My name is Tina Little, and I am coordinator of Central Intake for SSM Home Care. When I was told that I was going to make remarks at the annual Leadership Conference, I was thrilled.

I have been at SSM Home Care just ten months. When I accepted my position as the manager of the department, I was going through a very painful time in my life.

My first day in Central Intake was not good. Employee satisfaction was horrible. Three people had just resigned, including the supervisor who was supposed to train me. I went into my first department meeting to find the remaining staff sitting around a table, with arms folded and no eye contact. Later that day, I walked into the break room and overheard people saying, "Does the new manager know that her staff 'eat their own'?"

My second day was even worse. I had to take the day off to take my mother in for Colon Cancer surgery. I had no idea how I would be able to handle all the challenges before me. . .

I did the only thing I knew how to do. My personal life was so difficult at the time that I poured my energy into work. I figured that God had led me here for a reason.

When I took over the department, everyone was competitive. My staff would count each other's referrals to see who could do the best. If one person left early, everyone else wanted to leave early as well.

So we started from the ground level to build a team. We began with the concept of "Service" - first for each other . . . and then for our patients....We asked ourselves what we could do to change perceptions about the department. We talked about the possibilities. . .

One of the things that mattered most to them was having a full staff. So we interviewed and found the right people and hired them. Next we focused on team work.

We talked about what a team is. How all the team members working together makes the team stronger. How if we all pitch in, we will get our work done faster and no one will get too stressed...

The more we talked together, the more people changed. And, at the same time, we kept imagining what would have to happen for us to be the best department in SSM Home Care.

People started taking on more and more roles. I began to hear comments from staff, like, "What can I do to help?" or "Can I help you finish your work?"

In a relatively short time, we were able to build a team of exceptional people who are dedicated and committed to our mission. We started out as a department that no one ever wanted to transfer to. And now we're a department people WANT to transfer to, but there are no openings.

As I reflect back over the past 10 months, I think about how I have grown as a manager, and as a person. I have allowed the SSM Mission Statement to speak to me: "Through our exceptional health care services, we reveal the healing presence of God."

I knew if I kept our mission statement before me, I would be able to handle what would come my way. Some people tell me that's courageous leadership. For me, it was what I knew how to do.

In closing, I want to read you a "You're exceptional" card I received recently from an employee in my department. She wrote: "You are the best boss I ever had, and I have had a number of them. You door is always open and I feel comfortable discussing concerns with you. Your pleasant attitude is always refreshing."

Earlier I spoke about imagining possibilities. There was one other possibility I imagined in those very dark days when I was new to my job. And I want to tell you that my mother recovered from surgery and she has been given a clean bill of health.

Thank you very much.