Bred To Lead | With Dr. Jake Tayler Jacobs
Bread To Lead Presents SPD 911 | Episode 1
Thu, 06 Feb 2025
Welcome to SPD 911, the ultimate show for tackling the toughest challenges in sterile processing. Join Dr. Jake Taylor-Jacobs, President and COO of Sips Healthcare, along with Sharon Green-Golden and Derek Jones, as they equip you with real solutions to rescue and elevate your department. In this engaging episode, we'll explore the critical issues affecting CSPD departments and provide actionable strategies to improve compliance, streamline operations, and enhance leadership skills. Discover the importance of proactive communication, overcoming toxic work environments, and elevating department visibility within the hospital. Join our vibrant community at SPD911.com and engage directly with the experts. Catch us live every Wednesday at 12 p.m. Central Standard Time for the greatest CSP live show on Earth!
Chapter 1: Who are the hosts of SPD 911?
Welcome, welcome, welcome to SPD 911. I'm your host, Dr. Jake Taylor-Jacobs, president and COO of Sips Healthcare. And this show is all about tackling the toughest challenges in sterile processing. Whether you're on the front lines or making high-level decisions, we're here to equip you with the real solutions to rescue and elevate your department.
Each episode, I'm joined by our director of clinical compliance, Sharon Green-Golden, a leader in compliance and regulatory standards, and our Director of Clinical Operations, Derek Jones, a specialist in operational efficiency and team development. Together, we'll be breaking down the critical issues affecting CSPD departments and provide actionable strategies to help you stay ahead.
SPD 911 isn't just a show, it's your emergency response team for sterile processing. We tackle compliance concerns, streamline operations and help you grow as a leader in your field. If you want to participate live and ask your questions to the great Sharon Green Golden and Derrick Jones, join the Executive Edge community. It's free. And the only way to engage with us directly.
So you can go to SPD911.com to learn how to join the CIPS executive edge community where we have so much information to give you. And lastly, join us live every week on Wednesday at 12 p.m. Central Standard Time to catch the greatest CSP live show on earth. Now, Sharon Green Golden, come on onto the stage. Come on up here because I cannot wait.
For those that don't know you, we'll bring Derek up here soon. But for those that don't know you, can you please let us know who you are, where you've been, and what qualifies you to be on this show talking about SPD needs?
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Chapter 2: What experience does Sharon Green-Golden bring to sterile processing?
Okay, good afternoon. I am Sharon Green-Golden. I am a sterile processing professional. I've been in the field of sterile processing for 40 years. I started sterile processing as a basic assistant who became a technician, who became a team leader, who became a supervisor, who became a manager. I have been doing this work as my passion for all of those 40 years.
I am also past president of ISHM, which is HSPA now. I was in the presidency as vice president, president, I think, from 2012. to 2015. I was a former president of the foundation. I served on the board. I have served on many boards within the profession, 3M, ASP, Staris, Halyard, as a subject matter expert. I have helped to write information for the national test that you take. I am a
international presenter in the field of sterile processing. I've spoken all over the world, New Zealand, Australia, Brussels, Italy, Japan, Turkey. I've been everywhere, but I've done mission work in Bangladesh and Tanzania in the field of sterile processing, teaching cleaning techniques. And so what I do know is thorough processing. I know you. I know your people. I know your issues.
I've been there in the trenches. I got a T-shirt, a hat, and some chips somewhere around here that say, I do know. And that's Sharon Green-Golden.
All righty. And the most beautiful thing I love about you, SGG, is your no-nonsense attitude. demeanor mentality. And I think it's important because truth sometimes is hard to digest. And the only way that you can actually get truth and really create change is by being honest. And honesty sometimes is ripping that bandaid off. So I'm so excited that you are on the show with us.
And last but not least, we have Derek Jones, our director of clinical operation. He hits the ground running. Derek, come on up here onto the stage and let everybody know who you are, how long you've been in the game, where you come from, and why they should be listening to you.
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Chapter 3: How does Derek Jones contribute to the show?
Well, I'm a little bit disappointed because you would bring me on after her. You should have let me go first. You know what I mean? I'm trying to think. I'm Googling. But no, I'm Derrick Jones, everybody. And I appreciate this invite. I got over 12 years of SPD experience from entry level as a technician. all the way up to clinical director.
Now I often do consulting all over the country, and this is a true passion for mine on many levels as it's a life-changing career that I chose to get into at a, at an age and time where I was undecided and looking for a career path. So This industry has allowed me to become a subject matter expert as well.
And this also has opened a pathway for opportunities for me to do teaching and mentoring and developing departments and that pretty much meet the standards of quality care to serve patients throughout the country. So I'm excited to be joining this platform because it's needed. We need more people like us with the experience
That can really give people a true depiction on SPD, the career choice, the career path and opportunities, as well as some of the challenges that hospitals or outpatient facilities are facing. So I appreciate you and I'm ready to get started.
Listen, and you missed something. You see, I'm here. The reason why I love this. Being the host of this show is one. I can be a student and I can just ask you a whole bunch of questions and try to poke SGG to get her just to go off. I'm just I'm just poke. But I love Derek for his his his gratitude and how honest and humble he is. He's never going to.
He's not Dr. J. See, Dr. Jake is sharing green gold and we're going to tell you. Yeah. Our values. And then Derrick Jones going to DJ going to be like, listen, I am whoever you say I am. I'm all right.
