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Articles, case studies, and success stories to guide and inspire healthcare HR, Organizational Development, and Clinical professionals.


Growing Their Own at East Alabama Medical Center Catalyst Learning
Growing Their Own at East Alabama Medical Center
East Alabama Medical Center (EAMC) has a longstanding tradition of growing their own to carry out the organization’s mission of “high quality, compassionate healthcare.” In fact, a V.P. started as an orderly 34 years ago, proof that senior leadership has walked the walk. While several programs were in place to retain professional positions, growth opportunities were needed for entry-level frontline employees to continue growing internal talent. 
 

“There’s a lot of competition in this region for entry-level employees, so we started to look at how to better retain talent at EAMC,” said Karen Gresham, RN, director of education services. “Our frontline employees wanted opportunities for development and promotions, and we realized we had a gap in what we offered at the entry level.”

 

In 2005, EAMC began offering Catalyst Learning’s School at Work (SAW), a career development program for entry-level healthcare associates, to frontline employees to help them advance within the organization through clinical or administrative positions. Today, more than 130 employees have graduated from the program and more than half of those employees have been promoted. Ten percent of SAW students have gone on to earn a college degree.  

 

 In the beginning, Gresham admits, some managers were hesitant to recommend employees for SAW because they didn’t want to see talented employees leave their departments. That way of thinking, however, has shifted as managers experience firsthand the positive effect SAW has on employees as they develop skills in areas like medical terminology, soft skills and math. 
 
“Employees are more confident, more engaged and they are speaking up,” said Gresham. “They are making a difference in their departments.”

 

The focus is now on EAMC’s mission for high quality, compassionate care, and the opportunity for SAW participants to grow into roles where they are providing better care for patients. Many SAW participants move into positions where they are interacting with patients and families, and they are expected to be good examples for compassionate customer service. 

 

SAW graduates also have personal development plans with clear goals for what they want to accomplish. Managers recognize SAW graduates for more than just their job title. They are career-oriented employees who have computer skills, as well as important soft skills such as the ability to handle conflict and difficult situations.

 

EAMC has taken its commitment to entry-level employees a step further with a strong focus on “what’s next?” for SAW graduates. Will the employee go to school on a scholarship or with tuition reimbursement? How will the employee grow in his or her current role? Additionally, all SAW graduates go through EAMC’s internal financial university to learn how to manage their personal finances. 


“It [SAW] has made me a risk-taker and a goalsetter,” said SAW graduate JaQuita Newsome. “I have been able to learn new ideas, make new friends, meet new people, advance my work skills and job performance, and it has made me push further towards job advancement.”

EAMC has delivered 12 SAW classes with a 90 percent completion rate. The success stories speak for themselves. A CNA in EAMC’s long-term care facility who participated in the first SAW class in 2005 is now a SAW coach working in the education services department. Another employee who started as a general cleaner is going to school on a scholarship and will become a nurse in May.

“When I talk to SAW participants, I tell them that they are in charge of their future,” said Gresham. “It’s too important for them to leave it in anyone else’s hands. We give them the tools and knowledge to succeed in what they want to do.”


Building on their success, leadership development programs expand to frontline nurses   


EAMC started as a small, 81-bed hospital. After an acquisition in 2014, the hospital has grown to two main facilities, 340 beds, and many off-site services. EAMC also added a cancer center and is the only hospital in Alabama with a Silver Beacon Award in ICU. The award recognizes caregivers who successfully improve patient outcomes and align practices with the American Association of Critical-Care Nurses’ six Healthy Work Environment Standards. Units that achieve this three-year designation meet national criteria consistent with Magnet Recognition, the Malcolm Baldrige National Quality Award and the National Quality Healthcare Award.

 

These high standards are the result of carrying out EAMC’s mission to deliver the best possible care, but much like EAMC’s experience with entry-level employees, the organization’s robust leadership development program wasn’t reaching frontline nurses or addressing the development needs of nurse managers and charge nurses. 

