Sustaining Hope

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

A nurse leader recently shared with me that she has challenges sustaining hope with her staff when she does not feel hopeful. She explained, “We are on a treadmill of too much work, staff burnout, family incivility, and constant staffing challenges. By nature, I am very positive, but I don’t feel positive right now as things don’t seem to improve substantially. Money is very tight. The world seems to be spinning out of control. Every nurse I talk to seems to have an exit plan that does not include staying in our organization.”

This nurse leader is not alone. Nurse leaders report high stress, anxiety, and clinical depression among their nursing staff. Volumes remain high as there is no downtime. Much of the nursing workforce is negative, disengaged, and angry, especially in acute care environments. Small incremental changes and improvements, while a good step forward, only result in momentary changes in morale. One nurse leader recently told me that out of self-preservation, she has become less invested in her work and her relationships with staff.

Napoleon Bonaparte once said, “A leader is a dealer in hope.” His observation is supported by Gallup’s research findings of what staff want 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.

Shane Lopez, an expert in hope, contends that hope is part of being an authentic leader. It is vital to send a strong message that there is a pathway out of this, and we will find it together as a team. Inspiring creative thinking and creating an agency to solve problems is crucial.  Developing positive feelings over the day is essential to maintaining hopefulness. One leader tells me she likes to ask her staff – what made you smile today?  Staying in your circle of influence versus your circle of concern is also vital.

Nurse leaders must maintain high visibility on the frontlines, talking with the staff, allowing them to vent, thanking them for their work, and praising their progress. Winston Churchill wisely noted during World War Two that when you go through hell, keep going. We need to do that right now as we try to figure out our next steps in this global turbulence.

© emergingrnleader.com 2023

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Other Programs/Books Your Leaders May Find Valuable

From Traditional Nurse Leader to Nurse Leader Coach – Click Here for the Flyer

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Recommended Book by the Association of Critical Care Nurses – The Nuts and Bolts of Nursing Leadership: Your Toolkit for Success