IAHCSMM VIEWPOINT


Mentorship builds strong leadership skills, confidence & competence


by Julie E. Williamson, IAHCSMM Communications Director/Senior Editor I


n virtually every profession, employee mentorship can lead to notable benefits that affect not only the mentee but also


their leaders, co-workers and the entire organization. It stands to reason then why mentorship deserves a solid place in the healthcare setting—where patient outcomes and customer service hinge on employees’ ability to perform their roles safely, effectively and in strict accordance with standards and guidelines, instruc- tions for use (IFU) and internal policies and procedures. n its simplest definition, mentorship


typically involves taking a less experienced individual under a more experienced per- son’s tutelage and helping them strengthen their knowledge and hands-on skills to become more confident and competent in their roles. When appropriately applied, mentorship can be a vehicle for profes- sional advancement and, perhaps, elevate certain employees to leadership positions. “Mentors within the Sterile Processing environment are an essential aspect of employee skill development and strength- ening, and demonstrating in a positive, influential manner the correct way of doing things,” said Natalie Lind, CRCST, CHL, FCS, IAHCSMM’s Director of Education. “It’s important that departmental leaders are aware of the employees with strong skills and work ethic who would make effective mentors and help their teammates grow and advance.”


Don’t get hung up on hierarchy It’s a common assumption that departmen- tal leaders make the best mentors due to their experience. While they are a logical choice when looking to develop future supervisors or managers, many organiza- tions find that skilled, quality- and safety- focused technicians can also become highly effective mentors and informal leaders. These individuals aren’t necessarily the employees who have been in the depart- ment the longest, either. Instead, it could be any dedicated employee who consistently demonstrates their commitment to the department and doing what’s right, even when pressure mounts and challenges arise. ffective  leaders spend quality time on the department floor each dayoutside


Mentoring Benefits to the SP Leader Mentoring Benefits to the Facility Helps improve communication skills


Helps develop leaders


Teaches how to maintain a professional relationship Sends a message that the facility develops its leaders Increases confidence


Increases contacts within the facility


May increase contacts outside of the facility Helps understanding of facility culture Provides practice accepting feedback


Helps see leadership from another perspective


their officeso they can witness employ- ees in action. This allows them to gain a clearer picture of the tasks that pose the greatest challenge to technicians (and which may require further training), the employees who routinely give their all and are intently focused on the task at hand and those who are quick to help their team- mates whenever needed. Would-be men- tors may stand out from the crowd due to their strong attendance and on-time record, their commitment to continuing education and certification, and their specialized knowledge or demonstration of task effi- ciency. Ideally, they will consistently show integrity and enjoy learning and tackling new challenges, be helpful but not bossy or condescending and serve as the person their co-workers naturally seek for guid- ance, input or assistance. They may be a lead technician or a ertified nstrument


Succession planning isn’t replacement planning


Some departmental leaders avoid mentoring up-and-coming leaders because they fear sharing their knowledge could lead to their own replacement. In reality, mentorship can play a key role in succession planning, which is an integral part of leadership development and protects the organization if the leader becomes unavailable due to illness, promo- tion/career advancement or another factor. All SP leaders need a plan that encompasses their duties and identifies how those duties would be shared in the event they are unable to perform them.


Source: IAHCSMM Central Service Leader- ship Manual, Third Ed., Chapter 6


Fosters employee retention Promotes leadership education Reduces training costs


Helps achieve employee development goals Ensures well-rounded leadership development Improves acquisition efforts


Specialist, or they may even be a relatively new technician who has quickly mastered a certain skill (e.g., wrapping) that can benefit the rest of the team. A newly assigned “official” mentor


should be given clear direction from their manager before they assume their more focused mentorship duties. They may require some additional training (this can come from departmental leadership, the SP educator, or even Human Resources if the organization has a formal mentorship pro- gram in place). Informal and impromptu mentorship can also be beneficial, however, and should be encouraged by departmen- tal leaders, especially since they cannot always be available when needed across all shifts. If an employee sees a co-worker struggling with a process, skipping a step, or doing anything else that goes against standards, policy, IFU or best practice, they should immediately step in and respectfully explain and/or demonstrate the proper way (and the “why” behind it). If the mentored employee isn’t receptive to the advice or continues to engage in unsafe or improper practices, the mentor should privately address the situation with the department’s leadership. “Every employee has the power to make a difference for their colleagues and the customers and patients they serve,” noted Lind. “It’s important that each employee, regardless of their expe- rience or title, feels they are supported in sharing what they know is right and helping their co-workers when needed. In healthcare, keeping knowledge and information close to the vest is not just unhelpful; it can be downright danger- ous and could negatively impact patient and employee safety.” HPN`


hpnonline.com • HEALTHCARE PURCHASING NEWS • September 2021 41


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