By Rose O. Sherman, EdD, RN, NEA-BC, FAAN
A young leader talked with me about the feedback she received on an all-employee survey. While her staff was not dissatisfied with her leadership, they indicated that she is not visible. The leader is frustrated with trying to be “all things to all staff.” She has a span of control of almost 100 staff across two units – one small and one very large. Her challenge is not unique. Like many managers, she struggles with a large span of control and increasing responsibilities related to a variety of performance measures linked to value-based purchasing initiatives.
The dilemma is that we know from generational research, younger Millennial and Generation Z nurses want leaders who are accessible to them and will coach them. They often have little understanding of the broad scope of the manager’s responsibilities. No one wants to be led by someone who rarely, if ever, comes out of their office. Visibility in leadership matters. Wise leaders work to incorporate visibility into their daily routines using strategies such as the following:
1. Purposeful Leadership Rounding
Purposeful nurse leader rounding on patients has quickly become a best practice in hospitals throughout the United States. When done well, rounding can have a positive direct impact on both patients and staff. It has been shown to improve both patient and staff satisfaction. It is an organized way for nurse leaders to be visible in their areas of responsibility. This can lead to an openness with staff that will build trust and facilitates communication. As a leader, you will learn what is working well on your unit and department and where there may be a need for improvement. It provides an excellent opportunity to scan the environment for equipment and supply issues that concern staff. Nurses sometimes have the impression that when times get tough – their leaders withdraw. That is why consistency in rounding is so essential and should be a regular part of every leader’s schedule.
2. Nurse Manager 5 Minute Huddles
There is so much change in today’s environment that nursing staff can become quite anxious if a nurse manager isolates him/herself in their office. Brief daily huddles can be a great way to update the team on changes. How leaders use language to frame people, situations, and events has significant consequences for the way individuals make sense of the world and their actions. Not all nurse leaders think about this when they communicate, but it is crucial, especially during turbulent times that we are now experiencing in health-care. The response of leaders to change or turbulence has a powerful effect on their staff. Leaders who remain calm, truthful, and optimistic in their communications help to prevent the spread of misinformation and reduce staff anxiety. The words and non-verbal behaviors of leaders can be compelling positively or negatively.
3. Open Your Office Door and Be Approachable
Leaving your office door open at least some of the time sounds like an obvious strategy but one that is often not used. Nurse managers often worry that they will experience constant interruptions if they leave the door open. My own experience as a leader has been that if you do this, often – staff are respectful of your time. Having the office door open is not enough; you must also appear approachable to the team, so if they do want to talk with you, there is an openness to it.
© emergingrnleader.com 2020
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