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Music.

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Music.

0:31

Welcome back to SPD 911. I am your host, Dr.

0:35

Jake Taylor-Jacobs, proud president and COO of SIPPS Healthcare.

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And this show is all about tackling the toughest challenges in sterile processing.

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Whether you're on the front lines or making high-level decisions,

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we're here to equip you with real solutions to rescue and elevate your department.

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Each episode, I'm joined by our Director of Clinical Compliance,

0:58

the Sharon Green-Golden,

1:00

a leader in compliance and regulatory standards and a GOAT of our industry of

1:05

central sterile processing, and our Director of Clinical Operations,

1:09

Derek Jones, a specialist in operational efficiency and team development.

1:14

DJ won't be here today, but he did send his wishes. So we're happy to just be

1:18

with Sharon Green-Golden today. Together, we break down the critical issues affecting CSPD departments and provide

1:26

actionable strategies to help you stay ahead.

1:29

SPD 911 isn't just a show.

1:32

It's your emergency response team for sterile processing.

1:35

We tackle compliance concerns, streamline operations, and help you grow as a leader in the field.

1:41

If you want to participate live and ask your questions, join the Executive Edge community.

1:47

It's free and the only way to engage with us directly.

1:51

Every episode will break down compliance, operational issues with expert guidance

1:57

because when it comes down to sterile processing, every decision matters.

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So join us live every week on Wednesdays at 12 p.m.

2:06

Central Standard Time to catch the greatest central sterile processing live show on planet Earth.

2:11

How is it going, SGG?

2:14

It's going great here. It's like you asked me. It's a little gloomy. We got a lot of wind.

2:22

But it's a new day. It's a new day.

2:26

So it is just now kind of clearing up where we are.

2:30

We had a tornado warning the last yesterday.

2:38

So we're kind of happy to kind of see the sun kind of shine again.

2:43

The wind is blowing a little hard. So we all right. As long as it's not freezing, I think I'm all right.

2:49

That's good. I know that's right. So sgg last week we had

2:55

a banger it was a really great conversation and we want to

2:58

continue that conversation today um on

3:01

the show um especially when we talked about that mental health piece and that's

3:05

the last thing we talked about was the mental health uh on uh the last show

3:10

in the scenario was uh that high pressure low recognition nature of spd creates

3:17

extreme burnout and anxiety,

3:21

And I know that you wanted to, you know, kind of touch base on it just a little bit more.

3:27

Or when we were ending the show, I know mental health was a big thing for you.

3:31

Was there anything else before we start the segment today and go into some other topics?

3:37

Were there anything else about mental health that you would like for people to pay attention to?

3:41

I think that it's important in our departments that we pay attention to.

3:53

To our team members. I think that we have to take into consideration that with

4:01

the struggles of today's lifestyles,

4:04

having to work a lot of them more than one job,

4:09

that we have to be fully aware,

4:12

that how they think, how they're feeling mentally, be considered and taken care of.

4:21

You know, you may have to offer a mental health day to somebody.

4:25

You may have to offer a mental health week if they really are having some problems.

4:30

But being cognizant of the fact that in today's world, especially here in America,

4:38

how we feel mentally is important.

4:41

And not to kick it under the rug, not to act like it does not exist because it does.

4:49

And people... are hurting. So they come to work and they're hurting mentally.

4:58

They have problems and being able to see that.

5:03

And that was my reason for taking the mental health first aid course was being

5:09

able to see that and being willing to, as I said last week, not diagnose anybody's problem.

5:16

I really don't want to know the problem, but I want you to know that I care

5:20

and I'm aware and I'm willing to help you seek the necessary help that you need

5:26

in order to be able to function. Because I understand, Dr. Jake, if I'm not functioning mentally,

5:32

I'm doing a good job. That's good.

5:35

If my mental status is warped, that does influence and affect the product that

5:42

I'm putting out daily. and we deal with patients' lives unseen.

5:50

And sometimes a contaminated tray could actually get into a surgical case and be used.

5:58

That's the scary part of what we do. It could be used on a patient and that

6:04

patient could have bad effects later that nobody even puts together with what we've done.

6:11

So I need for my people to be in the now when they're at work, in the now today.

6:19

Not in my issues at home, not in, you know, I'm just so mentally ill that I'm sick.

6:27

I need to be able to depend on them to put out a good product.

6:32

And that product just happens to be that we put out trays that have met the

6:37

parameters of sterilization. And we can feel sure that if it goes into that surgical case,

6:44

the patient will not have a bad effect because of something we did.

6:48

So how I feel mentally is important.

6:52

And when you have someone that comes every day and you know how they are,

6:56

you know that Golden comes in, she's smiling, she's happy.

6:59

And for the last month, she doesn't even smile.

7:03

You have got to step out as a leader and reach out.

7:09

You can't make me do anything. But when you reach out to people and they know

7:14

that you care, they act better.

7:19

Let me ask you this question, SGG, because I think you've mentioned it several

7:25

times before, but I don't think that we spent a lot of time and heavy emphasis

7:29

on the importance of this. You as a leader seeking more help outside of what you've been given,

7:43

you know, certification trainings, you know, all the things to give you the

7:49

qualifications to be in central sterile processing or even run a department.

7:54

You've got all of those certifications, right?

7:57

But you saying that you, you know, took the extra step to get that mental health,

8:03

go through that mental health course so that you knew how to be able to guide

8:06

and provide support to your team.

8:09

What transpired that made you say, you know what, I need another level of training

8:16

or development to better support these people that I'm leading?

8:20

I was dealing with employees, Dr.

8:24

Jake, that I watched change before my eyes. COVID came in.

8:31

It rocked the world, but it rocked our departments. We were being asked to do

8:38

things that technically were not in the, in the rule book.

8:41

They were not in best practice standards.

8:44

I had to do research to find out if that was going to be good.

8:48

I had to always spend time with the C-suite, but what I found was that my team

8:52

members were not faring well.

8:54

Now the first few weeks of COVID we were okay, but by 2021.

9:01

Um in the middle of uh 2021 into

9:05

2022 i saw people who had

9:08

changed uh their change

9:11

was not a little change it was a big change and i

9:14

didn't know what to do coming in and saying hey dr jake how you feeling and

9:18

this is your answer i'm fine yeah go tomorrow come in hey dr jake how you doing

9:25

you look your eyes crossed the date to me you say i'm fine i'm fine that's right

9:29

and then uh hearing things that happened in other hospitals,

9:32

the hospital down in Alabama, where the man came in and shot the people in the

9:38

hospital and things going on.

9:41

I said that I'm fine is not a good answer.

9:44

So I worked for a group where they encourage us to seek out better ways to do things.

9:52

And if you find a way, they will support you.

9:55

And a course showed up on my computer called Mental Health Awareness.

10:01

And it was a course you had to take over several weeks, several hours.

10:07

And I said, maybe I need to take the course. It's not a course that makes me

10:11

a mental health trainer or anything.

10:14

What it does is it opens my eyes to see that, yes, something is wrong.

10:20

Something's wrong, right. Something's wrong. And his saying he's fine is not the answer.

10:25

That's not helping him. And it's not helping you.

10:28

And it's not helping the team because as Dr. Jake is having problems,

10:32

guess what? So is Mary Lou over there. That's right.

