By Tony Thurmond, CRCST, CIS, CHL, FCS
Sterile processing (SP) professionals strive to serve their customers and patients well, reviewing and applying standards, guidelines and manufacturers’ instructions for use (IFU) and seeking the best solutions for optimal outcomes. Despite those valiant efforts, SP leaders aren’t always preparing their technicians for success in their many vital roles, and technicians may also struggle to recognize where more growth and knowledge are needed to better meet the needs and goals of their department and customers.
Together, leaders and technicians should work to set realistic goals and expectations, and these steps can help:
- Emphasize strong communication: Effective two-way communication is vital for sharing expectations, challenges, suggested solutions and other essential details. Managers should share their expectations with each employee and remain fair in the process (even perceived favoritism can erode trust, teamwork and collaboration). Expectations for all staff should align with the organization’s policies and be applied across the board. The same rules must apply to managers and supervisors. Those who fail to follow rules and correct procedures can’t reasonably expect that of their employees. The best managers lead by positive example.
- Promote accountability: Accountability is best facilitated by a team approach, not a top-down, hierarchical one. That means a technician should be able to hold a co-worker accountable for any actions that counter policy and departmental expectations. If they see something, they must say something. Technicians should also speak up if the leader deviates from correct practice.
The expected result of accountability will depend on one’s role. Technicians should expect questionable processes or behaviors to be addressed promptly. For leaders, effective accountability means correcting and documenting concerning actions to help prevent a recurrence. Documentation helps leaders identify opportunities for education/re-education and other performance improvement options. Everyone must choose to be accountable for their actions and recognize how their lack of accountability affects the team. Often, a co-worker-to-co-worker conversation can help improve accountability in a nonthreatening way. Many of us have had a seasoned technician remind us, “We don’t do that here.” They were no-nonsense and willing to politely yet firmly hold others accountable.
- Seek ongoing improvement: Every SP professional should aim to improve in their role, despite their experience, title and tenure. Managers are responsible for providing as much training, education and support to help technicians reach their professional goals, and technicians should strive to learn and apply the latest standards and best practices, embrace new technology and remain committed to continuing education. Technicians and leaders should discuss the challenges of the department and areas of concern and collaborate to find the best solutions to overcome them.
- Promote professionalism: Every SP employee should work to promote pride and professionalism in all they do, regardless of time pressures and other challenging situations. SP professionals have worked hard to get a seat at the table and be recognized as instrument and processing experts; they must maintain their professionalism and continuously pursue quality.
- Recognize the effort: Everyone wants to be recognized for a job well done and their commitment to quality, safety and teamwork. Recognition can come through pay increases or other monetary tokens of appreciation, but leaders should also be generous with verbal or written acknowledgments. A handwritten card or even a simple “Thank you” can go a long way toward showing employees they matter. Showing appreciation and recognizing co-workers (and even interdisciplinary teammates) can also improve collaboration and make difficult conversations easier when needed. Constructive criticism is far more palatable coming from someone who has recognized our positive contributions.
Conclusion
SP leaders and technicians should strive for improved accountability and collaboration and work to align goals and expectations. Doing so requires time and commitment (and sometimes even uncomfortable conversations), but the effort will garner significant benefits for the team, department, customers, patients and organization.
Tony Thurmond, CRCST, CHL, CIS, FCS, is an HSPA Fellow and past-president who currently serves as chief of sterile processing service for the Dayton VA Medical Center.
