Clinician Mental Health Is a System Problem:
Inside the Fight to Change Healthcare

Transforming Healthcare Coaching Podcast — Episode 99: The Dr. Lorna Breen Heroes’ Foundation — A Journey to Change Healthcare. A special Podcasthon charity episode. Host: Lillian Liang Emlet, MD MS CHSE CPC ELI-MP. Guest: J. Corey Feist, JD MBA — Co-Founder and CEO of the Dr. Lorna Breen Heroes’ Foundation. Published March 14, 2026.

Lillian Liang Emlet: This is not just a physician problem, this is an entire industry problem.

Corey Feist: The concept of burnout is one that is an occupational syndrome. It's not even a diagnosed mental health condition and it manifests in the individual, but it's caused by the organization and the system. So when you realize that you go, "Wait a minute. We have been putting band-aids on this problem for years, and in order to really create a thriving workforce and therefore a thriving patient population that is treated by the workforce, we need to get at the issue at the root." The bottom line is it's the weeds in the garden that creep into my garden, out my window each summer. And that is what gets between health workers and their patients.

Lillian Liang Emlet: Clinician mental health has become one of the rare issues gaining bipartisan momentum, and that didn't happen by accident. This is a conversation about what it looks like when grief turns into policy and advocacy turns into real change. This is a special Podcasthon episode focused on impact. We're very honored to be ambassadors for the work of the Dr. Lorna Breen Heroes Foundation, an organization that has fundamentally changed how clinician mental health is addressed in the United States. And joining me today is the foundation's CEO and founder Corey Feist. Corey, thank you so much for being here with me today.

Corey Feist: It's wonderful to be with you today. Thanks so much for making time for this important subject.

Lillian Liang Emlet: So Corey, many people recognize the foundation's name, but may not fully understand the scope of the work today. How do you describe the mission of Dr. Lorna Breen Heroes Foundation now in 2026, and how it's evolved since the beginning?

Corey Feist: One of the things that I found at the very beginning was that we needed to make sure we were listening very carefully to the feedback of health workers about what it is they really needed. I had spent many decades in academic healthcare systems really looking at the root cause of a lot of the things that got between clinicians there and their patients. And one of the things I learned at that process was you got to go to the workforce and say, "what's going on?" And so when we began our work, we were focused on more of the federal policy because our US senator had, reached out to us, Tim Kane, to say we want to create, the first ever federal law that supports the wellbeing of health workers. And so we were focused there. And as though time has gone on, we have really refined our approach so that we are not just advocating for health workers, but we've added to that advancing solutions, which are those common sense practical solutions addressing the root cause of these issues. In addition to that, we've been accelerating collaborations across the industry and really breaking down silos of legacy membership organizations that are looking out for one segment of the healthcare workforce or another and bringing them together to really, again, accelerate and implement those solutions. So we've expanded beyond kind of a initial policy focus and we are seeing great results from all of our programs. And I will just end by saying we continue to listen to our workforce. And so as we hear different things and as the issues evolve over time. We too hope to adapt to those issues so that we're meeting the beneficiaries of our work, if you will, where they are, and not asking them to conform to, what the environment that they're currently in. So that's how it's evolved for sure.

Lillian Liang Emlet: It's really amazing to sort of think about the fact that they, there wasn't a law before this. There wasn't any legal supports and it's no wonder that so many people of all professions were afraid. And I think what's amazing that Dr. Lorna was an emergency physician and yet at the same time, you've widely gone beyond just physicians. This is not just a physician problem, this is an entire industry problem.

Corey Feist: And that has been consistent since our inception. About 12 hours after Lorna's passing, there was national publicity around her death. And that opened a floodgate of feedback to our family from all walks of life. These were survivors of suicide loss. These were family members who were nurses or physicians who were seeing their children enter the profession and they were terrified for their wellbeing. And so this approach that we've had to look out for all health workers has really, in many ways, accelerated our progress. Absolutely. Because we are not just going to look out for one segment. We are looking out for all. And it's critical. Healthcare has been a team sport for a very long time now, and we needed to treat these kind of solutions in that way.

