The Fast Company Impact Council is an invitation-only membership community of leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual dues for access to peer learning, thought leadership opportunities, events and more. At the Exceptional Women Alliance (EWA), we enable high level women to mentor each other for personal and professional happiness through sisterhood. As the nonprofit organization’s founder, chair, and CEO, I am honored to interview and share insights from some of the thought leaders who are part of EWA. This month I introduce to you Emily Moorhead, president of the Henry Ford Jackson Hospital.   Q: Tell me how you are embracing change in the healthcare industry.  Moorhead: We live in an age of remarkable medical innovation. Technology has advanced healthcare in ways we could have only imagined a decade ago. Artificial intelligence can help identify diseases in their earliest stages. Robotic-assisted surgery offers unprecedented precision. Patients can consult with a physician from the comfort of their living rooms.   Yet, human connection is still the most powerful medicine we offer.  At Henry Ford Jackson Hospital, we recognize that healing doesn’t begin with a test result or a treatment plan—it begins with a conversation and a sense that someone truly cares. When people feel seen, heard, and valued, outcomes improve. Trust deepens. Teams thrive. And the experience of giving and receiving care becomes more meaningful.  This belief isn’t just rooted in philosophy, it’s revealed in practice. In every role across our hospital, we ask: How do we make space for connection? How do we create environments where people—patients, families, caregivers, and team members—feel supported and respected?  Human connection is not a soft skill, but a strategic imperative. We are working to hardwire it into every corner of our organization.  Q: Why do you believe human connection still matters in a high-tech healthcare environment?  Moorhead: Healthcare is fundamentally human. While we celebrate the role of data and devices in diagnosing and treating illness, what patients remember most is how we made them feel. Did we listen? Did we look them in the eye? Did we take time to explain what’s next?  Connection builds trust, and trust drives everything—from medication adherence to satisfaction scores to team morale. When we prioritize relationships, we don’t just provide better care, we create a better experience.  Q: Are there tangible outcomes linked to stronger provider-patient relationships?  Moorhead: Absolutely. Numerous studies have shown that patients who feel connected to their care team are more likely to follow treatment plans, report higher satisfaction, and have better overall outcomes. That’s not a coincidence. It’s the result of feeling respected, informed, and involved in decisions about their own health.  It’s not just about patients. Providers and team members who feel connected to their colleagues and their purpose experience lower rates of burnout and higher engagement. It’s easy to focus solely on clinical excellence, but we can’t overlook emotional well-being. When our people feel supported, they’re more present, compassionate, and effective in their roles.  Healthcare is complex, high-stakes work. Connection can be the stabilizing force that keeps us aligned, grounded, and resilient.  Q: How do you balance the demand for efficiency with the need for connection?  Moorhead: That’s the tension so many leaders face. Healthcare is under pressure to do more with less, and every minute matters. But what we’ve found is that connection and efficiency aren’t in conflict; they reinforce each other.  When patients feel understood, they ask fewer repeated questions. When teams communicate clearly and respectfully, workflows improve. Investing a few extra moments in meaningful interaction can prevent backtracking or miscommunication later.  It’s about being intentional in how we show up. Presence doesn’t require an extra hour in your day—it requires a mindset. Even brief encounters can be deeply meaningful when approached with empathy and authenticity.  Q: What role does leadership play in modeling this culture of connection?  Moorhead: As a president, I make it a point to be visible—walk the halls, join huddles, and engage in real conversations, because culture is contagious. If I want my team to prioritize people, I must demonstrate that myself.  Every leader sets the tone, intentionally or not. When leaders make time to listen, offer encouragement, and show appreciation, it sends a powerful message about what we value.  We equip our leaders with tools to celebrate effort and support physical and psychological safety. Creating a culture of connection starts at the top, but it grows when everyone sees it’s real—when it becomes part of daily habits, not just organizational statements.  Q: How can organizations outside of healthcare apply these lessons?  Moorhead: Whether you’re leading a hospital or a tech startup, people want to feel seen. They want to know their work matters. They want to trust the people around them. Organizations that foster those connections outperform those that don’t.  Every company should be asking: Are we designing our systems only around efficiency or around people?   Human connection isn’t a healthcare issue—it’s a leadership issue. It affects everything from retention to innovation to long-term sustainability.  Q: What gives you hope about the future of healthcare?  Moorhead: Despite the challenges—workforce shortages, financial pressures, the emotional toll—I see daily reminders of what makes healthcare extraordinary. We’re surrounded by people who choose to show up every day not just to do a job, but to make a difference.  Those moments may not make headlines, but they’re the heartbeat of healthcare. No matter how much technology evolves, the most powerful breakthroughs will always begin with human connection.  Connection isn’t an add on—it’s the foundation.  Larraine Segil is founder, chair, and CEO of The Exceptional Women Alliance.