10:35

So now Mary Lou's having a problem. Dr. Jake's having a problem.

10:38

And you have a department that is imploding on itself. We're a small department

10:45

and we're imploding on ourselves.

10:47

They began to nitpick at each other more than normal. And so I started with one person.

10:55

And I mean, I asked around. I didn't just jump in, Dr. Jake.

10:58

I said, you know, hey, Dr. Jake looked like he just not his self.

11:03

You know, people will be honest. They'd be like, you know, he he don't he used

11:07

to come in and tell me about his children. You don't say nothing.

11:11

And I took the course. And what it did was it allows you to be a first aider,

11:17

meaning you get to see you feel like someone isn't doing well mentally, not not physically.

11:23

Mentally something's off you get to

11:26

offer them these choices you get to

11:29

bring them in and select them and say hey dr jake

11:33

i know you don't want me in your business that's okay

11:35

but i can see you're not yourself what can i do to help you know um because

11:44

i don't want i didn't want anybody coming to my department with their weapon

11:49

i didn't want anybody coming into the department going to kill us all.

11:54

I'm just saying, I'm just being real. And I felt that I had people who were on the edge. Their rope was very, very tight.

12:00

And the first employee that I sent out, when she finally got herself together,

12:04

she came back and said, thank you so much. She said, you just don't know.

12:09

Because they don't want to tell you because they feel like, number one,

12:12

you're going to tell their business. You're going to tell their business to everybody. So you don't want to share

12:18

with me. Number two, I might try to get you out of your job,

12:23

That's true. You know, we're human beings. I might, what you tell me may influence

12:29

me that I'm going to human resources saying Dr. J don't need to be here no more.

12:33

Right. Because, you know, he's got problems. So people are very secretive about

12:38

their inner lives when they have mental problems, especially because you don't

12:43

know what the outcome is going to be. Right. And it reminds me of it reminds me of creating.

12:50

I talked about this on an episode of Bread to Lead psychological safety or psychologically safe environment.

13:00

So it sounds like you were focused more so on proactively ensuring that your

13:08

team members didn't, you know, disintegrate right in front of you.

13:15

You were seeing them almost losing themselves, personality, characteristics,

13:23

you know, their routines, and they're becoming almost a total different person.

13:27

So you as a leader are saying, hey, I know I'm not equipped enough to handle this here.

13:34

So let me find more resources so I can be a better resource to our team.

13:41

And I think that says a lot, you know, about your leadership,

13:43

but it also says a lot about what we would consider a SIPs leader,

13:47

somebody who is proactive in our approach of leadership and not reactive.

13:52

And I did want us to touch on that before we moved on, because.

13:58

It kind of it kind of rolls right into this this this concept of being proactive.

14:04

It's not just in the health care where leaders aren't naturally proactive.

14:10

You see a lot of people take the approach of leadership or positioning positional

14:18

leadership because of their own career pathway or accolades that they want to accomplish.

14:26

So in their mind, when they started that career, they said, I'm going to be a manager.

14:30

I'm going to be a director. I'm going to be a VP one day.

14:32

And we never really take into account the true responsibilities of every position

14:39

and the levels of mastery of certain skill sets that we must master.

14:44

And a lot of people miss this one skill and it's called proactive.

14:48

Yeah learning how to be proactive which

14:51

takes me to this scenario um where

14:54

we're talking about the real cost of silent failure so here's

14:57

the scenario sgg unlike the or or icu where mistakes are immediately visible

15:06

spd failures are silent but just as deadly a contaminated instrument an improperly sterilized scope,

15:15

a missing implant might not cause an immediate catastrophe.

15:21

But weeks later, a patient dies from an infection. The question is,

15:25

why do hospitals tolerate reactive patient safety?

15:30

Reactive patient safety instead of proactive SPD improvements and why our SPD

15:36

leaders only called in after a lawsuit has been filed instead of being a part

15:42

of hospital-wide preventative strategies.

15:45

And I remember the last episode, you talked about being buddy to buddy with infection control.

15:51

What are some other things that somebody in steroid processing can do to not be a part of this?

16:00

You know, we have to first realize that sometimes the adage,

16:11

the thought process that's out there that says the squeaky wheel gets the oil

16:18

is important for this department.

16:23

We're not always the squeaky wheel. and so

16:27

uh hospitals have had spds since

16:31

the beginning of hospitals in some way shape or

16:34

form that's right and for years they didn't

16:38

uh and still yet today but for

16:41

years they didn't even know what we did so they

16:44

had no idea the importance of the

16:47

product that was being produced in this little area right

16:51

put away in in the basement so whatever

16:56

happened it never actually pointed his fingers back

16:59

to SPD that's that's one thing the second thing is that I have often asked when

17:07

things went wrong why are we reactive I've been over here waving the white flag

17:13

for three weeks saying the sink don't work,

17:17

the sink don't work, sink don't work.

17:19

And nobody wanted to really pay attention to me because one of the other sinks did work.

17:26

And they were going to get around to it. I think that they have to understand

17:33

that when we come to, and for us, following the chain of command,

17:40

for us, it's for me to first go to whoever my direct leader is. That's right.

17:45

And coexist with infection control and say, this is the issue.

17:52

I'm going to tell you the issue now. Now, it's about being willing to be vocal. Does that make sense?

17:58

No. SPD managers have not always been willing to be vocal. We were happy.

18:04

If I'm quiet, you don't bother me, I don't bother you. Got it. Right?

18:10

And life goes on. Because the patient doesn't even know I exist,

18:14

so why am I shaking the tree?

18:16

It's only when we decided to

18:20

become professional in this field and

18:23

we started learning more and thankfully having classes and people like you who

18:32

are teaching us how to be leaders that it came to the forefront that you can

18:36

speak up respectfully and let somebody know there's a problem.

18:41

You can be on the record and it's

18:44

not good to not be on the record so if i'm

18:47

on the record and you don't uh uh

18:50

be proactive and help me when the problem comes in and you're reactive i'm able

18:56

to step back and pull the records and say wait a minute dr j we got 25 emails

19:01

where i told you since january that my camera don't work and here's some of your answers was okay.

19:10

Okay. So now that you can't see me on

19:13

the camera at all, you want to ask me what happened? It's a little late.

19:19

It's a little late. Because if you get a manager or I consider myself a leader,

19:25

if you get a leader like me, I'm going to say, oh, no, no, no, sir.

19:31

I got some proof. That's right. And I told you.

19:34

That's right. I am vocal not about the department as such,

19:40

but the fact that what I do matters every day to every patient that I do members fix a tray for.

19:49

That's right. And I don't want anyone to have a bad effect, including me.

19:55

I've been the patient. So what has happened in the past It is getting better But you know The wheels

20:04

of success move slow in some areas Especially when it costs money The other

20:09

thing is They're not proactive,

20:12

In SPD, because usually what we need going to cost some money.

20:17

I need some more people. That's the money. I need a new piece of equipment.

20:22

None of our equipment costs $2. I asked some tissue for us upon a good day, $7.

20:28

So I need 35 of those. So the bottom line is it costs money.

20:34

And when things cost money in America, people step back and decide how important it really is.

20:42

And it's just that you can do that at your house you can say it's not important

20:47

for us to have steak in the refrigerator because steak costs too much but when

20:51

it comes to a patient's life, you have to weigh and balance do we really need this to function it's my job

20:59

as the manager to come with the the information with the facts with the research

21:05

and say this is what we need to do this job and we really need it.