Given their success with SAW, EAMC again turned to Catalyst Learning for a solution. Catalyst had recently launched NCharge, an evidence-based curriculum that gives first level supervisory nurses the skills they need to more effectively lead. The program was in line with EAMC’s leadership development and succession planning goals. NCharge is now a part of EAMC’s official succession plan.

 

“I just loved the program [NCharge] right away. It spoke to me as a nurse,” said Rosemary Cummings, director of medical surgical services. “When I started as a labor and delivery nurse, I was put in charge after being on the floor for three months or so. If I’d had some of this info, I could have done more with that position. So, I understood what we were lacking, not having anything for those supervisors.”

 

Recognizing the importance of having experience in a nurse leadership role, EAMC decided to have nurse managers like Cummings deliver the NCharge content. Each nurse manager is paired with an educator who can help deliver the curriculum. The feedback has been overwhelmingly positive. 

 

As with SAW, the success of NCharge is dependent on buy-in from managers and their willingness to allow frontline staff time away from their regular duties to complete the program. Once managers learned the objectives and how a leadership program developed specifically for nurses could make a difference, they were on board. This year, EAMC will also offer NCharge to managers to give them a firsthand understanding of what NCharge participants are learning.

 

EAMC is focused on results and a return on their investment. Two groups of 20 nurses have gone through the program and checkpoints are now in place to see if the nurses are using the skills they are learning. 

 

Managers are seeing improved engagement and confidence among nurses and a positive change in communication with physicians and other employees. One participant shared with Cummings that she uses different parts of NCharge every day, for example finance and value-based purchasing skills that are typically learned on the job. Two nurses who have completed the program have been promoted to managers. 

 

EAMC’s long-term goal for its nurse leadership development program is sustainability. Cummings and other instructors are planning lunch-and-learns with the two groups who have gone through NCharge to discuss how they are leveraging their new skills and which tools are most effective. The lunches will also be an opportunity for participants who formed a bond completing the program together to reconnect. 

 

“We are not part of a big organization, but we offer quality healthcare here. We take a lot of pride in how we do things from a quality and cost perspective,” said Cummings. “It helps our frontline supervisors to see we’re investing in them. Development at this organization is an important piece of who we are. I think that’s why people stay.”


 


 

 




Charge Nurses & Delegation - How You Can Help Them Plan! Catalyst Learning

Many nurses are reluctant to assume a Charge Nurse role, since they are often asked to do this without any education or training. Yet charge nurses play a critical role in helping their Nurse Manager or leader achieve desired financial and clinical outcomes. Examples include: staffing, scheduling, assignments, patient placement and throughput.

 

One key competency that Charge Nurses struggle with is learning how to delegate. Many find it is difficult to delegate tasks to peers, since they rely on peers for assistance with patient care later when not in the Charge Nurse role. Staffing in some organizations require the Charge Nurses to take a patient assignment, while in other hospitals they do not. But delegation is still a key competency Charge Nurses need to exhibit to assure that units run efficiently. 

 

 

Delegation Framework

 

Following a delegation framework will help assure that the right task(s) will be assigned to the right staff member, under the best circumstance, and begin to answer issues of communication, supervision, and evaluation needed. Delegation remains an underdeveloped skill among nurses, and one that is difficult to measure - but it can be planned for! The following outlines components of the Rights of Delegation Model:

 

Assessment and Plan: As a Charge Nurse, am I giving the right tasks to the right nurse/staff member?

  • What are needs of the patients?
  • What is the predictability of the patient's response to care? 
  • What cognitive abilities are needed to perform tasks? Which team member has the best competencies to perform?

 

Communication: Is the Charge Nurse providing communication that puts the unit on the right path?

  • How will tasks get accomplished?
  • What needs to be reported?
  • What are communication expectations in emergency situations?

 

Supervision and Surveillance: Find the right amount of supervision for the unit

  • What level of supervision should the Charge Nurse provide to be optimal?
  • What is the frequency of monitoring and care observation? 
  • Can we document completion of care?

