognized as a strategic thinker, she drives transformative initiatives that improve care delivery, strengthen organizational culture, and foster innovation to enhance outcomes for patients, providers, and communities

In an exclusive interview with Medical Care Review, Aguiar shared views on how patient-centered, empathetic, and equitable leadership shapes healthcare impact.

Early Sparks of Leadership

I have always been driven by the question of how I can use my skills to make a meaningful difference in people’s lives. Early in my career, I worked in the nonprofit sector, first with the Multiple Sclerosis Society supporting patients and families, and later with the March of Dimes helping families of premature babies. These roles showed me how much the healthcare experience shapes quality of life, not just for individuals facing medical challenges but also for loved ones.

Over time, I realized that while individual advocacy is powerful, systemic improvements could reach more people. That insight led me to transition into the hospital setting, where I could focus on broader impact. At BMC, my role centers on listening to patient feedback and turning it into actionable improvements. These experiences shaped my leadership style to be collaborative, transparent, and always centered on patient voices.

Empathy in High-Pressure Leadership

Healthcare is filled with constant pressures and competing priorities, but leading with empathy means never losing sight of people. It starts with how we treat colleagues. Approaching one another with kindness and respect creates the trust and collaboration that improve patient care.

Data is essential, but numbers alone do not tell the full story. Each data point reflects the lived experience of a patient or family. Leading with empathy requires asking what that story is and balancing measurable results with compassion and dignity.

Incorporating PFAC Feedback

One reason I was drawn to BMC was its strong patient-centered philosophy, embodied by the PFAC. Their feedback makes every initiative, program, or material stronger and more relevant.

PFAC members are not just reviewers. They sit on hospital committees and codesign initiatives from the ground up, shaping strategy alongside leadership. This ensures patient voices are integrated from the start, not added later, which is the essence of true patient-centered care.

Equity as a Lived Practice at BMC

Equity at BMC is not just a statement; it drives daily decisions and interactions. We have innovative programs addressing social determinants of health, but what makes the difference is the collective commitment of staff. People come to BMC because they care deeply about the mission, which makes equity a natural practice.

Embedding equity means ensuring every patient feels respected and supported, regardless of background or circumstance. It involves asking not only, “What care is needed?” but also, “What barriers might prevent access?” and working to remove them. That proactive mindset turns equity into action.

Guidance for New Healthcare Managers

My advice begins with valuing experience and organization. Healthcare is complex, and the ability to stay focused makes all the difference. At the same time, leaders must remember that patients are the foremost experts on themselves. Data and best practices matter, but they must be balanced with respect for patient knowledge and preferences.

Mentorship and relationships are also vital. I have been fortunate to learn from inspiring leaders, including my most recent boss, Dr. Jodi Larson. Her trust and support had a profound impact on me. My goal is to model that same approach for others. Leadership is not only about outcomes but also about building others up, creating opportunities, and being the support you once needed.