Lillian Liang Emlet: Yes, and I really do enjoy the fact that the foundation is there's a place for everyone who wants to come to participate. Whether you're a large organization, a health system, a state medical board, and an individual clinician interested in wellbeing, a large consortium of people, trying to network and try to change the culture no matter who you are. I think that's what's the most lovely thing about the Lorna Breeden Foundation, is that when we come to our ambassador meetings, there's a wide variety of people who are coming to support the organization and doing from grassroots to large to small and medium, everything in between.

Corey Feist: and again, that's been our approach because We are a small but mighty organization, but we really accelerate at bringing together people who are passionate about fixing these problems. Not just sitting around talking about the issues, but really getting in there. And so we don't have enough bodies to do it ourselves. And healthcare wasn't created overnight and the current state of our healthcare workforce took, years and decades and probably hundreds of years to kind of get to this point. So we do not have the ego that would say: "we can fix it." In fact, contrary to that, we are really trying to, bring organizations together and align around some common elements here so that we can make demonstrable progress and, change this conversation from one where the workforce needs to be stronger and more resilient to the workplace needs to evolve to meet the needs of our workforce.

Lillian Liang Emlet: Like that last second piece that the workplace does have to evolve. And I think what's really fascinating about, all of this is that the healthcare system itself, people often vilify it. Just, I think probably for good storytelling, the system - bad, the people - good. And at the end of day there's something in between. The reality is, it's much more layered and nuanced and com complicated than that. And just simplifying that story really isn't where any of us need to be. So I think the fact that the foundation can unify all the different perspectives to be able to solve it is one magical piece. I'm curious from your perspective, what did Lorna's story expose about the healthcare system that still actually really hasn't even made much progress? Is there anything that really hasn't fully changed from your perspective?

Corey Feist: Lorna's story exposed a few important elements. The first is these barriers to mental health access are real for all health workers, and those barriers often are found in overly invasive and inappropriate questions around a clinician's mental health including substance use passed. Those questions act like a minefield for our healthcare workers to answer when they go apply for a state medical license, a hospital credentialing application, a medical malpractice application to be paid by commercial insurance. It's a minefield. When I look at that issue, there had been a number of organizations like the Federation of State Medical Boards and the Federation of State Physician Health Programs that in 2017 had created policy to change those questions. What we did was we accelerated that. So as an example, 17 medical licensing boards when we began this work were compliant with our recommendations. Now there are 43. In addition to that, there are pharmacy boards, nursing boards, dental boards, and we have interest from many other boards. In addition to that, over 2000 healthcare organizations have taken a look within their own credentialing applications. We have malpractice carriers now being doing this work, commercial insurance, doing this work, locum tenants firms doing this work. So we served as a catalyst. Right now, that program, which we call the Champions Challenge for licensing and credentialing, is benefiting 3 million health workers. That's a 1 million increase between September of 2025 and January, 2026. To show you the pace of change. And there's 11 million licensed health workers in the United States. So we're not even halfway there, but we're getting close. So that's one of the things that it exposed. the other thing that I think, Lorna's passing exposed for the industry was that we need to go beyond asking the workforce to be more resilient. So the well-intended response to the workforce during 2020, right after we were banging pots and pans and celebrating our healthcare heroes, was to give them access to mental health services, peer support programs, yoga, meditation, whatever those things are. But all under the banner of these are to help you be more resilient. The conversation, however, has been changing and needs to continue to change to one where we make the system work for the workforce and not vice versa. And so in order to make the system work for the workforce, we have to get at the root cause of these issues. And those are systemic causes. So if you were to create a scale that has individual support programs on one side and system solutions on the other side, right now the scale would be heavily imbalanced towards individual support solutions. We need to rebalance the scales, focusing on the root cause of the issues, as well as providing individual support. And that comprehensive approach is where we really need to continue to accelerate in our next five plus years, at the Lorna Breen Foundation and across the healthcare industry.

