The “rockstar” trap - the biggest threat to sustaining your coalition’s work

My first full time public health job was at a state health department, working with schools to implement evidence based youth violence prevention programs. Principals and school counselors were often the rockstars behind this work - until they weren’t.

I repeatedly heard counselors say: “The program was a huge success…and then our principal left.”

Then I heard principals say: “The program was a huge success…and then our school counselor left.”

Here's the thing: No matter how brilliant your program or policy is, if it relies on the passion or knowhow of a single person, it’s designed to fail.

The “Rockstar” Trap

In health coalition work, we often rely on "rockstars,” those high-energy leaders and members who carry the institutional memory in their heads and the key relationships in their personal cell phones.

But hoping these rockstars stick around forever isn’t a strategy.

People get promoted. They get sick. They move. Especially in a volunteer-heavy environment like many coalitions are, turnover isn't just possible, it’s inevitable.

If your coalition's success depends on a specific person sticking around forever, you aren't building a movement to transform health in your community, you're hosting a temporary project.

To sustain your coalition’s work and impact, we have to go from relying on rockstars to building systems for succession.

What does this look like in practice? Let’s get into it.

4 Strategies for Succession Planning

• Build a “Leadership Bench”. The first step here is to broaden buy-in and foster champions, as discussed earlier in this newsletter series - this way, the passion to keep the work going and the knowledge of how to do the work doesn't just live in one person AND you have a bench of people who are more ready to take on leadership roles when the time comes. To really build that bench though, you need to pair those broader efforts with a more focused succession planning approach. This brief (from the Association of State and Territorial Health Officials (ASTHO)) on demystifying succession planning in public health agencies can be a helpful place to start. While not specific to coalitions, many of the concepts are still relevant! They define succession planning as “a developmental strategy that equips staff with mentorship and training to grow into a future role when it becomes available. Rather than naming a backup, succession planning fosters a transparent pipeline for growth into a vertical or lateral position change. Stretch-opportunities and cross-training drive the preparation process.”

• Kill the “Internal Rolodex”. Track and transition relationships, just as you would specific activities. Work moves at the speed of trust, and that is especially true when we’re talking about the work of community coalitions. So many relationships are needed to move the work forward - relationships with local policymakers and journalists, school system and faith-based leaders, community leaders and advocates. And if one person’s relationships live only in their internal rolodex, when they leave, those relationships vanish, and the work slows. Instead, track relationships in your project management system (which might just be a spreadsheet - that works!), along with pertinent details and notes, and when someone is leaving the coalition, make sure their relationships are transitioned too, not just their duties. Ideally, that can happen with a warm hand-off during a joint meeting (especially for really important relationships) but even in the absence of that, an email introduction or a link to where relationships are tracked in the project management system can go a long way.

• Standardize the “Brain Dump”. Establish systems that ensure institutional history and knowledge are captured - ideally in real time - so that this information doesn't disappear when a person leaves. So often, our most passionate and effective leaders and members hold so much in their heads, and without the systems to document and share it, this vital information walks out the door when they do. Establish ‘Standard Operating Procedure’ (SOP) documentation processes, have a clear file organization system in a shared drive, use a project management tool to outline and track workplans, and make sure multiple coalition members are trained to know where to find these things, understand how they are set up, and are able to update them as needed.

• Templatize the Transition: Have templates for transition documents so the person leaving has a clear roadmap of what to brain dump and document. The more of this that can happen in real time (as noted in the point above), the better, but there will always be loose ends. Make sure you have a place to capture them.

As we’re highlighting through this series, public health is a PEOPLE business.

But for our work to thrive, it cannot be dependent on the same people forever.

Whether it's the leader whose buy-in is a prerequisite for the work to move forward or the ground-level staff making it happen, plan for succession so you can sustain your work, maintain momentum, and continue to have impact in your community.

It’s the only to make sure that even when your rockstars (or you!) leave, the mission stays.

I'd love to hear from you - which of these strategies is your coalition or organization using well and where might you need to focus more?

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Why you need champions (not the Super Bowl kind)

How would you define a champion?

You might think about a Super Bowl or Olympic champion - that would be dictionary definition #1 (“someone or something, especially a person or animal, that has beaten all other competitors in a competition”).

