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 Launched in Nov. 2010 in response to the Institute of Medicine report “The Future of Nursing: Leading Change, Advancing Health”  Involves state-led.

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Presentation on theme: " Launched in Nov. 2010 in response to the Institute of Medicine report “The Future of Nursing: Leading Change, Advancing Health”  Involves state-led."— Presentation transcript:

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2  Launched in Nov in response to the Institute of Medicine report “The Future of Nursing: Leading Change, Advancing Health”  Involves state-led action coalitions that are currently in 48 states.  Primary objectives: › Strengthening nurse education and training › Enabling nurses to practice to the full extent of their education and training. › Advancing interprofessional collaboration to ensure coordinated and improved patient care. › Expanding leadership ranks to ensure that nurses have a voice on management teams, in boardrooms and during policy debates. › Improving health care workforce data collection to better assess and project workforce requirements.

3  IOM Report Recommendation 2: Expand opportunities for nurses to lead and diffuse collaborative improvement efforts  IOM Report Recommendation 7: Prepare and enable nurses to lead change to advance health.  NDAC Goal: Increase development of leadership challenge skills through seven model statewide leadership programs: nursing students, front-line nurses, community nurses, advanced practice nurses, chief nursing officers, nurse researchers and professional nursing organizations

4 IOM Report Key Message 3: Nurses should be full partners with physicians and other health professionals, in redesigning health care in the United States. Where is North Dakota on this?

5 Leadership skills must be learned and mastered over time and these skills should be introduced starting in school.  University of Mary Harold Schafer Emerging Leaders Academy University of Mary Harold Schafer Emerging Leaders Academy  Jonas Nurse Scholar Program- Doctoral Students (currently at NDSU) Jonas Nurse Scholar Program- Doctoral Students (currently at NDSU)  National Student Nurses Association (NSNA) online Leadership University National Student Nurses Association (NSNA) online Leadership University

6 All members of a health care team must hold each other accountable for the team’s performance, nurses must be equipped with the communication, conflict resolution and negotiating skills necessary to succeed in leadership and partnership roles.  Wisconsin Leadership Academy Wisconsin Leadership Academy  American Association of Critical Care Nurses Hospital- Based Nurse Leadership Program American Association of Critical Care Nurses Hospital- Based Nurse Leadership Program  Integrated Nurse Leadership Program- Gordan and Betty Moore Foundation Integrated Nurse Leadership Program- Gordan and Betty Moore Foundation  Michigan Institute of Nursing Excellence Michigan Institute of Nursing Excellence  Wyoming Nurse Leadership Institute Wyoming Nurse Leadership Institute  Virginia 40 under 40 Awards Virginia 40 under 40 Awards  Sigma Theta Tau International Leadership Academy Sigma Theta Tau International Leadership Academy  Organization of Nurse Leaders- Massachusetts/Rhode Island Organization of Nurse Leaders- Massachusetts/Rhode Island

7 Nurses working in the community must assume the role of social change agent and learn to expect the unexpected. Bush Fellowship Program University of Virginia Public Health Nursing Leadership

8 Although Chief Nursing Officers are typically a part of the hierarchical decision-making structure and have authority and responsibility for the nursing staff, they need to move up in the reporting structure in order to contribute to key decisions.  Wyoming Nurse Leadership Institute Wyoming Nurse Leadership Institute  Kaiser Permanente Nursing Leadership Institute Kaiser Permanente Nursing Leadership Institute  Colorado Long Term Care Leadership Development Colorado Long Term Care Leadership Development  Leadership Education and Development Series-National Rural Health Resource Center Leadership Education and Development Series-National Rural Health Resource Center  Fellows Program in Management for Nurse Executives at Wharton Fellows Program in Management for Nurse Executives at Wharton  Robert Wood Johnson Foundation Executive Nurse Fellows Program Robert Wood Johnson Foundation Executive Nurse Fellows Program  AONE/AACN Nurse Manager Leadership Partnership AONE/AACN Nurse Manager Leadership Partnership  ND CAH DON Mentorship Program ND CAH DON Mentorship Program

9 Nurse researchers must develop new models of quality care that are evidence- based, patient centered, affordable and accessible to diverse populations. AACN Leadership for Academic Nursing  Nurse Faculty Leadership Academy Nurse Faculty Leadership Academy  NLN Academy of Nurse Educators NLN Academy of Nurse Educators

10 Nursing organizations must continue to collaborate and work hard to develop common messages, including visions and missions with regard to their ability to offer evidence-based solutions for improvement in patient care.