Lillian Liang Emlet: I love how you really highlight the two sides. And again, it's not a 'either, or solution'. You really an organization and the system needs both. You need to have leaders who believe in the wellbeing and rethink the mindset of how they design the work groups and the cultures and the departments and the divisions and each building has its own culture and it's okay. I mean, there's a magic to have diversity in the culture, but it has to fit the people who are in there. And then at the same time, people do need to have some resilience skills. You do need to teach this, as I direct the wellbeing curriculum for our own fellows and our own trainees, it's normalized now to talk about these things. And so now is really just, you know, catching up to leadership is willing to talk about these things. At the same time, all of the employees are willing to talk about these things.

Corey Feist: Yeah, and it's a yes. And you know,

Lillian Liang Emlet: Hmm.

Corey Feist: to talk in improv, right? It's health workers individual support and its systems solutions that are driving the workforce. The concept of burnout is one that is an occupational syndrome. It's not even a diagnosed mental health condition in the DSM and it manifests in the individual, but it's caused by the organization and the system. So when you realize that, you go, "Wait a minute. We have been putting band-aids on this problem for years, and in order to really create a thriving workforce and therefore a thriving patient population that is treated by the workforce, we need to get at the issue at the root." It's just that simple. Now I've, obviously, it's more complicated than that. But there are really concrete examples that we have seen over the years about how organizations are taking this on and immediately changing the workplace and the workforce is saying: "Thank you! Thank you! Thank you! It's so much better now." when I think about the effort associated with those interventions and the impact, it is exactly the quadrant in a two by two change matrix that every organization is looking for. It's that low effort, high impact, and those are out there still and they just really need to be addressed so that the workforce can again, thrive. and as part of the reason why I started transforming healthcare coaching also was primarily to begin to help individual leaders rethink their own individual leadership plus wellbeing as those are the two metrics. If those two metrics can be fixed, then perhaps there will be less attrition and there will be less turnover and the churn in the human capital. I mean, every healthcare organization knows to be a sustainable organization, you need to think about the people first and how do you think about the people first. It's the entire ladder of leaders all along the way. There's so many leaders on any given ad hoc day that you see, showing up in teams, outpatient, inpatient, and it's really about investing in that infrastructure changes culture from one person at a time and. agree with you.

Lillian Liang Emlet: And so what I really have loved about, you know, so our conversation so far is a lot of people don't know about all the wins. and often we don't focus on the things that are good and going well, it's hard for us to see more and get more of those things. And so looking back, what have been the most significant accomplishments so far for the foundation?

