In 2015, the number of millennials in the workplace surpassed baby boomers as the largest segment of workers. This future generation of nurses has very different career expectations than the generations before them. Millennials expect more feedback, greater collaboration, interaction with nurse leaders, an 8-hour workday and better work-life balance. Unlike their parents, they rarely intend to stay with one employer for their entire career—or possibly even more than a few years.
The shift in attitude has many organizations struggling to retain millennials and learning to adjust management strategies to accommodate their unique style. Join Kathy Bonser, Vice President of Nursing and CNO at SSM Health DePaul as she discusses the importance of leveraging the differences to create a win-win environment for staff and frontline leaders.
Take part in this live 60-minute webcast to:
- Uncover how making changes in leadership behaviors can bridge the generation gap
- Discover new onboarding processes that support the growing millennial workforce
- Devise a structured approach to providing regular employee feedback
- Understand the importance and value of engaging millennials early and often
For more details or to register for the webcast, please visit The Health Leaders Media store.
As promised in last week’s post, Try This: Build nursing team self-esteem, the exercise that Kathleen Bartholomew uses to encourage nurses’ self-esteem has been posted to our Tools Library.
To download the Hierarchy of Voice tool, click here.
Excerpted from Ending Nurse-to-Nurse Hostility, Second Edition, by Kathleen Bartholomew
Listening, validating and asking for a commitment
From Team-Building Handbook: Accountability Strategies for Nurses, by Eileen Lavin Dohmann, RN, MBA, NEA-BC
When working with a group, I assume that people are rational and logical.
So, if I want them to do something, I just need to explain it and they’ll do it. When I don’t get the results I am seeking, I tend to think “Oh, I must not be explaining it well. Let me try it again.”
It’s taken me a long time to realize that what I was hearing as “not understanding me” was often someone’s polite way of telling me no. So, now when I find myself explaining the same thing to someone for the third time, I stop and ask the person what he or she is hearing me request. If I can validate that the person is hearing me correctly, I ask for the commitment: yes or no.
Validating… and asking for a yes or no
We can hold ourselves accountable, but holding other people accountable can be much more difficult. Consider this nurse-physician scenario and ask yourself [more]
We’ve all been in meetings where everyone nodded and appeared to agree to something, but a few months later, nothing had changed. Why does that happen?
Because all they’ve agreed to is that they’ve come up with a good idea.
No one committed to a specific plan to make that good idea happen. The meeting organizer most likely didn’t set proper expectations and didn’t ask for specific, measurable commitments. The people attended the meeting, but didn’t have enough context to actively participate. They didn’t have the tools to make a commitment to action, and to hold themselves accountable for real results in a few weeks or a few months.
Great meetings that result in action, improvement, or resolutions are a joy to attend.
The next time you’re invited to a meeting, follow these suggestions so you’re prepared to be engaged and contribute rather than sitting for an hour as a passive participant. If the invitation didn’t explain the purpose of the meeting, if it included only a sketchy agenda, or if it didn’t include one at all, ask the organizer the questions in the following table prior to or early in the meeting.
Try using these questions to create a structure for great meetings that result in a better understanding, clarity of purpose, and positive outcomes.
Note: I’ll have the table as a download for you in a few days. Look for a link in a future blog post to share the tips with your colleagues!
Excerpted from Team-Building Handbook: Accountability Strategies for Nurses and Accountability in Nursing, both by Eileen Lavin Dohmann, RN, MBA, NEA-BC, and published by HCPro.
Our mission is to provide you with essential tools, articles, tips, and books to support your practice… and we want you to tell us what you need. What kind of challenges do you face? What subjects excite you? Please take a few minutes to answer our 10 question survey, and give us your wish list!
To thank you for participating in our Nurses Week survey, you also
have an opportunity to win a copy of Kathleen Bartholomew’s
Team-Building Handbook: Improving Nurse-to-Nurse Relationships.
Just complete the survey between now and midnight on May 27, 2015, and provide your contact information on the last page.
Click on the link below to begin the survey:
All of your answers are confidential and anonymous, and your contact info will only be used to let you know if you won a handbook. If you have questions related to the survey, please contact email@example.com.
⇒ 5/4: Who inspires you? There’s still time to submit your favorite quotes in posted comments, here.
⇒ 5/6: You can still use the 20% Nurses Week discount offered in this post.
Every nurse can play a part in elevating the public perception of the nursing profession. The table below shows you how email, evidence-based research, reasonable work schedules, a diverse workforce, preceptorships, interprofessional communication skills, and name tags can promote the professional image of nursing. This table was adapted from the HCPro book, The Image of Nursing, by Shelley Cohen, RN, MS, CEN and Kathleen Bartholomew, RN, MN.
As a leading publisher of nursing and other healthcare products—including books, newsletters, webinars, and online training—HCPro is a great place to publish. If you have an idea for a book or other product that will benefit the profession of nursing, we would like to hear from you.
