Leadership Presentation RN to BSN Program Renee Schafer

Leadership Presentation RN to BSN Program Renee Schafer Health Science Division College of Central Florida Organizational Chart Patient Safety Goal HCAHP Charting the Future: STAR! Professional Development/Recruitment Star Competency Idea: Hold an FAQ session for the community with a physician, pharmacist, and nurse to help educate the community. Don Henderson St. Joseph's N o Mercy Hospital President and CEO/CFHA Diane Harden Senior Vice President Chief Financial Officer Saad Ehtisham Senior Vice President Chief Operating Officer Inpatient Operations Unfreezing: An accurate medication history is not being taken upon first contact with the patient Old medication histories are being confirmed Physicians are ordering medications based upon the outdated reconciliation The outdated information places patients at risk Dave Steel Outpatient Operations VP/Chief Information Officer Case Management Cindy Coombs Admin. Director Refreezing: Monitor units for compliance with accurate initial reconciliation list Support and encourage staff for obtaining accurate lists Continue educating staff about process to garner support Make accurate medication lists part of hostpital culture Empower and encourage staff to develop ideas to improve process Leadership Theory T Moving: An updated medication list is obtained upon first admission contact with the patient The nurse is responsible for the initial list Medications need to be clarified with all sources to obtain the list The nurse utilizes the patient, family, outpatient pharmacy, in-house pharmicists, and SNF records as needed Transformational E H Empowers Encourages Human Honesty Score for "Quiet at Night" item on Surgical/Ortho Unit at TVRH 70 R V Vision I Respectful Realistic Reward 60 50 40 HCAHPS Benchmark Invested Intelligent TVRH Score for "Quiet at Night" item 30 The T. H. R. I. V. E. theory of leadership is based upon concepts and qualities that are important for leaders and nurses to possess. It is primarily based on the "transformational" style of leadership which is essential in today's constantly changing health care environment. In order to use the transformational style of leadership, it is necessary to begin with a leader that has charisma and the ability to motivate others (Frandsen, 2014). Additional traits that the transformational leader possess include strong morals and ethics as well as seeking to engage their followers (Finkelman, 2012, p. 12). Transformational leaders identify changes that are needed in the nursing environment and help guide the changes by inspiring their followers (Sherman, 2012). Another reason for nurse leaders and administration to focus on transformational leadership is that this style of leadership is an expectation in Magnet facilities (Sherman, 2012). Honesty is another vital component of the T. H. R. I. V. E. leadership theory. Nurse leaders are examples to others-either positive or negative (Frandsen, 2014), so it is helpful to model behavior which is honest and maintains the leader's integrity. The human part of T. H. R. I. V. E. takes into consideration the need to build a positive work environment (Finkelman, 2012, p. 12) by "building bonds" with others and recognizing the importance of relationships (Finkelman, 2012, p. 10). T. H. R. I. V. E. leadership is respectful and rewarding It is important to respect other's ideas and opinions because it is critical in effective communication (Finkelman, 2012, p. 387). Celebrating successes rewards and recognizes the efforts of the team, gives "detractors" an example of how change has led to improvement, and shows followers that they are valued (Finkelman, 2012). A cornerstone belief of the T. H. R. I. V. E. theory is that it is important to be invested both personally and professionally in both the organization and the followers. Staff that are engaged in their work exhibit passion, commitment, and a willingness to "invest" in themselves to help the organization succeed (Sherman, Manager impact on staff engagement, 2013). One of the most important components of T. H. R. I. V. E. is vision. Vision is important to this theory as well as the transformational theory. Leaders need to share their vision with their followers; the vision needs to be clear and have a strategic focus (Sherman, What followers want in their nurse leaders, 2012). Effective leaders can communicate the vision to their followers in a way that motivates them to share the vision (Frandsen, 2014). Sharing the vision of the leader and working towards common goals is an important part of health care. One way to help staff feel like they have a part in changes or in leadership of the unit/organization is through empowerment. "Empowerment is often viewed as the sharing of power; however, it is more than this. 'To empower is to enable to act'" (Finkelman, 2012, p. 365). Nurses that feel powerless experience increased stress, job dissatisfaction, and burnout (American Sentinel University, 2014). Leaders that are empowered are engaged employees who feel like stakeholders in the workplace, which promotes nursing excellence (American Sentinel University, 2014). All of these traits are important components of the T. H. R. I. V. E. leadership theory. They all work together harmoniously to help adapt to the constant change in the health care climate while empowering nurses to have a personal investment in the unit they are working on and the success of their organization. RESEARCH POSTER PRESENTATION DESIGN © 2012 www. Poster. Presentations. com Job Title: Adult/ Gerontology Acute Care Nurse Practitioner-Emergency Department: Department of Nursing Agency: St. Joseph's No Mercy Hospital Job Announcement Number: SJNMH-AGACNP-001 SALARY RANGE: $73, 994. 00 to $107, 260. 