 

Observation and Feedback: Assess effectiveness of Charge Nurse Delegation

  • Was delegation successful?
  • Is there a better way to meet patient or unit needs?
  • Were there any learning moments during the shift?
  • Did the Charge Nurse provide good feedback?

 

Appropriate delegation assumes that prior to assignment of tasks, the Charge Nurse uses judgment and demonstrates critical thinking to assess the skill, competence, attitude, and experience of staff, as well as patient requirements and circumstances. Delegation paves the way for trust, effective communication, and mutual support which contribute to success of effective nursing teams. So help your Charge Nurses plan for delegation. Planning for delegation is planning for success!

Summary from:

-OIJN/ANA . "Delegation Dilemmas: Standards and Skills for Practice" Pamela Cipriano, PhD, RN, NEA-BC, FAAN

-Emerging RN Leader. "How to Delegate Care" Rose Sherman, EdD, RN, FAAN

-Nurse Leader. "Why nurses still must learn to delegate" R.I. Hansten

 




Saint Anthony Leaps to an “A” In Hospital Safety  Catalyst Learning

 

 

 

 

 

 

Saint Anthony Hospital staff worked hard to improve its Leapfrog Hospital Safety Grade from a D in 2014 to an A in October 2016. The nonprofit, community teaching hospital in Chicago found one key to success came in providing front-line nurse leadership with increased confidence and management tools that would help improve hospital standards and quality of care. 

 

Finding the Right Curriculum

Saint Anthony’s development team was searching for a structured, in-depth learning program that would empower their nurses to take leadership to the next level. What they found was Catalyst Learning Company’s NCharge® Nurses Learning to Lead program. NCharge provided the detailed content and knowledge assessments they were looking for, with results that are measurable. By focusing on relevant leadership scenarios within the hospital, participants were able to easily relate and apply techniques to their everyday environment. 

“Like most healthcare organizations, we are growing and changing. We were also in the process of reorganization. It was about sweeping clean on old ideas and looking for ways to be more efficient. Illinois is also tightening on funds and as a nonprofit hospital, we had to look at ways to be more efficient in how we were working and make our staff feel as if they have a way to advancement,” stated Jaqueline Napier, Manager of Talent and Development at Saint Anthony.  

 

Leading with More Confidence 

One important outcome noted by Saint Anthony management is the overall improved confidence among nursing leadership. Creating a more autonomous team has positively impacted the hospital environment and proven an effective influence regarding quality of care. 

Sonia Haro, an ICU Staff Nurse and NCharge participant, committed her time to the NCharge series with specific objectives in mind. “I was looking for ways to communicate more effectively, especially when setting expectations for the team. Sometimes, not everyone feels like being a team player. I wanted to find a way to encourage my team but stay firm and reach expectations,” explained Haro. This was the type of leadership training that most staff nurses don't get with shadowing or clinical training. Haro was pleased with NCharge, which provided her with a better understanding of communication styles and techniques to handle a variety of situations confidently in the unit.

Haro wasn’t the only person who noticed a need for better communication and confidence from front-line nursing leaders. When Catalyst Learning surveyed nurse managers at Saint Anthony before the NCharge courses were implemented, less than 20% strongly agreed that the Charge Nurses in their departments displayed confidence when leading their teams. In addition, less than 30% agreed that Charge Nurses were cognizant of the key drivers of a positive patient experience. A few months after the training was held, the same nurse managers were surveyed and reported dramatic improvement with over 65% saying Charge Nurses were more confident and over 70% recognized key drivers in positive patient experience. 

 

 Cultivating Team Dynamics

A more efficient, collaborative environment was formed as a result of the NCharge leadership training. The team who completed training worked stronger and smarter together when handling obstacles. “I really wanted to work with others in the hospital in the same position. It’s nice to have others to lean on and run questions by, and share experiences with. Networking with my own colleagues was a great bonus,” stated Haro. 