Corey Feist: Well, when I think back to what we just talked about in the last five minutes, I have to look at the concerns that Lorna had and the concerns that thousands of health workers have around getting mental health treatment because of these inappropriate questions, this minefield that I referenced, that's been a huge win. Our Champions Challenge program has so many organizations applying to it for recognition. By the way, it costs them nothing to do. This is all we do, this all philanthropically supported through the foundation. We provide the technical assistance. And so, that's been a huge win. As you also know that when you make a change, if you don't communicate the change, like the change never happened, and so even more important. The feedback loops that we get from health workers where they learn about this change and they tell us that they've done something different to support themselves. That's a huge win as I look forward. And frankly, it's those emails, text messages, phone calls that I get that say, "because of your programming, of your sharing of Lorna's story. I did something different and I'm here today to celebrate that." And that's, you know, it's hard to frankly look even beyond that, but I'm going to go beyond it because there have been other wins. another huge win was at the beginning of our work, we came together in an interprofessional way to create a national coalition focused on this issue with many of the legacy organizations that have been around the healthcare forever. The American Medical Association. American Hospital Association, American Nursing Association. an alphabet soup of A's. and we call it the All in Wellbeing first for Healthcare Coalition. When we started, we had just a handful of organizations who had joined us to lean into this movement and accelerate solutions, as well as remove mental health barriers. Now we have almost 40 national associations representing millions of health workers of all makes and models, if you will. shapes and sizes, makes and models, whatever you want to call it. And that work of that coalition has really helped to advise — the industry, advise the government and policy makers — on how to really revise this system to make it work for the workforce. So the All In Coalition has been a huge win. We don't talk about that much. Our ambassador program of which you're a member, has been a huge win for us. We have had thousands of people reach out to us over the years to say: "how can I be involved in this movement?" We created the Ambassador program and as you noted, we have an interprofessional group of people who are coming together to say, I want to be part of grassroots change. And so we see the ambassador program as one of our huge highlights. I'm gonna hit two more for you. We talked about it. A few moments ago, I think, I'm pretty sure we did the Lorna Breen Act. So the first ever federal law creating programs to support the wellbeing of health workers. When our senator called us and he said, we want to create a law and we want to name it after your sister-in-law. At that moment it was the summer of 2020, we had just experienced this loss. It was so raw and fresh, and when Senator Kane called and said, we have some ideas here. We weren't in any position to say anything other than, you know, thank you. And now to see those ideas a — signed into law, but b — make an impact on hundreds of thousands of health workers from across the country, who were, whose organizations received federal funding to support. The workforce, and the decrease in burnout rates, the decrease in turnover, the improvement in job satisfaction, those are huge wins. As you also know, the Lorna Breen Act programs expired by their natural terms, and so we worked with Congress at our All in Coalition to extend those programs for now. another five years, so that in 2030 there will be another set of programs. Now we've got to get those funded as you know, but that's a huge, huge win. I recently testified before the Senate Special Committee on Aging about the law — Lorna Breen Act, and I thank them for, for working to support the act and its extension and I noted to them that there are billions of dollars that are used in the federal government to create health workforce. The Lorna Breen Act is the only program that helps sustain that workforce to keep that retained and thriving. and it's a very small program, particularly when you think about it in relation to those hundreds of billions of dollars that the federal government is creating in workforce creation. And so that's been a huge win. The policy front, the federal legislation. And then what I would say finally is, The Caring for Caregivers program that we have created, which brings together learning communities geographically based to remove mental health barriers, train leaders on holistic wellbeing approach where you're looking at both systems, drivers, and individuals support drivers, and then practice operational change in learning collaborative environment. That has taken off. So we began caring for caregivers in Virginia. Now we're in North Carolina, and New Jersey, and Wisconsin. We have huge interest from the Houston metro area, and we're about to launch another national learning community. the appetite for structured change to support the wellbeing of the workforce that is tangible, practical, not too expensive, I feel like I'm a Goldilocks, right? It's like not too small, not too big, just right that's what this caring for caregivers program has really turned out to be. and again, the feedback that we continue to receive is huge. So I love where you started this question because I also think that what we have taught others to do around this work, is to celebrate those early wins. You know, healthcare is so geared towards talking to patients and the community and it actually lacks a lot of just the normal internal communications infrastructure and particularly when it comes to celebrating wins. there's so many things going on. but because this issue around health workforce wellbeing has really gotten to a tipping point, we have to overly communicate even what we might perceive as small wins so that the workforce starts to feel valued, supported, and heard. If they don't know what's going on in organization, even in an organization that may have created a number of programs here that are intended to benefit the workforce, if they don't know they exist, if they don't know that the EMR is being optimized, if they don't know that the cognitive burden on the workforce is trying to be decreased through different interventions. it's not gonna have the impact that it wants. So I really appreciate the question in setting that up. And we continue to encourage organizations to just celebrate those wins early and often so that the workforce begins to reclaim its own agency and real feelings that there's a chance out here for it to thrive and to really do the job that it trained, you know, these workers trained to do, which is to take the best possible care of patients.

Lillian Liang Emlet: It's so funny that you know, mental health and physical health and sustainability organization really are the most important metrics, and we don't talk about it often enough. We're too busy trying to fix all the other problems in the world, so I guess you hit upon something that I do want to highlight, especially for our audience right now that's very relevant. you, obviously hit the milestone with the renewed bipartisan support for the act. but now more work has arrived. We now need to work on the federal funding. Can you tell us a little bit about how our listeners — the healthcare professionals in the United States can help with that process in terms of where they can go to get more information and of getting the federal funding to continue the sustainability education work that you just described.