21:11

We're doing the best we can without it, but this is what's going to happen.

21:15

So when you start listing what the fallout will be, eventually with the help

21:22

for us with infection control, they have a tendency to listen better.

21:27

But when you're unseen and when they really don't think what you do matters,

21:32

then they don't call you until the building is burning.

21:35

The building's completely burning, and they say, wait a minute.

21:38

I think they got water down there in SPD, or they were supposed to have the water.

21:41

Let's go find out what had happened.

21:44

And now you want me to come and explain why a patient could have gotten an infection.

21:51

It's also my job, Dr. Jake, to be able to have the information available to

21:56

say, patient got an infection, that must be replaced.

22:00

What are they growing? What day was it? Let me pull the records and see what trays we sterilize.

22:06

Let us see if the parameters were actually met that day for those trays.

22:11

Let me see if the finger that's pointing this way truly should be pointing this way.

22:16

Because we have to fix things in order to not have them happen again.

22:21

So I want to say on the record, all hospitals do not wait until the lawsuit

22:27

is technically filed. Some of them have meetings.

22:32

Infection control, number one, does their research and their investigation.

22:37

The first thing they did at the hospitals that I worked with,

22:40

because I sat on the infection control committee, was called SPD.

22:45

We had a surgical site infection. They got that notice. They get a notice,

22:50

Dr. Jenkins says, we got an infection. Patient James went home, now has got to bring them back and do an IND,

22:57

which is, you know, incision and drainage of their site.

23:00

Call down the SPD, tell them the information, what day the surgery was,

23:05

and let them do the research and pull the information for us for those trays

23:09

that were used on that patient. Then they have what you will hear me call all the time a sentinel event meeting

23:15

where they bring all the players into the room. And we sit around and everybody

23:20

has to explain their part. And that's where we discuss what could have happened.

23:27

Because you really don't know. Right, right. Infections, you really don't know

23:33

unless you knew that you used the dirty tray.

23:37

So it's all speculation. It's circumstantial evidence.

23:42

And so now we come together and we sit there and we say, what did you do?

23:48

What did your department do? So for the hospitals that do that, I say kudos.

23:53

Because we're part of the team and we should be at the meeting.

23:57

They should not assume the patient got an infection. It was due to SPD.

24:02

They should not assume that. But by the same token, they should be willing to

24:07

do the research and the investigation to determine what happened so that we can fix it.

24:13

If it was SPD, if it was OR, we can fix it so that our next customer,

24:20

our next patient does not have a bad outcome.

24:26

So I think that to SPD managers, those that are already directors and leaders,

24:33

you have to know you have to be willing to speak up. You have to be willing

24:37

to do the investigation. You have to have the information there for the investigation.

24:42

You have to sit on the committees so that you have input before there's a what I call a sentinel event.

24:49

Before patient Jones gets an infection. Yeah, I like that theory.

24:55

I actually got a couple of ways that we can go with it. OK, just as far as added value.

25:01

But what it what it brings me to SGG is understanding that.

25:10

We live in a world where nearly 90 plus percent, which is a made up percentage,

25:16

but around 90 plus percent people, I believe personally are reactive in nature.

25:22

We're reactive with our health we're reactive with our finances we're reactive

25:28

in our love life we're reactive in intimacy we're reactive in empathy,

25:33

we're reactive in grace given we're reactive in providing someone the benefit

25:40

of the doubt where we typically only give benefit of the doubt if it was given to us first,

25:45

we're reactive of trust there's so many things that we're reactive of at nature.

25:52

That to imagine that in my workplace now everyone's going to be proactive,

25:59

is is unrealistic for anyone to think unless the culture is deliberately changed

26:06

and you cannot be proactive changing a culture until you put it in your system

26:12

until you systematize proactiveness.

26:17

It will never be a part of your culture long standing and we'll talk about that here in a second but,

26:25

When we talk about the theory of being proactive, that's why even our technology,

26:30

Stereo Matrix AI SGG, when we're talking about the true nature of it,

26:35

our software is more than a tracking software.

26:39

It is a compliance and regulatory instrument tracking software,

26:43

which means embedded in our technology, it forces you to think about every step that you take.

26:50

Yeah now now now if

26:53

i'm thinking this right and this is a part of the system i

26:56

can't help but to you know see when a signal pop up are you sure that this goes

27:01

here i have to relook click yes yeah then i have to go then when it comes to

27:06

indicate i have to put in the indicate code like i got to do everything in phases

27:10

and so what i've seen in organizations is that even,

27:15

such, you may find somebody that

27:17

meets an SGG and says, I need to be proactive. I need to be proactive.

27:21

How do I do it? Well, you can go and yell to the mountaintops,

27:26

but until you find a way as a leader to make sure that you build a proactive

27:32

model or proactive habits within your.

27:36

Organization, you won't see it. So at what step are we making people sign off?

27:41

At what step are we cross-checking?

27:44

Does every phase have a quality techs, quality assurance techs? Where are your QA techs?

27:50

Where are your QA techs? And then where is your intake QA when it comes to DECON?

27:57

You know, there's a lot of people that if they just had a person in,

28:01

you know, a FTE there to be able to process what's coming from OR to DECON,

28:06

if we just had somebody there, that may stop a lot of, you know, things from happening, uh, or, uh.

28:13

Sayings of instrument wasn't good or this wasn't

28:16

there if we have a check and balance coming in and

28:19

going out there are so many things that if

28:22

we build in our in our system it

28:26

will allow for us being proactive to just be a part of our workflow but what

28:31

i see is that most um most departments are focused on throughput how many instruments

28:38

or materials can go in and out of system and how productive can we be with it

28:42

going in and out of system? That's the only thing that matters, which only makes us focus on the throughput.

28:49

How many are going in? How many is going out? How many is going in and how many is going out?

28:54

That isn't a model that will force senior leadership to say,

29:00

you know what, let's look at the true value of SPD.

29:05

If we're only calculating SPD by throughput, materials and instruments coming

29:11

in, materials and instruments going out.

29:13

It's hard to turn on the switch to get somebody else to believe that there's

29:19

a higher value that needs to be put on being proactive when it comes to patient care.

29:24

Now, you understand that, SGG, but those that are upstairs, if they learn SPD

29:30

from a throughput model, it's kind of hard for them to switch it.

29:34

And so it takes me to this question. What did you do to get your C-suite to

29:41

stop looking at your departments as a throughput model?

29:45

Instruments in, materials in, instruments and materials out. That's productivity.

29:50

What did you do to get them to start seeing how closely tied to patient safety

29:57

and how closely tied to profitability SPD truly is to make the one to listen

30:04

to some of the recommendations that you had.

30:08

Early on, once I got into leadership status,

30:15

one of the things I did was started to lay the groundwork within the hierarchy

30:22

of the hospital as to who we were.

30:25

Do you know, you know, we'd have meetings and if I got invited to the table,

30:33

that's the key there, invited to the table, I didn't just go to the table and sit quietly.

30:39

I laid the groundwork for Dr. Jake, have you ever been to sterile processing?

30:46

You know, I'm Miss Golden from sterile processing. Yeah, yeah,

30:49

yeah, I know, I know. Have you ever been to sterile process?

