A Leader's Guide to a Team SWOT Analysis

By Rose O. Sherman, EdD, RN, NEA-BC, FAAN

A nurse manager I was coaching recently told me, “I feel stuck. I have a team of good nurses, but our engagement scores are flat, they don’t always work well together, and I’m worried about burnout. I know we could be doing better, but I’m not even sure where to start.”

This is a feeling I hear from so many dedicated leaders. In the relentless pace of our “new world of work,” it’s tough to pause, lift our heads, and get a clear, 30,000-foot view of our teams. We’re often so busy managing the day-to-day staffing sheet and patient flow that strategic team development falls to the bottom of the list. But what if you could get a clear, honest snapshot of your team in a few staff meetings or huddles?

Many of you have likely heard of a SWOT analysis. We often think of it as a high-level business tool for strategic planning. But in my work, I’ve found it’s one of the most powerful—and surprisingly simple—tools a nurse leader can use to engage their team, build trust, and create an actionable plan for the future. It’s not just a business exercise; it’s an exercise in listening and team coaching.

SWOT is an acronym for the following four key areas you will evaluate when assessing your team:

Strengths: Internal factors. What do we do well? What are our unique gifts?
Weaknesses: Internal factors. Where do we struggle? What holds us back?
Opportunities: External factors. What trends or resources can we leverage?
Threats: External factors. What challenges or risks are coming our way?

The goal is to use this framework to have a structured, candid conversation with your team about teamwork. You can do this during a staff meeting, a unit retreat, or even in a series of smaller huddles. The key is creating psychological safety. This is not a performance review; it’s a strategy session, and all voices are needed.

Step 1: Set the Stage

Start by explaining the “why.” You might say:

“I want us to pause and talk about our team—where we are today and where we want to go. I want to use a simple tool called a SWOT analysis to hear your perspective on what we’re great at, where we get frustrated, and what you see coming. My only goal here is to listen and build a plan together to make this a better place to work.”

Step 2: Brainstorm Each Quadrant

Go one by one. Ask powerful, open-ended questions and simply write down what you hear. Don’t judge, defend, or correct. Just listen and capture.

Strengths (Internal)

What are we exceptionally good at as a team?
What do our patients or other units consistently compliment us on?
What part of our team culture makes you proud?
What unique skills do we have on this team (e.g., great preceptors, tech-savvy nurses, de-escalation experts)?

Weaknesses (Internal)

Where do our processes get clunky or cause frustration?
What knowledge or skill gaps do we feel we have?
What parts of our teamwork or communication could be better?
What tasks do we consistently dread or avoid?

Important: When your team shares weaknesses, your only response should be, “Thank you for sharing that,” or “Tell me more.” This is where trust is either built or broken.

Opportunities (External)

What new hospital initiatives, technology, or equipment could we take better advantage of?
Are there new educational opportunities or certifications we could pursue?
What changes in our patient population could create new roles for us?
Are there other departments we could collaborate with more effectively?

Threats (External)

What is the biggest risk to our team’s morale or well-being right now? (e.g., burnout, staffing instability, incivility)
Are there new regulations or policy changes that will be difficult to implement?
What external pressures (like patient volumes or acuity) are impacting us most?
Are we at risk of losing valued team members?

The real leadership work happens next. You look at the lists together and build connections.

“How can we use our Strengths to take advantage of these Opportunities?”
“How can we use our Strengths to minimize these Threats?”
“What Opportunities could help us address our Weaknesses?”
“What is our plan to address our Weaknesses so we are less vulnerable to these Threats?”

Aim to come up with at least three actionable items you will work on. As a nurse leader, you don’t need to have all the answers. But you do need to ask the right questions and be courageous enough to listen to the answers. Conducting a team SWOT analysis is an act of engaged, curious leadership. It signals to your team that their voice matters and that you are committed to building a better future with them. Try it. You may be surprised by the wisdom you unleash.

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