The Business Case for the Nurse Leader Coach

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

On February 18th, my new book The Nurse Leader Coach: Become the Boss No One Wants to Leave will be released. I have been asked by a number of nurses why I chose to write a book on this topic. My rationale is evidence-based. Every new study I read about the retention of Millennial nurses comes to the same conclusion. A supportive manager is a linchpin in establishing a healthy work environment, developing staff and promoting professionalism. What Millennial nurses want from their managers is different than previous generations.

The traditional manager mindset that focused on performance and correcting weaknesses does not work with this generation of nurses. Millennial nurses want their leaders to be coaches who focus on their professional development, build on their strengths and give frequent feedback. If they don’t receive this type of support, they will leave as evidenced by high rates of turnover in many organizations today.

In May of 2019, the Gallup corporation will be releasing a new book titled Its the Manager based on the extensive research that Gallup does globally on staff satisfaction and engagement. In this book, they outline six new realities of the workforce. They include the following:

Millennials and Generation Z don’t just work for a paycheck – they want purpose.
Millennials and Generation Z are no longer pursuing job satisfaction – they are pursuing development.
Millennials and Generation Z don’t want bosses – they want coaches.
Millennials and Generation Z don’t want annual reviews – they want ongoing conversations.
Millennials and Generation Z don’t want a manager who fixates on their weaknesses.
Millennials and Generation Z believe it’s not my job – it’s my life.

Four of these six findings are directly related to a need for leaders today to develop a coaching mindset. Coaching is a different way of approaching conversations with staff. It is less about the leader and more about the staff member. Some key skills include:

Being Fully Present in Conversations
Active Listening to the Viewpoints of Staff
Asking Powerful Open-ended Questions and then being Willing to Stay Silent for the Answer
Using Direct Communication to Help Staff See their Self-Limiting Beliefs and Reframe Current Perspectives
Promoting Follow-up Accountability for Goals Set – Not Owning the Problems of Staff but Encouraging, Empowering and Pushing

Michael Bungay Stanier in the Coaching Habit points out that this stuff of coaching is simple but it is not easy. It takes practice. When leadership in an organization fully embrace the need to work with their frontline managers to develop the skills to do this – it can be a very important differentiator in recruitment and retention.