But I’m thinking about dictionary definition #2: “a person who enthusiastically supports, defends, or fights for a person, belief, right, or principle”

We saw Bad Bunny champion community and love and unity during this year’s Super Bowl halftime show, not to mention Puerto Rico and Spanish and Latino heritage and culture.

We need those kinds of champions in this country right now.

And we need champions in our own coalitions and communities too.

Here’s the thing, as is the crux of this series of our newsletter, systems only change when people change.

And you can’t get people to change at scale without champions - people within their organizations and communities who proactively advocate for the change, support the change, model the change.

One of my favorite examples of this comes from our work in DC public schools. DC public schools launched a whole child focused initiative a few years ago, and they intentionally identified “champions” - teachers and staff in schools across the district who were going to champion this whole child work and be the early adopters, the vocal advocates, the guides, the role models.

When someone in a school saw a fellow teacher in their same building applying a new practice and sharing how much it helped them and their students, they were far more likely to want to try the practice themselves. And when they ran into challenges, they could run down the hall and get some advice.

Anytime your coalition is trying to shift a system, think about the people who need to be a part of the shift and who your champions are or could be. Nurturing those champions is a vital element of getting to the change you seek.

The idea of champions applies internally within coalitions too. Does it feel like your coalition is undervaluing something of importance (whether that be community voice or strategic planning or collective action or evaluation and learning or something else)? Who on your coalition already believes in the value of that thing and can you nurture them to be a champion and voice for that thing so other coalition members get bought in too?

Who are your champions - in your coalition, in your organization, in your community? What have you done (or could you do) to foster them as champions and accelerate the people change you need to get to systems change? Please reply and share your thoughts with me!

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It all comes down to one thing: buy-in

Turns out the answer to everything isn’t 42. Or 6-7 for that matter (sorry, I couldn’t help myself!).

It’s BUY IN.

Okay, maybe not the answer to everything but in the world of coalitions, it IS the answer to a lot of questions:

Q: How do we get more things done?

A: Buy-in.

Q: How do we get coalition members to participate meaningfully in our meetings?

A: Buy-in.

Q: How do we get local policymakers to make the changes our community needs?

A: Buy-in.

Q: How do we get new leadership to carry on the work we’ve started?

A: Buy-in.

Q: How do we get an organization’s staff to take action on the things our coalition has identified as helpful?

A: Buy-in.

As we noted earlier this month and as is the focus of this series, public health is a PEOPLE business. And for any of the work to move forward, PEOPLE have to be bought in to the work.

What people? It’s a long list: coalition members, local policymakers, community agencies and organizations (their leaders and their staff), community members themselves.

Which of these people really need to be bought in to a specific aspect of the work will vary based on their level of involvement and the stage of the work, but at some point, each of their buy-in will be important to advancing the work of your coalition.

So how do you get buy-in? Here are four steps to follow:

1. Whoever you need buy-in from, understand their ‘why’ - What do they most need and want? What motivates them and inspires them? What keeps them going? What keeps them up at night? What are their priorities and values? What metrics are they held accountable to?

2. Frame what you’re seeking in those terms - I’m not saying pander or change your goals (although sometimes, changing goals makes sense based on the input you get!). Rather, try to frame what you’re seeking in terms that align with their ‘why’ and understand what language to let go of and what language to amplify.

3. Bring them along for the ride - It’s hard to feel bought in to something if it’s been shaped without your input and now being forced on you. Understand who you need buy-in from and bring them along from the get-go. Involve them in shaping the work (This doesn’t mean you act on everything they say! But it’s important to hear them and be open to reshaping the work in ways that balance your ultimate goals and the needs and realities of those you need buy-in from to accomplish those goals).

4. Tell the story of how what you’re seeking is going to help them - How does what you’re seeking align with what they need and want, take something off their plate, help them achieve a goal, alleviate one of their pain points, or strengthen their impact?

Building buy-in is one of the most important roles of coalition leadership. I’d love to hear more about your experiences building buy-in. Whose buy in do you need that has been hardest to get? Is there a particular approach or conversation that has really worked for you in gaining buy-in? Drop me a note and let me know!

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Public health isn't a systems business

Well, did that title catch you off guard?

