Coleman, talks with DiversityInc about his journey transitioning from life in the U.S. Navy to working for Kaiser Permanente as an Assistant Hospital Administrator.
Anthony B. Coleman, DHA, is the Assistant Hospital Administrator (Operations Support) for Kaiser Permanente, Fontana and Ontario Medical Centers.
He was born at Kaiser Permanente Los Angeles Medical Center. At 17, he enlisted in the U.S. Navy serving aboard the USS Pioneer (MCM 9) and USS Ardent (MCM 12). After completing a full sea tour he was transferred to shore duty, and earned a Bachelor's degree in Workforce, Education and Development, as well as a Master of Health Administration. He later earned a commissioned as a Naval Officer serving in various roles overseas and afloat, including Chief Financial Officer at U.S. Naval Hospital Beaufort SC, Human Resources Director at U.S. Naval Hospital Yokosuka, Japan and Medical Operations Officer onboard the USS Harry S Truman (CVN 75) nuclear powered aircraft carrier.
Anthony retired in 2016 with 20 years of honorable service and holds a Doctor of Health Administration Degree and currently serves as the Assistant Administrator (Operations Support) for Kaiser Permanente Fontana and Ontario Medical Centers.
DI: What was the initial transition like going from the armed services to a civilian career?
My initial thoughts on transition brought unnecessary anxiety. However, when I learned that my preceptor was a retired Air Force Colonel, it helped put me at ease about the transition. On my first day at Kaiser Permanente, the staff and physicians welcomed me and ensured that I had the support I needed to make a successful transition.
DI: What are some skills or habits you developed while serving in the military that have helped you in your current role?
Two things stick out in my mind as important.
The first is transitioning mindset from duty to desire. I joined the navy at 17, and during the first 3-5 years of my military career I didn't realize I was part of something bigger than myself so I competed tasks out of obligation (duty). After completing my first full sea tour, I realized how my efforts contributed to the overall mission of the U.S. Navy and the duties I carried out started to come from a desire to do so. This realization helped shape my leadership style and how I groomed young sailors early on in their enlistments. I wanted them to realize their very important part in the overall U.S. Navy mission and motivate them to bring their "A" game every day.
This has helped in my current role overseeing nine non-clinical departments (Housekeeping, Food and Nutrition, Engineering, Construction, Parking, Safety, Property Management, Telecommunications, Security and Supply Chain Management) where the majority of the employees I oversee are entry-level and can feel disconnected to health care because they are not physicians or nurses. However, I stress to them as often as possible that whether their job is to nourish the patient, clean and disinfect a patient room, make sure life-saving equipment is in working order, or any other of the hundreds of non-clinical functions they perform day in and day out, they too are vital to a patient's health and healing.
The second is attention to detail. Most times, my staff are the first and/or last interaction our members have with Kaiser Permanente. It is crucial for them to pay attention to every detail about the patient they encounter because each and every detail about the patient, large or small can help us do a better job in serving them. Sometimes, it may be as simple as a smile or word of encouragement that could make all the difference in the patient experience.
DI: What career advice can you offer to veterans or current military folks who are looking to pivot, and what types of jobs should they be looking for?
Stay current in world health affairs, as well as the political climate in the US. Now more than ever, politics are shaping our approach to health care and vice versa. Veterans and current military members should make sure they have an idea of where civilian health care is, as well as where it's going in the future, so they can demonstrate their value to potential health care employers.
Devote time to discovering their passion and allow it to lead them to a profession. So often, when military members plan to transition to civilian life, they tend to focus on their ability to continue providing for their families beyond military service. This can cause us to accept positions for the sake of securing post military employment, or accept positions that are not aligned with our core beliefs, or passion.
DI: Did you always have an idea of the type of career you wanted to pursue after the military?
Yes. As a matter of fact, I began planning my exit from the military in 2005 when I discovered my passion for eliminating health disparities however, because I was a single father of a 5 year old girl, my mom convinced me to complete a full career first.
In 2004, the Navy sent me to graduate school to learn how to be a health administrator. During the summer of 2005, I interned at Wallace Thomson Hospital in rural Union County, South Carolina. While there I met a kitchen worker who impressed me with her skill in preparing meals for all of the sick patients at the hospital, specific to their individual needs. Her name was Pee Wee and even though she never finished high school, and worked a second job to make ends meet she somehow found a way to show compassion for each patient while contributing to the healing environment.
After the rotation was complete, I went back to finish graduate school and learned that Pee Wee died of a stroke. She was 52. Her death really affected me and a began to look at how a person in America could die so young of a preventable health issue. That's when I learned about health disparities and discovered my passion for eliminating them. I understand that I may not be able to complete this task in my lifetime however, I am completely comfortable with making it my life's work at Kaiser Permanente.
A new Business Roundtable campaign is challenging America's top CEOs to shine a light on how they're doing their part to help improve the health of the environment.
Originally Published by Johnson & Johnson.
For more than 130 years, Johnson & Johnson has made it a mission to help keep people healthy. And since human health and environmental health are inextricably linked, the company is dedicated to helping keep the planet healthy, too.
Cloud-based dashboard enhancements help reduce re-work, save time and provide access to award-winning compensation benchmarks for client consultation.
