If you think you have a leadership challenge…
Most of us know at least one nurse with today’s ever-expanding demand for qualified healthcare professionals. What most of us do not know are the unusual leadership demands that nurses face that are unique in our modern business world. We have developed common leadership practices among nurses that simply don’t and probably cannot exist in most occupational fields.
The ideal or most recommended span of control (ratio of supervisor to subordinate) is one (1) to fifteen (15). Many nurses, upon promotion and introduction to the world of supervision, are often presented with inordinate spans of control that can range from sixty (60) on low end to over one hundred (100) on the high end. Additionally, most nurses are never given formal leadership training prior to assignment to the first leadership role as a charge nurse, supervisor or director of nurses. Think of the challenge and demand placed on a supervisor with eighty (80) or more direct reports.
At GCI, we have worked with hospitals around the country and the same challenge faces nurses everywhere. To be moderately successful in the face of such leadership dilution is truly amazing. Consider the demands of supervising so many with so little time per person. If a supervising nurse spends only 30 minutes a week communicating (expectations, work instructions, performance feedback, etc.) with each of his/her eighty direct reports, the result is 40 hours per week. That’s right, no time remains for any other activity such as meetings, reports, staffing, census analysis, purchasing, etc.
The truth is that most nursing supervisors simply DO NOT get to supervise (in the traditional context) subordinates at all. It is truly amazing that so many good nurses become good leaders without a model of leadership to follow.
There are solutions to help mitigate the daily challenges nurses face as they transition from subordinate to supervisor. Proper training provides nurses with tools they can apply immediately upon completion. Targeted training also helps veteran nurses improve their leadership productivity.
Solutions to nursing leadership challenges include eight (8) basic learning objectives:
1) Learn to differentiate communication from effective communication
2) Deal properly with problem patients and families without losing control
3) Define true accountability for subordinates rather than blame
4) Utilize 5-Step process for delivering performance feedback
5) Apply techniques to reduce passive-aggressive subordinates
6) Build trust with your co-workers through activities that create relationship “Equity”
7) Be assertive with physicians and patients without being obnoxious
Understand what motivates Generation Y (Why) employees age 28 and under
We have found that strength in these areas help nurses become better leaders in a unique and demanding world. To learn more about GCI call (903) 806-5588. Please take our Poll and share your thoughts!
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