It might not be something you’d expect me to say - me, someone who has drunk the “systems change” Kool-aid from way back in my undergrad engineering days throughout my public health training and into launching PoP Health (where our entire mission is to work with community coalitions to transform health through systems change).

But at a conference a few months ago, I heard someone say something that has really stuck with me because of how unexpected yet true it is: Public health is a people business cleverly disguised as a systems business.

Systems only move when PEOPLE move. So as leaders of community coalitions, we all need to build our PEOPLE strategy, not just our systems change strategy.

This is why we’re heading into 2026 with a new special series of Community Threads, focused on public health as a people business.

Because systems don’t change if people aren’t bought in.

Because systems don’t change if people aren’t champions for that change.

Because systems don’t change if we don’t plan for people moving into and out of leadership.

Because systems don’t change if we don’t treat people like people.

Because systems don’t change if we aren’t real with people.

We’ll be sharing more on each of these points over the next couple months. Please join the conversation, and forward this on to friends and colleagues - especially those who lead community coalitions! - who might be interested (if you got this email forwarded to you, you can subscribe to Community Threads here so you don’t miss getting this series straight to your inbox!).

What do you think? In what ways do you see public health as a people business? In what ways do you see public health as a systems business? Drop me a note and let me know!

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Our public health frameworks are failing us - here’s the one thing we’re missing

Our public health frameworks are failing us.

They're true. AND they're failing us.

Let me explain why.

I had the pleasure of giving a Lightning Talk at the National Network of Public Health Institutes Open Forum conference in Pittsburgh earlier this month (it was a balm to the soul to be in the company of fellow community-based public health practitioners!)

Here’s how and why our public health frameworks are failing us, the one thing we're missing, and what we need instead:

Now, let me break down each of these ways to begin treating building community power as a public health imperative.

Way #1: Cultivating community connection

• The status quo: What our former surgeon general Vivek Murthy calls a loneliness epidemic. We have an individualistic lens, an obsession with self-care and self-help.

• What we need instead: A sense of COMMUNITY. Ways to work, play and simply be together. Third spaces to hang out. Mutual aid. Land use planning that prioritizes connections. Group care and group help. What Priya Parker calls Group Life.

• An on the ground example (in Pittsburgh, where NNPHI's conference took place!) - Pittsburgh's wedding cookie table!

• A public health example - community coalitions of course!

• Ways to cultivate community connection in YOUR work: look for low-lift opportunities + think strategically about convening (What could you change if you teamed up with others that feels impossible alone? Bring folks together around a specific goal.)

Way #2: Strengthening the foundations for civic organizing

• The status quo: Our civic muscles have atrophied. Direct involvement in local politics, union membership, and civic activity beyond voting have all declined.

• What we need instead: Stronger foundations for civic organizing that can advance health-transforming policies. This requires: community connection as the foundation for effective organizing; strong local news to know what's happening and hold officials accountable; strong community organizing infrastructure

• An on the ground example: Pittsburgh's "Our Water" Campaign, led by Pittsburgh United.

• A public health example: The Public Health for Community Power Coalition (whose members include Health in Partnership (HIP), Public Health Institute, Prevention Institute, ChangeLab Solutions, Berkeley Media Studies Group, and others)

• Ways to strengthen the foundations for civic organizing through YOUR work: For organizing/advocacy groups - long-term, consistent organizing across topics is key. For those with limits on direct advocacy - there's still so much you can do! Convene people and make intros across your government and community partners, and build storytelling and other skills among community members that make effective organizing more likely.

Way #3: Fostering narrative change

• The status quo: Individualistic, "blame myself and shame on you" narratives about what shapes our health.

• What we need instead: a narrative recognizing what lies further upstream and the role of community power. We need a new narrative – that gets explicit about the political and corporate forces shaping the policies and systems that shape our health. And then, beyond better messaging, we need actual narrative infrastructure to construct and sustain narratives over time, through things like community partnerships, research, legal advocacy, and institutions of meaning-making like schools, mass media, and museums.

• An on the ground example: Healthy Start’s infant health equity coalition in Pittsburgh, who we here at PoP Health have been so grateful to work with over the years! They’ve crafted a community-driven narrative by funding local organizations to gather member stories, hosting town halls featuring community stories, and training community members as health advocates who speak to systemic issues.

