Nurse Leader RSS feed: Current Issue. Nurse Leader provides the vision, skills, and tools needed by nurses currently in, or aspiring to, leadership positions. The bimonthly journal provides nurses with practical information in an easy-to-read format - offering the knowledge they need to succeed. It pulls together insights from a broad spectrum of successful management and leadership perspectives and tailors the information to the specific needs of nurses. Columns include The Coaching Forum and Lessons Learned. http://www.nurseleader.com/?rss=yesElsevier Inc.en © 2012 Published by Elsevier Inc. All rights reserved. Nurse Leader1541-4612102April 2012 © 2012 Published by Elsevier Inc. All rights reserved. healthpermissions@elsevier.comhttp://www.nurseleader.com/article/PIIS1541461212000353/abstract?rss=yesTable of Contents10.1016/S1541-4612(12)00035-3Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-822http://www.nurseleader.com/article/PIIS1541461212000298/abstract?rss=yesWe at Nurse Leader are delighted to celebrate our 10th year of publication in 2012! We have consistently offered sound policy, administrative, clinical, and financial guidance for nurse executives. As we enter our second decade of publishing, we hope to continue to inspire and inform nurses at all points on the leadership spectrum.Nurse Leader Celebrates 10 Years!Roxane Spitzer, the Nurse Leader staff10.1016/j.mnl.2012.02.001Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Columns66http://www.nurseleader.com/article/PIIS1541461212000286/abstract?rss=yes As we embark on various versions of professional practice models, identifying a single framework and platform that is consistent across nursing seems inevitable. Ultimately, that structure requires nursing and management staff to act as professionals who combine all the elements of their profession to carry out their work.Professionals First!Roxane Spitzer10.1016/j.mnl.2012.01.004Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Editorial88http://www.nurseleader.com/article/PIIS1541461211003181/abstract?rss=yes When you become a leader, you bring a multitude of experiences and capabilities that you are sure will support you as you assume new responsibilities. Even though you anticipate that you certainly do not know it all, you have a certain level of confidence that you will be able to figure things out as they evolve. Probably, for the most part, that will be true. There will be wins, but there will also be losses—losses that might be categorized as bad experiences.Redefining a Bad ExperienceKatherine Vestal10.1016/j.mnl.2011.12.004Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Lessons Learned1011http://www.nurseleader.com/article/PIIS1541461211003168/abstract?rss=yes Ilike to think of Nurse Leader as a highly focused vehicle for learning, and in this way, it is not unlike coaching. As this magazine's second decade begins, I am so happy to say that coaching, too, has come of age. Nurse leaders and healthcare's other stewards are seeking and using coaching to full advantage and in ways that were far from common when Nurse Leader began.Coaching Comes of AgeCatherine Robinson-Walker10.1016/j.mnl.2011.12.002Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8The Coaching Forum1213http://www.nurseleader.com/article/PIIS1541461211003193/abstract?rss=yes Laura Caramanica is the chief nursing officer (CNO) for WellStar Kennestone Hospital, a 633-bed flagship tertiary care facility of WellStar Health System. She is a member of the senior administrative team and as such is involved in the system-wide initiatives in collaboration and partnership with the system CNO and other organizational-based CNOs. She is also responsible for directing clinical nursing practice to achieve the highest quality of patient care and foster a “best of class” clinical practice environment. Caramanica develops and articulates a vision for nursing and patient care services by translating strategic goals into tactical plans for nursing and other clinical areas. Laura J. Caramanica, PhD, RN, CENP, FACHERobert L. Dent10.1016/j.mnl.2011.12.005Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Leader to Watch1416http://www.nurseleader.com/article/PIIS1541461212000316/abstract?rss=yesAONE Updates Diversity Guiding Principles and Toolkit10.1016/j.mnl.2012.02.003Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8American Organization of Nurse Executives1821http://www.nurseleader.com/article/PIIS154146121100320X/abstract?rss=yes Chief nursing officers (CNOs) are described as the “primary architects” of nursing practice and patient care environments. They are the common voice for nursing in healthcare organizations and require a specific set of executive competencies. The American Organization of Nurse Executives developed a set of CNO competencies that focus on four core areas: communication and relationship management, professionalism, business skills and principles, and knowledge of healthcare environment. CNO effectiveness depends on the kind of relationships they create in their organization between leaders and followers. Developing good followership relationships that build on motivation rather than control is important. A balance of power between leaders and followers creates a culture of trust and openness. Learning How to Dance: Courageous Followership: A CNO Case StudyJoyce Batcheller10.1016/j.mnl.2011.12.006Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features2224http://www.nurseleader.com/article/PIIS1541461211003417/abstract?rss=yes Nurses rank staffing as their biggest problem. Research shows inadequate staffing may be associated with poorer patient outcomes, longer lengths of stay, and increased mortality. At least 15 states plus the District of Columbia have enacted legislation or adopted regulations to address nurse staffing. To examine the association between registered nurse (RN) staffing and patient outcomes, a meta-analysis study shows an association between correct RN staffing and lower odds of hospital-related mortality and adverse patient outcomes. This article addresses how nurse leaders may build the business case for acuity-based staffing by leveraging existing technologies. Building the Business Case for Acuity-Based StaffingRobert L. Dent, Pamela Bradshaw10.1016/j.mnl.2011.12.008Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features2628http://www.nurseleader.com/article/PIIS1541461211003211/abstract?rss=yes Wondering where to begin to improve outcomes in patient satisfaction and nurse manager engagement? How about the middle manager! The nurse manager position most often represents the point in the organizational structure where the greatest pressure is directed