Leadership in Sterile Processing doesn’t always begin with a title.
Often, it starts much earlier. A technician volunteers to train a new team member, asks why a process works the way it does, speaks up when something could be improved or becomes the person others turn to when challenges arise.
In a recent episode of the ConCensis Podcast, Customer Success Managers, Kristina Bowser and Lucretia Henderson reflected on their journeys from working in and around Sterile Processing to becoming leaders who now support SPD teams across the country. While their paths looked different, their experiences point to a common truth: strong SPD leadership is built through curiosity, trust, experience and a willingness to keep growing.
Neither Kristina nor Lucretia followed a perfectly planned path into SPD leadership.
Kristina began her career as a surgical technologist before moving into education, healthcare administration, and eventually SPD management. Lucretia also started as a surgical technologist after joining the Army before transitioning into Sterile Processing.
Along the way, both learned that leadership can show up long before someone officially becomes a leader.
It can be the technician who volunteers to help a new hire, consistently follows standards or takes the initiative to understand the “why” behind a process. It can also be the person who asks questions, gets involved in improvement projects, and becomes a trusted resource for their peers.
Those everyday actions help build one of the most important foundations of leadership: trust.
Great Leaders Listen, Communicate and Advocate
Technical expertise is essential in SPD, but leadership requires more than knowing how to get the job done.
For Kristina, strong leadership starts with listening and observing. Paying attention to workflows, team dynamics, and day-to-day challenges can help leaders understand where their teams need additional support.
Lucretia emphasized clear and consistent communication. Great leaders hold their teams accountable while also advocating for them and helping others understand what safe, effective instrument reprocessing requires.
That advocacy is especially important when working across departments. SPD and the OR may approach challenges from different perspectives, but they are ultimately working toward the same goal: positive patient outcomes. Strong leaders help bridge those perspectives by building relationships and keeping teams focused on that shared goal.
For SPD professionals interested in taking the next step, Kristina and Lucretia offered practical advice: get involved, ask questions, and make your goals known.
Participating in committees and process improvement initiatives can help technicians understand how other areas of the hospital operate while building experience beyond their everyday responsibilities.
Professional development can extend beyond traditional Sterile Processing certifications, too. Lucretia encouraged exploring areas such as project management and Lean Six Sigma to develop additional skills around efficiency and operational improvement.
Mentorship is another valuable part of the journey. Finding someone who has traveled a similar path can provide guidance and perspective, but growth also requires being willing to listen, learn, and remain coachable.
The Future of SPD Leadership Is Data-Driven
As Sterile Processing evolves, leadership is evolving with it.
SPD leaders are increasingly being asked to understand the data behind their departments. Productivity, staffing, financial performance and waste can provide insight into where improvements can be made and help leaders advocate for the resources their teams need.
Technology is also creating new opportunities to improve quality, streamline workflows, and make more informed decisions. For tomorrow’s SPD leaders, the opportunity isn’t simply having access to more information. It’s knowing how to turn that information into meaningful action.
Building the Leaders SPD Needs
There is no single path to leadership in Sterile Processing.
Some professionals may know early in their careers that they want to lead. Others may simply focus on doing good work, supporting their teammates and solving problems until leadership becomes the natural next step.
Kristina and Lucretia’s experiences show that growth comes from continuing to learn, staying curious, accepting challenges, and believing in your ability to contribute. Difficult days, mistakes, and even rejection are part of the journey. Each can become an opportunity to learn and become a stronger leader.
Because in SPD, leadership is more than managing a department. It’s about developing people, advocating for your team, and helping create conditions for safer, more effective patient care.
Want to hear more? Listen to the full ConCensis Podcast episode, Leadership in SPD: Real Stories from Techs Turned Leaders