When I started in Oncology Social Work, I was right out of school, with a lot of passion and not much knowledge. I felt imposter syndrome and asked so many questions that I was sure someone would tell me I had hit my quota and was on my own. Leadership was not even on my radar.
I began in the Blood & Marrow Transplant (BMT) clinic at Moffitt Cancer Center in Tampa. Since then, I’ve moved from job to job but have never fully left Moffitt. My current position is Manager of Inpatient Social Work. I lead a group of 36 professionals across two hospitals, including two supervisors with their own teams. The accounts below are not shared as archetypes. I’m certain there are both more and less effective paths to growing into a leadership role. My hope in sharing some of the lessons I learned along the way is that they may benefit future leaders who are in the same mindset I was in when I began my career.
Gather a Range of Experiences
Over 13 years, I moved from my first job in outpatient BMT to a weekend position with private counseling work on the side, back to Moffitt full-time on our inpatient BMT team, and then to inpatient surgical teams, where I was offered my first supervisor position. Our previous manager and my longtime mentor announced her retirement in 2024, and I ultimately stepped into her role. When I made that first move from BMT to working weekends, I said it was for the convenience it added to our child-care situation, but truth be told, it was just as much to see what else was out there in the world of social work. It was seeing the different side of oncology social work that working weekends showed me and finally getting some outside experience to compare it to, that reinvigorated my passion for the oncology setting. I returned to full-time work at the cancer center with an expanded skillset and a better understanding of our context. Even more importantly, I returned with confidence that oncology social work is where I was meant to be. I took away the lesson that there is exponentially more benefit in trying something new than remaining in your comfort zone, for a variety of reasons.
Prepare Early
As they taught us in school, I’ve always placed a high value on lifelong learning. My first six years in the field were spent at one clinic, happily gaining experience, taking any free training I could, and earning my OSW-C. I even participated in our Career Ladder program, rising gradually from Level I to Level III. It was not until I returned to full-time oncology social work after working weekends that a desire to seek a leadership path formed in my mind, but that early-career focus on lifelong learning serendipitously gave me a jumping-off point. Once the idea formed, I soon qualified for “Social Worker Level IV, Clinical Lead,” the highest rung on our Career Ladder outside formal leadership roles. Being a lifelong learner and always trying to grow as a professional can have major future benefits, even if, and perhaps especially if, your long-term plans are not yet decided.
Make Your Interest Known
When I decided I was interested in a leadership path, my first step was speaking with my supervisor. I asked how I could prepare, what the steps would look like, and even whether she thought I was cut out for it. She gave me a wealth of advice over the coming years and let me know about projects and opportunities I could seek along the way. I am certain that without her guidance, I would not be where I am, and I now ask my own team members about their career aspirations early so I can similarly help them toward their goals. The person you report to is likely your best resource while pursuing leadership goals.
Lead from Where You Are
Leading is not always formal. There are opportunities to display leadership qualities and build experience at any time. You might participate in committees or interdisciplinary projects, attend or present at a conference, or take on informal leadership duties. If you work in a center with a large social work team, you can often find opportunities at the department level. For example, I participated in and eventually chaired our department’s Advisory Council and our department’s Competencies Committee. If you don’t have a large social work team, there may be interdisciplinary ventures to participate in. For example, I served on our institution’s Ethics Committee with doctors, nurses, and other disciplines. Participating in professional organizations like AOSW and NASW may also lead to further opportunities. All of these gave me insights and experiences that helped me down the road.
Utilize the Resources at Hand
If your institution offers a Career Ladder, it is a good place to start. Many institutions also offer leadership training programs that anyone may access, regardless of profession. Leadership preparation is not solely experiential. It is also a large area of study, and there are many free leadership articles from reputable sources to draw on if you know where to look. Some simple options I used were registering for free daily e-newsletters from The Advisory Board’s Daily Briefing and Becker’s Hospital Review.
Be Ready for the Peer-to-Boss Shift
I didn’t fully grasp the complexity of the “peer-to-boss shift” until entering a leadership role myself. With this shift, boundaries become a priority. I learned that no matter what you do, you cannot please everyone at the same time, and sometimes even the best decision will upset people you value. Boundaries must be navigated uniquely to every leader’s situation, but your peer group does get smaller, and it may feel lonely at first.
I am still a new leader myself, and it is a lot like being a new social worker. I remain humble and recognize there is more to learn than I can possibly imagine. When I’m around more seasoned leaders, I still ask a lot of questions and rely on their patience and support while I continue to grow into the role.