30:52

Do you have any idea, other than we're doing instruments, what we're really doing?

31:00

Effectively and respectfully, I, at hospitals, because I understand for years,

31:06

I've been doing this for 30 or more years. For years, we were not on the infection control committee at all.

31:13

It was only after some studies and going to some meetings and learning that

31:18

I should be talking to infection control that I went and said,

31:21

hello, infection control, I'm Ms. Golden down in sterile processing.

31:26

Have you been to sterile processing? Do you know what we're doing?

31:31

I'm giving you a report every month that I can make it say what I want it to say.

31:36

Do you know if I'm telling you the truth? So creating awareness before asking

31:43

was a big thing for you. Yes.

31:46

And I call that laying the groundwork for what's going on.

31:50

I had a scenario at a hospital that eventually was bought and built brand new

31:57

somewhere else where we didn't have a cart washer to wash the carts.

32:02

And we were literally washing them by hand.

32:06

And you'd have to wash it the whole cart and then you have to dry it,

32:10

Dr. J. Dry and require that you be on your knees.

32:14

To dry the inside of a cart. So, you know, most of our people in SPD are women.

32:23

And we didn't understand, you know, I didn't understand why I'm on my knees

32:28

every day bending into a cart to dry it.

32:32

And we had asked, it was on the budget. They were going to get a cart washer

32:37

one day, you know, kind of like Jesus is coming back.

32:41

And so we were sitting there waiting for the crack in the sky. It didn't happen.

32:46

And I had two employees that became pregnant.

32:52

And couldn't get on their knees. They can't get down on their knees.

32:57

That's right. In the cart. So I waited, talking about laying the groundwork.

33:03

SPD week came up, which they really didn't celebrate, but we celebrated.

33:07

And I asked the hospital C-suite, could

33:12

we celebrate and could we do a program called walk

33:15

a mile in my shoes oh okay like

33:18

okay you know just one just for

33:21

one week they were like okay so we set

33:24

up and stations for people to come in get

33:27

dressed out come through spd but i went to the vice president who was over SPD

33:33

and said would you come walk a mile today in the cart section he was like okay

33:41

he was a young man okay kind of like you Dr.

33:44

J okay so he bopped on down there put on his little outfit and we let him wash

33:51

the cart wash the cart was not necessarily the hard part yeah so after he washed the cart we He said,

33:57

now after we wash it and we tilt it and we let the water drain out,

34:01

then we roll it to this section and you have to physically dry it. He was like, okay.

34:06

So he was drying the cart, wiping it down.

34:10

And what we would do, what I did, is he'd wipe it down. He'd say,

34:14

okay, this car's dry. And I'd walk by and hit the top of it.

34:17

Bam. And all the water was dry. Water was coming out of corners.

34:21

And he'd have to get back down and dry again. And I'd walk by.

34:25

I said, is that one ready, sir? He said, yes, it's ready. I hit it again. Bam. Bam. Water was dry.

34:30

About the third time, he looked at me and said, what is going on?

34:33

I said, well, sir, because water holds in these corners, we really can't dry it.

34:40

And we're down here on our knees. You're on your knees, sir.

34:43

We're down on our knees all day. You're doing 35, 40 cases a day.

34:48

We need a cart washer, sir. We can't take it. We're all getting ready to go to work, Ms. Comp.

34:53

And my back hurt because I help. And I got two pregnant ladies.

34:57

They no longer. So it's only five of us doing carts.

35:00

Can you help us, please? Can you help us? I know it's in the budget,

35:04

sir. It's been in the budget for about seven years. Can you all help us? and when he got

35:10

finished now i will tell you young man he's gone a long way and is a leader

35:14

in hospitals but he helped us all day he didn't leave he stayed but i want you

35:21

to know something when he left that day he he got some understanding didn't he,

35:28

when the budget came around at the end of the

35:31

year we had a cart washer we had

35:35

a cart washer that's right this day people will say miss golden how did y'all

35:40

get the car wash because i was trying to get it listen you have to learn to

35:45

deal with people where they are if they're willing to hear okay okay if they're

35:50

willing to hear so it looked to me one.

35:57

Um there's a couple of lessons that there's a couple of lessons um Um,

36:05

there's a couple of lessons that I pulled from here and I hope you all that

36:09

are listening are catching a nugget. She said, the first thing she mentioned was in order to create this change from

36:17

a space that you're in, she said the first thing that she focuses on through

36:22

her conversation was awareness, right?

36:25

She wants to create awareness before the ask.

36:28

And a lot of people make the mistake of asking before

36:32

gaining awareness and this takes me to and i'm i'm going to make the a business

36:38

a comparison in a second so she made someone aware before the ask now after

36:44

making everyone aware before the ask then she identified the.

36:50

Who she could bring to her department and ask herself so that she can educate

36:57

through demonstrations. So she identified who her target audience was.

37:02

And her target wasn't everybody. It was the VP of SPD, VP of Surgical Services.

37:09

She knew if I can get this VP to understand my pain, I don't have to say anything

37:14

else because they're going to advocate on behalf of me. They're going to go get the money.

37:19

Right. And then the third thing she did was she the first thing was awareness.

37:23

The second one thing she found who her target audience was. She found her audience.

37:29

Who do I need to speak to regularly? And then the third thing she did, in case you guys didn't see it,

37:35

she educated through demonstration.

37:38

OK. And a lot of times what leaders do when trying to create change, we educate by talking.

37:46

Yes and if you understand uh

37:50

uh most people's learning style

37:53

there's not too many people that can

37:56

take the information that you give them never

38:00

being in your seats your foot your uh your step

38:03

your shoes before or in your position and completely

38:06

understand your pain your point your

38:09

perspective in that moment most people

38:12

have to walk a mile in your shoes so what she did

38:15

was she created awareness she found

38:18

the audience that she wanted she

38:21

created a product by way walking mal

38:24

in my shoes that she could now start a campaign to

38:28

get people to see what her problems were through demonstration and through that

38:33

she created change that happened later on down the road when the budget opened

38:38

up yeah there's a few things there's so many nuggets to take from here because on the business side.

38:47

That's exactly what we would tell somebody.

38:50

We would tell them before you ask for someone to purchase something from you, create awareness.

38:56

Right. They need awareness on what they're missing. They need awareness on whatever

39:01

they're using isn't working anymore. We need awareness on. So when you see commercials and campaigns from businesses

39:07

that attract you, it's always a campaign to highlight something that you may

39:14

not be aware that you're missing. And it makes you say dang i didn't

39:18

notice that you know what i haven't been down to

39:21

spd you know what i am running

39:24

this entire periop uh a

39:28

service line and i i've never

39:31

once even stepped foot in one of

39:34

the departments that i mean that awareness makes them

39:36

say hum then she didn't leave it to chance she

39:40

identified who she really wanted to talk to

39:42

to really make aware and to ask after

39:46

the demonstration so what we say in business hey

39:49

listen once you create awareness you identify who

39:52

you should be selling your product to yeah you

39:56

had to create a product so you said hey walk a mile in my

39:58

shoes is my product if i can get you to buy into

40:01

this walk a mile in my shoes product i can

40:04

eventually get to ask you what i need so seeing your flow how you took everyone

40:10

through it and then the way that you asked allowed for the vp to to to have

40:17

in his head is his idea yeah oh yeah you need it you need a car so sgg said you know what.

