2015 SIG Leadership Workshop

Transcription

1 2015 SIG Leadership Workshop Friday, July 31, :00 4:00 PM Room: Brighton 1-4 Speakers: Georgia Cusack, MS, RN, AOCNS Director of Education and Outcomes National Heart, Lung and Blood Institute National Institutes of Health Bethesda, MD Full Disclosure: Nothing to disclose Tracy Gosselin, PhD, RN, MSN, AOCN Associate Chief Nursing Officer - Ambulatory & Oncology Services Duke University Health System Durham, NC Full Disclosure: Nothing to disclose Outcome: Integrate governance concepts into a personal leadership plan. Notes:

2 Objectives Governance In Nursing Georgie Cusack, MS, RN, AOCNS National Heart Lung and Blood Institute, NIH Chair, Nominating Committee and Tracy Gosselin, PhD, RN, MSN, AOCN Duke University Health System Past ONS Treasurer Discuss the importance of governance in nursing Assess one s own leadership competency at the governance level Define concepts in governance Practice building governance skills Outcome Create a personal leadership plan 2010 IOM Report The Future of Nursing: Leading Change, Advancing Health Nurses should seek opportunities to develop and exercise their leadership skills Nursing associations should provide leadership development, mentoring programs, and opportunities to lead Nursing education programs should integrate leadership theory and business practices Public, private, and governmental health care decision makers should included representation from nursing so they have a seat at the table. Bedside to Boardroom Nursing Leadership has become an important focus for organizations, associations, educational programs, as well as governmental agencies The report calls for nursing leaders at all level of the healthcare system from the bedside to the boardroom Nurses can lead from the many realms in which they practice or volunteer Bedside to Boardroom ONS s strategic plan has LEADERSHIP as a pillar, recognizing every nurse is a leader Through ONS involvement, members become leaders and effective cancer care advocates in their workplace, community, and the Society The notion of succession planning is to prepare individuals for future roles through developing skills and competence Succession Planning Identification Recruitment Retention Development Coaching Mentoring Other thoughts Griffith, July 31, 2015 Page 1

3 Role in the profession 10,000 nurses on governing boards by 2020 Robert Wood Johnson Foundation partnered with the IOM to create the Future of Nursing Campaign In what governance roles are nurses involved? Leadership Competencies What characteristics are important in governance? The Future of Nursing: Leading Change, Advancing Health report* Nursing standards & practice statements Role-specific competencies Leadership Think Tank 2011 ONS Strategic Plan, Leadership Competencies Project Team, 2012 IOM report, 2010 Leadership Competency Development Process Literature review Synthesis review summary Building the conceptual model Defining the components Domains Competencies Public comment Field & expert review ONS, 2012 Evidence-Based IOM report (2011). The Future of Nursing: Leading change, advancing health. Eddy, L.L., et.al. (2009). Relevant nursing leadership: An evidence-based programmatic response. Habel, M & Sherman, R (2012). Transformational leadership: A growing promise for nursing. Huston, C. (2008). Preparing nurse leaders for Kouzes & Posner (2007). The Leadership Challenge (4 th ed.). Rich, VL. & Porter-O Grady, T. (2011). Nurse executive practice: Creating a new vision for leadership. And the beat goes on. July 31, 2015 Page 2

4 ONS Leadership Competency Model Individual Level At the individual level, oncology nurse leaders address the skills needed for personal growth or within their individual practice setting. ONS, Group Level At the group level, oncology nurses who are leading a group should be competent in additional areas, with a broader view of their personal practice as well as the practice of the unit, council or group that they lead. Governance Level In a governance role, which may include participation on a board or other high-level position of representation, oncology nurse leaders demonstrate expanded skills. Competencies at this level will often reach outside the oncology setting. The Domains Domains are the area of personal and professional knowledge or responsibility. Personal Mastery Vision Knowledge Interpersonal Effectiveness Systems Thinking Leadership Competencies: Evolving as a Leader Utilizing leadership competency model Individual assessment Team/Group assessment Application Work setting Chapter Other settings July 31, 2015 Page 3

5 Self-Assessment Domain: Personal Mastery Introspection Domain: Knowledge Pursuit of Knowledge Evaluation of Outcomes Domain: Systems Thinking Diversity Advocacy Concepts in Governance Stewardship Financial Acumen Strategic thinking Diversity Advocacy Principles of Influence Reciprocity Commitment and consistency Social proof Concept of liking Authority Scarcity Challenges of Governance Fiscal Executive Committee vs. Full Board Public interest Brand management Volunteering vs. governance Standing committees Other Personal Leadership Development Plan Self Assessment Vision Goals Action Plan Mentorship Monitor Progress July 31, 2015 Page 4

6 SMART Goals Specific: Detailed, particular and focused Measurable: Quantifiable, limiting Attainable: Is it realistic? Relevant: Is it related to individual responsibilities? Time: Is there a clear deadline or timetable? Define goals Reframe failures Do your homework Note patterns Goal pyramid Answer What ifs? Take responsibility Conclusions ONS recognizes every nurse as a leader Leadership is inherent in all roles from bedside to boardroom ONS has developed a Leadership Competency Model that can be used as an assessment as well as a development tool A Personal Leadership Development Plan can help serve as a roadmap to empower the leader in YOU! Each path starts with that first step.. July 31, 2015 Page 5

7 References and Resources American Society of Association Executives. Coerver, H. & Byers, M. (2011). Race for Relevance: 5 Radical Changes for Associations. Washington, D.C.: ASAE. Day, D.D., Hand, M.W., Jones, A.R., Harrington, N.K., Best, R. & LeFebvre, K.B. (2014). The Oncology Nursing Society leadership competency project: Developing a road map to professional excellence. Clinical Journal of Oncology Nursing, 18(4) Drenkard, K.N. (2015). Influencing and impacting the profession through governance opportunities. Nursing Administration Quarterly, 39(1) Griffith, M.B. (2012). Effective succession planning in nursing: a review of the literature. Journal of Nursing Management, 20, Hardy-Waller, A. (2015). Increasing board diversity: An imperative for success in the next era. Nursing Administration Quarterly, 39(1) References and Resources Kotter, J. & Rathgeber, (2005). Our Iceberg is Melting. New York, NY: St. Martin s Press Mason, D.J., Keepnews, D., Holmberg, J., & Murray, E. (2012). The representation of health professionals on governing boards of health care organizations in New York City. Journal of Urban Health: Bulletin of the New York Academy of Medicine, 90(5) Vestal, K. (2015). Preparing yourself for board roles: Nurses in governance. Nursing Administration Quarterly, 39(1) Wallace, L. (2013). Principles of 21 st Century Governance Journey to High Performance Boards. Aurora, CO: Signature Resources Inc. Wheeler, R.M. & Foster, J.W.(2013). Barriers to participation in governance and professional advancement: A comparison of internationally educated nurses and registered nurses educated in the United States. Journal of Nursing Administration, 43(7/8) July 31, 2015 Page 6