• A public health example: My new project, GASLIT (Gaslit by Corporations / Ignited by Community). I launched GASLIT to explicitly name corporate power as a root cause of public health harms and center community power in the fight for our health, planet, and future. Please sign up for the GASLIT newsletter if you’re interested in receiving action steps you and your neighbors can take to ignite change, stories of communities reclaiming their power, and investigations into corporate gaslighting.

• The foundations for fostering narrative change in YOUR work: Think about the narrative itself: Revisit how you talk about root causes of health. Are you going upstream enough? And build narrative infrastructure: Build community members' skills to tell their stories, create spaces for them to speak directly to decisionmakers. Engage with institutions of meaning-making to shape narratives about health.

So, what's next?

Which of these ways fits in most directly with your work?

What steps are you hoping to take next?

Drop me a line and let me know.

And if I can help, whether that's through a keynote talk on community power as a public health imperative; training, tools, and coaching for your coalition, or simply answering a question via email, please reach out!

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4 questions on the path to action

I’ve been sitting with some hard truths lately.

Systems are complex. Dynamic. Interconnected.

Working together in a coalition to change those systems is hard. Slow. Complicated.

That’s just the reality of what we’re trying to do.

So for anyone else who’s feeling stuck, but not ready to give up (I’m definitely not!) - I thought I’d share some simple questions I go back to when I’m trying to dig myself out of the ditch and get us back on a path to action. (And let me be clear, I mean the questions are simple - the process of answering them and the answers themselves are unlikely to be.)

For whatever system you’re trying to change:

1. What's working? What are the strategies, models, and examples that are working that we can learn from?

2. What’s not working? What are the gaps, challenges, and complaints we need to address?

3. What should be tried next? What specifically should be continued or started, changed or stopped?

4. Who has the authority/capacity/expertise to execute those next steps? And what might we or our partners or our communities be able to do to influence, equip, or support those people to take those steps?

I hope these questions can help you climb back onto the path to action if you’ve fallen off, or keep you going on it if you’re still making your way.

And if you're looking for some extra support on that front, we're here to help! PoP Health's capacity building packages for community coalitions and their partners include training workshops, tools, and templates that will help you walk through the systems change questions I've shared above in a way that's driven by both community and coalition member perspectives. Plus, we'll support you with ongoing coaching and technical assistance that'll make sure you take those actions to the finish line. Here’s a brief summary, email me if you want to chat further!

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4 options in the face of collapsing systems

If you, like me, are distressed about what’s happening at the CDC, what’s happening around vaccines, what’s been happening with public health grants and research being terminated, and more - I see you.

I shared my thoughts in the wake of the shots fired at the CDC here, and even just since then, we’ve seen top CDC officials resign after their director was ousted.

When systems are collapsing around us, it can be even harder than usual to answer the question of: what next? What should we DO? Not to mention, what CAN we do, especially if we are grappling with fewer resources and an uncertain future?

While I don’t have magic answers, I do have some options that might be helpful to consider. I found this piece on grappling with systems collapse very relevant to the community coalitions we work with here at PoP Health, who are focused on systems change - and thus especially impacted by systems collapse (hat tip to I2I, which drew my attention to this piece in their newsletter).

Let me summarize the options the authors of this piece lay out for what impact might look like in collapsing systems.

We can:

• Protect. This model “builds and leverages power to counteract the worst harms, strengthen community resilience, and preserve values of care and belonging to carry people through crisis.” E.g., mutual aid

• Block. “If a collapsing system seems likely to give way to an even more dysfunctional or inequitable alternative, then the blocking impact model may be an appropriate response. This model can slow down both the pace of collapse and the emergence of worse alternatives.” E.g., providing know-your-rights training.

• Disrupt. This model “achieves impact by embracing the fact that as the legacy system deteriorates it is possible to shed the constraints, rules, and norms that do not serve the social sector.” E.g., boycotts and strikes.

• Create. “With the system awash in uncertainty, there is an opportunity—even a responsibility— to pursue truly transformative impact. This means exploring the larger context in which the system sits….What ideas or projects can be tested or nurtured? Which leaders have been marginalized by existing systems, but…are uniquely positioned to step up in this moment?” E.g., participatory governance.

​The full article adds a lot of important nuance about the conditions you need to maintain to push forth with each of these options.

