Learning to Lead Differently: How One Imaging Manager is Reframing Retention in Radiology

When Michael Soden stepped into his new role managing MRI and Nuclear Medicine operations at Salem Hospital, the department was “in transition.” The team was short-staffed, morale was shaky, and the existing management structure was focused on stabilizing things. It was a trial-by-fire moment—and one that could have easily led to burnout or churn. 

Instead, it became the catalyst for change. 

“My director knew I was still new to the role and open to learning,” said Soden, who oversees about 60 employees across two departments. “She encouraged me to take the MCPHS employee retention course, and I’m really glad I did. It gave me a whole new framework to think about how to support my team—not just keep them.” 

A Launchpad for Better Leadership 

“Employee Retention for Health & Life Sciences Leaders: Building a Holistic Strategy to Keep Talent Engaged” is an offering from the School of Professional Studies at Massachusetts College of Pharmacy and Health Sciences (MCPHS) and will run again this fall. For leaders like Soden, it offers not just theory, but concrete strategies that can be put to work immediately. 

“There’s this misconception that retention is just about salary,” Soden said. “But for many people—especially the younger generation on my team—it’s about growth and opportunity. They want to learn. They want to move forward.” 

One concept that stuck with him was career progression. Soden began sending his staff resources for public speaking, helping them build confidence in how they present themselves—a crucial skill even in a clinical setting. He also championed the use of new technologies that broaden the scope of services they could offer, giving team members the chance to learn new imaging techniques and potentially level up their roles. 

It’s not just altruism. Upskilling benefits everyone, Soden said. 

“That opens up an avenue for them to get paid more and build a stronger résumé,” he said. “But it also helps the department—we can offer more to patients, and people feel more engaged.” 

He also began creating space for employee voices in department decisions. “During our staff meetings, I’ll ask the team: What do you want to learn? Where do you want to grow? We’ve had techs come back and say, ‘I’d love to learn cardiac or breast imaging’—and we try to support that,” he said. 

Recently, a group of nuclear medicine technologists proposed shifting from five 8-hour shifts to four 10-hour shifts to improve work-life balance. Soden worked with them to demonstrate how the change would improve patient access and throughput. “Once we proved we could increase our volume, we got approval to expand hours,” he said. “It was a win-win.” 

The Cost of Turnover—and the Value of Trust 

Radiology departments face unique retention pressures. The rise of highly paid “travel tech” contracts has lured many early-career professionals into short-term stints that offer big money but little long-term stability. Soden acknowledges the appeal—especially for younger technologists without deep local roots—but he’s working to make staying put more attractive. 

As a result of the employee retention classes, Soden said he started focusing on career progression opportunities, which rewards staff with higher pay as they acquire new skills and responsibilities. 

“That opens up an avenue so that my techs can learn new skills and they can develop their careers and then that'll elevate them to a new role and be able to get paid more,” Soden said.  

Equally important: transparency. 

“One thing they emphasized in the course was being open with your team,” Soden said. “Even if people don’t agree with a decision, they’ll respect it more if they understand why it was made. That really stuck with me. I try to be clear and upfront.” 

To that end, he’s implemented more regular one-on-ones with staff—sometimes just quick hallway conversations—to stay connected and hear feedback. “I always ask: ‘What’s working? What’s not? Is there anything you need?’” he said. “Sometimes just having that moment of connection is enough to keep someone from leaving.” 

In one case, a staff member who had previously clashed with leadership was considering quitting. Soden stepped in early. “We sat down and had a really honest conversation. I asked what he needed, and he said, ‘I just want to be heard and have a chance to grow.’ I’ve made sure he’s had that—and now he’s thriving.” 

Signs of Progress 

While it’s too soon to measure long-term impact, early signs are promising. When Soden began the course, his departments had five vacancies. Today, only one remains. 

And he’s not stopping there. He’s piloting a new strategy—born directly from the course’s final assignment—to engage staff across all shifts through virtual meetings and asynchronous updates. 

“Trying to reach 60 people who all work different schedules is hard,” he said. “But if we can find ways to keep everyone connected, that’s half the battle.” 

He’s also thinking long term, investing in students and early-career professionals. “We’ve hired two students from local programs who trained with us,” he said. “They’ve been fantastic additions. I know it takes time to train someone new, but if you do it right, they’ll make your job easier in the long run.” 

Soden said he knows not everyone will stay forever, and he’s OK with that. What matters to him is that his team members feel supported, challenged, and seen. 

“I don’t take it personally when people move on,” he said. “But I want them to know I gave them the tools to grow while they were here. If they do leave, they’re leaving stronger.”