Welcoming Kari Steadman, Chief Operating Officer

We sat down with Kari to learn what brought her to Yakima Valley Farm Workers Clinic and how she leads with purpose.

My decision to join Yakima Valley Farm Workers Clinic is rooted in both timing and values. Personally, I am entering a new life chapter as a semi-empty nester and have been reflecting on what my work could mean in this new era. Professionally, the opportunity aligned with a long-standing connection to the organization and its mission.

I have followed YVFWC since early in my nursing career, encountering the organization through patient transfers and gaining early respect for its role in the care continuum. Educated in the Jesuit tradition, I am deeply guided by the values of human dignity, global citizenship, and social justice. Joining a federally qualified health center or community health center was a long-held career goal that aligned with those values.

When I met the people at YVFWC, the role felt like a “coming home,” an opportunity to contribute to something larger than myself alongside like-minded colleagues. I see this moment as especially urgent, given the pressures facing American health care and the growing risk that people will lose access to community and health resources. The complexity of these challenges energizes me, particularly when the work directly benefits those with the greatest need.

Professional Identity: A Nurse Who Leads

I still identify as a nurse, even as my career has moved into senior operational leadership. I bring a nursing lens to administration, believing it shapes how I approach leadership, problem‑solving, and collaboration.

My background in direct patient care helps me to connect differently to care delivery systems and to the people working within them. I value the balance between clinical insight and operational discipline, and I see my role as ensuring that those providing care have what they need to do it well. Leading operations as a nurse requires critical thinking, flexibility, and the ability to connect at a human level, which are qualities I embrace.

What Energizes Me About the COO Role

I am drawn to the operational “middle space” of healthcare where complexity, barriers, and opportunity intersect. I am motivated by the challenge of working with frontline teams to make care delivery easier, improve quality, enhance patient experience, and respect the realities faced by staff delivering care every day.

I place high value on understanding workflows and identifying root causes, rather than treating surface-level symptoms. For me, efficiency isn’t about speed for its own sake; it’s about sustaining people, improving outcomes, and maintaining a strong financial foundation.

Throughout the hiring process, what stood out most was the people: their openness, kindness, and willingness to be vulnerable about what they hoped for in a new COO. That sense of connection remains my greatest source of excitement as I prepare to begin.

On Teamwork

I believe high-functioning teams are grounded in shared vision, deep collaboration, and rigorous, respectful challenge. They succeed when people bring their full perspectives and leaders minimize hierarchy, favoritism, and competition.

Three core lessons have stayed with me:

• A clear, shared vision gives people something meaningful to work toward.
• Success depends on leveraging everyone’s unique contributions, regardless of title or tenure.
• Leaders should provide information, tools, support, and growth, then step back and let teams do the work.

How I Show Up as a Leader

Authenticity is central to how I lead. I believe trust and rapport are built when people feel safe to be real with one another. If authenticity feels strained, I see it as a signal that a relationship needs attention before it becomes a barrier.

I expect shared responsibility, solution‑focused thinking, and integrity from those I work with. Concerns are welcome, but they should open the door to problem‑solving and shared ownership of solutions. I value openness, clear intent, and direct communication, and I ask others to assume good intent while also respectfully questioning it when needed.

I have little tolerance for hidden agendas or politics, viewing them as obstacles to progress. My approach is straightforward: say what you mean, mean what you say, and stay focused on moving the work forward, even when there’s disagreement.

Personal Influences and Growth

Rather than a single defining habit or book, I credit inspirational leaders and high-functioning teams with shaping my leadership style. I am energized by environments where people challenge one another thoughtfully and collaborate creatively. Authenticity and vulnerability are my leadership currency, and I lead with a “come as you are” philosophy, valuing honesty over performative answers.