1. What have you found most challenging as a CEO or executive of a large enterprise?

My greatest challenge has been not overwhelming the team while continuing to drive results and lead through this pandemic. Being in healthcare, there have been many changes to navigate this past year. You are trying to make sure the team is cared for in the process of shouldering the load of carrying for our sickest covid patients.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I did accounting before I went into nursing because I thought "math, computers, and money--I like all of those." This experience has served me so well in my healthcare career. I worked my way up the ranks in healthcare. I started as an uncertified aide, became an LPN, RN, and then moved into leadership after 10 years of clinical practice. Being actively involved in professional organizations like ACHE and AONL have helped me network with colleagues across the country which is extremely helpful. I also recommend attending conferences like Becker's Healthcare Annual conference or ACHE Congress to connect, stay abreast of current practice and innovations, and build your leadership brand.

3. How do you structure your work days from waking up to going to sleep?

When I wake up, I have workout time built into my calendar. It says "choose life" because that is what I am doing when I work out. I start my day with prayer before work so I am centered and ready to go. It is important to have harmony between work life and home life. I usually start my day around 7a at the office and when I leave depends on the day. I try to leave by 5p and finish up any remaining work at home so I can see my family. Evenings are reserved for family time most days. I schedule lunch every day and try to go to bed at a decent hour so I can get at least 7 hours of sleep per night. This gives me the energy to give my full self to my work when I am there and my family when I am home.

4. What's the most recent significant leadership lesson you've learned?

Each person has unique gifts, skills, talents, and abilities. It is really important to let people lead from who they are because they will be the most effective when allowed to do so. It is not necessary or productive to have a team that thinks or does things exactly like you.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

The Bible has been the most profound impact on my leadership style. I am a servant leader at heart and when I do not know what to do, that is my source. There are many other great books that have helped along the way but none has been more impactful than that one.

6. How do you build leadership capacity in a large enterprise?

Hopefully, you have a formal program in a large enterprise. If you don't, build one! I have worked with an incredible team to create an executive nurse leadership academy which will foster the growth of aspiring leaders and create a diverse pipeline of internal candidates for future positions at all levels.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

In healthcare, we have the great honor of being with people from the time they enter this world until the time they leave it and everywhere in between. It is a sacred space. One of the most rewarding experiences of my career was helping to open our covid only hospital, Green Valley Campus (GVC). This hospital treated over 2500 covid patients in our communities and returned countless people back to their families. We were also able to safely allow visitors at the end of life for patients who would not survive this deadly virus. It was awesome to be able to give people the closure of saying goodbye when most hospitals were not allowing in person visitation.