X-ray Department Dynamo: A Journey to Leadership
Author Bio
Marcia Carter, a licensed X-ray technologist with nearly 40 years of experience, graduated from Westminster Hospital School of Radiography in 1985. Shortly after immigrating to New York, She assumed the role of evening Supervisor at a trauma hospital in Delaware and this pivotal step is what marked the beginning of her journey toward leadership in healthcare, and she has continued to progress ever since!
I was a young graduate, barely two years into the field, thrust into a supervisor role after relocating to a new state. The X-ray department had its challenges lurking in the shadows as if they were unprocessed film. I was working the evening shifts with minimal upper management support and a team of technologists and support staff—all under my watchful eye. Furthermore, I encountered a transcriptionist rebel who refused to complete a task within her scope. Sparks fly, and I find myself in a heated argument. Frustration rises, threatening to expose my inexperience. And guess what? I’m suspended for two days due to some choice words at work. Yet, this isn’t the end. No, it’s the beginning—the first step on my Journey to Leadership. Back then, I didn’t realize I was embarking on this path. But I knew one thing: I had to level up and become more than just a manager. I’m a people pleaser, and I grappled with a dilemma. How do I get things done without upsetting my staff or immediate supervisor?
The answer lies in the three C’s of Connecting : Compassion , Courtesy and Communication
As I stepped into my role, I realized that leadership wasn’t just about directives and decisions but about people. Because of this, my interactions with the team became the heartbeat of my journey.
The Technologists’ Trust:
I knew I needed to earn their respect, so I rolled up my sleeves and worked alongside them. I listened to their experiences, learned from their expertise, and shared my insights. Slowly, trust blossomed. They saw my commitment as a manager and a fellow technologist navigating the same X-ray labyrinth. The Support Staff Symphony: Managing support staff was like conducting an orchestra. Each member had a unique instrument—receptionists, transporters, dark room techs, and file room clerks. Learning their names, quirks, and aspirations. I discovered that courtesy mattered—a simple “thank you” or a genuine smile could transform their evening. I approached them with empathy when conflicts arose, seeking solutions rather than blame.
The Transcriptionist Tango:
The transcriptionist, entrenched in her ways, resisted change. During our first encounter, my frustration bubbled up and got the better of me, but moving forward, I initiated dialogue instead of confrontation. I listened to the transcriptionist’s concerns, acknowledged her perspective, and found common ground. It wasn’t easy, but it was a turning point. We danced—sometimes gracefully, sometimes clumsily—towards understanding. The Compassionate Communicator: My mantra is simple: Compassion, Courtesy, and Communication. When assigning tasks, I considered barriers—personal or professional. I ensured clarity, providing tools and resources. And when feedback was necessary, I framed it constructively, nurturing growth rather than bruising egos.
The Trauma Center Bond:
The level-one trauma center became our shared canvas. My presence wasn’t just managerial; it was hands-on. I assisted during emergencies, celebrated victories, and comforted during losses. The team saw my vulnerability—the admission that I didn’t have all the answers. Accordingly, they rallied around me, a symphony of resilience and tangible results.
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