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12 Leaders for today and tomorrow!

13  What are the common traits that leaders exhibit?  Personal best leadership activity Think of a time you were at your best as a leader…. When did this occur? Who was involved? What challenges did you face?

14 “…. The art of mobilizing others to want to struggle for shared aspirations Kouzes and Posner “The Leadership Challenge”

15 1. Model the way 2. Inspire a shared vision 3. Challenge the process 4. Enable others to act 5. Encourage the heart

16 CLARIFY VALUES: Find your voice and affirm shared ideals SET THE EXAMPLE Align your actions with shared values

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18 NORMSCHARACTERISTICNORMSCHARACTERISTIC 89Honest25Cooperative 71Forward-looking25Courageous 69Inspiring25Determined 68Competent22Caring 48Intelligent18Loyal 39Fair-minded17Imaginative 36Straightforward16Ambitious 35Broad-minded15Mature 35Supportive10Self-controlled 34Dependable4Independent 18

19  TRUSTWORTHINESS  EXPERTISE  DYNAMISM

20  Trustworthiness/ Honest  Expertise/Competence  Dynamism/Inspiring  Vision/Forward looking

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22  DWYSYWD

23  Leadership is a relationship between those who aspire to lead and those who choose to follow. The quality of that relationship determines success or failure.

24  Set the example by aligning actions and shared values  What are your values?  What will you do today to live out your values?

25  ORGANIZATION TEAM PERSONAL

26  ANA Code of ethics  Fiscal responsibilities  Value of lifelong learning  Role model/mentor for future nurses  ??????????

27  ENVISION THE FUTURE: Imagine exciting and ennobling possibilities  ENLIST OTHERS: in a common vision by appealing to shared aspirations

28  Looks ahead and communicates future  Describes ideal capabilities  Talks about vision of the future  Shows others how their interests can be realized  Paints “big picture” of group aspirations  Communicates purpose and meaning

29  A vision is an ideal unique image of the future for the common good.  Comes from the heart

30 “If you want to build a ship, don’t herd people together to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea” Antoine de Saint-Exupery Enlist others in a common vision by appealing to shared aspirations. Breathe life into your vision.

31 1. Health care reform 2. North Dakota Action Coalition 3. Magnet status 4. Patient care – family help

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33  SEARCH FOR OPPORTUNITIES by seizing the initiative and by looking outward for innovative ways to improve  EXPERIMENT AND TAKE RISKS by constantly generating small wins and learning from experience

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36 Generate small wins Create an environment of change Learn from experience

37  Break it down  Keep it simple  Make a model  Do the easy stuff first  Accumulate “yesses”  Experiment  Give feedback  Celebrate

38  Evidence based practices  Health care reform  Professional standards  Organizational changes  New and innovative approaches for problems  ???????

39 Leadership is the art of MOBILIZING OTHERS

40  FOSTER COLLABORATION by building trust and facilitating relationships  STRENGTHEN OTHERS by increasing self- determination and developing competence.

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43 How do you break trust? (powerless)

44  CONFIDENCE  COMPETENCE In the “FLOW”

45  Preceptorships; mentoring  Identify prospective leaders and develop them either formally or informally  Provide coaching on clinical issues  Delegate authority to make decisions and implement them  Identify and leverage others strengths

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47 3x_RRJdd4

48  Recognize contributions by showing appreciation for individual excellence  Celebrate the values and victories by creating a spirit of community Leadership is the art of mobilizing others to WANT TO STRUGGLE…….

49  Praise people  Encourage others  Provides support and appreciation  Publicly recognizes alignment with values  Celebrates accomplishments  Creatively recognizes people

50  GENUINE AND MEANINGFUL

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52 Feedback Listening and acting Organizational culture ?????

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54  A PROCESS – 10,000 HOURS TO MASTERY

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