orm_june-2024 - 15

Leadership
also to teams. Cornish advises reviewing
past employee surveys to gain
insights into strengths and possible
areas for improvement. " You may have
wonderful ideas, but you need to pause
and make sure you're meeting people
where they are, " she says. " Otherwise,
it can be difficult to foster the trust that
you need. "
Being inclusive is another fundamental
aspect of building positive working
relationships. Consider development
of all staff, not only nurses. FitzGerald
advises managers to cast a wide net,
looking beyond the OR. " Maybe someone
working in environmental services
has an interest in becoming a surgical
tech, " he says. " Ask yourself how you
can help that person get there. "
At Lexington Medical Center, surgical
technologists (STs) have their own
clinical ladder, FitzGerald says. The ST
ladder has three tiers with criteria such
as years of experience, competencies,
and continuing education credits. The
organization is also exploring options to
add a clinical ladder for sterile processing
department technicians.
Finally, establishing
a good relationship requires
connecting with
others. New managers
do not have to go
it alone. They can turn
to more experienced
managers for advice
and support. The perioperative
educator, who
Common coaching errors
New to coaching? Avoid these common mistakes:
➤
Assuming everyone wants to be
coached. Coaching is successful only if
the employee wants to get better and
is willing to assume the discomfort of
doing things differently.
➤ Not having a plan. Prepare for conversations
by focusing on the employee's
talents, challenges, and aspirations. If
you anticipate a difficult conversation,
practice with peer leaders first.
➤ Talking too much. It can leave too little
space for reflection by the employee.
Plan to spend about 75% of the conversation
listening. A corollary is to not give
too much advice-the employee should
reach their own conclusions, not feel
like you are telling them what to do.
➤ Not saying what needs to be said. Sharing
hard truths about an employee's
behavior or skills is essential for growth.
➤ Not asking how you can help. Asking
employees what they feel is the most
important thing to discuss encourages
the employee to " own " the agenda.
Assessment
Joanne
Adams, DNP,
RN, CNOR
works closely with preceptors, can be
a particularly valuable source of insight
into how new employees are faring. " An
educator works hand-in-hand with the
manager, " says Joanne Adams, DNP,
RN, CNOR, perioperative educator for
Huron Valley-Sinai Hospital in Commerce
Township, Michigan. " We work
on onboarding and education development
for the department. "
Managers who understand these
basic principles are ready to dive into
assessing team members.
www.ormanager.com
New employee orientation should include
a thorough evaluation of clinical
and nonclinical skills and competencies.
From there, a complement of educators,
preceptors, and peers should
guide the employee through the first 90
days of onboarding.
The end of onboarding should mark
the beginning of more regular assessments,
which need not be limited to annual
performance evaluations. " Rounding
check-ins are great opportunities
to discuss goals, current performance,
and advancement towards individual
goals, " FitzGerald says. He recommends
rounding at least quarterly, although
the right frequency depends on
the size of the department.
Rizzo adds that being visible through
informal rounding helps managers keep
➤ Believing you know what is best for the
employee. You can challenge, affirm,
and advocate to encourage ownership
of goals, but ultimately the employee
decides how to move forward.
➤ Not individualizing your approach. Different
employees may prefer different
coaching styles.
➤ Assuming the employee needs to be
" fixed. " Everyone has weaknesses. Your
goal is to help employees use their talents
at the optimal level. When coaching
for performance, you need to believe
the employee can be successful.
➤ Not getting a commitment to advance.
The employee should agree to goals
and action steps for reaching those
goals.
References
Sherman R. The Nurse Leader Coach: Become
the Boss No One Wants to Leave.
2019.
Thompson G. The top 10 coaching mistakes.
Bluepoint. Accessed May 2024.
a pulse on what employees are thinking;
for example, whether they are considering
returning to school. Managers
also can give positive feedback to encourage
growth. " People can never get
enough positive feedback, " he says.
Cornish says she focuses feedback
and support on individual professional
development goals. For example, she
will acknowledge a nurse's foray into a
new service line and ask how she can
provide support. " You always want to
have that conversation going so they
see you are invested in their growth, "
she says.
Employee development plans can be
informal or formal, mapping out progress
toward specific goals. Regardless, these
plans are separate from the performance
evaluation, which is tied to merit increases,
FitzGerald says. He adds that
OR Manager | June 2024
15
https://bluepointleadership.com/wp-content/uploads/2020/10/Top-10-Coaching-Mistakes-v2.0.pdf http://www.ormanager.com

orm_june-2024

Table of Contents for the Digital Edition of orm_june-2024

orm_june-2024 - 1
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orm_june-2024 - 3
orm_june-2024 - 4
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