Elizabeth Negrete, Director of Perinatal and Pediatric Services, had staff who completed NCharge training. Staffing in OB, having the right number of staff and the right combination, had been a continuous issue. NCharge class participants looked at staffing and created plans to put the right skills and experience in the best combinations. “Now the staff are the ones doing the schedule, entering it in to the system and balancing. When the census goes down, they adjust appropriately based on the patient grid. This shows how they have been working more autonomously and are able to make important decisions with less guidance,” explained Negrete. “The Charge Nurses are working more in collaboration with the house managers. Before, staff managers were just telling them what the need was, but now the Charge Nurses are more empowered to speak up about needs.”

Haro reported that the rounding process has also gone through changes, giving the NCharge participants an opportunity to observe with fresh eyes what happens within the unit when everyone is not on board with a change. “It takes some buy-in from everyone, and there were days when we were just being run ragged. You could easily see that on days when the new process wasn’t being used, feelings and tensions were high,” conveyed Haro. 

By equipping front-line leaders with the skills to embrace change, NCharge prepares staff for reaction from team members and how to move forward as a unit. This can be vitally important and impactful when trying to deal with the constant updates within hospitals. “There is always more trust from staff when changes come from Charge Nurses. There is more peer influence and impact. The staff has more of a buy-in because they know the Charge Nurses truly understand what the impact will be since they are on the frontline with them,” described Negrete.  

 

Quality Advancements

Made evident in the impressive move of their Leapfrog Safety grade from a D in 2014 to an A in October 2016, the hospital seems to have found the key to success in increasing quality standards. Napier credits the NCharge series with being a factor in that improvement after implementation in early 2016.

The combination of increased confidence, more efficient staffing and adaptability to change have helped Saint Anthony become a more progressive, efficient hospital when it comes to patient care and standards. “The nurses are more cohesive as a team and moving towards a group environment where the charge nurses really stand out as leaders. They are really keeping their team members engaged. All of that correlates to the patient experience and how everyone is measured,” stated Napier. “Our people were skilled but now they have more confidence in those skills and their ability to engage the nurses on their team. They now understand how this all comes together to enhance the patient experience.” By giving front-line leaders new techniques to handle their day-to-day situations and changes, an environment of new ideas and proactive enthusiasm has been cultivated. 

By investing in the front-line nursing leadership at Saint Anthony, stronger teams were built and the confidence instilled in the newly trained charge nurses was of great value. The return on investment for the Chicago hospital is shown through the recognition of receiving its first A rating from Leapfrog Hospital Safety Grade and becoming a top-rated hospital. 




UTMB Invests in Developing Patient Care Facilitators and Nurses Catalyst Learning

When the University of Texas Medical Branch (UTMB) assessed its training needs in late 2015, nursing leadership recognized a gap in charge nurse development. With no formal tools in place and a somewhat inconsistent structure to the Charge Nurse position, UTMB decided to take action. Catalyst Learning's NCharge® courses were chosen to bring more commonality and consistency to this vital hospital role for both current and aspiring Charge Nurses. To date, 60 participants in three cohorts have completed all five NCharge courses: Charge Nurse Fundamentals; Critical Thinking; Leading Change in a Dynamic Climate; Supervisory Skills for Positive Outcomes; and Employee Engagement & The Patient Experience.  Patient Care Facilitators (PCF), who have similar responsibilities to Certified Clinical Nurse Leaders, have also been included in this comprehensive professional development program. Because Charge Nurses often look to PCFs as experts on the patient care experience, UTMB determined that leadership training could equally benefit the PCF role, said Barbara Bonificio, Director of Nursing Excellence. Bonificio added that the NCharge program could become an important asset in a comprehensive health system initiative to increase employee engagement and patient satisfaction. In fact, UTMB leaders believed the program was valuable enough to include some of its relevant results at the unit level in UTMB's recent reapplication for Magnet status.

