By Rose O. Sherman, EdD, RN, NEA-BC, FAAN
Napoleon Bonaparte once said, “A leader is a dealer in hope.” His observation is supported by Gallup’s research findings of what staff wants from their leaders in times of crisis. Yet instilling hope can be challenging at a time when there are so many unknowns and life as we once knew it has changed, perhaps forever. Many nurse leaders try to calm the nerves of anxious and fearful nurses as they struggle with their uncertainty. Yet, the ability to see past the chaos and remain hopeful about future possibilities is an essential leadership quality today.
In his book Bringing Meaning into Monday, Mark Sauter points out that to be fully engaged, people require hope and a sense of purpose. Nursing staff doesn’t expect their leaders to have all the answers about the future but they want to know about the possibility of positive things that this pandemic could bring. Ask the question – What are some of the positive gains we have made as a team as an outcome of this crisis? I would guess that you will have a long list. Conveying this sense of focusing on positive outcomes while not denying problems creates hope and a unifying vision. We often forget that our staff spends most of their time at work; therefore, whatever happens at work influences all aspects of their lives. If the work environment is one of hope and possibilities, our staff will carry this mindset into other parts of their lives.
Some additional strategies that leaders can use include the following:
1. Help them to set goals that empower them and are in their circle of influence – in a changing environment; we know that building your skill-set is extremely important. Staff should be encouraged to study for certification or make plans to return to school. If they worry about their finances – urge them to learn more about personal finances through podcasts or blogs. Now is also the time to cross-train to other areas to build your competency. Hope is alive when you have faith in a plan for your life and see possibilities for change while making progress toward your goals.
2. Communicate with staff about changes that are occurring – with an absence of information; rumors will fill the vacuum and fuel fear. Nurse leaders need to be honest about the information they have been given and can share.
3. Establish a no-whining environment – pessimism and hopelessness are contagious. Leaders need to be compassionate but also need to dial back the drama. Build an environment where optimism is promoted, and you “flip” negatives into positives.
4. Have an attitude of gratitude and retain your sense of humor – there is joy in celebrating important events in life and achievements of staff. Encourage your team to be grateful for what they have. Cultivating a healthy sense of humor and perspective instills hope.
5. Focus on the patient – keeping staff patient-centered will create a shared sense of purpose. A practice that built hope during COVID-19 was playing music such as “here comes the sun” when a patient was extubated or applauding discharged COVID-19 patients.
We all know leaders who have hope when others don’t. Be one of those nurse leaders who instill hope in their staff. Trust that things will work out after this pandemic passes. It may not be painless, it may not be easy, but things will be fine and work out in positive ways that we may not anticipate in advance.
Read to Lead
Sauter, M. (2009). Bringing Meaning into Monday: A Sustainable Approach to Bottom-Line Success. Create Space Publishing.
Read Rose Sherman’s book – The Nurse Leader Coach: Become the Boss No One Wants to Leave
© emergingrnleader.com 2020
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