Tena Johnston

I attribute much of my success to working with a wide range of people across organizations throughout the U.S. Over the past 15 years in consulting, I have had the opportunity to work in nearly every state, collaborating with professionals who bring diverse experiences and perspectives. Each interaction offers a new way of thinking—different approaches, processes, and insights that I can incorporate into my own work.At its core, it comes down to listening. You learn an incredible amount by truly listening to how others work, how they solve problems, and how they approach challenges. Absorbing those perspectives has shaped how I lead and continues to influence how I grow.

When I was deciding whether to leave my full-time role and transition into consulting, I took a deliberate and thoughtful approach. I spoke with several consultants I had partnered with during our implementation and shared my biggest concern: What do you do when a client asks for support in an application area where you do not yet have direct build experience? In healthcare IT, no one has exposure to everything, especially in an environment that evolves as quickly as ours.One conversation stood out. A colleague asked me, What do you do today when you receive a request outside your immediate expertise? I explained that I rely on collaboration—connecting with technical services, consulting peers, or analysts with relevant experience. They responded, That is exactly how consulting works. You use your judgment, your network, and the resources around you to move forward. That perspective gave me the confidence to make the transition.As a leader and mentor, I have carried that lesson forward. I encourage those I guide—whether consultants or nurses—to know their scope, trust their expertise, and stand firm in what they are qualified to support. Leadership is not about having every answer; it is about knowing how to find them, working collaboratively, and acting with integrity.

Know your worth and what you bring to the table—never sell yourself short. When I first entered consulting, there was uncertainty, especially during conversations around salary and compensation. I took the time to research industry standards and assess my own value—my experience, certifications, and where I could best support an organization.Equally important is being able to articulate that value with integrity. I do not cut corners or say what I think others want to hear. My work is guided by integrity and a deep belief in healthcare, whether at the bedside or through clinical systems and assessments.As a team lead and mentor, I have worked with many early-career consultants who may not yet have the same depth of build experience. My goal has always been to develop them into the best professionals—and future leaders—they can be. I will not be here forever, so it is my responsibility to share what I know, help others build on their strengths, and honor the unique value each person brings. Honoring yourself and empowering others—that is what truly matters.

One of the biggest challenges in consulting is that certifications can unintentionally narrow the scope of work you are considered for. I am actively pursuing additional certifications and continuing my education in leadership and project management, with a constant focus on professional growth and advancement.In healthcare IT, particularly within the electronic health record space, there are many interconnected disciplines, and no one can be an expert in all of them. What matters is progress. When discussions repeat without clear ownership or direction, I believe it is important to refocus the conversation: Who owns this? What is the plan? What are the next steps?Even when it is not formally my responsibility, I speak up when momentum stalls. In a largely virtual consulting environment, asking the right questions helps ensure alignment, accountability, and meaningful forward progress—an essential part of long-term career development and effective consulting leadership.

Quality is foundational, but it must be supported by strong communication and connection. Open communication—being transparent, honest, and supportive—is essential. I strive to balance the needs of end users by designing solutions that are efficient and intuitive, while also ensuring full alignment with organizational policies and regulatory requirements. Bringing those elements together—usability, compliance, and trust—allows teams to reach a thoughtful, effective middle ground.