Improving Outcomes

By putting in place formal training, UTMB hopes to make significant improvements not only in patient satisfaction, but also RN-to-RN communication, nurse sensitive indicators and workflow on the units. Comparisons of participant surveys conducted before classes began and after completion indicate positive movement in critical skills development across several of these areas.  

Most notably, when asked if they were cognizant of the key drivers of positive patient experience, only about 65% of respondents strongly agreed when surveyed before taking classes. After completion of the program, more than 85% strongly agreed with that statement. When asked if they understood the linkage between employee engagement and the patient experience, nearly 90% strongly agreed after the course, up from less than 70% before entering the program.  Also, only about 60% of respondents strongly agreed they were cognizant of key drivers of an engaged team prior to NCharge. That number jumped to close to 90% after completion.

A Timely Decision

When UTMB launched NCharge in December 2015, hospital staff was preparing to relocate to a new facility and would be faced with a new set of workflows. The program's Leading Change module proved to be timely, as all participants in the class were involved in this major move.  One especially valuable component of the Leading Change module educated students about the change curve, demonstrating that workers at different levels in an organization also are at different stages of the curve, said Sharon Hensley, Nursing Program Manager. Those in leadership roles may have already processed a change, while frontline workers may have just been introduced to it. "That was very impactful for them," she said.   Prior to taking the Leading Change class, only 55% of survey respondents strongly agreed they were cognizant of their role to assist the team with change management. After completion, nearly 90% strongly agreed. In terms of leadership, 100% of respondents reported strong agreement that they were cognizant of their influence on the attitude and tone of the unit, up from only 60% prior to the class.

Additional Benefits

Beyond these targeted outcomes, NCharge has been successful in helping to dispel some misconceptions and illuminate different perspectives. For example, before the courses, many participants believed value-based purchasing simply meant that if system departments bought in volume, UTMB got a discount. "The financial impact of value-based purchasing was a real eye-opener for everyone," said Bonificio. "I don't think they realized the significant dollar amounts attached to not being reimbursed, as well as the penalties for not reaching certain targets."  

Because each cohort comprised a mix of experienced Charge Nurses and those hoping to land the role, NCharge was beneficial to both groups because they were exposed to each other's perspectives. In addition, the module on types of communication is already being put to use on the floor. "Participants learned the best way to talk to people whose communication styles are different than their own," said Bonificio. Now, graduates are "excited to share the skills they have learned with their units." 

 

Looking to the Future

Reception to the NCharge program has been overwhelmingly positive overall, Hensley said. "There were significant dollars connected to the people being selected, and I think that was impressive to them - that we are investing in them."  UTMB nurse leaders are happy with the program response and results so far, and plan to continue offering it to PCFs and Charge Nurses. In fact, they envision further advantages across other nursing roles. "It would be beneficial if all nurses could understand challenges their charge nurse colleagues face," according to Bonificio. "If everyone understood these challenges, it would make the units run much more smoothly."




It’s Time to Be Deliberate About Nursing Leadership Succession chardyadmin
Nursing leadership and nursing management often are used as interchangeable terms, but they refer to two different things. Put simply, nurse leaders help influence a hospital’s high-level strategy, while nurse managers are charged with executing that strategy on a day-to-day basis. 

According to HRSA, about one-third of RNs are over age 50, and most nurses in leadership positions are even older. As this segment of the work force begins to retire, it’s a mistake to assume that first-level nurse supervisors and nurse managers will be ready to take over for your facility’s CNO without a deliberate succession plan in place. 

The Evolution of Nursing Leaders
The path to nursing leadership has evolved in recent years. In the past, nurses only took on administrative responsibilities once they had proven themselves in a clinical setting — an advanced degree in management was not required. Today, the nursing leadership landscape demands that nurses seek out business expertise in addition to clinical training, including degrees and certifications, if they hope to be promoted to a leadership role. As such, healthcare organizations must be more proactive than ever in steering nursing professionals toward the management track.

Unfortunately, many health systems and hospitals still are deficient in their succession planning efforts, according to the National Healthcare Leadership Index survey conducted by National Center for Healthcare Leadership (NCHL). Only 8 percent of nursing leader respondents reported they received “a great deal”’ of succession planning.

