Interviewed by Mr Glass George Frederick Jr, Lead of CHI FLYING, Senior Nurse Researcher, Tan Tock Seng Hospital, Singapore
Prof Jonathon Gray is a clinical academic and global health leader known for driving large-scale change and is part of the CHI Leadership Council. A Professor of Innovation and Leadership at Swansea University, he combines frontline experience with system-level roles to shape transformative initiatives across health systems worldwide. He led the creation of the Dragons Heart Hospital and Dragons Heart Institute in 2020 and is now deeply committed to developing emerging leaders through programmes such as the Commonwealth Leadership Institute and partnerships with initiatives like FLYING in Singapore.
What motivated you to come into healthcare?
I never aspired to become a doctor. Growing up in a low-income family in northern England, my dream was to join the Navy, but I was found to be colour blind and was unable to continue. My mother had long hoped I would pursue medicine, believing it would provide an escape from the poverty we experienced. But I was deeply inspired by the caring community around me, especially our local GP who supported our family.
Free education made university possible for me, and without free healthcare I might not have lived long enough to pursue my dreams. My motivation has always been rooted in gratitude and a desire to contribute to the communities that raised me. That remains what drives me today.
What key leadership messages would you share with BMJ Leader readers?
We are living in a transitional period, often referred to in military terms as a grey zone, where our systems are straining under the unprecedented pace of change. In times like these, anxiety rises and institutions often double down on rigid ways of working.
We need leaders who can recognise this liminal moment, embrace uncertainty, and help others cross the gap with purpose, courage, and compassion. This also means rethinking how we nurture talent. Young leaders should not have to wait 20 or 30 years to take on significant roles. Other industries already empower younger leaders, and healthcare must follow.
Belonging is central. People need to access their moral resources, find their place, and understand the power they have to shape their communities. Leadership is ultimately about building that sense of collective purpose.
How has your leadership changed through the pandemic?
The pandemic was a turning point. Leading our 2,000 bed surge hospital response revealed something profound. The people rushing toward the challenge were the younger leaders. Their capability, creativity, and courage were extraordinary.
It became clear that we had not invested nearly enough in developing young leaders. The military officers working alongside me saw the same thing. Since then, my mission has been to build leadership capacity earlier, faster, and more intentionally.
The future will be characterised by uncertainty. We do not need leaders who can perform one task well. We need leaders who can adapt, respond, and collaborate across boundaries.
What past influences shape your leadership?
My leadership has been shaped by several key people whose ideas and teachings have stayed with me. Professor Hahrie Han from Johns Hopkins has been especially influential. Her work on power, understood as the alignment of motivation and authority, has fundamentally reframed how I think about leading change. I have also been inspired by Mark Prain and Natasha Zimmerman, wonderful educators from New Zealand whose work on belonging and culture encourages us to ask, “Where do I belong?” and “Who do I belong with?” Their insights have helped me consider how we can bring our whole hearts to our work.
Marshall Ganz has also had a profound impact. His definition of leadership as the responsibility of enabling others to achieve a shared purpose in the face of uncertainty is one I return to often. The emphasis he places on responsibility resonates strongly with me. Our task is not simply to send people off into difficult terrain alone, but to empower and connect them so that they can succeed together. I have also learned a great deal from Michael Pervan, who deepened my understanding of systems, and from Professor Eugene Soh, whose innovation and sense of hope have been a guiding light.
These individuals have collectively shaped how I think about people, systems, power, and purpose, and they continue to guide how I lead today.
What challenges are you seeing now?
Silos are emerging everywhere. In times of uncertainty, people cling tightly to what they know. Silos grow between professions, between organisations, and even between countries.
But challenges like climate, sustainability, equity, and population health demand collaboration across all these boundaries. Our biggest barrier now is fragmentation.
Any surprises?
The level of anxiety across systems has surprised me. Other sectors, such as the military, have already spent a decade adapting to this grey zone. Healthcare has been slow to learn from them, even though their experience navigating ambiguity is highly relevant.
Are any behaviours inspiring you?
Absolutely. The optimism and energy of young leaders. Despite the uncertainty, they bring creativity, ambition, and hope. It is deeply inspiring.
How do you maintain kindness and compassion?
We need to step outside our routines and reconnect with community. Small acts, such as helping someone get to an appointment or checking on a neighbour, keep us grounded. These interactions nourish compassion and remind us of what really matters.
Any readings or ideas you recommend?
I strongly recommend Hahrie Han’s Undivided, which offers deep insight into power, belonging, and social change.
And on a personal note, I return often to poetry, especially Mary Oliver. Her work helps me embrace uncertainty with humility and wonder.
What actions are you pursuing now to drive change?
I am focused on breaking down silos and connecting young leaders across all 56 Commonwealth nations. Through regional programmes and upcoming gatherings, including a major convening in Singapore, we are building a shared movement for global health leadership.
A message in a bottle for future leaders?
Put people first. Learn how participation becomes power. Build trust, build relationships, and build across silos. The future will demand collective strength, not individual heroism.
This blog is coordinated and contributed by the Centre for Healthcare Innovation, Singapore Leading Across the Commonwealth and Beyond captures vital conversations between global health leaders and emerging voices. In this blog, we explore how to redefine how we lead with compassion, connectivity, and courage in an increasingly complex world.
Declarations of Interest
No conflicts of interest to disclose