OR Manager March 2022 - 5

Editorial
Continued from page 3
EDITORIAL
ADVISORY BOARD
* Kathryn Adamson, MBA, RN, Independent
Consultant, Salt Lake City, UT
* Amy L. Bethel, MPA, BSN, RN, NE-BC, Education
Coordinator, OR Business Management Conference,
Des Moines, IA
* Brian S. Dawson, MSN, RN, CNOR, CSSM, System
VP, Perioperative Services, Common Spirit Health,
Denver, CO
* Ayumi Fielden, MSN, RN, CCRN-K, CPAN, Professional
Practice Leader, Houston Methodist Hospital,
Houston, TX
* Michael A. Hofmann, BSN, RN, Regional Director
of Perioperative Services, Ascension NE Wisconsin St
Elizabeth Hospital/Fox Valley Region, Appleton, WI
* Natasha Luster, MSN, RN, CNOR, Nurse Manager,
Surgical Services, Premier Health-Miami Valley
Hospital, Dayton, OH
*
Casey Orth-Nebitt, MSN, RN, CNOR, Director of
Surgery, Buena Vista Regional Medical Center,
Storm Lake, IA
* Kaye Reiter, MSN, RN, NE-BC, Regional Vice
President, Peri Operative Services, University of
Colorado Hospital, UC Health Metro Denver,
Denver, CO
* John Rosing, MHA, FACHE, Executive Vice
President and Principal, Patton Healthcare
Consulting, Naperville, IL
* Patricia C. Seifert, MSN, RN, CNOR CRNFA(E),
FAORN, FAAN, Independent Cardiac Consultant,
Falls Church, VA
* Diane Skorupski, MS, RN, CNOR, NE-BC, Vice
President, Surgical Services, Tampa General
Hospital, Tampa, FL
* David E. Young, MD, Medical Director,
Preanesthesia Testing, Advocate Lutheran General
Hospital, Chicago, IL
If you would like to get more involved with
OR Manager, please contact Tarsilla Moura,
senior editor, at tmoura@accessintel.com.
We would love to hear from you!
to-do list may change on a dime.
And that to-do list should always
include items that are priorities
for the team as well. That is a way
to give back to the staff and show
them they are heard, which in turn
keeps them motivated.
Leadership mentality
For some new managers thrust in
a new role, it is sometimes hard to
switch their mindset from staff member
to leader. Here are some tips on how
to achieve this mental shift:
* Accept accountability. Respected
managers know when to stand
shoulder-to-shoulder with their
staff, as well as when to stand
above the staff. It is never on the
shoulders of just one person, but
leaders will always be the ones
setting the tone and driving the
culture. For
instance, a rookie
mistake young managers make
is using terms like " they made
us " or " they told us " when rolling
out something new. That is the
language of a messenger, not a
leader. To own up to some initiatives
or speak out against others
is part of leadership.
* Ask for feedback. That is often
something new managers are not
sure if they are supposed to do.
Asking for feedback is not only a
great way for managers to show
they value their team's input, it
is also a way for them to keep
a pulse on how their teams are
doing. New managers are also
often not kind to themselves; a
managerial position does not require
perfection.
* Utilize all networks and resources.
Going to conferences, meetings,
and other organization gatherings is
a great way to find mentors, learn
new skills, and gather new energy
to bring to the daily operations.
www.ormanager.com
Managers should research and join
the organizations best suited to
their needs; the larger conferences
have a lot to offer, but it is often
smaller workshops or local chapters
that teach skills that are essential
to the job. Knowledge can be found
anywhere. For instance, a mistake
some OR managers make is not
utilizing product representatives as
resources. No source should be left
untapped.
In this issue
All the recommendations above are
also discussed in greater detail in
these two recent OR Manager articles:
" Takeaways and lessons learned from
OR Manager Conference " (January
2022, pp. 12-17), and " OR Manager
award recipients share highs, lows of
leadership " (February 2022, pp. 21-
23).
In this issue, the leadership coaching
continues with the second installment
of OR Manager's Leadership Series
(cover story). Allan Sendaydiego,
BSN, RN, discusses the best practices
of leadership while walking us through
his career advancement. Shawn Sefton,
MBA, BSN, RN, in turn, challenges
both nurses and nurse leaders alike
to break down nursing stereotypes, reevaluate
the abilities that are characteristic
of the profession, and leverage
the skill set that is already present in
the day-to-day operations (pp. 13-16).
Along the same vein, the Competency
and Credentialing Institute presents the
OR Manager audience with a detailed
breakdown of the existing data on the
demographics of perioperative nursing,
shedding light on the siloed nature
of this information and how that is
preventing the profession from proper
workforce planning (pp. 20-25).
There is a lot more leadership content
to come. Stay tuned as OR Manager
continues to bring these valuable
lessons to the forefront.
-Tarsilla Moura
OR Manager | March 2022
5
https://www.ormanager.com/takeaways-lessons-learned-manager-conference/ https://www.ormanager.com/manager-award-recipients-share-highs-lows-leadership/ http://www.ormanager.com
OR Manager March 2022

Table of Contents for the Digital Edition of OR Manager March 2022
