By Rose O. Sherman, EdD, RN, NEA-BC, FAAN
It was interesting that when I conducted nurse manager focus groups in preparation for my 2024 AONL keynote, many focus group participants identified self-management as a significant challenge in today’s environment. Consider the story one manager told:
I manage a very large unit and have close to 100 direct reports. Some days, I feel very overwhelmed and underappreciated. As if this wasn’t challenging enough, some patients and families are rude and scream at me over the small stuff when they see we are swamped. My executive team wants written plans to improve performance metrics when I can barely staff the unit. I can become very snarky in these situations, and a very dark side of my personality can emerge. I have to work so hard to control it.
In 1999, Peter F. Drucker (whom many consider the father of modern management theory) wrote a now classic article for the Harvard Business Review titled Managing Oneself. He made the important observation that we are often our worst enemies, and learning to manage ourselves might be our biggest challenge. Like the manager above, many nurse leaders have told me over the years that they are their own worst enemies. Here are five strategies to better manage yourself adapted from Drucker’s thinking on this subject:
1. Know your strengths.
Drucker observed that most people could be better at identifying their strengths and weaknesses. He was an early proponent of the concept of strengths-based leadership. There are many ways of identifying our strengths. One of the most powerful is to seek feedback from those we work with on a regular basis and those who supervise us. This is sometimes called 360 Degree Feedback and many organizations periodically do this with their leadership teams. Another great resource has been put together by the Gallup corporation. If you purchase one their books such as Strengths Finder 2.0 or Strengths Based Leadership, you will receive an access code to take the strengths survey. After you complete the assessment, you will receive a personalized strengths-based leadership guide based on your top five strengths identified from the survey.
2. Identify how you get things done.
In his article, Drucker makes the important observation that few people ever analyze how they get their work done. An important question that every leader needs to ask themselves is: Are you are a reader or a listener? Leaders need to understand how they best absorb information. Leaders also need to understand how they learn best. Do you need to write to gain clarity on a subject or do you want to talk through a problem? Do you become easily overwhelmed and negative when overloaded with work? Understanding your personal work habits is also critical – do you work better alone or with others? Can you work under stress and do you really want to be the decision maker are also important considerations.
3. Understand your values.
Drucker suggests that values should be the ultimate litmus test on whether a job is the right one for you or not. Does the organization culture, mission and strategic direction align with what you believe about your work? He suggests that they don’t need to be exactly the same but they do need to be close enough to co-exist. When your values are in conflict, it can be impossible to do your best work.
4. Figure out where you belong.
Drucker acknowledged that figuring out where you really belong in the world can be a challenge. Successful careers, he maintained, are not planned but develop when people are prepared for opportunities and know their strengths. I have often had nurses come and talk with me because they realize that they are just not comfortable in formal leadership positions. Recognizing this to be true requires courage and insight.
5. Decide what you can contribute.
A final question that leaders need to ask themselves is given their strengths, how they get things done and their values – where can they make the greatest contribution? There are many opportunities presented to us throughout our careers BUT they will not all be the right ones for us. When you do the work that you were meant to do, you will thrive.
There are many elements of our complex and often chaotic health care environment that are outside our control. But we can help to promote our own success as leaders if we start by managing ourselves.
Read to Lead
Drucker, P.F. (January 1999). Managing oneself. The Harvard Business Review.
Rath, T. (2007). Strengths Finder 2.0. Gallup Press.
Rath, T. & Conchie, B. (2009). Strengths-Based Leadership. Gallup Press.
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