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.