• Molly Ramsay

Self Policing to Create a Better Team with Amber Pedersen ROO at MedMan




Episode Summary :


People have different reasons for being in the healthcare space. Many join healthcare because they want to make a difference and deliver better health. Some join because of the challenges and the various work opportunities it presents. Others join because their family members are part of the healthcare workforce, with parents working as clinicians or administrators.


Our guest initially wanted to become an ER nurse because of the “complexity of never knowing what’s coming and having what you would call an adrenaline rush, day in, day out.” Her desire drove her as early as high school to start carving out a career in healthcare.


Today, she is equally adept in the ER as a nurse and in the boardroom as an administrator. Amber is a Regional Operating Officer at MedMan, and she truly enjoys delivering great health to the communities that she serves.


In this episode, we’ll learn the back story of what drew Amber to healthcare. She talks of her career path, an improvement that she’s proud of, and her goal to have an impact on the health care environments. Most importantly, Amber discusses self-policing and it’s massive impact on the culture and turnover of a team.


If you are thinking of ways to improve your team or your organization, you’ll learn a lot from this podcast, so please stay tuned.



Today’s Guest: Amber Pedersen


Amber is a Regional Operating Officer at MedMan. Before joining MedMan, she worked as a Director of Surgical Services at the Lewiston Orthopedic Association. Prior to that, she was also the Emergency Room Charge Nurse at St. Joseph Regional Medical Center. Amber has a long experience of working as a nurse and administrator.


She completed her Bachelor's degree at Lewis-Clark State College and her Masters at University of St. Thomas.



Key Take-Aways:

  • Introducing change in leadership and management style takes time.

  • When you see a need, show initiative, and find a solution for the problem.

  • It is hard to convince other people to get on board with you for a slower, better process, but the pain of how it fails when it fails is much worse.







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