Corey Feist: Absolutely. So ten seconds of background. if you're a listener and you're in your organization every year, your organization probably has a budget process where they solicit. Requests from departments and departments say: "we need this money for computers and this money for whatever that might be, infrastructure, whatever." And they go through a process to review all their requests, and then at the end of the year, they develop a budget that gets passed. Federal government does that in something they call 'the appropriations process.' It's a budget process. It has begun, in earnest already, in late February of 2026, and will continue for probably the next 60, potentially 90 days where individual member offices have forms that they have on their website for individuals and organizations to complete, to make requests for funding. And those requests don't mean they go to that specific organization, but they can say, "fund this program." So one of the most important things that our listeners can do, just like you were trained as an ambassador, is to complete a form online, on your local member of Congress's website that just says, "please fund the Lorna Breen Act programs." And that is one of the most important things that everybody can do because when we had a recent set of meetings with members of congressional staff, I should say, "They all said we need to hear from our local communities that these programs are important and we understand, what you're saying to us and we totally support it and there's a lot of priorities out there. So help us help you, if you will, by getting, by getting the Lorna Breen Act funded." So the other thing they can do is they can send a message very quickly and we'll put it in the show notes and for you to contact a member of Congress directly and just simply send a note and an email, which is pre-populated that says, "support these programs." We need to do that extra step of filling out their forms, if at all possible. But that's huge. If organizations, listening to this call are also interested in maybe writing a letter of support, same concept here, write us letter of support to say, please, please, please support the Lorna Breen Act program so that they can be extended. You know, Lillian, when the Lorna Breen Act was originally funded, it was funded for three years. And the funding mechanism, enabled it to be just funded for that period of time. But now we have to go back each and every year and ask for this funding, from now until 2030. And so this, this exercise that we're going through is one that will be benefited from the fact that it just got extended. And so there's that support and that's the program elements, if they are not funded, are really just really a hello promise for our workforce. And we've got to balance that out. So that's the number one thing they can do is contact their member of Congress, fill out those forms, have their organizations write letters of support, and make sure that this funding gets allocated to the Lorna Breen Act program so that the workforce can really to thrive again.

Lillian Liang Emlet: So it was really fascinating. I remember like when we did the pushes before to kinda just make sure that our Congress, men and women. We're aware of the act to kinda get renewed. I thought that now the real work becomes like, "well, because if it's not funded, it's just an idea." And so the reality for people to continue to see continued progress across all the remaining last few states in terms of getting the policies changed and continue to have supports resources because you've created and worked in partnership with many other federal agencies to create education and resources. I don't know if you could speak a little bit about some of the prior work accomplishments with the last funding cycle, not just policy side, but it's also actually true things. You can go on the internet right now and go and download and like use to educate yourself because I know that many people like myself, when you first begin this wellbeing champion journey, you actually have to come educate yourself. You're learning all kinds of things about the data, the science, and the effects on both system and individual wellbeing things. And so I'm curious whether you could just share a little bit about what the prior fundings have already create for people to be able to use right now.

