This is exactly right.

My name is Colleen Kraft. So I wear number of hats at Emory. I just took a new job right before this started.

And so I think a lot of what I'm coping with has to do with my own sort of perfectionism and self criticism.

I started out doing more on the preparedness planning aspect, which was very administrative.

And that's also my new role at Emory. And so that was a nice thing for me to walk into because I was already kind of going into the executive leadership group of

our hospital. So it was kind of nice to be sort of also a subject matter expert. But what's happened as patients have started to arrive, you know, and be diagnosed in our community is that I've realized that my role has dramatically changed into being sort of the helping with the clinical laboratory.

Because remember that's one of the hats I wear is in diagnostic testing. So I'm both a clinician that sees patients, but also work in our clinical lab, which I love doing both of those things.

And so I this morning, for instance, spent three hours prioritizing 400 samples into 92.

And working with people to data analyze that you might say why wouldn't MD do that that makes no sense. However, we have a full staff of people that need to be doing the rest of the work for the hospital.

And so what you're seeing is people are being kind of weird. It's like we need to establish the process before we have to hand it off, right?

Because there's a lot of ups and downs. There's a lot of things coming at us. Like I just explained just feeling like everybody's need something from me.

Like I cannot leave my phone for five minutes without it blowing up with text messages or calls or emails. It's it's insane. You don't like there's no way to feel disconnected.

And so my role has changed from being sort of thoughtful, trying to be organized, planning, you know, interjecting to being like physically sorting through with, you know, a number of supervisors from three different laboratories.

How we're going to prioritize our testing because I want to make sure that we're doing, you know, the best thing for our patients and our employees.

And also commuting, kidding out word because of course no one's ever happy with the turnaround time.

Especially with the media about testing kits. I think it's also encouraged the demand that we have to have this diagnosis today when I'm like, well, we just discovered is like two and a half months ago. Everybody.

So I think that, you know, that's what a leader I think is supposed to do. I'm not sure I'm being a leader.

But I think that that's what you're supposed to do, which is jump in, be helpful, try to create a process because you can see all the aspects of the process.

And then keep doing iterations of the process so you can hand it off. I think that's what I'm supposed to be doing. But again, I think some of my stress is I'm not sure what I'm supposed to be doing because I'm there's so much to do.

Right, I'm supposed to draft this email and supposed to talk to this. I'm also on our governor's task force, which has happened since we talked and that's been an incredible opportunity.

So today I sorted samples for three hours and then I worked with some data analysts about how we can get these. I've been creating a manual spreadsheet. I mean, this is all very boring.

And then I worked with people to pull this data so I don't have to pull it. And then, you know, just helping with the process.

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