40:23

She hit the thing we just need a car washer i don't know what to do.

40:29

So then she allowed the vp to have the hero effect and this is a couple of things that i've learned,

40:35

there's a lot of leaders that make it in in in in healthcare or anywhere that

40:41

once they hit an executive role they want they want they want the credit they

40:47

want to find all the things that make it great why because in their eyes they've

40:51

already done all the grunt work they submitted all their stuff.

40:54

Everyone already took credit for what they've done. So now it's their turn.

40:58

So what you did was absolutely genius. And if any of you did not get those nuggets, I am sorry.

41:05

She literally walked down exactly how to get attention to the things that you

41:10

need without petitioning, without lobbying, without yelling,

41:16

without crying, just a simple, easy way.

41:19

Create the awareness, find your audience create a campaign that makes everyone

41:24

pay attention to what you have going on and then you educate through demonstration

41:29

and then after the demonstration you allow them yes.

41:35

To believe they came up with the solution that you impart into their head that you needed.

41:43

Oh, and you know, Dr. J, what you're saying is so true.

41:47

I never looked at it that way, but it didn't matter to me who bought the cop

41:52

washer, whose idea was just get me a cop washer.

41:56

And so I learned at that point, Dr.

42:00

J, that my job, part of my job as a manager is to manage the people,

42:06

manage the processes, and to make the people who are over me look good by any

42:13

means necessary. That's right. That's right. Okay? Because when he got the cart washer and the team was happy

42:20

and the OR was happy because they wasn't getting carts up there sometimes with

42:23

water inside dripping on something, everybody won.

42:28

And that particular hospital started, we actually started, every year for everybody's

42:34

week, they did a walk a mile in my shoe.

42:36

He's like, what you mean you need to walk a mile in your shoe in the lab?

42:40

They're like, we need you to come see what we're doing in the lab.

42:42

We need you to come see what we're doing in materials management.

42:45

That's right. So everybody decided you know what?

42:48

This is a good thing to do. Because as you say, Dr. J, I didn't have to sit there and yell nothing.

42:54

All I did was get the cart every time he thought he was finished.

42:58

He said, you still got water,

43:01

sir you got water sir and then

43:04

when when we did sit down and talk i said that's why

43:07

you hear the or saying that they get carts upstairs

43:10

that are wet and he understood right there now you connected now you connected

43:17

that's right because you cannot connect until they get context you know and

43:22

listen this is and and what it does um to you all who are managers and directors

43:27

is as as dr jake says As you learn, as you go,

43:30

as you get knowledge, you grow.

43:33

What happened was I learned that they had what is called an emergency fund.

43:38

In the hospital that when things get really, really, really,

43:42

really tight, they can get whatever they want because they have that contingency

43:47

plan, that fund back there.

43:49

And so even though they've been in the budget year after year after year and

43:53

nobody thought it was important, when he went back upstairs to the C-suite members

43:58

that he was a part of and said, listen, I've been down at SPD all day long on my knees trying to drive That's right.

44:05

That's right. And I can't drive and I'm intelligent.

44:08

I got five degrees. I got all of this. And the cart was still wet.

44:12

Every time Miss Green Golden came by and hit it, some more water fell out.

44:16

So what they're saying is number one relevant.

44:20

That's right they need a cart washer and

44:23

let's see what we can do to get one because we need

44:26

for them to be able to focus not so

44:29

much on their knees drying carts but if

44:32

i'm if they're on their knees drying carts all day they're not putting trays

44:35

together so now we understand why the other problem is

44:38

there they say the old the spd can't get all the trays done that's because we

44:42

down on our knees dry in the cart to put the process tray in later so it it

44:48

works and it wasn't that like you said wasn't me being mean being brash it wasn't

44:54

me being um for lack of terms uh uh angry,

44:58

black woman because i was black in that situation it was me just saying i just

45:04

want you to see what i'm doing and why bam on the cart i think we need a cop

45:09

washer you know i could be wrong sir I could be wrong and I think it's beautiful

45:14

because even if we break down humanity and.

45:18

When you pull back the layers of someone's life, it truly makes you look at

45:25

them, not by their color, not by their demographic, not by their religion, not by their culture.

45:33

It makes you look at when I'm embraced in somebody's real reality and I'm forced

45:39

to have to live like them in that moment or act like them or work like them.

45:43

It brings about a space of humility. And if I were to say the organizations that get it right,

45:53

their leaders have a clear pulse on on humbleness and humility and empathy for

46:01

every human being that's in that organization.

46:05

Yes. Yes. They hurt when you hurt. Now, they they make they may can't get the

46:10

funding or they may can't give you the raise, but they 1000 percent understand your disposition.

46:16

Yeah. And the organizations that struggle, those organizations,

46:21

you typically have leaders who lack empathy and true understanding of people's position.

46:27

Oddly because a lot of them were never

46:30

in any of those positions so they

46:33

don't have a connecting point or two if

46:36

they were they they were in a total different situation

46:40

that doesn't allow for them to see yours because they're they they may have

46:45

been brought up right or they were trained in a great facility or they had all

46:49

the top equipment but when you find those leaders that They literally had nothing

46:53

and came up like they came from gas chambers down there in SPD.

46:59

Those are typically the leaders. They may be tough, but they have a lot of empathy

47:04

when it comes to what you're dealing with and what you're going through because

47:08

they've been there before. It brings me to this. SGG, I hear you.

47:13

I do. I do. But my manager doesn't think like this.

47:21

I'm a supervisor. I'm a supervisor. My manager doesn't think like this.

47:28

What can I do? I'm not in a position where I can create real change because

47:32

I'm in a, I'm, I'm leading a shift, but my manager sits on their hands and,

47:38

you know, complains, but nothing happens.

47:42

I, What should I do?

47:48

When it comes to, when you understand who you work for, which is the patient,

47:57

when you understand the assignment, then it is your, I use this big word, Dr.

48:06

J, your fiduciary responsibility to get it right by any means necessary.

48:14

So you got a manager that don't care.

48:18

I have something to say, my manager's staying in the office all day.

48:20

They don't even come out and see what we're doing. Okay.

48:23

Well, what are you doing? Well, I'm doing things not necessarily correct. And I know it.

48:30

And I've tried to talk to them and they don't have their listening ears on.

48:35

They have their ears on where they hear but not hear to listen. They hear to respond.

48:43

Therefore, they really don't hear me. Then you have to do your due diligence

48:48

within what you have control over.

48:51

Understand, I can only control what I can control.

48:55

And we said it last week. If you're doing something that is totally wrong,

49:01

that can harm somebody, you cannot sit back and act like you don't see.

49:09

So there's at hospitals, I'm going to say at all hospitals, there's a 1-800 compliance number.

49:20

You have got to be willing to report. Now, this is a little different than whistle, whistle blowing.

49:27

You have to be willing to report, but you only report, Dr. J,

49:31

when you followed the chain of command. Yep.

49:35

So there's a chain of command. The chain of command for me, if I remember correctly,

49:40

at that particular hospital was the manager. That's me.

49:45

Then it was the director. Director.

49:49

Then from the director, it was the VP.

49:52

There's a branch off of director to infection control. So you could go to infection control.