At HCPro, we value our expert authors as the foundation of our business and strive to build long-term relationships with them. We collaborate with our authors—a diverse and knowledgeable group of people focused on creating a personally satisfying and improved healthcare workplace for themselves and their colleagues. The nurses, nurse educators, and nurse managers who read our books appreciate our focus on quality, from project inception through collaborative development, publication, and distribution.
Whether you want to write a book, blog post, or article, or create a webinar, we’ll provide you with the feedback and tools you need to be successful. Contact us for more information.
Some topics we’re interested in: Managing intergenerational teams, delegation and supervision across the care continuum, charge nurse insights, creating a culture of safety, effective communications.
A dysfunctional culture rooted in widespread disrespect is a significant barrier to patient safety, and affects everyone in a healthcare organization, according to a pair of papers published in the journal Academic Medicine earlier this year. The papers’ authors identified six broad categories of disrespectful behavior, including degrading treatment of nurses, residents, and students, passive-aggressive behavior, and dismissive treatment of patients. Other behaviors included disrespect for system-wide policies and processes, disruptive behavior, and passive disrespect. The authors concluded that such behavior prohibits teamwork and undermines morale, which in turn threatens patient safety.
Most, if not all, organizations have at least one practitioner who seems intent on making everyone else miserable. While these disruptive practitioners may only be a small percent of the people working in a hospital or other healthcare facility, their behaviors and the influence of their attitudes can have much larger implications, as the authors of the papers point out. Nurses are particularly at risk for taking the brunt of a physician’s abuse; in several recent studies, more than 90% of nurses reported experiencing verbal abuse.
The second of the two papers focuses on creating a culture of respect. The paper’s authors call on an organizations leader, specifically the CEO, to initiate changes within an organization. However, anyone in a leadership position could address the need for change and begin working towards a cultural shift. The paper recommends five major tasks: motivate and inspire, establish preconditions for a culture of respect, lead the establishment of policies regarding disrespectful behavior, facilitate frontline worker engagement, and create a learning environment for resident and students. By recognizing that there is an issue with disruptive behavior and taking steps to eliminate those behaviors from your organization, you can begin to move towards a culture that is respectful and safe.
How has your organization addressed disruptive behavior in the past? Leave a comment and let us know!
Diana Swihart, PhD, DMin, MSN, CS, RN-BC, shares the following practical tips and best practices for ensuring success when building shared governance.
- Schedule a day-long retreat away from the organization to prepare organizational and nursing leaders to implement shared governance. Discuss the role shared governance plays in the ANCC Magnet Recognition Program(r) (MRP) journey. Have subject matter experts present topic discussions on specific points: leadership, shared governance partners, steering committee formation, design team for the shared governance model, a business case for MRP and shared governance, and roles of direct-care nurses and the multidisciplinary team members.
- Create expectations for staff contributions, beginning in the new employee orientation and continuing throughout their careers.
- Communicate, communicate, communicate! Have a nursing town hall meeting at least once a quarter to facilitate open communication among nursing staff and leaders.
- Administer the Index of Professional Nursing Governance surveys and see how your organization “measures up”-help build the repository of information on the efficacy and value of shared governance in healthcare settings.
- Use journal clubs, for example, to bring nursing research to the bedside and engage direct-care nurses in evidence-based practice for developing and implementing advanced decision-making and critical thinking.
- Let direct-care nurses meet each year to review organizational competencies and unit/area needs and determine which competencies they will focus on for that year (high-risk/time-sensitive, changed, problematic, and/or new).
- Train every registered nurse on each unit/area to be charge or lead nurse. Rotate the role and responsibilities to encourage leadership skills development and shared decision-making among all team members.
Source: Book excerpt adapted from Shared Governance: A Practical Approach to Transform Professional Nursing Practice by Diana Swihart, PhD, DMin, MSN, CS, RN-BC. Click here to visit www.hcmarketplace.com.
The July 28 blog post discussing ways to boost nurse morale in a time of uncertainty has been one of the most popular recent topics. The post provided quick and helpful hints on no- or low-cost ways to boost the morale of nurses in your organizations. The post also generated a lot of discussion and many readers shared their own tips and strategies about what they have been trying.
Here are some of the highlights of the suggestions:
- Caught red handed campaign: Recognize staff members who have been “caught” doing their job well.
- Gift cards: Present a gift card to acknowledge a nurse who has gone out of his or her way to be an excellent nurse.
- Strive for five: Leave small questionnaires in plain sight of patients, visitors, and hospital staff members and ask everyone to fill them out. The person can comment on a particular staff member doing an excellent job, similar to a comment card at a restaurant. Any staff member receiving a good comment earns $10 on the next pay check.
- Hand written thank-you cards: Thank-you cards are always a great thing, but hand written ones can be the best. Instead of sending an email about a job well done to a staff member, write a thank-you card and leave it in their locker. After a tough shift, whether it’s night call or day call, the card will surely bring a smile to their face.
- The stupid nice game: Be over-the-top nice to everyone and overly complimentary to everyone at the hospital. Laughter is contagious, and sometimes taking the compliment to the next level, or having staff members realize how over the top you are being, could make their day that much better.
What are you doing at your organization to help boost staff members’ morale?