Managers Cohort builds balanced leaders
Elizabeth Eddy, senior project manager for state initiatives at the UF Institute for Child Health Policy, credits the Managers Cohort with helping her find balance as a leader. With a background in clinical research, public health and project management, Eddy now leads initiatives that support state-funded health insurance programs.
Read on to learn how the Managers Cohort strengthened Eddy’s skills, expanded her perspective on leadership and continues to influence her work to this day.
Tell us about your professional journey and how you came to be in your current position at UF.
My career has focused on improving health outcomes while strengthening the systems that support effective care delivery and population health. At UF, I first supported clinical research and strategic initiatives in the College of Pharmacy and later transitioned to the Institute for Child Health Policy. I now serve as Senior Project Manager for State Initiatives, where I lead administrative and project management efforts for state-funded contracts and support multidisciplinary teams working to improve Medicaid and CHIP programs.
What motivated you to participate in the Managers Cohort?
As my role in the College of Pharmacy expanded, my supervisor encouraged me to apply to the Managers Cohort. She participated herself and spoke highly of the experience. Her support, coupled with the opportunity to be more intentional about my leadership development and learn alongside peers from across the university, are what really drove my participation in the Managers Cohort.
What impact has the Managers Cohort had on you professionally and, if applicable, personally?
Professionally, the cohort helped me become more strategic and thoughtful in how I lead. I gained practical tools for managing competing priorities, having difficult conversations and supporting team accountability and growth. Personally, it strengthened my confidence as a leader and reinforced the importance of taking time to evaluate what’s working and where I can improve. That mindset has helped me balance leadership responsibilities while continuing to grow.
Are there specific resources or connections you made during the program that you found most valuable and why?
Connecting with the Training and Organizational Development facilitators was especially valuable. Their training courses were excellent, but what stood out was the ongoing support and resources they provide after you have finished the program. I’ve continued to partner with them in both past and current roles to facilitate team purpose discussions, implement 360 evaluations, and support strategic planning. Having access to their expertise and the services they provide has made a meaningful difference in how I develop teams and guide change.
How have you applied what you learned in this program in your role as a leader?
I’ve applied what I learned by being more intentional about communication, delegation and team alignment. I now focus more on setting clear goals, creating regular check-ins and ensuring team members understand the broader context of their work. The program also strengthened my approach to change management. In large contract-driven environments where priorities can shift quickly, these strategies have helped me guide teams through transitions while maintaining quality and momentum.
What would you tell a colleague who is considering applying to this program?
I would encourage them to apply. The Managers Cohort is a valuable opportunity to invest in your leadership development. You gain practical skills, a broader understanding of the university and a strong support network that continues beyond the program.
Applications for the 2026–27 Managers Cohort are open now through Friday, May 1, and will be accepted on a first-come, first-served basis. Apply today on the UFHR website.