Three bonus questions they ask at the end of their piece, and I’ll now ask you:

What can we let go of, what do we want to carry with us, and what do we want to build?

Here at PoP Health, we’re:

• letting go of being the best (and being this instead),

• carrying with us all we’ve learned from coalitions on the ground doing the work, and

• seeking to build the capacity of more coalitions to translate their vision and resources into tangible action.

→ On that front, PoP Health is now offering capacity building packages for community coalitions working on systems change (training workshops, tools and templates that will save you time and get you to action much more quickly, along with ongoing coaching and technical assistance that'll make sure you take those actions to the finish line). Here’s a brief summary, email me if you want to chat further!

For me personally, I’m:

• letting go of the desire to see results quickly (because the fight for our future, our health, our planet, our democracy - it’s all long-term and multigenerational),

• carrying with me a focus on hope and action, and

• seeking to help build community power, in my own community and beyond.

→ On that front, check out my new project GASLIT by Corporations/IGNITED by Community, at www.gaslitbycorporations.com.

What about you? What are you letting go of, carrying with you, and wanting to build? Drop me a note and let me know.

As the authors of this piece on systems collapse note, “this moment requires us to engage in repair and reimagination”.

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Jane Fonda on how "community means power"

As agencies, nonprofits, families, and individuals make contingency plans upon contingency plans in face of all the uncertainty of this moment, I wanted to share some words - courtesy of Jane Fonda - of both hope and action (which were PoP Health’s wish + invitation for 2025…which, two months in, feels like it has already lasted about two years).

I’m not really up on pop culture or Hollywood, but I’ve been deeply impressed with Jane Fonda ever since I heard a podcast interview with her a couple years ago - what a life, what energy, and what commitment. In an industry where it is especially easy to ignore, pay lip service to, or throw a few pennies at societal problems, she’s been on the ground trying to fight for change.

So, I didn’t hesitate to click on the video of her speech at the SAG awards a week ago, where she received the Life Achievement Award (transcript here for the readers out there). And I’m so glad I did.

Here are my key takeaways:

• “Community means power.” - She talked about how unions have our backs and give us power, and I’d add to that all the other ways of coming together in sustained, structured ways - community coalitions, co-ops, neighborhood associations and groups. Create them, join them, sustain them.

• “Empathy is not weak or woke.” - This statement stands by itself, but Fonda had more to say about empathy. First, she connected it to the job of actors - “...we don't manufacture anything tangible. What we create is empathy.” Indeed, I’m a big believer in storytelling and its importance in creating empathy as well as inspiring and persuading. Which brings us to Fonda’s next point about empathy - “And even if they’re of a different political persuasion, we need to call upon our empathy and not judge, but listen from our hearts and welcome them into our tent, because we are going to need a big tent to resist successfully what’s coming at us.” I could not agree more. To sneak in some words from Rebecca Solnit, who I’ve been turning to often over the last couple months, “You need to pitch a big tent and welcome everyone who might come in, even if they came over recently and weren't always there. No one knows what it is going to take to overcome the current crisis…I do know that it's going to take a lot. The more the better.” As Solnit goes on to point out, “unwelcoming committees from people more interested in being right than effective” are self-destructive to the causes we support.

• “We are in our documentary moments. This is it. And it’s not a rehearsal.” - Fonda urged us to take this seriously, be brave, stay in community, and take action. And it’s not enough to just be against things. Fonda underscored, “We must find ways to project an inspiring vision of the future. One that is beckoning, welcoming, that will help people believe.”

As Fonda went on to say, “Let’s make it so,” Reader.

In your coalitions and your work, how are you projecting an inspiring vision of the future, widening your tent, staying empathetic, and building community power? Drop me a note and let me know. And let me know if you disagree about what we need right now too - disagreements are always welcome here.

And, for those looking for more concrete advice on how your coalitions, organizations, and agencies can take action in your communities to transform health - a quick save the date: April 2nd, noon ET, on Zoom, join PoP Health for a free action planning webinar. You'll learn about the #1 missing ingredient that's preventing your action plan from getting the results you want + details on how to follow our 5-step action planning process to go from feeling stuck to feeling like a superhero. Register here!

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Taking action when everything is on fire

Whew, it's been a couple weeks, hasn't it?

