McKayla Hamiel, Clinical Educator at St. Francis Hospice, has been named to the Future Leaders Awards Class of 2026 by Hospice News.
To become a Future Leader, an individual is nominated by their peers. The candidate must be a high-performing employee who is 40 years of age or younger, a passionate worker who knows how to put vision into action, and an advocate for seniors, and the committed professionals who ensure their well-being.
Hamiel sat down with Hospice News to share what drew her to the hospice & palliative care industry, the biggest leadership lessons she has learned, her thoughts on the future of the hospice & palliative care industry, and much more. To learn more about the Future Leaders Awards program, visit https://futureleaders.wtwhmedia.com/.
HSPN: What drew you to the hospice & palliative care industry?
Hamiel: What drew me to hospice was the opportunity to care for people in a way that truly focuses on what matters most to them. Hospice nursing taught me very quickly that good care is not always about fixing something, sometimes it’s about listening, advocating, supporting families, and helping someone maintain dignity and comfort during an incredibly vulnerable time.
HSPN: How would you describe your leadership style, and how has it changed over time?
Hamiel: I would describe my leadership style as collaborative, approachable, and very solution-focused. I naturally want to understand why something is happening before deciding how to fix it, and I believe the people doing the work should have a voice in improving it.
Over time, I have learned that some of the strongest leadership happens when you are willing to ask questions, listen to different perspectives, and change direction when something is not working. I have become much more comfortable saying, “Let’s look at this differently.”
HSPN: What is the biggest leadership lesson you’ve learned while serving the hospice & palliative care industry?
Hamiel: The biggest lesson I have learned is that meaningful change cannot happen without understanding the people affected by it. A quality initiative can look perfect on paper and still fail in practice if we do not listen to the staff who have to carry it out. I have learned to ask more questions, involve the right people early, and be willing to adjust when an idea is not realistic or sustainable.
At the same time, leadership sometimes means continuing to advocate for change even when change is uncomfortable. Hospice is deeply personal work, and our decisions affect patients, families, and the clinicians caring for them. I think good leadership requires both accountability and empathy. You have to be willing to address what needs improvement while making sure people feel supported enough to improve it.
HSPN: In one word, how would you describe the hospice & palliative care industry and why?
Hamiel: Human.
At its core, hospice is about people caring for people. We work within regulations, quality measures, documentation requirements, technology, and increasingly complex healthcare systems, but none of those can become more important than the person receiving the care.
Hospice also asks us to care for the whole person and the people surrounding them — their symptoms, fears, goals, family dynamics, culture, dignity, and quality of life. I think “human” describes both what makes this industry challenging and what makes it so meaningful.
HSPN: What do you see as the biggest opportunities and challenges currently facing the hospice & palliative care industry?
Hamiel: I think there is tremendous opportunity in education, technology, interdisciplinary collaboration, and the meaningful use of quality data. As hospice moves toward greater standardization and transparency, tools like HOPE can help us look beyond compliance and use data to better understand patient needs, improve care, and move the industry forward.
The challenge will be making sure that, as hospice becomes increasingly data-driven and regulated, we do not allow compliance to overshadow care. We also have to continue preparing and retaining a skilled workforce and developing clinicians who understand that hospice requires a different mindset than many other areas of healthcare.
HSPN: If you had a crystal ball, what do you think will impact the hospice & palliative care industry over the next 5-10 years?
Hamiel: I believe data, technology, workforce development, and increasing accountability will shape hospice over the next decade. Advances in technology and artificial intelligence (AI), have the potential to improve quality, identify patient needs, support clinicians, and strengthen interdisciplinary care.
The challenge will be using these advancements in ways that reduce burden rather than add to it. As expectations continue to evolve, strong education and workforce development will be essential to building confident clinicians while preserving the human connection at the heart of hospice care.
HSPN: In your opinion, what qualities must all Future Leaders possess?
Hamiel: I think Future Leaders need curiosity, humility, courage, adaptability, and empathy.
They should be curious enough to ask why something is being done instead of simply accepting that it has always been done that way. They need humility to recognize when someone else has a better idea and courage to speak up when something can be better.
They also have to be adaptable. Healthcare changes constantly, and leadership requires being able to change course without losing sight of the mission.
Most importantly, I think Future Leaders need empathy — not only for patients and families, but for the people they lead. You can hold people accountable and still support them. You can drive change and still listen. To me, leadership is not about being the loudest person in the room or having every answer. It is about helping people recognize what is possible, bringing the right people together, and creating an environment where they can do their best work.
