Emerging Nurse Leader

A leadership development blog

Planning a Graceful Exit

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By Rose O. Sherman, EdD, RN, NEA-BC, FAAN To economize, many health systems are eliminating nursing leadership roles, impacting numerous loyal, hard-working nurse leaders. How do you leave a difficult job situation without conveying anger?  I recently talked with a leader who found herself in this situation. She understood that the decision was not personal but could not … [Read more...]

Relational Leadership in a Transactional World

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By Rose O. Sherman, EdD, RN, NEA-BC There is significant research evidence that a relationship leadership style (authentic, servant, and human-centered leadership) is linked to more effective recruitment and retention and quality patient outcomes. However, nurse leaders increasingly tell me staying relational is more complicated in a transactional healthcare environment. … [Read more...]

Who Owns the Patient Experience?

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By Rose O. Sherman, EdD, RN, NEA-BC, FAAN Nurse managers increasingly report dissatisfaction with how accountability for the patient experience is viewed in their health systems. Consider the following story an Emergency Department Manager recently reported in a manager focus group: “ We have had a triage tent in front of my ED for almost two years – that’s how busy we … [Read more...]

Why Learning to Think Critically is Hard

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By Rose O. Sherman, EdD, RN, FAAN I had an interesting discussion with a group of nurse leaders about the challenges they see with their RNs around critically thinking through complex situations. They observed that new nurses ask for recipe-like guidelines for every situation. Nursing does not work that way, they noted - every patient is different, and there are so many … [Read more...]

When Performance Evaluations Get Tricky

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By Rose O. Sherman, EdD, RN, NEA-BC, FAAN Nurse leaders, especially those new in their role, are sometimes faced with giving staff a different performance review than they anticipated.  These situations can bet very tricky. What follows is a typical case that managers present to me: A Case Scenario Sarah is a new leader in a 30-bed ICU. She is new to this … [Read more...]