Public health is being further threatened than it already was in every direction - halting of foreign aid work; an attempted coup in the form of a spending freeze; an anti-vaccine skeptic nominated to lead the nation's health agency; the list - sadly - goes on.

And the opposition to these threats? It's been weak, slow, and completely insufficient. I don't mean opposition as in people ranting about and posting about and discussing these problems. I mean opposition as in actually taking action.

And why is that? I think there are two key issues here:

1. Actually taking action isn't a central part of enough our organizations’, agencies’, and coalitions’ (not to mention politicians') ethos, frameworks, and plans. Speeches and reports and "awareness raising" and "information sharing" are not ACTION. And here’s the thing - nothing changes until we act.
​
2. We aren't organized!! And it's not entirely our fault. Our civic infrastructure has been ravaged by everything from land use policy (which prevents the kind of community building we need to foster the trust, conversation, and connection that is foundational to organizing) to restrictions on 501c3 lobbying (while leaving corporate lobbying, political influence, and in a word, corruption, unchecked) to the decimation of local news (which is needed to hold local policymakers and others accountable, foster community action, and more) to the weakening of community, labor, and other organizations that could actually put weight behind advocacy demands and see them to fruition.
​
So we can call our congresspeople or join protests, but without actual, meaningful, and long-term organizing, we're not going to be nearly effective enough.

I've been giving both the action and organizing points above a lot of thought, even before the chaos of the last couple weeks.
​
On the action front, PoP Health will be offering a FREE live class for community coalitions sometime this Spring, all about why every community health coalition needs a strong action plan - and the process they need to get there. Community-rooted work is more important than ever right now, and with a strong planning process, your coalitions can deepen your impact and build community power.
​
On the organizing front, we've got some wheels in motion, but it's early yet - stay tuned for more details, and please reach out if you have ideas to share or want to be involved. Also please drop me a note if you've seen examples of or are involved in taking organized action against the current threats to public health.

As Grant Ennis notes in his book Dark PR, historical protests that led to meaningful policy change did not involve “individuals brandishing banners stating scattered goals” but rather “organized citizens focused on political action” with banners that “listed their demands and the names of the groups they represented.”

And as I heard in a conversation about the role of democracy in population health yesterday, protests and other forms are direction are a component of organizing, but they are the not the entirety of organizing. There's a lot more to organizing effectively - stay tuned for the next Community Threads newsletter for more on that.

Everything that's happening right now is a LOT, but I still have hope we can find ways to come together to not just act in opposition, but to proactively put forth different - and more compelling - narratives, values, and ways of shaping our policies and our communities.

We can do this.

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Why we must ACT in 2025

I opened the new year inviting you to join PoP Health at the intersection of hope and action to transform health in our communities.

Earlier this month, we dove into the idea of hope.

Today, we’re focused on ACTION.

I’m all about capturing data to understand community needs - but does it sometimes feel like all we’re doing is defining (and redefining) the problem, listing challenges and barriers, and adding proof points that the problem exists?

I think sometimes we get paralyzed thinking we need more - more information, more resources, more time - instead of figuring out how to ACT in the here and now, with what we have.

I heard a great example of this at a workshop this past Fall, from an organization called Beyond Housing in St. Louis. Their CEO shared the simple framework they use to guide their work: Ask, Align, Act. “We ask for the community’s input to identify priorities, align resources, and act toward fulfilling a common vision.”

It sounds SO simple. Yet, many organizations and agencies aren’t doing this.

Part of that, of course, is because it isn’t actually simple to identify priorities or align resources, much less act. There are so many complexities and challenges, and I don’t want to diminish those.

Yet, that’s only part of the story. Many organizations and agencies aren’t even trying to act, at least not in a meaningful way.

I think the first step towards taking meaningful action is doing what Beyond Housing has done - make ACTION a central component of your organization’s ethos, framework, plan.

The results can be impressive. Just check out what Beyond Housing has done - https://beyondhousing.org/about/our-work/.

Here’s the thing - nothing changes until we act.

We also can’t learn what works - and perhaps more importantly, what doesn’t work - until we act.

It’s in this spirit of taking action that we here at PoP Health will be offering a FREE live class for community coalitions this Spring, all about why every community health coalition needs an action plan - and the process they need to get there. Stay tuned for more details!

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