3/17/2015. Carmel A. McComiskey DNP, CRNP, FAANP

Transcription

1 Overview Friday: 3:40-4:40 Principles of Leadership: Journey to a satisfying career Melnic Consulting Group NAPNAP 2015 March Las Vegas, NV Why do leadership skills matter? 5 key components to leadership Transition to practice: What leadership skills impact your journey from RN to PNP Chart the course: What leadership skills impact your journey through career development Melnic Consulting Group will facilitate a panel of hospital and clinic based nurse practitioners with both formal and informal leadership experience to share their stories and answer questions. Whether you are a new grad or an experienced nurse practitioner, work in a hospital or a clinic, you will benefit from this discussion on how to build leadership skills to impact your environment and ultimately your success and satisfaction in your career. We cannot achieve high quality patient care without leadership skills Why do we need leadership skills? Communication Skill Goals Setting Building your Brand Conflict Resolution What leadership skills are necessary for new grad PNPs to transition to practice. What does it take to align with the department/ organization, empower, motivate, encourage, serve, collaborate, and inspire? What skills, internal processes, and external need to develop confidence, Decision Making Skills Chart the Course Chart the course: What leadership skills impact the journey of a PNP throughout their career. What skills do they need to create opportunities for professional development: Consulting, faculty, leader within associations, quality initiatives, research, programs, procedures, and process improvement? How does an DNP impact future? opportunities? How do PNPs influence RNs, peers, physicians and nurse leaders to provide high quality, innovative, and cost efficient solutions to achieve excellent patient care. Introduction Carmel A. McComiskey DNP, CRNP, FAANP cmccomiskey@umm.edu Director, Nurse Practitioners and Physician Assistants University of Maryland Medical Center 1

2 Introduction 1. Why do Leadership (informal and formal) skills matter? Carmel McComiskey We will focus on the value of addressing issues, bring others along, build a brand, achieving goals, and building good communication skills. Jennifer Alden Mauney MSN, CPNP-AC jamauney@texaschildrens.org Assistant Director of Advanced Practice Texas Children s Hospital 1. Build your brand by building Trust: through consistency, honesty and humility you can increase your opportunities to lead, make suggestions and drive change. Internal Identify the characteristics and behaviors that you value in specific people Start to defineyour personal brand - What characteristics do you want to be known for or identified with? Patience 5 Key Components to Informal Leadership Develop and practice your promise Write it down Periodic selfreflection Seek and acknowledge feedback Building your brand buy building trust External Strategies Acknowledgethe perceptions Seek mentors Protect your image Be present Promote and protect your brand Be a mentor Stay authentic Kevin L. Letz DNP, FNP kletz@lpch.org #2 Component of Leadership Director Advanced Practice Lucile Packard Children s Hospital 2. Communication #2 Component of leadership During times of change, disruption causes loss of confidence. When new processes are developed or implemented, communication is critical. Consistent communication can reduce stress and build trust. Words of encouragement and support empower others during this process. 2

3 #3 Component Leadership Julie Tsirambidis CNP 3. Conflict Resolution Strategies Director Advanced Practice Akron Children s Hospital Internal Identifypeople who you can turn to for help. Do not judge yourself, be patient with yourself, do not compare yourself with others. Build your brand, trust, and communication skills to effectively position yourself to initiate change and respond to conflict. #3 Conflict Resolution Conflict Resolution External Lean on and learn from others during your transition to building your brand, trust, and communication skills. When conflict arises, turn to your support structure to discuss the issue and strategies for resolution. When conflict arises use these assets to effectively address the issue Identify your goal and the stakeholders, build a strategy map, include engagement of stakeholders, get buy-in, collectively build a roadmap for change. Enroll in a leadership program of sort-read a lot of books! The Vital Principles Adopt the Right Mind-Set Directly address don t dwell Discuss concerns don t gossip Meet face to face don t electronically communicate 5 Steps of Effective Conflict Resolution 1. Affirm the relationship 2. Genuinely seek to understand 3. Lovingly seek to be understood 4. Own the responsibility & sincerely apologize 5. Seek agreement Adapted from the book Conflict Resolution a LIFE Leadership Essentials Series #4 Component of Leadership Lindy Moake MS, RN, CPNP-AC,PCCNP LINDY.MOAKE@childrens.com Manager Advanced Practice Heart Center Children s Medical Center, Dallas 4. Achieve your goals: how to influence. Start with your goal and build a roadmap including milestones and tasks. Effectively plan and execute on strategies. Goals launch the performance journey Internal Discuss strengths and weaknesses Narrow your goals into manageable and realistic, short and long term SMARTGoal: specific, measurable, action oriented, results oriented, time sensitive Align individual and group goals with larger organization Share vision: Meet regularly with team Productive and foster collegiality and creative exchange of ideas Allow employees to provideinput and ideas how to help achieve personal and organizational goals 3

