By Rose O. Sherman, EdD, RN, NEA-BC, FAAN
For years, nurse leaders never thought much about teamwork. It seemed like such a natural part of nursing. Over the past couple of years, nurse managers have seen changes in how many younger nurses view teamwork and collaboration. Consider the story a nurse manager told during a recent workshop:
“I am a big proponent of self-scheduling, so it has always been part of how I manage my unit. When new staff are onboarded, I explain the process for self-scheduling. Honestly, up until last year, I had never had problems. My nurses seemed to understand the give and take with scheduling and that you don’t always get what you want. Some on my team have now moved into a zone that I call “selfish scheduling.” I have had to change schedules and speak with nurses about being part of a team. As if that were not enough of a problem – when some don’t get what they want – they call in.”
Some nurses have no interest in being team players. They see their schedules and assignments in a vacuum regardless of what is happening with the rest of the team. One nurse leader observed that for many staff members, everything seemed to be me, me, and more me. Nurses often tell their leaders that they are there to put in their 12 hours and do their jobs rather than focusing on what others are doing.
Our youngest generation of nurses, Generation Z (born between 1997 and 2021), see teamwork differently than previous generational cohorts. We know from generational research that we develop attitudes, values, and beliefs based on collective experiences. In a report from the Walton Family Foundation, researchers found that what makes this generation of Americans unique is that Generation Z has come of age in a time of tremendous national chaos and trauma. Unlike other generations, Generation Z has not seen a united country. Generation Z is also the only generation to grow up entirely in the digital age. For better or worse, social media is not just a tool; it’s a part of their identity. Social influencers on these platforms emphasize caring for your career and financial well-being because no one else will. Individual needs are prioritized over the needs of the group.
Against this backdrop, leaders are trying to promote teamwork and a team-first mindset as a value. Generation Z is more self-directed and independent than previous generations but often lacks real-world wisdom and experience they could gain from closer observation of others on the team. Seeing value in what the team can accomplish versus any individual is essential. You have to see it to be it. To build a team-first mindset, nurse leaders need to coach differently. Below are strategies that I recommend:
- Talk about the “team” rather than using the word staff.
- Promote team backup by placing backup buddies on team assignments.
- Correct staff who talk about “my” patients versus “our” patients
- Recognize the achievement of the team versus individual recognition whenever possible.
- Ask individuals who come to you with scheduling change requests how the request would impact the team.
- Value and call out the diversity of strengths of the team.
- Refer staff to other team members who could help in problem-solving.
- Include teamwork as an essential competency in your evaluations.
- Question staff applying for positions about their teamwork experiences.
- Ask patients about teamwork among those giving care during leader rounding.
A solid team foundation involves a shared mindset and attitude that promotes collaboration, cooperation, and mutual support. A change to a team-first perspective would not happen overnight on a team, but taking small incremental steps in how you lead the team will bring them closer to the goal.
© emergingrnleader.com 2024
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