49:58

There's a branch off of that that says surgical operating center,

50:02

which is the meeting where you go every month and sit with all the physicians,

50:06

All the players for peri-ops sit together where you can come in and they actually

50:11

ask questions. What is going on?

50:14

Now you have to decide respectfully and tactfully how you're going to say,

50:21

do you all realize that we're washing instruments with no soap?

50:28

You cast that line following the chain.

50:32

I already told the director we don't have no soap. Director say they ain't looking for it.

50:38

We're trying to do the best we can. We're borrowing soap because I understand something, Dr. Jake.

50:43

In SPD, people will try to get it done.

50:46

So as the manager, I have called over to hospital B and borrowed some soap, some cleaning agent.

50:52

Let me say cleaning agent. I borrowed a cleaning agent and we're doing the best

50:58

we can, but we need to get some of our own and repay people. What do I do?

51:04

I can't sit there and wait till we are completely out of cleaning agent. That's right.

51:08

So I've got to go tell somebody and somebody that can do something. So I went to my director.

51:16

Director looked at me and said, I don't know what we what we going to do.

51:20

We went to materials management. They're trying to procure some,

51:24

but somebody's got to be willing to go the next step up.

51:28

And what happens is people are fearful of leadership.

51:31

I don't want to be the one that told the vice president.

51:36

And the director doesn't want me to be the one that told the vice president

51:39

because that's what they should have done.

51:42

So now I've got to sit back and with reverse psychology, help that director

51:47

understand between he and I or she and I,

51:50

that we as a team, I'm going because I have done the investigation and I have the facts.

51:57

And he or she is going because they're running that area.

52:01

And we're going to the VP to say, listen, we cannot function next week without

52:06

any cleaning agent. And we don't have any, and Hospital B isn't lauding us anymore

52:10

because they've already lauged us, sir or ma'am, as much as they can.

52:15

And we want to be on the record. And now the ball is in your court. Right.

52:20

And I'm leaving the meeting, going back to SPD, trying to do the best I can.

52:24

Because the one thing I consistently say to anybody that I'm dealing with about

52:30

anything in SPD is that I, we work for the patient.

52:38

If we don't have patients in hospitals, we don't make money.

52:41

And so if the patients don't come because they got word of mouth that we're

52:45

not doing things right, they're not going to come.

52:48

And in this day and age with social media, all I got to do is get a friend to

52:53

get on social media and say, they're killing people over at Joe Blow's Hospital.

52:59

Pass it on. And eventually it gets out.

53:03

Here and here where I live now They have something called Wavy TV 10 on your

53:07

side You call to put a little note into them And say I think they're killing

53:11

people At Joe Blow's hospital They're not watching the instruments With cleaning

53:14

agent You know what that TV station does They do some investigation Do some

53:19

research And next thing you know They coming out to see what had happened,

53:23

No hospital wants to be in the news for that. So when you make people and you

53:28

say it very plainly within your leadership teachings, you've got to let people

53:34

know what they don't know. And so and you have to be sure that you made them aware of what they didn't

53:41

know because they will say, I didn't know.

53:45

Yeah. And not knowing doesn't absolve you from the law. And a lot of people.

53:53

That's right. And a lot of people believe that ignorance is a defense.

53:57

Like if you stay ignorant that, you know, you're able to absolve yourself.

54:02

And the truth is, no, it doesn't. It doesn't work.

54:05

Willful ignorance is actually the worst kind of ignorance where,

54:08

you know, there's a problem, but you're choosing not to go down there to do it.

54:12

And so there are a lot of leaders, SGG, that are uncomfortable with coming down

54:18

there or they're uncomfortable with having certain conversations because they

54:22

know that they don't know SPD. Right. They know they don't know the language.

54:28

And so they'll keep their doors shut. Or won't even communicate or act extremely busy.

54:34

But these are the things that create what they call the proverbial red tape.

54:41

It's red tape to red people that are unknown, unsure or scared to bring up something

54:46

that they don't know that they're unsure and scared about to bring up something that they don't know.

54:51

I'm sure it's scared about to leadership because they're technically supposed

54:54

to know because we put you in that position.

54:57

So you're supposed to know. and so when

55:00

it comes to that what I always I'm a

55:03

believer of transparency is the highest form of accountability

55:06

if in the organization I can't be in an organization where we can hold ourselves

55:11

to be transparent I'm not going to I'm not going to diminish my integrity and

55:17

my profession that I believe in for anybody that doesn't want to be transparent

55:21

about the problems that we're currently having within our organization.

55:26

And with that What I would say is you actually said something that's a beautiful gym.

55:32

And I promise you, it's probably worked more than 85% of the time that in turning

55:38

around organizations, when we start to get people to see like this,

55:41

it changes a lot of things. One, a lot of people don't take into account how scared your upline actually is.

55:49

Two a lot of people don't take into account what

55:53

personal problems your upline may

55:56

be dealing with that they're scared to make they're scared

55:59

to say something because if they lose their job their family

56:02

doesn't have any income their child needs benefits because they have a child

56:08

that you don't know about that has an ailment so they can't afford to speak

56:12

up too much or cause any stir or any problems without all of the facts or without

56:18

knowing that you have their back. So here it takes me to number three, which is why what SGG said was absolutely gold.

56:27

You have to be the type of partner.

56:30

That is okay with your upline winning on behalf of your efforts. It's called a team.

56:38

Yeah. When you're in an organization that you're participating in,

56:42

it is, you're a part of a team.

56:45

No different than if you want to say, Hey, I'm going to go start.

56:48

I'm going to go start my own company. I'm going to do my own thing.

56:51

Everyone in your organization that you start, guess who gets the credit?

56:56

You're going to be the one on Forbes, aren't you? You're going to be the one

56:59

on Entrepreneur Magazine. They're going to call you the greatest entrepreneur that ever existed if your

57:04

company does amazing, right? Right. That means that what? You get the credit for what your team is doing.

57:10

So the same thing happens within organizations. You have to be so committed

57:14

at the right thing getting done for the patients that you don't care about your

57:19

name being told in a newspaper.

57:22

You have to. Why? Because we all pay our dues on a journey to leadership.

57:28

Everybody does. Right. And it doesn't take away from your case study that you can use.

57:33

It doesn't take away from the fact that you can create, you can have a receipt

57:37

of the trail of communication that you have with your upline to be able to prove

57:42

that you were a part of that change at that facility.

57:46

It doesn't take away from the experience that you can pull away of when you

57:50

saw something, how you acted on it so that you can teach it.

57:54

All it does is it allows for the leader, whoever's leading that ship at the

57:58

time, for them to get what's rightfully theirs.

58:01

Inside of their organization that they were leading, there was a change,

58:05

a problem that was found, a solution that is given, a change that was made for

58:10

the better, and they can get the credit for it.

58:13

And then internally, whether they give you the credit or not,

58:16

you should be proud that the result got done for the patient to be a lot more

58:20

healthier and for your team to benefit the most. Why?

58:23

Because the people that you're in the trenches with every day won't forget it was you. Right.

58:28

You know, I told the director, several directors over the years,

58:32

but I remember going into the office with one with the door shut.

58:35

And I said to this director, I said, listen, I said, I know that you really

58:39

don't know what we got going on the SPD. And sometimes I say things and you look at me like, what is she talking about?

58:45

That's right. I said, understand this.

