Shirley Ryan AbilityLab

Vidal McNeal is a radiology professional with 28 years of experience in the industry. He has been a Radiologic Technologist since 1996 and has worked in various leadership capacities since 2001. McNeal holds an MSM and an MBA from the University of St. Francis in Joliet, Illinois. With comprehensive experience in hospital-based radiology and cardiology environments, he currently serves as the Radiology Manager at Shirley Ryan AbilityLab in Chicago, Illinois.

Radiology and Cardiology: A Leadership Journey

I started my training as a Radiologic Technologist in the fall of 1994. After completing the program in the summer of 1996, I spent years working on the front lines of radiology and cardiology, gaining valuable hands-on experience. By the fall of 2001, I advanced to the role of Radiology Supervisor, where I had the opportunity to manage operations in inpatient and outpatient settings. In 2012, I transitioned to a leadership role in cardiology, becoming a Cardiology Manager. Over the past 12 years, I’ve held various managerial positions across radiology, cardiology, and radiology nursing. These experiences have allowed me to build a strong foundation in leadership, and today, I serve as Radiology Manager at Shirley Ryan AbilityLab.

Evaluating and Enhancing Operations

When I begin working with a new team, my first priority is to understand the department's current state. This involves a thorough evaluation of key areas, such as patient access, capacity, staffing levels, morale, and financial performance. I also prioritize engaging with stakeholders—from frontline staff to senior leaders—to gain a comprehensive understanding of what is working well and where improvements are needed. This collaborative approach ensures that my team and I can identify critical issues and develop targeted strategies to enhance service delivery.

What excites me most is the integration of AI into radiology. The potential for improvement is limitless, and I look forward to seeing how it shapes the future of the field.

Using Benchmarks to Drive Continuous Improvement

Departments typically have benchmarks in place to measure performance. I use these benchmarks as a starting point when developing improvement strategies. If necessary, I work with my team to establish new benchmarks and integrate them into our improvement plan. We consistently measure our performance against these benchmarks and adjust as needed to achieve our goals.

Fostering Investment Through Collaborative Goal Setting

Achieving success as a team requires more than just setting objectives—it requires genuine collaboration. When outlining departmental goals, mission, and vision, I encourage every team member to share their perspectives and ideas.

By involving the team in this process, I ensure that everyone feels invested in the department's direction. This sense of ownership not only boosts morale but also fosters a deeper commitment to achieving shared goals.

Embracing Innovation: From Film to AI in Radiology

Throughout my career, I’ve witnessed incredible advancements in radiology technology. The field has come a long way—from the days of film and darkrooms, where images took minutes to develop, to today’s digital detectors, which deliver high-quality images in seconds.

What excites me most is the integration of AI into radiology. The potential for improvement is limitless, and I look forward to seeing how it shapes the future of the field.

Embrace Change and Build Meaningful Connections

The advice I would give to anyone is never to stop learning—whether in the classroom or the workplace. Always remain open-minded to new ideas, and don’t settle for the mindset of “we’ve always done it this way.” Additionally, be willing to take on tasks others might avoid, and focus on building genuine relationships. Aim to create mutually valuable connections where you offer as much value to others as they provide to you.