Bred To Lead | With Dr. Jake Tayler Jacobs
SPD911 EP3 Part 2 Mastering Leadership: Beyond Task Management
Wed, 12 Mar 2025
In this episode, we delve into the critical aspects of leadership beyond just task management. It emphasizes the importance of focusing on people, understanding their unique needs, and offering personalized guidance. The conversation highlights the challenges faced by leaders and the significance of staying mission-focused despite the daily grind. Additionally, it underscores the importance of maintaining integrity and standards in high-stress environments and knowing when to step away if unable to perform effectively. The episode also explores the role of leaders in fostering a mentally healthy work environment by supporting employees' well-being. Finally, it discusses the need for proactive measures over reactive solutions in maintaining patient safety, particularly in the context of hospital leadership and operational roles.
Chapter 1: How should leaders focus on people rather than tasks?
And if you do, pay attention to the mission more than you're paying attention to the day to day. Because in every job, the day to day is a lot to deal with. In every job, the day to day is a lot to handle. In every job, the day to day, you have pieces that you love that make it worth coming back the next day. You have other elements that make you want to jump off a bridge. Baby, don't jump.
Just come back again the next day. And then the third thing is, yes, it also is on your leader. The problem is we have a lot of leaders and we'll talk about this later again that are in certain positions, but they have not let go of their entry level ideology or perspective. When you are a manager in up, your business is not the task. Your business is the people.
Just as you used to pay attention to every tray, you should be paying attention to quality and improvement of your people as a manager and as a director. That's your focus. So your job every day is to do a litmus test with your people just as much as you did a litmus test with your trays. You should know what everyone's cadence is, just like every surgeon, right?
Every surgeon got a type of way that they like their trays. Every OR is different on how they want to accept and accept it. And it's also dependent on who's the supervisor or the retrieving OR liaison of that shift. So if you have to be aware of those things as a leader, now I'm calling you out. Stop leading everyone with this custom one size fit all mentality.
Everybody needs a personalized touch, just like your trades need personalized IFUs. Every instrument need a different IFU. Some are similar, SGG. But it doesn't mean that it's the same. That's right. So I have to figure out the instruments as a leader. Each one of your assets are an instrument to your department. How does that instrument love to be inspired?
How does that instrument love to be corrected? How does that instrument love to be developed? How does that instrument love to be poured into or chastised? I have to figure out each of these human instruments. And as a leader, I have to now get to know them just as much as I got to know those instruments. And then lastly, I want to say this.
If it ever got to a point where your livelihood or your stress was so great that you can no longer perform your job to the highest capability, especially in an environment that can cause harm to other humans. That's when you step away. That's when your integrity checks in. Because God doesn't respect person. He respects principle.
That's why in my favorite book, it says that the wealth of the righteous is stored up in the hands of the wicked. It's not saying that because he honors the wicked. But some people that are wicked have amazing God like principles. They have standards and integrity that they will not cross. So God honors that.
So my question to you, what are your standards and what what are your standards and integrity when it comes to you protecting yourself as well as protecting the patients that we're supposed to be supporting? What are those standards? You know what that forces us to do, SGG? To learn our laws and regulatory standards.
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Chapter 2: Why is personalized leadership crucial in high-stress environments?
So if I go up antagonizing and talking crap and you should know this, no one's going to give you the budget. But if I go up with an open heart and say, hey, y'all may not know this. Like SGG says, hey, that's why I love when SGG talk. She talk from SPD Bible, Amy. And if you don't know any other scriptures, you better know Amy. You better know Amy or hire us to get SGG up in there.
Hire Amy Pastor, SGG. She's taking deals. We take honorary and we take it out. But because when I know the standards, I have to now teach the standards in a way that is palatable to to everyone to receive it.
And as long as they can receive it and they understand it and how it affects all the things that they were taught, it will behoove you the amount of things that change and how fast that change happens. Right. Once they understand.
It's all in presentation. That's right. If you present it as garbage, it's received as garbage.
Oh, that's good.
OK, it's in presentation. I have dealt with the C-suite by not presenting it as garbage. If I'm in the hall and the CEO say, hey, Ms. Golden, how you doing? How are things in SPD today? I gauge the atmosphere and say, well, funny you should ask. Do you have time to come to SPD? Let me show you something. take him down there and say, we need this. Let me show you this.
When I wanted a borescope, the biggest thing I did was get the CEO to visit SPD. He came in, told everybody, hello, hello, hello, hello. And I actually brought the borescope over to him. And I said, because we were borrowing one, I said, we need one of these. It's about $3,000. He looked at me.
I said, but this cannulated instrument, we cannot clean, and we don't know it's not clean because we can't see it. He said, okay. I said, put your eye on the little thing. Let me show you. Can you see anything? He said, no. We put the borescope down, and on the screen, it showed the guy said it looked like stranger things. We was going, ah, ah, ah.
I said, but do you know, sir, that because we can't see this, we will process it. And the sad part is that whatever this is in there will probably loosen up in the middle of somebody's surgery and fall in their body.
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