Women in Healthcare Communications Leadership with Jo Spadaccino, Co-founder of Stirred

In recognition of International Women’s Day, Hanson Search is running an interview series throughout March showcasing female talent across the industries we work in. 

In this interview, Amy Hayer, Managing Partner at Hanson Search, spoke with Jo Spadaccino, Co-founder of health communications agency Stirred. They discuss Jo’s journey to the top of agency leadership, the “unhealthy levels of optimism” required to steer a team and why the recent “return to office” trend could be a challenge for greater gender diversity in the sector.

As a woman in healthcare communications, what challenges and opportunities have shaped your journey to leadership? 

I haven’t always been ultra-conscious of my gender, but looking back, certain moments have stuck with me. Early in my career, I was told to wear heels and a skirt to impress a male interview panel. Later, a male colleague was asked by a male client, right in front of me, how he felt being managed by an “alpha female.” Moments like these shine-like beacons of gender imbalance and are difficult to shake off.   

On the more positive side, I have observed the power of what you might call typically feminine qualities: empathy, listening, and being comfortable with vulnerability. While stereotypes are dangerous, and social context is as important as biological status, research does show a gender difference and these traits can be gold in all manner of settings. Ultimately, it is the blend of  those traits, with those sometimes associated with masculinity – assertiveness, risk-taking, etc. -, that makes a good leader, regardless of gender. 

How do you feel the role of an agency leader has evolved over the past few years, and what core principles will never change?

I don’t think the heart of the role has changed at all. Environmental challenges shift, but leadership is just leadership. It’s about having a vision clear enough that others want to join you, and having confidence but also the humility to ask for help and own your missteps. 

We talk a lot about “resilience” and “adaptability” lately, but I find “resilience” a bit of a grim word. If it’s the right role for you, it should light you up. You also need almost unhealthy levels of optimism; you’ve got to believe against all odds to see a vision through. That is a principle that will never date. 

Where are you investing most heavily – skills, tools or capabilities – to prepare for the next wave of client needs? 

I’ll cheat and say all three. It’s that blend of what makes us human with what makes us efficient. We will all still work within the “iron triangle” of cost, services and time when it comes to delivering value, but underpinning those decisions is people working with people. 

If we get distracted by shiny tech and forget the human element, we’re in trouble. If I had to pick one priority, it is building human EQ, because that is what you need to successfully deploy the technological solutions available to us today. 

What one change would make the biggest difference in advancing women into senior leadership roles? 

We are relatively blessed in healthcare comms with many strong female role models. However, I am watching the “reverse trend” of bringing people back into the office with real concern. 

Being a remote organisation, I’ve seen how flexibility opens doors for a diverse workforce who can’t fit a five-day office model into their lives. Since domestic labour still often falls on women in heterosexual relationships, I worry that forcing people back into the office will disproportionately impact them and reverse years of progress. That is a big red flag for me. 

The theme for International Women’s Day is “Give to Gain.” What does that mean to you in practice? 

It’s about paying it forward, whether that’s offering constructive feedback or, if you control the budget, funding development opportunities for women. 

However, we must be cautious. Women often struggle to say “no” and aren’t always protective of their own time. I fully subscribe to the “oxygen mask” analogy: you have to look after yourself first. If you aren’t maintaining your own energy and happiness as a priority, you won’t be in a position to give to others. 

What advice would you give to the next generation of future female leaders? 

Be true to you. Leadership doesn’t have a single personality type, and the idea that you have to tick certain boxes to be “the right kind of leader” is rubbish. 

Take inspiration from everywhere but tune into your inner voice and drown out the noise. You won’t go far wrong if you trust your gut. I’m also a big fan of the Ikigai concept. If you find where your work goes beyond a profession and into something you love, you’ll naturally become a great leader in that space. 

Whether you’re hiring top Healthcare Communications talent or considering your next career move, our team would be delighted to support you.

Amy Hayer is Managing Partner and Global Head of Healthcare & Communications. She has a proven track record in advising and counselling professionals on critical career choices across both the UK and the MENA region.

Hanson Search is a globally recognised, award-winning talent advisory and headhunting consultancy. Our expertise lies in building successful ventures worldwide through our recruitment, interim and executive search. Our specialisms include communications, sustainability, healthcare communications, digital marketing and sales.