Hospital Training for Leadership

Based on my Coping & Stress Management Skills Test results, I learned that I tend to use problem-focused coping strategies, scoring a 66 on the assessment. This means I usually try to take action, plan, and solve problems directly when I face stress. These strategies work well when the situation is something I can control. However, the results also remind me that this approach is less effective when the stressor cannot be changed. In those cases, emotional coping, acceptance, and seeking support may be healthier options.

As I move forward in my professional career, it will be important to strengthen coping methods that complement my problem-focused style. This includes improving emotional regulation, recognizing when I cannot fix a situation, and maintaining a strong support system. Time management, self-care, and setting boundaries will also help me prevent burnout and maintain well-being.

Stress is a major concern for organizations today, and research shows that it contributes to conditions such as burnout, anxiety, depression, sleep disorders, and cardiovascular problems. These health issues affect employee productivity, satisfaction, and retention, making stress management a priority for employers.

In response, many organizations are implementing programs to support employee health. Common strategies include Employee Assistance Programs (EAPs), which offer counseling and mental health resources, and wellness initiatives such as fitness classes, mindfulness training, and health screenings. Flexible work arrangements—like remote work options and flexible scheduling—are increasingly used to help employees balance work and personal responsibilities. Companies are also investing in leadership training to help managers recognize stress and support their teams more effectively.

Overall, understanding my own coping style helps me prepare for the demands of my career. By developing a balanced approach to stress management and taking advantage of workplace wellness resources, I can continue to grow both personally and professionally.

Leadership in healthcare is built on continuous learning, reflection, and adapting to the needs of both patients and staff. During my time as a leader at Sharp Healthcare, I have had the opportunity to participate in a variety of training programs designed to strengthen our culture, improve patient outcomes, and support our teams. While every training has value, some have been particularly impactful in helping me lead effectively in my role within Staffing and Ancillary Support Services.

The High Reliability Organization (HRO) training stands out as one of the most meaningful. HRO emphasizes mindfulness, communication, and accountability. It encourages leaders to view safety not as a box to check, but as a mindset. By practicing techniques such as “stop the line” and encouraging teams to speak up, HRO builds a shared sense of responsibility. This has helped me foster a work environment where staff feel supported, heard, and empowered to prevent errors before they happen. The practical nature of HRO translates directly into daily staffing decisions, escalations, and problem-solving with interdisciplinary teams.

On the other hand, not every training aligns as clearly with my role. For example, Epic-based training modules focused on RN pain scale documentation are essential for bedside nurses, but they add limited value to the broader staffing and ancillary workflows I oversee. While understanding clinical tools is beneficial, the depth and focus of this training do not directly support the strategic and operational responsibilities within centralized staffing and workforce coordination.

Ultimately, effective leadership training is relevant, role-specific, and actionable. I am grateful for the opportunities Sharp provides, and I continue to advocate for development that strengthens collaboration, efficiency, and psychological safety across our teams.