Corey Feist: I'm happy to do that and your listeners can go to drlornabreen.org and about the legislation is really the sub page, and you can read all of what I'm about to tell you. you can also download a two page overview that you could take with you if you go meet with members of Congress. The Lorna Breen Act did two main things. The first thing that it did was it created grants for organizations to support their workforce. Those grants were administered by HRSA, which is a federal agency, and there was a competitive grant process that is a standard federal process. There were over 40 organizations that received the original round of grants. Each one received a few million dollars each to do this work, and what they did was to support the mental health and wellbeing of their workforce through delivery of direct mental health care. In some cases, delivery of changing, the way that the operating systems underneath health workers work, like optimizing the EHR, getting to the root cause. They trained students in interprofessional way about the issues and the solutions. The reality of the Lorna Breen Act grantees were that they did not have a mandated structure that they had to follow. So it was really trying to say, "what does my workforce need and how can we move to meet that?" So that was a huge amount of it. They were put into a learning collaborative that was led by a joint effort between the Institute for Healthcare Improvement or IHI and George Washington University, called it "the Workplace Change Collaborative." And so when you see references to the Workplace Change Collaborative, that was the group of grant recipients. And there's a tremendous amount of information about the work that they did, how they did it at the Impact on the website, and it clicks right through. The Workplace Change Collaborative also has published their national framework for health workforce wellbeing. And you can see that again through our website and through their links. But this just kind of visually illustrates the complexity of these issues and how organizations can kind of walk through journey so that's the big part of the Lorna Breen Act were the grants a smaller and equally important part, but smaller from a funding perspective part was money that went to the occupational safety arm of the CDC, which is called NIOSH. And NIOSH created a campaign a guide called "The Impact Wellbeing Guide," and this was a guide that was delivered to healthcare leaders to take them through six phases of work to build the infrastructure in their own organization to support the world, the wellbeing of the workforce. And so the Impact Guide was something that our All in coalition that I mentioned earlier, advised on and the guide was tested across the United States in a large multi-state hospital system. the two pieces of feedback that we received from the guide. When it was tested work. This is great content feedback number one. Feedback number two, we like to do this work in a learning collaborative because we've got so many things going on and we need a little technical assistance to do it. So the caring for caregivers program that I referenced earlier that is privately delivered by our foundation, really takes the content from the impact guide and has turned it into this national technical assistance program to help accelerate these solutions. But hundreds of thousands of health workers have benefited from Lorna Breen Act grants that were originally administered by HRSA and thousands of leaders have now benefited from the Impact Guide. What I want to say to your audience is that we had always envisioned the Lorna Breen Act programs as the start of a full staircase of health policy that we wanted to help advise and create to support health workforce wellbeing. And so these programs, you might say, "wow, this is kind of small in the scheme of things. 40 plus organizations, we've got a guide. It's small and it's a start and we have to build upon it." And it was never intended to be a silver bullet. It was intended to be the start. And that's what it is. And so we need to continue the momentum from the Lorna Breen Act programs, and we need to go beyond those programs now. And one change, I'll just say that we've made, for the HRSA grants as they look to be extended, is that they're really going to be focused on addressing. The administrative burden that is carried by the workforce each and every day. That administrative burden is really the number one driver of burnout for many of our healthcare workers because it, it manifests in and calls to insurance companies on prior authorization, or it manifests in spending hours before and after work in the electronic health health record. The bottom line is It's the weeds in the garden that creep into my garden out my window each summer. And that is what gets between health workers and their patients. And so HRSA's focus in this next iteration will be really getting to organizations so that they can get at the root cause in many of these problems.

Lillian Liang Emlet: It's definitely an exciting time for change in healthcare. I think, both with the momentum now, and so it's really interesting in the different inflection points of where funding and where programs need to continue sustainability. Especially with AI, I can easily see for all leaders out there who are trying to figure out how with their healthcare system, these are great opportunities to continue making sure that we're doing a person centered, wellness centered approach as we do these, tech integrations to be able to hopefully make our lives, better. And so I think there's definitely a place where these unique grants and funding opportunities will be able to change what we do and deliver on a day-to-day basis as healthcare professionals.

Corey Feist: Totally agree with that.

Lillian Liang Emlet: So I think if you're a leader listening, you are actually convening leaders and advocates this March. It's coming up very soon. I'm really sad to miss it because I'm actually finishing up at another national conference. But you're convening a conference in Washington DC, for your annual conference and what's the intention behind bringing people together and who should come?

