Emerging Clinical Nurse Leaders and Motivating Staff  -  2 Nursing CEs

Author: Kristi Hudson RN MSN CCRN

Written On: 12/09/06

Updated: September 28, 2009

Course Description

 This course is designed to assist nursing leaders to recognize and develop the leadership potential of the clinical nurse. Focus will be placed on first understanding the different generations of nurses that make up the average nursing department. The goals of developing front line leadership which includes building manager skills, building the talent pool, emerging clinical leaders and leveraging potential will also be presented. The ability to motivate staff to participate in the organizational and departmental goals as well as a discussion regarding the importance of shared governance will be the final focus of this course.

Course Objectives

Upon completion of this course the student will be able to:

• Differentiate the major characteristics of the baby boomers and members of generation X, Y, Z.
• Understand the importance of having strong managerial skills in order to effectively emerge clinical leaders.
• State 3 effective methods for building a strong talented nursing team.
• Explain the importance of hardwiring expectations in order to emerge clinical leaders.
• Be able to identify 3 traits from the employee who is likely to derail the process of emerging clinical leaders.
• Explain the importance of “leveraging potential” in order to keep clinical leaders engaged.
• List 3 interventions to assure staff remains motivated.
• Describe “shared governance”.

The Generations of Nursing (Who exactly are we working with?)

• In 2005 the work force has finally tipped with more generation X and generation Y then baby boomers.
• This means that there are currently “two” experienced employees leaving the workforce for every “one” inexperienced employee who is entering.
• 10,000 Baby Boomers are turning 55 everyday.
• As this generation retires there will be a shift in work place norms.

Is Your Staff Engaged?

Before plans can be developed and implemented to emerge clinical nurse leaders and motivate staff members, there are several things that nurse leaders must consider. Take a minute to think about the nurses currently working in your department, and consider two things; first what is generation mix of the department (there are usually 3 different generations working together [baby boomers, X and Y]), and second; what is their level of “engagement”. Regarding the level of engagement; most work forces can be divided into the following three categories:

§                     Engaged –employee’s who are loyal and productive (26%).

§                     Not Engaged –employee’s just putting in their time (55%).

§                     Disengaged –employee’s who are unhappy and spreading their discontent to whoever will listen (19%).

Basic Differences in the Generations

Emerging Clinical Nurse Leaders:

Developing Frontline Leadership:

There are four primary goals that are required in order for nurse managers to successful emerge frontline leadership.

STEP # 1(Building Managers Skills):

Relinquishing power in order to develop clinical nurse leaders is often something that nurse managers fear. In order to be successful, nurse managers must acknowledge these fears and develop methods to overcome these barriers. The following is a list of common fears that nurse manager may face:

1. Fear of Failure - Giving “true” leadership and accountability to staff members may make the manager feel there is a greater possibility for failure. Some managers still believe that if they want something done right, they need to do it themselves.

Overcoming This Barrier:

• Hardwire checkpoints with staff to check and clarify expectations.
• Create mentoring and coaching opportunities.
• Involve and engage stakeholders (senior leaders).

2. Fear of Invisibility – Allowing staff to assume a greater leadership role can mean that a manager becomes more distant from the unit work. Staff will now be receiving praise and recognition that formerly went to the manager. This can be a difficult adjustment.

Overcoming This Barrier:

• Look beyond immediate recognition and embrace a higher sense of purpose.
• Identify areas of personal growth for yourself.
• Create a sense of satisfaction in the success of the entire team.
• Involve senior leader in celebrating unit successes.
• Step up for higher level responsibilities.

3. Fear of Obsolescence – Nurse Managers typically feel the need to motivate and help others. As staff becomes more independent, managers may feel less needed which can prove to be somewhat de-motivating.

Overcoming This Barrier:

• Recognize that greater value is provided in planning the future rather then managing crisis.
• Leverage time and intellectual capacity to development of unit leaders.
• Create a sense of satisfaction in the success of the entire team.
• Actively seek involvement in higher level initiatives.
• Identify strategies and opportunity to market unit leaders to senior leaders.

4. Fear of Chaos – Nurse Managers who are driven by perfection and order; may find it difficult to delegate work. While staff may come to the same outcome as the manager, the process of getting there is likely to be different.

Overcoming This Barrier:

• Set and communicate expectations.
• Clearly delegate ownership over work terrain.
• Allow room for some variation in project approach and task execution.
• Seek support identifying areas of your own portfolio that can be delegated.

5. Fear of Losing Power – By virtue of their accomplishments, clinical nurse leaders will gain power. This can create a counterforce and an informal power structure in the department that may prove a significant challenge for nurse managers.

Overcoming This Barrier:

• Consult with informal leaders on a regular basis.
• Foster an environment of constructive feedback and dialogue.
• Identify hospital wide opportunities that provide unit leaders formal and structured responsibilities.

6. Fear of Support Failure – Creating an entire culture of leadership in a department requires continued follow-up. If a manager creates leadership opportunities that are not supported by senior leadership the nurse manager may have to backtrack and reconsider promises and plans.

Overcoming This Barrier:

• Foster opportunities for unit leaders to gain visibility with senior leaders.
• Fully utilize existing career development channels (hospital wide clinical ladders).
• Identify leadership development as a key priority for your area of oversight.
• Identify the needs for additional support and resources for success.

7. Fear of Going Unrewarded – Typical performance evaluations for nurse managers often do not take into consideration the development of frontline leadership. This can cause a misalignment between developing leadership and manager’s rewards.

Overcoming This Barrier:

• Establish leadership development goals for yourself.
• Focus on intrinsic rewards afforded by developing leaders (more time, successful outcomes, the pleasure of watching someone else succeed).
• Express desire to be held accountable for unit based leadership development.
• Work with senior leaders to develop a metrics for measuring personal success.

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