1998年6月,王权同志带着上级领导的重托来到了这所管理不善,医疗基础设施落后,人心涣散,频临倒闭的曹村镇卫生院挑起院长这个重担,踏上了艰难创业之路。面对奄奄一息的卫生院和50多名职工的期盼,他感到肩上这副担子实在太重了。为了不辜负组织的重托和全院职工的殷切期望,他上任后首先抓班子建设并在工作中做到四个带头:一是带头搞好班子团结;二 In June 1998, Comrade Wang Quan came to this poor management with the trust of his superiors. The medical infrastructure was backward and the people were sloppy. The Cao Cun Health Center, which had been close to collapse, provoked the burden of dean and embarked on a difficult road to entrepreneurship. . In the face of the dying health center and the expectations of more than 50 employees, he felt that the shoulder burden was too heavy. In order to live up to the earnest expectations of the organization’s trusteeship and the entire hospital staff, he took the lead in building the team first and took the lead in the work after he took office: First, to take the lead in doing a good job of team unity;