from both leadership (above) and direct care staff (below). Positional authority is often moderate, at best, and in many organizations, the position is underrecognized and underrespected for the critical role in achieving organizational outcomes. Leader to Patient Program: Bringing the Clinical and Leadership Domains TogetherCole Edmonson10.1016/j.mnl.2011.12.007Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features3033http://www.nurseleader.com/article/PIIS1541461211003429/abstract?rss=yes Direct care nurses in tertiary and quaternary healthcare settings face constant workplace stressors as a result of increased patient acuity, rapid change, technological advances, and burgeoning cognitive, physical, psychological, and emotional demands. A variety of options for mitigating nurses' workplace stress are available to nurse leaders (given their availability in the respective setting), including critical incident stress management, therapeutic support groups, employee assistance programs, and psychological debriefing. Supporting Nurses Through Critical Practice Incidents: The Nurse Advocate RoleJune Marshall, Cindy Zolnierek10.1016/j.mnl.2011.12.009Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features3434http://www.nurseleader.com/article/PIIS1541461211003430/abstract?rss=yes Midland Memorial Hospital, a 220 operating bed, acute care facility has been on the journey to achieve Pathway to Excellence™ and Magnet™ designation in a quest to provide excellence in patient outcomes. Lavoie-Tremblay et al. identified employee empowerment as an essential component in achieving excellent patient care outcomes, as well as recruiting and retaining quality nurses. The question arises then, how do you attain employee participation and ultimately empowerment? This facility achieved employee empowerment through shared governance, engagement, education, leadership at the bedside, and retention. Attaining Employee EmpowermentLynda Sanchez, Laura Cralle10.1016/j.mnl.2011.12.010Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features3840http://www.nurseleader.com/article/PIIS1541461211002060/abstract?rss=yes The complaint has been heard much too often that conventional meetings do a little about a lot, but not much about anything. They are said to consume far too much time, lack sufficient closure, and are a common source of frustration. Only rarely do they generate a positive return on investment when it comes to the use of human capital. It is not too surprising then, that over the years, the word meeting has earned such an unfavorable reputation, being variously described as boring, unproductive, and not a particularly good use of valuable time; a rather disappointing description for such a common and ubiquitous management practice. Healthcare organizations (HCOs) are not exempt from either the frequency of meetings or from the associated negative preconceptions. In fact, because HCOs involve the daily interaction of so many different professions, meetings in general (both inter- and intraprofessional) consume just as much, if not more, staff time than they do in most other types of organizations. The Blitz Meeting: A Leaner AlternativeLes MacLeod10.1016/j.mnl.2011.07.012Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features4244http://www.nurseleader.com/article/PIIS1541461211002084/abstract?rss=yes “You want to add one more thing to my day?” “Discharge calls” brings a mixture of comments and emotions from nurses. Some feel it's important to follow up with patients; others feel that it is “just being nice” or “the patients in bed are my patients.” Yet today's patients are going home earlier, with folders of information, and usually unclear of the education provided. Although patients want to go home, they are often anxious. If they do not understand their treatment and medications, their health could be compromised. Discharge calls provide an opportunity to make the transition to home better and improve the patient experience. Discharge Calls: How One Call Can Make the Difference for Patients, Families, and ReimbursementSandra Kay Rush10.1016/j.mnl.2011.07.014Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features4545http://www.nurseleader.com/article/PIIS1541461211002072/abstract?rss=yes Effective communication remains one of the primary barriers when working to ensure safe, consistent, and excellent patient care. Leaders are often left feeling as though they are playing a game of “telephone” in which the message at the end of the communication process is nothing like the message that was sent out in the beginning. Structure Strengthens Nursing CommunicationBrenda K. Baird, Amy Funderburk, Maria Whitt, Patsy Wilbanks10.1016/j.mnl.2011.07.013Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features4848http://www.nurseleader.com/article/PIIS1541461212000304/abstract?rss=yes On November 8, 2011, the Institute of Medicine (IOM) released “Health IT and Patient Safety: Building Safer Systems for Better Care,” an important report on the safety of health information technology (HIT) being used in health care organizations across the country. The authors acknowledged that while HIT can move the industry forward in quality, safety, and value, it is not without risks. They went on to highlight what others have reported: some of these risks are specific to the HIT itself. Safety of Health Information Technology: New Report from the Institute of MedicineLinda Harrington10.1016/j.mnl.2012.02.002Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Features5052http://www.nurseleader.com/article/PIIS154146121200002X/abstract?rss=yes It seems just a few years ago—surely not 40 years ago—that I decided that teaching math and music might not bring in the cash reserves that nursing had in store for me. I came from a family of caring professionals, especially a hard-working and loving mother who encouraged me to take a 60-hour certified nursing assistant course with her in the summer after I finished high school, which began my unwritten and unbelievable future. Sage alert! We both worked at the local hospital in our cute white shirts and aqua pinafores. RNs, especially LPNs, encouraged me and (illegally) allowed me to perform those special tasks. Elder nursing assistants guided me and showed me how it was all done. Sage alert!Sages Before and ForeverVerena Briley Hudson10.1016/j.mnl.2012.01.001Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Sage Advice5656http://www.nurseleader.com/article/PIIS1541461212000468/abstract?rss=yes NameLaura J. Caramanica, PhD, RN, CENP, FACHE10.1016/S1541-4612(12)00046-8Nurse Leader 10, 2 (2012)2012-04-01Nurse Leader2012-04-01102S1541-4612(12)X0002-8Leader to WatchE14E14