David Cornelius wears many hats at Frederick Health. By involving other leaders in day-to-day choices and trusting them to also make their own decisions, David takes a collaborative approach when it comes to the multiple departments that he leads.

Accountability and communication are the topic of discussion in this episode as David shares how the pandemic drastically changed things. As the hospital leaves crisis mode and returns back to a more normal state, David continues to come up with new ideas to make Frederick Health an even better place. He has made it his goal to change the culture of the hospital by becoming more customer-service oriented for guests and having a strong internal culture for staff. 

About David Cornelius: 

David Cornelius is the Director of Public Safety, Emergency Management, and Communications at Frederick Health. He and his wife have lived in Frederick since 2019. Previously, he worked at the University of Virginia for 24 years, much of it in a similar capacity. He is a Maryland Chapter Board Member for the International Association of Healthcare Safety and Security.  David has one daughter, who recently had his first grandchild. He received his MBA in 2021 with a concentration in Healthcare Management. 

www.frederickhealth.org

Episode Timestamps:

• David’s leadership journey {01:22}
• Managing workplace violence and trauma {07:57}
• The hospital’s security department {11:17}
• How covid changed things {13:35}
• What lessons David has learned about leading {17:54}
• David’s interests and activities outside of work {22:46}
•  Why accountability and communication are important {25:34}

“I think if there's two things that I really focus on every single day, and I have an expectation of those people that work with me to focus on every day is number one, accountability. We gotta be accountable for all of our actions, whether they're right, whether they're wrong, whether they work out, whether they don't. And then secondly, communication. Like that's probably the toughest thing for people to get right. I still don't get it right, but we really work hard on how we communicate amongst each other and amongst our teams and amongst our external customers.”

Connect with Rachel Harrison:

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