4 Goals a path to Leadership Goals should address both business results and personal development External Discussopportunities and threats Employee engagement Employees must be able to do the work and sufficienttime to meet the milestones Tools and equipment to do theirjob Opportunity to learn and grow; Reasonable not demoralizing Share vision: Specific and challenging goals lead to better task performance than vague easy goals-do not be afraid to challenge Recognize employees for accomplishments Offer guidance and coaching Decision Making Stone Suzette, MSN, MDiv,PCNP-BC, RN, CPHON suzette.stone@gmail.com Assistant Director of Advance Practice Providers, Acute Care Texas Children's Hospital Decision Making Resources Primary Care Perspective Personal Skills Gigi Guru, DNP CPNP Organizational Savvy Decision Making Professional Resources gfg@duke.edu Patient Centered Medical Home Influential Relationships 4

5 Primary Care Perspective Purpose Driven Intuitive In search of Excellence Heroic Lifelong Learner Empathetic Resilient Advocate Decisive New Grad CPNP Seasoned Autonomous CPNP Recognize your value already Patients-with a commitment to Mentor and/or precept health promotion, prevention and Evolve in your art and science of Leadership and education you bring patient Personal development (EI centered nursing perspective to the challenges of vulnerable population and personal awareness/insight) US Healthcare crisis-commitment to Quality Improvement Participate Research triple aim PhD/DNP/DNS Current/future physician PCP Champion innovations/lead shortage: Collaborative practice teams where best of Nursing and Medical PCMH recognition disciplines blend compliment strengths Political advocacy Child health Lead other nurses Primary and staff: Care RN, Perspective Role PNP LPN, LC Supportive but be certain to showcase it with competency and professionalism Leadership Impact of DNP Goal is to improve patient outcomes/ population health by translating research knowledge into practice (EBP) 1. Ask clinical question 2. Critically appraise relevant and best evidence 3. Integrate evidence with clinical expertise, & pt. pref & values in making practice decision or change 4. Evaluate practice change 5. Disseminate Innovation & change expert overcome barriers (knowledge, Leadership Impact of DNP attitudes, behaviors) You ALL are Leaders! Summary Nancy Roberto CPN, MSN Nancy.Roberto@cchmc.org Clinical Director Advanced Practice Registered Nurse Center for Professional Excellence Department of Patient Services Cincinnati Children s Medical Center Summarize informal leadership: Journey to a satisfying career The worst thing you can do is fail to grow Be real Be whole Be innovative (2014, Friedman) Practice Roll up your sleeves Listen Look in the mirror Put your heart and soul into what you do (2015, Roberto) 5

6 Know what matters Be Real Embody values consistently Align actions with values Convey values with stories Envision your legacy Hold yourself accountable (Friedman, 2014) Clarify expectations Help others Build supportive networks Be Whole Apply all Manage boundaries intelligently Weave disparate strands (Friedman, 2014) Focus on results Be Innovative Resolve conflicts among domains Challenge the status quo See new ways of doing things Embrace change courageously Create cultures of innovation (Friedman, 2014) Summary Try to be kinder to others and to yourself (Friedman, 2014) To get respect from others, one must first give respect to others (Fortune Cookie, P. F. Chang s, 2015) Thank you! Thank you, Melnic Consulting Group (800)