The Children's Place may not be so welcoming if you're Black or Brown.
Miriam and Carlita Alejandro, Latinx sisters, shopping at The Children's Place in Camp Hill, Pa., got harassed by a nosey store clerk when they ask to price match clothes. A sales associate said the women were angry because they're on welfare.
Miriam said she was there to help a family who had lost everything in a fire by purchasing clothes for a child. Ms. Rhonda, the store clerk who was helping the ladies, said they may have to wait for the price check because the store was busy.
Miriam wrote on her Facebook page that she responded to Ms. Rhonda: "'Lancaster never gives us any issues or said such a thing, but okay.' Then Price Match Patty aka Genie who was never in our conversation started getting smart saying that we (my sister & I) 'were mad because we were on welfare.'"
Ms. Rhonda didn't know what to do when the Alejandro sisters reported what the nosey store employee said, but she attempted to chastise her. Miriam started recording to document the experience they had.
Price Match Patty has been fired, according to a company statement provided on Monday. Carlita Alejandro posted on Facebook that the company called and offered gift cards and reward points to continue spending her money at the retailer.
Because that's the way to handle your company's screw up-- buy off the people your employees have offended?
Alejandro wrote, "I will NEVER feel safe nor welcomed shopping their stores again!!"
The Children's Place has a history of discrimination. In 2000, they lost a lawsuit concerning profiling customers and had to provide anti-discrimination training in all stores in Massachusetts and hire a consultant to look at their policies.
Unrelated to the incident, two executives left the company this week (Pamela Wallack and Anurup Pruthi), "to pursue other opportunities" — the only minority and the only female in the C-Suite (other than the female CEO). The Children's Place Inc. has never participated in DiversityInc's Top 50 Companies for Diversity competition.
CEO and president Jane Elfers said, "As we approach the last phase of our major systems implementations, the opportunity exists for significant efficiencies across the organization, and today we are announcing a more streamlined senior leadership structure."
Price Match Patty has not been fully identified yet, but some commenters on social media say she's married to a Black man, like Key Fob Kelly in St. Louis. That wouldn't excuse her behavior anyway.
Others say they have been profiled at that same store by Price Match Patty and others before:
School board says the teachers exercised poor judgement during a team building exercise; suspended them with pay.
For Halloween, several teachers at Middleton Elementary School in Canyon County, Idaho, wore red, white and blue, and stood behind a fake brick wall with "Make America Great Again" written on it. Meanwhile, another group wore sombreros, mustaches, and held maracas. Initially posted on the school's Facebook page, outrage among parents forced the post to be removed.
Her racist comments cost Susan Westwood her job, her apartment, and gave her a criminal record.
Susan Westwood's racist rant landed her simple assault and criminal threats charges and a warrant after leaving the scene where she harassed the Garris sisters outside their Charlotte, N.C., apartment complex, threatening them with concealed weapons.
The fake 911 call she made saying that the sisters were trying to break in also earned her a misdemeanor warrant for misuse of the 911 system, according to Charlotte-Mecklenburg Police Department.
Westwood was booked by Sunset Beach Police on Saturday and transferred to the Brunswick County Sheriff's Department. She was later released.
The Garris sisters' attorney, Michael Phillips, brought up the safety issue in terms of concealed weapons and threats to residents to the Camden Fairview Apartments attorneys, and they agreed to evict Westwood.
"When I spoke with them and their legal counsel they agreed that that behavior was not going to be tolerated at their apartment complex," Phillips said.
Westwood had threatened to take out her concealed weapons after telling the sisters that she was white and hot, and that they didn't belong there.
The 911 call Westwood made was released by police:
"There are folks that are trying to break in. They're trying to get in the apartments. They are actually people that I've never seen here before ― but they are African American."
When the dispatcher said that police were already responding to a broken down car in that area, Westwood replied: "If you want to know my personal opinion, there's no car broken down. There's somebody trying to cause problems. Nobody breaks their car down in the best part of society."
"They just don't belong here. … Get them out of here," Westwood demanded. "I'll tell you what, I'll pay $2,500 to get them out of here."
In a recording of a call made by Garris, she told another dispatcher that she was still waiting for police while Westwood was harassing her.
Westwood was heard screaming, "You're not going to sell drugs here."
Garris had to call 911 twice to get a response about Westwood, and when they showed up Westwood had already gone. She was MIA for four days, before turning herself in.
"We are so distraught and still very upset about what has taken place only because of the color of our skin. It was so upsetting to know that today we still have this overt racism that's going on in 2018," said one of the sisters.
Tribes in North Dakota to provide free identification with street addresses to its members for voting.
When the Supreme Court supported laws in North Dakota that require IDs must display a "current residential street address," about 70,000 Native American voices that could've been silenced.
But The Turtle Mountain Chippewa, Standing Rock Sioux, Spirit Lake Sioux and Three Affiliated Tribes in North Dakota all have helped provide free IDs with street address to tribal members who live on reservations. As over Tuesday, over 2,000 IDs have been provided, and the programs will continue to provide IDs through election day.
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The teens that attend Carroll Senior High School have barely been reprimanded.