Midway through my placement, a nationwide nurses’ strike brought Tema General Hospital to a near standstill. Without nurses, doctors struggled to provide basic care. Emergency cesarean sections were delayed, and tragically, some mothers and babies lost their lives. Many patients were referred to private hospitals, but most families could not afford these options.
With no nurses on site and patients dispersed, I found myself asking, “Where can I be most useful?” After reassessing, I moved to 37 Military Hospital, which remained operational.
This hospital was unlike any I had experienced before. Most of the nurses and midwives were military officials—colonels, generals, and sergeants—who combined medical expertise with military discipline. Passing by an older nurse, I was expected to stop and salute, and everyone older was respectfully addressed as “Ma.” These cultural norms were new to me but, thanks to my Ghanaian upbringing, I adjusted quickly.
I often received compliments from both nurses and doctors, who told me that if I hadn’t told them I was American, they would never have known because of how I carry myself—with humility, kindness, respect, and a service mindset.
At the military hospital, I scrubbed in on cesarean sections, assisted midwives with newborn care, and supported mothers through delivery. The environment was highly organized, and the staff’s daily prayers and songs asking God to guide them created a strong sense of community and resilience.
I recall pushing a nervous mother in a wheelchair to the nearest bed during labor and feeling the weight of responsibility but also the support of the team around me. This moment deepened my understanding of leadership as adaptability—being able to help and serve in any way I can.