Grooming Leaders From Within
Succession planning should comprise the careful process of identifying and nurturing a pool of internal candidates as emerging leaders. Ideally, current leaders should become mentors to this group, grooming them with intention. The candidates should have easy access to continuing education resources and professional development opportunities, and they should be encouraged to take advantage of them. Aside from valuable institutional knowledge, developing new leaders from within your organization just makes good financial sense — it is much more costly to replace a high-ranking officer from the outside than develop an internal candidate. 

According to Medscape, a top characteristic to look for in prospective nurse leaders is the potential to be a “transformational leader.” These people are adept at identifying needed changes, guiding those changes by inspiring others, and instilling a company-wide commitment to make change happen. Transformational leadership has been shown to improve nurse satisfaction at the unit level, promote a positive work environment and reduce turnover. According to AONE, nurse executive leadership competencies should also include foundational thinking skills, personal journey lessons and systems thinking. 

Mitigating the Stress of Succession
Because there likely will be a major transition among nursing leadership during the next decade, NCHL offers best practices to minimize and mitigate the trauma of this transition. Effective succession planning should be integral to the hospital’s culture and foster clear communication that stresses succession planning as an organizational priority. NCHL also recommends involvement and ownership in succession planning by senior management; use of a leadership competency model; rigorous assessment of leadership candidates with a focus on retaining them; encouraging those candidates to stretch their skills and perspectives; implementing formal professional development plans that emphasize on-the-job training; and ongoing measurement and evaluation to ensure the succession plan is on track.

In order to assure continuity of nursing leadership, a seamless transition at retirement, minimal financial impact and uninterrupted staff and patient satisfaction, hospitals must be strategic in their succession planning sooner rather than later. Start planning for the future of your facility today.

 

SOURCES:

http://bhpr.hrsa.gov/healthworkforce/reports/nursingworkforce/nursingworkforcefullreport.pdf#sthash.PUGzTCxa.dpuf

http://bhpr.hrsa.gov/healthworkforce/rnsurveys/rnsurveyfinal.pdf

http://www.nchl.org/Documents/Ctrl_Hyperlink/doccopy5800_uid6102014456192.pdf

http://www.nchl.org/Documents/Ctrl_Hyperlink/doccopy5322_uid11420131046251.pdf

http://www.medscape.com/viewarticle/771912_2

http://www.aone.org/resources/nec.pdf





Winning Strategies for Charge Nurses chardyadmin

Winning Strategies for Charge Nurses

 

When transitioning from a staff nurse to a charge nurse position, it is important for new charge nurses to build trust and respect within the unit. With increased responsibilities as well as co-workers to manage, it helps to have a plan and an understanding of key nurse leader skills. Here are three winning strategies to help ensure success:

 

  • Display Confidence: When charge nurses are confident in their ability to lead, it instills trust in their teams. Confident leaders inspire teams to work together, perform to the best of their ability and provide patients with the highest quality care.
  • Ignore Gossip: Leaders don’t gossip, and they don’t allow it to go on in their units, either. Gossip can have a significant impact on morale. Strong nurse leaders also ignore gossip that may be aimed at them.
  • Get to Know the Team: Charge nurses can be so consumed with their new role that they forget to check in with their teams. It’s important to make time to get to know co-workers. Listening to the ideas, concerns and interests of staff members is key to a supervisor’s success.

 

These skills and other behaviors can be emphasized through charge nurse leadership training. Learning programs that use real examples and scenarios will help charge nurses recognize where and how they can have a positive impact.

 

Many healthcare organizations invest in the development of new nurse leaders to increase engagement and retention, and ultimately improve patient care.  

 

NCharge, created by Catalyst Learning Company, offers an evidence-based curriculum that gives first level supervisory nurses the insights, interpersonal skills and business knowledge they need to more effectively manage, inspire and lead. Please contact Catalyst Learning for information on charge nurse leadership training and how to strengthen nurse leader skills within your healthcare organization.




