Enter HCPro’s nurse leader contest and share best practices with your peers!
How do you deal with horizontal hostility among your employees? Do you have one staff nurse who makes the unit toxic every time he or she is on the floor? Or a clique who spreads gossip and makes others feel uncomfortable? Share your advice, best practices, and stories on this topic for the chance to win a free book.
The rules: To enter, simply share a recent success story, advice, or policy that has helped your unit become a healthy work environment. The sky is the limit—as long as your entry somehow helped implement positive change, it qualifies! If you are sending a sample policy or tool, please include a short paragraph explaining the goal of the sample.
The prize: The winner, chosen at random from all entries, will receive their choice of one of HCPro’s training resources for nurse managers:
- Lead! Becoming an Effective Coach and Mentor to Your Nursing Staff
- Accountability in Nursing: Six Strategies to Build and Maintain a Culture of Commitment
- Nurse Retention Toolkit: Everyday Ways to Recognize and Reward Nurses
The deadline: We will draw our winner at the end of the business day on Friday, September 16, 2011, and announce the winner in the Monday, September 26 edition of Nurse Leader Weekly.
The best entries will be posted individually on The Leaders’ Lounge Blog.
Please send contest entries to email@example.com. If you have any questions about the contest itself, please feel free to contact me any time.
A live, free, 60-minute webcast, A Conversation with Kathleen Bartholomew: End Bullying and Toxic Behavior Once and For All, is being offered by HCPro Tuesday, October 4, 2011, 1:00-2:00 p.m. (Eastern).
Bartholomew is a visionary nurse leader who dared to ask the question: How can a profession that is based on caring include such uncaring behaviors? Her research exposes the toxic relationships and bullying behavior that cause nurse burnout and threaten patient safety.
During the presentation Bartholomew will share her experiences through true stories about the struggles she has faced and overcome and give listeners the tools and strategies to end disruptive behavior once and for all.
Due to the inspirational nature of this program, HCPro is placing no limits on who can attend. Invite your staff, friends, or colleagues. Forward information to a friend now.
New nurses need to have four-year degrees, according to the readers of www.StrategiesForNurseManagers.com.
We’ve been asking readers whether baccalaureate degrees should be required before new nurses can enter into practice. By a slight margin, the majority say yes. Forty-three percent say the profession of nursing needs a more highly educated workforce.
Forty-one percent don’t think it necessary for nurses to enter practice with a baccalaureate degree, but say nurses should be required to obtain one within a few years of entering practice.
Just 15% say associate degrees are sufficient and only 1% have no opinion.
What do you think?
Incidents reports are a pain to fill out, but vital for documenting what happened and protecting yourself and your staff. This week, Patricia A. Duclos-Miller, MS, RN, CNA, BC, provides some best practices.
You and your staff may think that incident reports are more trouble than they are worth-but think again.
We work in high-stress, fast-paced environments. It is your responsibility as a member of the nursing management team to understand not only the importance of the incident report, but also how to ensure that your staff completes them and how to investigate incidents to avoid any further occurrences. Your investigation will also provide possible defense if during your investigation you identify a system failure and take the necessary corrective action(s).
The purpose of the incident report is to refresh the memories of both the nurse manager/supervisor and the staff nurse. While the clinical record is patient-focused, the incident report is incident-focused. The benefit to you and your staff is that years after the event, the incident report will help you and the persons involved remember what happened. [more]
One day you’re part of the group. Helping each other out, complaining about never having the supplies you want when you need them, and chipping in for pot luck holiday meals. The next, you’re promoted to manager and suddenly you become “one of them.”
Becoming a nurse manager is a tough transition for anyone, but it’s even harder when you become manager of the same unit where you worked as a staff nurse. Suddenly, you’re the one with the power—you can finally make the decisions you’ve always wanted to—but you also have all the responsibility.
One of the hardest issues to navigate is reconfiguring the relationships between yourself and your former peers. It’s key to acknowledge that the relationship has changed and that your new role is quite different.
Shelley Cohen, RN, MS, CEN, president of Health Resources Unlimited, and staunch nurse manager advocate, has written that the first things to do is obtain a copy of your job description and share it with staff. That was, they understand what you’re accountable for and what your priorities will be. [more]