Radiology leaders are not short on effort. They are short on options. Across the country, imaging departments are competing for the same limited pool of credentialed technologists.
Browsing: Director’s Cut
In the first article, we talked about why onboarding needs to be treated as a long-term engagement strategy, not a one-week administrative task.
The start of a new year is an opportunity to reset. In radiology, where the pace is fast and the expectations are high. A new year becomes more than a calendar milestone. It is an opportunity to re-establish priorities, strengthen culture and refocus on what matters most – our people, our patients and ourselves.
Most radiology departments have a solid orientation process. New hires get their ID badge, system logins, compliance training and an overview of workflows. By the end of the first week or two, they’re usually on the schedule.
I have heard that we retain only 25% of what we hear. Based on my own experience, I believe this to be an accurate statistic. To actively listen may be the number one key to improved communication. This is a skill that needs to be honed, and we have to follow some rules to become good at it.
Before you even meet the veteran technologist on your team, they’ve likely already navigated three job moves, two deployments, and a dozen sleepless nights wondering if their spouse is coming home. They show up on time, stay late and never make excuses. Not because life has been easy – but because they’ve had to make hard things look easy for years.
Ironically, at the start of MRI Safety Week 2025, we heard the news of a tragic MRI safety incident in New York that resulted in a death. While the details of how this occurred are still being uncovered, it shows how quickly something like this can happen. There is no benefit to judge the situation or assume this could not happen to me. It is an opportunity to be introspective and identify what we can do better.
If you’ve spent any amount of time leading in radiology, you know the job is less about having all the answers and more about navigating nonstop unpredictability. Imaging volumes swing. Staffing is tight. Systems go down. Patients walk in late, confused, or not at all.
Recently, our team was tasked with a high-profile project that would occur over the course of 5 days. The project could impact the reputation of our entire company. We planned for it, tried to have prepared solutions for any obstacles that we may encounter, and provided extra resources to be available during the event. Then the day came for us to give it our best shot. Ready or not, here we go!
Being an imaging leader isn’t just about running a department. It’s about holding everything together. You’re the go-to person for late-night calls, staff issues, physician demands, and administrative pressures. You’re expected to be available, responsive, and on top of everything 24/7. But at what cost?
