sterile processing
By Tony Thurmond , CRCST , CIS , CHL
Core Skills to Scale the Sterile Processing Leadership Ladder
Sterile processing ( SP ) technicians observe their departmental leaders every day and witness their responses to challenges and how they support the team . They may also routinely see their fellow technicians rise up and assume an informal leadership role , sharing their knowledge and skill sets with their colleagues for the sake of quality and professionalism . This can then help light a spark for other SP professionals who may seek more responsibilities and , perhaps , even a formal or informal leadership role of their own .
SP professionals of all titles and tenures know the qualities they hope to see in a leader : strength in character and integrity , knowledgeable and eager to continue learning , willingness to mentor and encourage employee growth , empathetic to their team ’ s needs , and a willingness to roll up their sleeves and assist when needed . Those interested in attaining a leadership role will need to bring those same qualities to their own daily routines and hold themselves to the same high standards and behaviors . They should begin by examining the motivation behind their interest in a leadership position . If increased pay is the primary driver — as opposed to having a sincere desire to help support and serve the department in a way that promotes quality , safety and understanding , employers and teammates will see the truth . SP professionals should look inside themselves and ask questions that will help determine whether they are ready for this next move .
What follows are some leadership strengths and approaches that will help prepare SP professionals to climb higher in their careers .
Set a realistic pace . Climbing the SP leadership ladder is not a one-size-fits-all endeavor . The goal for some will be reach the very top and then keep aiming for even loftier career pursuits ; for others , fewer rungs will need climbing to reach their goal . Regardless , the following traits and skill sets will help them succeed and build necessary trust .
Sharpen knowledge through experience . Sterile processing is a career where one does not just arrive and become an immediate expert . Knowing the role of the technician is the first step toward becoming a strong , effective leader . ANSI / AAMI ST79 , Comprehensive guide to sterilization and sterility assurance in health care facilities , states that supervisory personnel should be competent and qualified for the supervision of all preparation and sterilization functions ( i . e ., decontamination , inspection , preparation , packaging , sterilization , storage , and distribution ). Education , training and experience prepares them for this responsibility . ANSI / AAMI ST79 also recommends that the minimum recommended qualifications include certification , demonstration of job knowledge and adequate relevant experience in healthcare-related work . Knowledge of and experience with state and federal regulations — such as those from the Occupational Safety and Health Administration ( OSHA ) — are also required . Leaders , like all other SP professionals , must continue making education , knowledge and professionalism a top priority throughout their entire career .
Listen well . The ability to listen well is paramount to becoming a successful , respected leader . Hearing and listening are two very different abilities . A leader should be able to hear and listen as staff members come to them with a situation , challenge or idea . Leaders and would-be leaders must be prepared to ask the right questions and dissect the true meaning of what ’ s being conveyed . At times , employees may have an idea or solution they ’ d like to share — perhaps one that deviates from current practice or the status quo . Effective leaders are always willing to listen to new ideas and perspectives and be open to challenging “ the way things have always been done .” Determining what the team needs and asks for comes from experience .
Hone decision-making skills : When situations within the department arise , solid decision-making skills are needed set the best plan into action . Many decisions that must be made will already be addressed in the department ’ s policies and procedures ; however , some individuals may be asked to circumvent those policies and procedures to satisfy another person ’ s or department ’ s needs . It will always be necessary to stick to safe , standards-based processes and best practices and explain why some requests or proposed changes cannot be made . Simply stating “ because it is in our policy ” will not be effective or adequate . Explaining why the process must be followed ( and backing that with standards , best practices , instructions for use , and internal policies and procedures ) will help sidestep any risks and