Bred To Lead

THE NUMBER ONE KILLER OF EVERY ORGANIZATION IS ASSUMICIDEAt 7:15 in the morning, the OR is opening rooms, SPD is hunting for a tray someone hid on another case cart, and the system leader is counting call-offs. Recorded live at Periop Leader Week 2026, Dr. Jake Tayler Jacobs seats the basement, the floor and the C-suite at one table to expose the blind spots between sterile processing and the OR.IN THIS EPISODE• Dr. Sharon Greene-Golden on why certification alone only gives you enough knowledge to be dangerous• How Jacqueline Jenkins, MSN, RN, CNOR rebuilt trust between the OR and SPD with daily huddles and meals with every shift• Dr. Darius Love on psychological safety and raising armies of problem solvers• Why water quality, trash and forgotten trays keep landing on SPD, and why the C-suite should spend an hour in deconYOUR CHALLENGEBring your executives into SPD for one hour. Every tray and every instrument could touch you or your family, and when the OR and SPD work as one team, the patient wins.━━━━━━━━━━━━Bred To Lead is powered by SIPS Healthcare Solutions.BredToLead.comSterileByDesign.comSIPSHealthcare.com

CERTIFIED DOES NOT MEAN VERIFIED TO DO THE JOBRecorded live in front of a room of perioperative leaders, Dr. Jake Tayler Jacobs and Dr. Edna Gilliam make the case that the next professional revolution in surgery is happening outside the OR, in sterile processing. Dr. Edna, a periop leader who learned SPD for herself, explains why she took the assessment before asking her own leaders to.IN THIS EPISODE• How surgery came into the hospital, and why OR nurses organized in 1949 while sterile processing went 45 years without a career path• What surfaced when 125 SPD leaders across 189 facilities were assessed: certifications alone were not enough• Operational blindness: why so many periop leaders see SPD as a black box, and why temporary fixes don't change permanent damage• Process, people, performance: a development track that turns technicians into verified operatorsKEY TAKEAWAY"If you don't give people something to progress to, they begin to cannibalize where they are."FREE GUIDES FROM SIPSCertification is not verificationWhat is Operational Blindness?Sterile Processing Knowledge Center━━━━━━━━━━━━Bred To Lead is powered by SIPS Healthcare Solutions.BredToLead.comSterileByDesign.comSIPSHealthcare.com

YOU ARE A 10,000 POUND ELEPHANT CHAINED TO A SMALL STAKEA baby elephant tied to a wooden stake stops pulling. Years later, fully grown, it still doesn't try. Dr. Jake Tayler Jacobs names the four beliefs keeping healthcare organizations chained the same way, where they came from, and how to break each one.IN THIS EPISODE• Why "SPD will always be reactive" confuses responding to demand with always being behind it• The math on "cost center": a $50 million OR losing 3% to SPD drag leaks $1.5 million• Why the OR's dissatisfaction is a signal, not a character flaw• How "we're doing the best we can" sets a false ceiling, and why you propose a business case instead of a budget askYOUR CHALLENGEAsk your OR: what would excellent SPD support look like to you, and what would have to be true for you to trust us completely? Then really listen.FREE GUIDES FROM SIPSWhat is Operational Blindness?Sterile Processing Knowledge Center━━━━━━━━━━━━Bred To Lead is powered by SIPS Healthcare Solutions.BredToLead.comSterileByDesign.comSIPSHealthcare.com

THE BELIEFS YOU DON'T KNOW YOU HAVE ARE CONTROLLING YOUHow do you know the sky is blue? You just know. Dr. Jake Tayler Jacobs argues that some of what leaders "just know" about their organizations isn't fact at all. It's assumption, and it feels just as certain.IN THIS EPISODE• Why activity metrics like turnaround time and volume can look fine while the OR goes without what it needs• Five belief markers to listen for, including "that's just how it is" and "it's always been this way"• How an invisible belief becomes a self-fulfilling prophecy, and why lean can make a workaround more efficient instead of removing it• Four techniques to surface hidden beliefs, from outside perspective to looking at what you're not measuringKEY TAKEAWAYThe discomfort of questioning is nothing compared to the cost of not questioning. Courage to question is the price of transformation.FREE GUIDES FROM SIPSWhat is Operational Blindness?Sterile Processing Knowledge Center━━━━━━━━━━━━Bred To Lead is powered by SIPS Healthcare Solutions.BredToLead.comSterileByDesign.comSIPSHealthcare.com

YOU CAN'T OPTIMIZE DOWNSTREAM WHILE THE CONSTRAINT SITS UPSTREAMEvery week the same meeting happens: the CFO sees rising costs, the COO hears surgeon complaints, the CNO watches quality metrics stall, and SPD says the numbers look fine. Dr. Jake Tayler Jacobs explains why everyone is right, and gives the condition a name.IN THIS EPISODE• Why OR improvement efforts stall at a ceiling when SPD, the upstream constraint, goes unaddressed• The definition of operational blindness: leaders can't see dysfunction because measurement and feedback systems don't surface it• The NASCAR picture: the surgeon is the driver, the OR is the pit crew, SPD is the garage• What operational blindness looks like from the CFO, COO, CNO, SPD director and C suite seatsKEY TAKEAWAYFix the people and send them back to the same system, you get the same problem. Fix the system, you fix the problem.FREE GUIDES FROM SIPSSurgical case readinessSterile Processing Knowledge Center━━━━━━━━━━━━Bred To Lead is powered by SIPS Healthcare Solutions.BredToLead.comSterileByDesign.comSIPSHealthcare.com