5 Common Pitfalls for Frontline Supervisors, Charge Nurses chardyadmin

While strong performance often secure promotions in healthcare and nursing management, first-time supervisors may be navigating uncharted territory when it comes to leadership skills. In other words, the best employees don't always make the best leaders.

 

Gallup reports that the #1 reason people quit their jobs is a bad boss or immediate supervisor.

 

Poor leadership skills can have a ripple effect across a department or nursing unit. It's no secret that turnover can cost healthcare organizations thousands of dollars per employee.  

 

Healthcare organizations can be proactive on this front and position first-time supervisors for success. Below are five of the common pitfalls you can help your first time supervisors and charge nurses to avoid.

 

  • Over-supervising:

Anxious to excel in their new position, frontline supervisors and charge nurses may have a tendency to micro-manage their teams. This negatively impacts productivity and team development and can leave managers feeling overwhelmed.
 

  • Under-supervising:

Some new supervisors fail to provide adequate direction because they don't want to appear bossy among colleagues who, until recently, were their peers. This can negatively impact employee engagement and lead to increased turnover as well.
 

  • Failing to delegate:

Supervisors and charge nurses are in management positions because of their experience and knowledge, and sometimes they find it difficult to delegate tasks to those who are less experienced.
 

  • Blaming management: If a frontline supervisor or charge nurse is uncomfortable implementing policies and procedures, he or she may be inclined to shift blame to management. It's important that the management team demonstrate unity, even if they don't always agree.

  
 

  • Ignoring concerns of the team:

New managers can be so consumed with their new role and the increased responsibility that they forget to check-in with the team. Listening to the concerns of staff members is key to a supervisor's success.  

 

Frontline supervisors and charge nurses must have the ability to communicate well, think strategically and lead change; all while understanding and being tuned into team dynamics. When a healthcare organization invests in the development of promising leaders, the staff, upper management and patients also benefit. 



Three Key Traits of a Successful Charge Nurse chardyadmin

They’ve been compared to educators, mediators and even air traffic controllers. They may perform managerial tasks such as scheduling and evaluations, while also acting as liaisons to hospital leaders and physicians. They may often resolve conflicts and usually are agents of change setting a positive example for the entire staff. Ultimately, they must ensure the safety and care of patients in their unit.

These are just some of the roles and responsibilities of charge nurses. They are decisive and resourceful “veterans” who have gained experience on the job. In addition to their clinical competency, here are three nurse leader skills that will help charge nurses succeed:

1. The Ability to Lead and Motivate Others

Leadership is dependent on the ability to motivate others. A leader recognizes the individual strengths of every member of her team as well as their areas for improvement. The leader outlines the objectives for the team and clearly outlines each person’s responsibility. To motivate the team, a leader will offer empathy, advice, positive reinforcement or even terse but respectful orders. Of course, all these forms of direction require the charge nurse to have excellent communication skills.

2. Strong Critical Thinking Skills

In addition to being excellent communicators, nursing managers must also possess strong critical thinking skills. Charge nurses are responsible for making sure that staff members have appropriate training and qualifications for their respective assignments. They must match colleagues’ competencies with the needs of patients. Nurse leaders must also ensure adequate resources are available, policies are followed and regulatory requirements are met. In other words, they must be problem solvers throughout the process: recognizing issues before they arise, addressing them in real-time as they happen and providing measures to prevent similar issues in the future.

3. A Willingness to Embrace Change

Finally, charge nurses must possess a willingness to not only embrace change, but also champion it. As nurse leaders, they are in a unique position to see the big picture as well as the details that will improve patient care and staff morale. NCharge, a charge nurse leadership training program developed by Catalyst Learning Company, stresses the importance of being agents and champions of change. Leaders will challenge the status quo when it benefits the team and their objectives.

As leaders, charge nurses must embody all these qualities as they reinforce the strengths of the team and help ensure the greatest care for patients.