58:48

I'm willing to share with you any knowledge I have so that you can be aware.

58:52

So that you have the verbiage you need to fight the battle.

58:55

And understand this. I got your back. And if I have your back, you look good. Come on.

59:02

We look good. Come on. Come on.

59:05

And what did that director do? She smiled and she said, okay. Come on. Okay, let's go.

59:12

Because she knew one thing. If Green Golden said, we need a boroscope.

59:19

Green Golden's done the research. Green Golden's got the facts.

59:24

Green Golden has got some information.

59:27

If we have to go to a court, Green Golden will be there with everything you

59:31

need. Everything you need to make sure that.

59:34

So I can stand up here at this meeting and say, please let us get a Boroscope.

59:39

Yeah. Because Green Golden said it. Now, I want to say to managers out there,

59:44

this didn't happen to me overnight.

59:46

Talk about it. Dr. Jake teaches leading leading concepts and how to lead I had

59:53

to learn I didn't have a Dr. Jake I had to learn this falling and we fall down and we get up we fall down

1:00:00

and we get up so I did a lot of falling over 40 years of leading,

1:00:06

and learning and I learned from my mistakes now a good leader learns from their

1:00:11

mistakes I don't have to take the class twice I only you know I try to make

1:00:15

an A the first time but if I don't I'm only going to take it one more time and I'm going to pay it.

1:00:20

So the bottom line is I had to learn from mistakes. I want you all to know what

1:00:26

you see now of SGG was not the SGG from 1982.

1:00:32

This is the SGG now that has been up many mountains and fallen back down.

1:00:37

But I was willing to take those experiences and turn them into positivity and

1:00:44

how to lead people and how to help my profession.

1:00:48

And I'm just saying, you have to be willing to go out on the limb.

1:00:52

Dr. Jake asked me about that mental health class. I took that on my own.

1:00:56

Nobody told me to take it. Nobody advised me to take it. I decided for my people as a manager,

1:01:03

they would benefit from having a manager that wasn't just coming around and

1:01:06

telling me, how you doing, Dr. Jake? And when you say fine, keep moving.

1:01:10

When the director said Ms. Golden, how are things in SPD and your answer is

1:01:14

always fine you know it's not fine,

1:01:17

but you don't want to rock the boat so it's being able to rock the boat but

1:01:23

don't tip it over that's right it's okay for the boat to rock boats were meant

1:01:28

to rock they weren't meant to technically go over so I've learned how to rock the boat,

1:01:35

respectfully and I will say that always respectfully and with integrity,

1:01:40

And I've always made it aware Made everybody aware I have what I consider Great

1:01:46

integrity And it will not be compromised,

1:01:49

So I'm willing to tell you One and one is two And if you don't want to go with

1:01:52

it Okay But I'm also willing to tell the world I told you one and one was two

1:01:57

And that's just the truth That's just the truth And so,

1:02:03

Before we move on And finish I did want to say,

1:02:08

A lot of you are struggling because you want your leaders to think unselfishly

1:02:15

when you think selfishly for yourself.

1:02:19

The moment that I've never met a leader, me personally, that when they knew

1:02:25

you had their back, they didn't say, OK, what you need.

1:02:31

It's it's always their lack

1:02:34

of trust in you your ability

1:02:38

or the person or the position or maybe past people

1:02:41

that have been in that position they don't know how long

1:02:44

you're going to be their turnover is extremely uh heavy

1:02:47

in that position yes so if you're newer to a

1:02:50

position or you're newer to leadership and your

1:02:53

upline isn't isn't um listening you also

1:02:56

have to take into account how many leaders have been

1:02:59

in this position in the last six years because if

1:03:03

they've seen a lot of high turnover in that position they

1:03:07

know you're not going to stay long enough to see if

1:03:10

your idea works or doesn't work you're going to leave just like everyone else

1:03:15

but if they see that you have a vested interest to seeing whatever you propose

1:03:19

sent through they know that if they say yes to something and they follow it

1:03:26

all the way through that you're going to be there to have their back.

1:03:29

There's not too many people and leaders that I've personally met that have not

1:03:33

been willing to go through a brick wall for you if they feel like you will do the same thing for them.

1:03:39

And it has to be symbiotic in that.

1:03:42

And this takes me to what our summit is going to be about this weekend.

1:03:47

If you are interested in a free summit.

1:03:50

Leadership Summit, some of the summits that we've been doing all over the country

1:03:54

with HSPA chapters all over the country, helping them restart their chapters.

1:04:00

Leading with the summits and creating those leadership symposiums.

1:04:04

We're having a virtual one live and it's free and it's going to be four hours.

1:04:09

Imagine amazing training for four hours right from your home.

1:04:14

You can be in your pajamas getting better.

1:04:18

It's going to be a great chance for you to do great things.

1:04:21

And not only that, we're teaching you how to lead without limits.

1:04:25

It's called Leading Without Limits.

1:04:27

So if you go to SipsHealthcare.com forward slash class.

1:04:33

SipsHealthcare.com forward slash class, you can register for free for our leadership

1:04:42

summit that is coming up this weekend.

1:04:44

And it's entitled leading without

1:04:47

limits and what today uh sgg she

1:04:51

gave some of the best blueprints on how to lead without limits if

1:04:55

you feel like they're not listening directly there's a reason why they're not

1:04:59

listening maybe they can't comprehend you maybe it's not two and two is not

1:05:04

making four for them maybe they're seeing a a cart wash a cart washer as something that's, yeah,

1:05:11

we know you need it, but we don't think you need it.

1:05:14

So you have to create ways to get them to see your point of view in ways that they can handle it.

1:05:20

And another thing you have to take into account is people's communication styles.

1:05:24

A lot of people have trauma dealing with people that are loud.

1:05:28

A lot of people have trauma dealing with people who have microaggressions.

1:05:32

A lot of people have trauma dealing with people who are passive aggressive.

1:05:36

A lot of people have trauma with people who are extremely intelligent because

1:05:40

they were made fun of their entire life by extremely intelligent people.

1:05:45

So also that awareness piece that she talked about, a lot of it has to do with

1:05:50

you becoming aware of who you're talking to.

1:05:53

And learning how to use your language to fit what their ears are used to listening

1:05:58

to, which does cater to you to have to become multilingual and not just languages,

1:06:05

but how people receive what you're saying.

1:06:08

And the better leader you become, the better you understand that you have to

1:06:13

learn how to speak in a multitude of different dialects, even though you still

1:06:17

speak in Spanish. I mean, English. You can still speak English and speak different dialects of English.

1:06:23

You just have to learn the cadence of whom you're who you're talking to in order

1:06:28

to truly get the response that you're looking for from that person.

1:06:31

So before we end this, you know, we do it talking to that one person.

1:06:36

If you were to talk to that one person about leading without limits,

1:06:40

what is what is one thing that you will give that person or two things that

1:06:44

you will give someone who is trying to learn how to lead without limits?

1:06:51

If you're trying to learn to lead without limits

1:06:54

the first thing I think you have to do is to understand what

1:07:00

your leadership style is you have to know that it says that somewhere we learn

1:07:08

know thyself what is your leadership style are you truly a leader,

1:07:18

I think we have lots of people that are leading that are not leaders.

1:07:25

Now, what I have learned over time is that you can be taught to lead.

1:07:31

But you have to first know thyself. I think that's very important.

