leader plan!

Introduction:

A true leader is an invaluable presence within a company. I have worked within the imaging career field for the last fifteen years. My career in imaging began by accident, as in I was involved in an accident. I was stationed at Prince Sultan Airbase, Saudi Arabia in 1997. I was involved in a Humvee accident and was taken to the hospital on base. I had never seen an x-ray before and was amazed at the process. I graduated from Roane State Community College in 2008 and began my career. I have worked in the general hospital setting and in trauma bays. I enjoyed working in the trauma units, but I was quickly exhausted by the critical setting. The pace and severity of the injuries really took a toll on me physically and mentally. I have worked at my current employer for the last seven years and have been in my supervisory position for the last six years. I enjoy being a leader and a part of the leadership team. The power to bring positive change and develop a productive culture, is my career aspiration.

Personal leadership vision statement:

In the next five years, I want to continue the leadership and administrative goals in my radiology career. I plan to become an administrator or director of an imaging center or hospital. I will continue my educational journey and complete my third degree at East Tennessee State University. My educational experience has proven that the leadership ideas and theories in our textbook, is vastly different than my real-life leadership scenarios. Reading about certain strategies and putting them in action are a completely different situation. The ideas and processes accumulated in my educational journey are important, but the live development or destruction of a process is where the real education begins. I will continue to hone my personal leadership itinerary around a solid work ethic and a lead by example mentality. I want others to emulate my actions and strive to catapult my leadership knowledge base. I have an interest in becoming registered in other modalities and expanding my knowledge in imaging. I am currently credentialed as a radiologic technologist and registered in computed tomography (CT). The additional modalities will enhance the opportunity to become the leader I would like to be, in the future.

Personal leadership mission statement:

First and foremost, the completion of my degree is at the top of my priority list. I must have a certain educational level to obtain the position, so it is the most important priority. I would establish a productive network with vendors and administrative professionals in my sector. Build on and develop new relationships with outside departments and demonstrate my efficiency at cost analysis and budget development skills. I would develop a culture plan that instilled personal career development for my subordinates and formulate a team composed of extremely high performers. I will emulate the leadership skills of my previous managers and draw from work setting interactions to continue my leadership journey.

Factors critical for success:

My most important resource for success is my family. They are my driving force for success. Every decision I make influences them, good or bad. I’m blessed to have my own personal cheerleading squad and they believe that I can accomplish anything. In the professional setting, my team is the most valuable resource. I must continue to provide a clear and concise plan for success, in the workplace. Allowing the team to grow and regress, builds a stronger bond of communication and ultimately a better work environment. When I assumed the supervisor position at Summit Medical Group, I understood that the company had expectations for myself and my team. I want to exceed those expectations, daily. The support of the senior administrative management team is important to the overall development of our company and I’m entrusted with the final product. My team and I are the vehicle of success and the company puts gasoline in the vehicle. Personal development and leadership development courses are provided by my employer. These courses will proliferate my knowledge base in leadership and managemental decision making skills.

Measurable goals:

Goal #2: I would institute a semi-annual review of x-ray reject/error analysis. The initiative would identify the number of x-ray images that were rejected and the reason for the rejection. The analysis would lead to improved training in shielding and radiation protection for the technologists and reduce the amount of radiation to the patient.

Goal #3: Establish accreditation standards for all imaging modalities through the American College of Radiology (ACR). Accreditation through this governing body, would allow for larger monetary reimbursement from most major insurance companies and Medicare. The accreditation process is reviewed on a semi-annual basis and requires the inspection of each piece of imaging equipment by a certified radiological physicist.

Action steps:

In the nuclear medicine department, establish a radiation area that is secluded from the general patient population. The area would include isolated restrooms and dosimetry measurement devices. Provide patient dismissal information with specific directives for at home radiation safety measures. The mandate would be established within a six-month time frame.

In the computed tomography department, review and eliminate protocol segments that do not add anatomical information to the exam but add radiation dosage to the patient. Contact equipment manufacturer/engineer to provide on-site training on inherent radiation protection device software devices installed in the scanner, such as SmartMas. Work with referral staff to ensure the patient is receiving the optimal exam for the diagnosis of disease. This step will reduce the number of duplicate exams and identify the patients who need iodinated contrast agents. It will also reduce the amount of insurance denials and resubmission rates for exams. The mandate would be established in a three-month time frame.

In the general x-ray department, I would work to adjust protocols that remove unneeded projections of anatomy, that provide very little diagnostic information. Establish guidelines that condense the number of x-rays needed for multiple portions of anatomy. Provide training seminars to technologists about the most updated shielding and radiation protection devices. The mandate would be established within a six-month time frame and require annual re-certification.

Contact the x-ray field service personnel to establish software generated analysis reports. The software would identify the number of repeated x-rays, the technologist’s initials, and the reason for rejection information. The rejection information would be logged at the time of rejection by each technologist. The analysis would identify the need for additional technologist training and imaging protocols that require multiple repeated exposures. The mandate would be established within a one-month time frame and the information gathered would be analyzed semi-annually.

Identify equipment that does not meet ACR accreditation standards and replace or repair it. Hire a certified radiological physicist to evaluate the safe use criteria for each piece of imaging equipment and establish daily, weekly, quarterly, and yearly quality assurance testing, for each department. The mandate would be established within one year and annual physicist inspections would be needed to ensure compliance.

Desired results:

If these actions are implemented, the overall patient radiation exposure will be reduced. The radiologic team will be more efficient and better trained to provide exceptional patient care. The influx of reimbursement will allow for the imaging center to grow by adding additional employees and more imaging modalities. The radiological team will be apart of a strategic cultural change and the inclusion of team members will boost overall morale and employee retention. These actions will also demonstrate the leadership developments and accomplishments, that define me as a leader.