orm_june-2024 - 16

Leadership
Assessment tools
Managers can use various tools to assess
staff as individuals and as a team. Examples
include:
➤ Clifton Strength-finders. As the name
implies, this test identifies strengths
to leverage for development. Test results
can provide valuable insights for
employees.
➤ True Colors Personality Test. This free
test, developed by Don Lowry, categorizes
people into four colors (gold,
green, blue, and orange) representing
different strengths, weaknesses, and
communication styles.
➤ DiSC. DiSC is an acronym for four
personality profiles: Dominance, Influence,
Steadiness, and Conscientiousness.
Each has associated motivations,
values, fears, communication
styles, and priorities. The test is available
for free online.
annual peer evaluations provide feedback
that supports staff development.
Managers should evaluate staff not
only as individuals, but also as a team.
Various assessment tools can help
understand how people with different
styles and perspectives can work together
more cohesively (sidebar, Assessment
tools). Such insights not only can
improve collaboration, but also inform
strategies for future growth.
Coaching and mentoring
Coaching and mentoring both play key
roles in developing staff, but Sherman
says new managers often do not understand
the difference. " Mentoring is
sharing your own experience, but coaching
is using questioning that encourages
reflection and helps people see things
through their own eye, not yours, " she
explains.
Managers can connect employees
to mentors, who can help develop staff,
particularly new staff. " Part of what a
mentor will do is to help with professional
socialization, " Sherman says.
Whereas drawing on one's own experience
might be inappropriate for a coach,
a mentor can relate on a personal level
to the normal frustration of transitioning
into a new role.
As for coaching, new managers are
often eager to show their value by showing
their expertise, Sherman says. As a
result, they tend to simply answer when
a staff member asks a question rather
than taking time to coach properly (sidebar,
Common coaching errors). The problem
is the employee is likely to turn up
at a later date with the same question.
Developing the individual requires asking
questions that prompt deep thinking,
such as, " How would you solve this
problem? " or " What would you do if
you were sitting in my office? " (sidebar,
Coaching questions).
" Instead of acting like Superman,
swooping in to solve all the problems,
managers should be like Yoda, giving
people the opportunity to reflect and
reach their own conclusions, " Sherman
says. Staff often know the right answer
but lack confidence.
Expectations should be established
early, starting with orientation. For example,
Nobles emphasizes that nurses
in the OR residency program are learning
foundational skills that can be applied
to different situations. They are
not expected to know every type of case
when they complete the program. Sherman
emphasizes the importance of
setting specific deadlines for required
education and training, particularly for
younger staff.
When feedback is not positive, managers
should deliver the message with
compassion. " Sometimes feedback is
important for the individual to hear, but
it may not be easy for them to hear it, "
FitzGerald says. " You want to deliver
the message in a way that motivates
them and does not detract from their
development. "
Focusing on motivation-how even
the most negative feedback comes
from a place of positive intent-can
help alleviate worries about hurting the
other person's feelings, Cornish says.
" Whether you have a positive or negative
coaching conversation, remember
that feedback is the kindest gift you can
give to someone, " she says. Conversations
should be kept confidential.
Proper coaching is a commitment,
but in the long run, it will save time by
helping staff develop critical thinking
skills. These skills often are in short
supply among new nurses because
fewer expert nurses are available to provide
guidance. " You don't develop good
critical thinking skills through osmosis.
You develop them by having someone
ask you a lot of deep, reflective questions, "
Sherman says.
Education and certification
Education and certification opportunities
can help grow and retain staff,
particularly younger nurses. " They want
access to degrees, credentials, and certifications, "
Rizzo says. The University
of Rochester-Strong Memorial Hospital
offers free tuition for BSN and MSN
degrees and for RN first assistant programs.
Many
organizations provide incentives
for certification, such as paying
for the examination once the person
has passed and providing an hourly differential.
" We encourage all our nurses
to become certified, " says Adams, who
sometimes organizes study groups for
those planning to seek certification. She
also helps identify suitable continuing
education programs for certified staff
seeking to meet recertification requirements.
Adams
emphasizes the importance
of a formal education plan for covering
fundamental topics as well as knowledge
gaps identified through needs assessments.
Managers without an educator
can also seek this information.
16
OR Manager | June 2024
www.ormanager.com
http://www.ormanager.com

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