1:07:37

And as you lead, number two, are the things that you're doing as a leader,

1:07:44

Not only meeting the need for the corporation or the company,

1:07:48

but if you were the follower, how would you feel about the way that you're leading?

1:07:57

So I'm the leader, and I got my own process going.

1:08:03

As a follower of that leader, how do I feel? How do you make me feel every day?

1:08:09

Because, see, human beings are like that. It's all in how you make them feel.

1:08:14

If you make them feel that you care, if you make them feel that they are worthy,

1:08:21

if you make them feel that they mean something, they will support you.

1:08:27

And as they support you, as you feel the same way about whoever's leading you, this goes up the line.

1:08:33

In great places, I believe, that have great leadership, this is what happens.

1:08:38

But it's all in how, number two, you make people feel.

1:08:43

I worked at an institution where the mission statement said,

1:08:46

we came to take care of you spiritually, mentally, and physically.

1:08:51

And we used to say that has to correlate not just with, that has to consist

1:08:59

of not just the patient, but the workers.

1:09:03

And we felt that as leaders, they needed to understand how we felt,

1:09:08

how they made us feel as the people who were actually in the trenches doing the work.

1:09:14

And this particular institution understood their assignment.

1:09:19

And as a leader, you have to understand your assignment.

1:09:24

And your assignment, sometimes we get it twisted.

1:09:29

Yes, I want to be sure trays are processed, processed according to parameters,

1:09:34

that the parameters are met. But at the end of the day, I want to be sure that all of the people that followed

1:09:42

me, the leader on this walk, were happy on this walk, were content on this walk.

1:09:49

Felt worthy on this walk.

1:09:52

So that they'll come back and follow me again tomorrow on the next walk.

1:09:57

So that's what I feel. Thank you all. Have a great week.

1:10:03

And for me, what I would say to those learning how to lead without limits is

1:10:08

learning how to follow without limits first.

1:10:11

You can't lead anyone in any place or any environment that you have not followed someone in.

1:10:18

What I learned about following is that although somebody may be flawed in their

1:10:24

ability to lead in certain aspects,

1:10:26

one of my best mentors ever was an extremely flawed leader that led with his

1:10:32

heart, with his passion, and with his belief in God.

1:10:34

And although when I was younger and naive,

1:10:38

I was someone who was more, I was more brash in my approach as it pertained

1:10:47

to what I felt like I needed and what I felt like I wanted as someone following a leader.

1:10:53

But we have to think about some of the greatest leaders in history,

1:10:57

whether it was business, sports or social movements.

1:11:00

They all started by learning, observing and executing someone else's vision

1:11:06

before stepping into their own.

1:11:09

Following well means understanding structure, discipline. How can you be disciplined

1:11:15

to follow someone's instruction, regardless of as long as it's integral, as long as it's right?

1:11:24

Following someone doesn't mean that you're not as good of a leader.

1:11:31

Following someone just simply means you know how and when is your turn to step up and show out.

1:11:37

And when is your turn to help someone else step up and show out?

1:11:40

Because as a leader, you're always in the middle of developing people,

1:11:45

following, guiding people, curating them to become the best version that they can be.

1:11:50

So what's the best way that you can learn how to lead?

1:11:54

When I'm following, you're in the best position to help curate someone to become

1:11:59

the best that they can be by you becoming the plugs that they need for the areas

1:12:03

that they struggle most. True leadership isn't about skipping steps.

1:12:08

Those who try to lead without first learning to follow Often lack the empathy

1:12:14

and understanding needed to inspire a team

1:12:17

But those who have been in the trenches, who know what it means to take direction

1:12:22

and execute with excellence, are the ones who build loyal teams, creating them to last.

1:12:27

So when you look at some of the top 10 most greatest leaders,

1:12:30

Nelson Mandela, he was a disciple member of the African National Congress,

1:12:35

the ANC, learning from mentors and working under senior activists before becoming a leader himself.

1:12:41

Steve Jobs, he learned under the Atari founder, Nolan Bushnell,

1:12:47

and was deeply influenced by Steve Wozniak's technical brilliance before co-founding

1:12:52

what we know as Apple today.

1:12:55

Oprah Winfrey, she started off as a news anchor and talk show host,

1:12:59

learning from the industry under media executives before building an empire herself.

1:13:05

Martin Luther King followed the teachings of Mahatma Gandhi,

1:13:09

who we already talked about, who who followed other people and studied civil

1:13:14

rights under leaders like Bayard Rustin.

1:13:17

And then he became the face of the American civil rights movement.

1:13:21

Warren Buffett studied under Benjamin Graham.

1:13:25

You got Barack Obama. He was a community organizer, learned under a plethora

1:13:30

of senior political figures in Chicago.

1:13:33

Kobe Bryant learned under Michael Jordan, Phil Jackson, Elon Musk learned from

1:13:39

his his tech tech pioneer from his friend, Peter Thiel, who helped him build

1:13:44

PayPal, who helped him become who he wants.

1:13:46

I can go on and on about all types of people.

1:13:50

Jeff Bezos worked under financial executives at a hedge fund called D.E. Shaw.

1:13:55

So when he started Amazon, he didn't start Amazon as someone who already was

1:14:01

Jeff Bezos. He started Amazon from someone who literally studied from some of

1:14:06

the greatest financial minds on planet Earth at the time.

1:14:10

So it is even some of the worst ones. So if I'm following someone,

1:14:14

I want to be the best follower there is.

1:14:16

And I want to be the best leader under that while I'm following.

1:14:21

Dr. Jake, what exactly do you mean? I'm bringing it home with this.

1:14:25

If you can't make your leader look great while you're following them,

1:14:29

You will never make your team look great While they're following you It's impossible.

1:14:36

But if I could bite my pride to make someone else look great,

1:14:39

what you're going to realize is that as a leader, a true leader,

1:14:42

you bite your pride to shine light on your team, even if they're underperforming.

1:14:47

So while I'm following, I have to learn how to lead by leading while I'm following.

1:14:54

It's a symbiotic relationship that you must master.

1:14:57

So if you want to learn how to lead without limits, go to SipsHealthcare.com forward slash class.

1:15:04

Sign up. It is for free. I don't know how long we're going to keep doing these

1:15:09

free leadership summits. As long as you keep showing up, we'll keep providing our we'll keep providing

1:15:15

these summits until we can't do it anymore.

1:15:20

So simpshealthcare.com forward slash class and understand that leading without

1:15:25

limits also means mastering the art of following without limits because there's

1:15:30

a symbiotic relationship to do both.

1:15:32

You want to be a great leader. You have to first be a great follower.

1:15:36

That's the math. This is SPD 911.

1:15:40

You can listen to this episode playback on our Bread to Lead podcast on Apple Music.

1:15:48

If you go to Apple Podcasts, look up Bread to Lead Podcast, you're going to

1:15:52

see this video in all of our live videos after a certain amount of time.

1:15:57

Our media team, Ignacio, he takes the video down and he's putting it inside

1:16:01

of our SPD 911 community.

1:16:04

So go to SPD911.com, join our Executive Edge free community to get access to

1:16:10

these live shows that we do in playback if you want to watch the video.

1:16:14

Other than that, we love you, and there is absolutely nothing you can do about

1:16:19

it. Peace. We'll see you next week.