00 / Per Year OPEN PERIOD: Monday, July 27 th 2015 to Friday, August 28 th, 2015 POSITION INFORMATION: Full Time, Benefits Eligible LOCATION: Ocala, Florida WHO MAY APPLY: United States Citizens SUPERVISORY STATUS: Yes, responsibilities require delegating and monitoring care provided by nursing staff, EMT's, paramedics, UAP and others OUR MISSION: To provide innovative care in a patient and community centered environment. 20 10 0 Feb. 2015 Mar-15 Apr-15 May-15 Utilize the RACI model to implement the plan The plan consists of a unit-based team and team captains There is to be one team captain on duty every night shift The team explores ways to curb noise at night The team implements ideas with the help of the team leader (me) and the unit director The interventions are monitored monthly along with the score for the HCAHPS item “Quiet at night” Come make your home in beautiful, sunny Ocala, Florida! Ocala is conveniently located in central Florida with an easy drive to metropolitan centers like Tampa and all of the attractions located nearby in Orlando. There is something for everyone to do here, whether it's shopping for antiques, enjoying the outdoors, or just sitting on your front porch enjoying an evening breeze. Relocate here and enjoy the Southern lifestyle while maintaining your professional credentials with an advanced nursing position at St. Joseph's No Mercy Hospital! Recruitment/Relocation Incentives: Incentives may be authorized for highly qualified candidates who possess unique skills and abilities. Sample interview question: Category: Stewardship You notice that the HCHAPS scores have been slowly declining over the last few months. The trend is most obvious in the questions related to toileting and pain relief. Describe a brief plan for improving the trend for one of the categories. The community needs health education and information. STAR Educate community about common health topics, diseases, immunizations, and medications An event which helps educate the community and builds trust with health care providers. Advertise and hold a “FAQ” session with a physician, pharmacist, and nurses. Reflections Although this course has brought some negative feelings to the surface about my feelings for "leaders" in my current employment, it has given me ideas about how I can be a better leader. Working on the projects and assignments in this course has helped show me what it takes to change even the smallest process in a large organization, and has provided me with some basic tools to go about initiating change in an organized and systematic fashion. References American Association of Colleges of Nursing. (2015, March 16). Nursing Faculty Shortage Fact Sheet. Retrieved July 29, 2015, from aacn. nche. edu: www. aacn. nche. edu/media-relations/Faculty. Shortage. FS. pdf American Sentinel University. (2014, May 29). Leadership skills for nurse managers: Personal empowerment. Retrieved August 3, 2015, from americansentinel. edu: http: //www. americansentinel. edu/blog/2014/05/29/leadership-skills-for-nurse-managers-personal-empowerment/ Finkelman, A. (2012). Leadership and managemnt for nurses: Core competencies for quality care. Upper Saddle River: Pearson. Frandsen, B. (2014). Nursing leadership: Management & leadership styles. Retrieved August 1, 2015, from aanac. org: http: //www. aanac. org/docs/whitepapers/2013 -nursing-leadership---management-leadership-styles. pdf? sfvrsn=6 Gleason, K. , Brake, H. , Agramonte, V. , & Perfetti, C. (2012). Medications at transitions and clinical handoffs: Toolkit for medication reconciliation. Rockville: Agency for Healthcare Research and Quality. Greenwald, J. L. , Halasyamani, L. , Greene, J. , La. Civita, C. , Stucky, E. , Benjamin, B. , et al. (2010). Making inpatient medication reconciliation patient centered, clinically relevant, and implementable: A consensus statement on key principles and necessary first steps. Journal of Hospital Medicine , 5 (8), 477 -485. Lovell, V. (2006). Solving the nursing shortage through higher wages. Washington D. C. : Institute for Women's Policy Research. Mason, D. J. , Isaacs, S. L. , & Colby, D. C. (2011). The nursing profession: Development, challenges, and opportunities. San Francisco: Jossey-Bass. Owens, K. (2011). The HCAHPS Imperative for Creating a Patient-Centered Experience. Pensacola: Baptist Leadership Group. Rice, C. (2013, June 24). Healthcare Workers Dissatisfied with Stagnant Pay Raises. Retrieved July 29, 2015, from Health. Leaders Media: healthleadersmedia. com/page-4/HR-293563/Healthcare-Workers-Dissatisfied-with-Stagnant-Pay-Raises Sherman, R. O. (2013, April). Manager impact on staff engagement. Retrieved August 2, 2015, from emergingrnleader. com: http: //www. emergingrnleader. com/manager-impact-on-staff-engagement/ Sherman, R. O. (2012). What followers want in their nurse leaders. American Nurse Today , 7 (9), 1 -10. Steeb, D. , & Webster, L. (2012). Improving care transitions: Optimizing medication reconciliation. Retrieved July 15, 2015, from pharmacist. com: http: //www. pharmacist. com/sites/default/files/2012_improving_care_transitions. pdf The Joint Commission. (2015). National patient safety goals effective January 1, 2015. Retrieved July 15, 2015, from jointcommission. org: www. jointcommission. org/assets/1/6/2015_NPSG_HAP. pdf University of Michigan Health System. (2012, October 17). Help make our health system quieter: Enhance the ideal patient care experience. Retrieved August 2, 2015, from umhsheadlines. org: https: //www. umhsheadlines. org/2012/10/help-make-our-health-system-quieter-enhance-the-ideal-patient-careexperienceutm_sourcehshutm_mediummailutm_campaignhelp-make-our-health-system-quieter-enhance-the-ideal-patient-care-experienc/ Wood, D. (2014, December 23). The Latest Nurse Salary Trends Show No Gain. Retrieved July 29, 2015, from Nursezone. com: www. nursezone. com/Nursing-News-Events/The-Latest-Nurse-Salary-Trends-Show-No-Gain_42406. aspx Workforce Prescriptions. (2015, August). Individual Operational Effectiveness Scorecard. Retrieved August 3, 2015, from workforcerx. org: www. workforcerx. org/oes? hid=100290