Great SP Leaders Turn Mistakes Into Valuable Lessons

Sterile Processing (SP) leader is not just a title; it’s a mindset and a daily commitment. Whether overseeing workflow across the department, supporting the team, or leading process improvement initiatives, leadership is about presence, awareness, and the courage to grow and teach. And one thing is certain: even the best SP leaders make mistakes.

In the SPD, where precision and accountability are essential to patient safety, admitting mistakes can feel like failure. However, the difference between a competent manager and an exceptional leader is how they respond to setbacks and challenges. The best SP leaders see these as learning tools, not opportunities for blame or denial. If a tray goes missing or a biological indicator is misread, for example, leaders should leap into action to investigate, educate, and make necessary improvements. Every challenge is an opportunity to reinforce best practices and accountability and promote a culture of safety, transparency, and continuous improvement.

Power of connection and vision

Often, SP leaders make the mistake of managing from behind a desk, disconnected from the realities of decontamination area, prep and pack, and sterile storage areas. This “Wizard of Oz” leadership style—issuing directives without visibility—doesn’t work in a dynamic, person-centered environment like the SPD. Staying accessible and engaged means rounding in every area, supporting technicians during complex set assembly, observing sterilizer load cycles, and jumping in during staff shortages. Visibility builds trust, boosts morale, and facilitates real-time problem-solving.

“Building bench strength” is another essential aspect of effective SP leadership. This is not about assigning tasks, but rather mentoring team leads, trainers, and senior technicians to empower decision-making and promote accountability. In high-reliability organizations, leadership is distributed. Delegating and mentoring future leaders encourages responsibility, improves communication, and prepares departmental team members for growth. Leaders can't cultivate such an environment if locked in an office, largely disconnected from the workflow and the team’s daily reality.

Effective SP leaders have a clear, well-communicated vision for their department and team. That might include requiring certification for all technicians and helping support them through the process, implementing a new tracking system, or reducing set errors by an established percentage. Vision isn’t just about setting goals; it’s about explaining the “why” behind every task and process. Why do we need higher compliance? Why invest in continuing education? Why change workflows? When SP professionals understand the purpose behind a process or initiative, they’re far more likely to embrace it—and that starts with the leader.

Vision also requires adaptability. Whether responding to surgical volume changes, onboarding robotic trays, or implementing new instructions for use (IFU), standards, or departmental processes, the most adept leaders will know how to pivot quickly and explain why change, however difficult it may be, is necessary and beneficial. They recognize that calculated risks are essential for growth and model the learning that comes from each change.

Dodging the burnout trap of denial

SPDs are intense work environments. From managing case cart backlogs to facing harried demands from surgical teams, it’s easy for morale to slip if leaders aren’t paying attention. One of the most dangerous leadership pitfalls is denial, ignoring signs of employee burnout, severe stress, boredom, or frustration. A strong SP leader notices when a technician is disengaging or feeling overburdened with on-the-job pressures. They address those situations proactively by communicating openly with team members, demonstrating empathy, reassigning tasks, or offering cross-training, among other approaches. Leadership denial breeds dissatisfaction, but early action builds resilience and loyalty.

Great SP leaders also prioritize self-care. This can include stepping away momentarily to gain composure and respond appropriately during stressful situations, using vacation time, setting boundaries, and committing to professional development. Whether attending the HSPA Annual Conference, participating in webinars or networking with peers, learning from others energizes and informs leaders.

Conclusion

Even the best SP leaders make mistakes and don’t have all the answers, but they commit to career-long learning and seeking ways to use setbacks as improvement opportunities. This helps build high-performing teams that are engaged, empowered, and focused on patient safety.