1. How would you describe yourself?

I consider myself a leader of people. I believe that people are the strength of any organizations
and taking care of and valuing your employees is the path to success.
2. What strengths do you bring to your job?
Great communication as well as a vision that I can communicate to my team.
3. How do you measure your own performance at work?
I think that as a leader there are three important areas to focus. Patient service, Employee
engagement within departments, and financial success.
4. How would you describe your leadership style?
Hands on I like to see my people work. I enjoy teaching and investing time into developing our
associates.
5. Can you tell me about a time when you demonstrated leadership skills?
I would say rolling out. New data management system that required me not only to learn a new
system, but also be a property champion in rolling it out to other staff.
6. How do you monitor the performance of the people that you have to lead?
There is analytic data that can be used to see trends in performance, but the most important
tool is getting to know your staff.
7. How do you delegate responsibilities efficiently?
I think the most important is finding the right person for the right job. Everyone has different
strengths and it is important to set people up for success. Follow up is also important in driving
for results.
8. What values are most important to you as a leader?
Engaged staff that are willing to learn and work hard.
9. Who is your favorite leader? Why?
Martin Luther King Jr. He stood up for what was right even though it cost him his life.
10. What makes a good healthcare leader?
Compassion and putting people first.
11. How do you build a high performing team?
It begins at the hiring process by selecting the right mix of skills and experience levels. Then
building a storing learning culture and setting goals for success. Then it is important to celebrate
that success with your team.
12. Discuss your experience with creating employee recognition and rewards programs
We not only recognize staff by managers, but we allow staff to publicly recognize other staff
members.
13. If you had the power to change one thing in our healthcare system what would it be
Increase access to health care without sacrificing quality of care.
14. What mistakes have you make and what would you have done differently
I think over a care you make number of mistakes. It is important to learn from them and continue
moving forward. A wise man once said that “a smart man learns from his mistakes, but a wise is
able to learn from the mistakes of others”
15. How do you respond to criticism?
It really depends on the delivery, but in most cases I will use it as an opportunity to learn or hear
some one else’s perspective. I try not to take it personally.
16. What can you do to motivate a team?
Set goals and celebrate success. Eliminate staff that are cancerous to departments our
incompetent as they can draw down moral of hard-working staff and open company up to
liability.
17. How would you deal with low morale within a department?
Talk with staff identify the problems and develop a plan to address staff issues. Be involved and
engaged as a leader and maintain strong communication with staff.
18. How do you handle disagreements with co-workers?
Professionally we are all her to accomplish the same goals.
19. How many people have you fired?
Too many but it is not something I enjoy.
20. How do you go about it?
With strong processes and expectations in place it makes documentation easier for the
manager. Hold all staff to a consistent standard. Take the opportunity to educate staff when they
make small mistakes and document when they make big mistakes. Staff should not be
surprised when documented if communication is effective.

Kevin is a senior operations manager for Etiometry. Etiometry educates and

provides ICUs with practical information through data consolidation, enhanced
visualization and advanced analytics. It is an FDA-cleared software application that
collects, stores, and visualize ICU data in real time. Kevin has been with the company
since they opened in 2010.
It was important for me to interview Kevin because if you were a stranger, without
know anything about him, you would know he’s a leader. The way he carries himself,
the way he cares for his staff while caring for his bottom line, and the way he executes
his plans is someone I aspire to be. Going through the interview, I realize that Kevin is a
straight-to-the-point person. I think this personality trait is favorable for a leader because
he is able to set clear-cut expectations for his staff. Another favorable trait for a leader is
how he engages with staff. He displays great communication skills, compassion for the
people he works with, and celebrates success. He believes in holding under-performing
staff accountable and growing and developing high performing staff members. I think
this provides a safe and enjoyable work environment for staff because there is no
animosity due to favoritism. I don’t leaders are born, I think they are made and the way
Kevin learns from his mistakes and develops a collect vision moving forward is a
characteristic great leaders have.