I did what you needed me to do. Right. Right.
That's right. But what I want, what I do want to show or to talk about before we even get into the show. Can you talk about the initiative that you started getting people who. maybe messed up in their past, want to change their ways, getting right out of jail, and then the pathway to career through sterile processing that you're doing there in St. Louis leading that.
Absolutely. So we all know someone who suffered from mental health and substance use disorder. Myself, I have family members and loved ones that are suffering through it now. What I do, we have an organization called Live Recovery, my wife and I.
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Chapter 4: How can SPD leaders advocate for better staffing?
Ladies first.
Ladies first. So sterile processing, once we actually realized that the profession was very important and what we did actually mattered, we started realizing the importance of not having errors. Because if you have an error, you impact the patient.
Mm-hmm.
lots of sterile processing departments are understaffed. They've always been understaffed, but we get the work done. What I want to say is that you cannot rush the process. It's not fair to the patient. I don't care who your boss is. You cannot rush the process. See, when I'm on the surgical table, I need my tray to be clean, all the instruments working for my case.
So therefore, I have to do it for everyone's case. They can come and say, hurry, hurry. The reason we have instructions for use available is so that we can say, can't hurry, can't hurry. I've had to tell doctors, I'm sorry, but it said it had to soak for five minutes, sir. So I can't miss the soaking step because you need it. I have to soak it.
And I'm sure if it was your family member on the table, you would want me to follow all the instructions. And they're like, yes. So the bottom line is that you're going to be understaffed. But that should not make you have errors.
That's right.
There's no excuse for your error. You know, I didn't put the indicator in the trade because they was rushing me. No, boo. No, no. That was the first step. So you couldn't forget the indicator because that was the first step.
That's right.
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Chapter 5: How can new SPD leaders effectively communicate with senior leadership?
Because when you have an error, I'm sitting on the other side with the other people with the gun shooting at you, too, because I don't understand. So having errors has nothing to do with you being understaffed. What I have to do is try to make it work so that you feel comfortable enough to do quality work, even though we need two more people.
Got it. And I actually want to ask this question specifically, Derek, to kind of veggie back on what you and SGG have been saying. Mm hmm. What about for that SPD leader that isn't as bold? They're newer to the position of leadership management. They maybe were an educator, a lead tech supervisor, educator. They're under their first three years of management.
Usually after 10 years of management, you kind of get comfortable. You know, you know, not Dr. John, you know, John, like John, stop playing. Right. Hey, you know, you know, I get it, but they're newer. And a lot of that first three years of leadership will and can make or break that person's future in leadership, even past just managing as a CSPD space.
So what about for those that are not as experienced? bold to just to go up and talk to their senior leadership in order to get them to move or see something their way. What would you say to them?
Well, Number one, I believe in you have to, being in a leadership position, you need to have someone to springboard thoughts and ideas off of, whether it's a mentor or someone within that hospital, whether it's your direct manager or whomever. You have to build up the courage. If you cannot go up and generate the conversation with the C-suite and leadership, at some point, your team is going to
begin to feel that you're not supporting them and it may put you in a further difficult situation as to where your team will begin to turn on you so i would encourage them to if you can't have a direct conversation start with an email thread you know start with just some sort of communication to get your thoughts out to start the discussion
And then schedule a meeting with your upline leader to further just, you know, engage in, hey, here's some of the struggles I'm facing. Here are some of the challenges I'm having difficulty working through. And then just start the conversation.
And as you get comfortable with the direction you're going in and the way the conversation is moving, that is your opportunity to engage and also think of some strategies or implement some of your thoughts and ideas to correct some of the challenges and the problems.
And one thing I want to say. I got a smile. Yeah, you got a smile. You said it right. You did good. One thing I want to say, though, is leadership is by committee. Especially when you're building in an organization when it's not your company. Leadership is by committee.
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Chapter 6: How can SPD teams improve communication with the OR?
Because see, Dr. Booty Boo will go to administration and say they say they got one fork in the SPD and we need that. And I'm going to take my cases across the street because they have four forks. So use the resources that are there. Everyone is not as bold as me. And I did. I wasn't born really, really bold. I got bold as I grew. But I was outspoken since I was young.
But the bottom line is, I believe that if you are a leader, you should lead. And you lead by example. And you lead with facts. You make sure you know what you're talking about when you go to talk it. And you tell them what you need. I was thinking about 6888. when she was out there and she told them who she was and what she wanted them to do, they followed her because she said, I'm the chief.
And they followed her and they did what she said. But when she stood up for them in front of that general, and said, not over my dead body. They realized she had their best interest at heart and that she would go to the end with them. Your team needs to know that you will go to the end with them.
And you need to impart into your team that what they do matters every day because we take care of patients who do not have the opportunity to see us, to know us, or to even say, thank you for having an error. What you do matters and we do not have the right to impact a patient's surgery.
That's good. That's good. Hold on. I got something for that.
Hold on. Beautiful.
Did y'all hear that? Did y'all hear the applause? Did y'all hear that?
I heard it. I heard it.
Yeah. Uh-oh. I lost you. questions are we're on those answers so we won't move to the next scenario uh we have a situation where the or sends urgent requests for instruments they never put in the case card expecting spd to work miracles the question i have for you how can spd teams improve communication with war and set realistic expectations golden you ready yeah
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