Name: Burgess Harrison

Title: Executive Director

Organisation: National Minority Health Association

Burgess Harrison, MBA, is a dynamic healthcare and marketing executive with expertise in health equity, public relations, and technology innovation. As Executive Director of the National Minority Health Association (NMHA) and CEO of LivWorx, he has led groundbreaking initiatives like Health is for EveryBODY™ and Operation Healthy You™, securing an $11.1 million HRSA grant. A co-founder of StatChek, Inc., Burgess is a recognized health equity champion, honored by Twin Cities Business Magazine and CIO Views, serving on advisory boards for major health organizations and the Tradehome Shoes board.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Burgess's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Open, honest communication is the foundation. When issues arise, take responsibility and actively listen to concerns. Follow through on promises and keep your language simple—no need for jargon when clarity builds trust. With our stakeholders being consumers, we created a health campaign based on using simple language to communicate.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

In my view, “vision” is the ideal destination, while “mission” is the purpose driving you there. Our vision is a global health campaign (Health is for EveryBODY www.healthisforeverybody.org) that informs and empowers people to take control of their health. Our mission fuels this with a passion for equitable access to health resources, services, and information for all.

3. How can a leader empower the people they're leading?

I could not have embarked on the “Health is for EveryBODY” campaign journey if it weren’t for having really talented and capable people and deep trust in their abilities. I work to support, challenge, and inspire them while accepting that failures along the way—it’s all part of our collective growth.

It’s important to clarify goals, define success, and ensure each team member understands their role. That said, there are times when you need to not be afraid to pivot, and your team needs to be empowered to recommend necessary change. I find that using guiding questions rather than directives is a great way to empower people.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

Larry Diamond profoundly shaped my leadership style during my time at American TeleCare, a pioneering company in telehealth. As we developed a groundbreaking subscription-based business model (with David Cole), Larry, as VP Marketing and Sales, challenged my thinking about the new model with tough business, operations, legal, and technical questions. Though frustrating at times, his mentorship refined my ideas and strategy and led to significant success.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

If you know me, you know that I’m brimming with ideas, so I rely on my team to help edit them and keep me grounded. Staying focused means aligning our actions with the bigger goal and fostering a culture where feedback is welcome and valued.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Back in 2007, while leading regional marketing for a telecom company, I led a multi-state disaster recovery conference with Jill Wagner, titled “Fail to Plan.” The point was that disasters are coming. We don’t know which ones or when, but they are inevitable. We even talked about pandemics! (What a novel thought). The point is you need a plan as your guide, and one that is a living document and not just stuck in a drawer. In that plan, you have to think about contingencies and options if things go in a different direction than forecast.

I focus on setting long-term objectives first, then breaking them into monthly and weekly strategies and periodically checking in on progress. Of course, it’s important not to be afraid to adjust where necessary based on goal attainment. Leveraging collaboration and my professional network helps drive success. Don’t let the old adage, “fail to plan, plan to fail,” be your legacy.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Don’t be afraid to seek help from those who have done it before. Find a mentor. While you are not expected to know it all as a leader, you are expected to know where to seek help and answers. Start by surrounding yourself with talented people, setting challenging but fair goals, and trusting them to deliver. Avoid micromanagement, but keep communication channels alive and open. Ensure responsibilities come with decision-making authority—no one should be placed into a role as a mere figurehead without real influence and authority. Remember: success is a shared journey.