Corey Feist: Our healthcare leadership collaborative is March 24th in Washington DC at the Kaiser Family Foundation, location. You can find more information, we'll put in the show notes. For the last three years, we have been convening frontline leaders, interprofessional teams, and other individuals who are interested in accelerating this work in focused sessions, giving them concrete, actionable tools to take back with them to implement at their home organization. And this year we have focused that topic on creating a bi-directional communication program for your organization. as we started this conversation, I was thinking, I was referencing the fact that we heard from health workers and continued to help work, hear from health workers after my sister-in-law died. And then we reacted by creating a foundation that has addressing those issues and it continues to evolve. That's what bi-directional communication is. It's as you know, because you're a coach, it's like it's listening first, developing a plan, acting upon it, communicating back those actions, checking in to say: "how's it going? This is what we've done. What else can we be doing?" And then, it's kind of a rinse and repeat cycle. what we believe is that when people come to these conferences, they can walk out and then the next day go back to their organization and say, okay, not only do I now have tools, but now I also have a community of people that I can pick up the phone and call, phone a friend style and say, "how's it going implementing on your side? Well, what are your lessons learned?" Those sorts of things. we have a very positive vibe in the whole thing. This is not a traditional medical conference or healthcare conference where you have a bunch of talking heads and slides up front. This is more of an interactive workshop session and we find it to be very, very helpful and effective. Last year we had the CEO of Great Places to Work, is our keynote, and one of the things that he pointed out that. Frontline leaders are the ones who are almost always in receipt of what I would call a 'battlefield promotion', where they were great clinically and then all of a sudden they missed a meeting, and they're in charge. but they don't get a lot of the training that they need to just do the job of a leader." I mean, we train them for years to do clinical work and then all of a sudden we throw them into a leadership job without any transition or training. And so these healthcare leadership collaboratives can be particularly helpful for those front and line meet leaders to say, "Okay. here's a set of skills that I can use every single day that are going to benefit me as a leader and they're going to benefit the workforce at the same time." We're also encouraging these folks to come in teams of at least two or three because I have found that when teams do this work together, they again, they have their own support network within their organization and peers who start to speak the same language, where they can cascade out solutions. So that's the Healthcare Leadership Collaborative. It is a joint effort this year between our foundation. CHARM, which is the Collaborative for Healing And Renewal in Medicine. It's the Chief Wellbeing Officers Organization, I should say, for the country, the national academy of Medicine and Johns Hopkins Medicine. we're all coming together to this collaborative this year, and we are really thrilled to be delivering it on March 24th in your nation's capital.

Lillian Liang Emlet: Super exciting. It is really wonderful to see. I didn't realize it was actually in collaboration with CHARM as well now, and so now it's really about really expanding and including, so I think the reality, this entire episode has been the theme of all clinician mental health isn't really a niche issue, it's a public health responsibility for the country. And all of this progress happened because people like yourselves acted. Thank goodness for all of the huge team at the Lorna Breen Foundation who've been working tirelessly for so many years. And it only continues if people continue to act, and that means all of you who are listening. And so as we come to a close, Corey, if there's one action either donating or sharing or advocating, what would help sustain the momentum right now and what would you encourage our listeners to do?

Corey Feist: Well, you just hit all of the ones that I was going to talk about. So we are a nonprofit organization and we would greatly appreciate any support that your audience would provide. You can do that through, again, a link we'll put in the show notes. What I would say to you is if you're interested in becoming an ambassador like Lillian and joining this, we have a way for you to be involved. If you're interested in advocacy and contacting a member of Congress, there's a way for you to be involved. if you're interested in changing credentialing questions and licensing questions, there's a way for you to involved. My big message is get involved. Don't wait until tomorrow. Get involved today.

Lillian Liang Emlet: Thank you so much, Corey, and for everyone listening, if you've stumbled upon this podcast because your partner, spouse, friend, or colleague is a healthcare professional, nurse physician, NP, PA, dentist, pharmacist. Then forward this on to them, forward this on to their boss. The more you share, the more you care. And so we hope you enjoyed this episode, and this is the Podcasthon International Charity 2026 podcast coming to you from Transforming Healthcare Coaching. Thanks everybody, and thanks Corey so much for representing the Dr. Lorna Breen Heroes Foundation.

Corey Feist: Thank you for having me. Thanks to your listeners today.