orm_june-2024 - 17

Leadership
Cross training and apprenticeship
programs also can encourage growth
and help meet staffing needs. For example,
Lexington Medical Center offers
a 6-month apprenticeship program that
combines didactic and hands-on learning
for hospital employees interested in
working in sterile processing, FitzGerald
says.
In other cases, development entails
letting employees be the educators, perhaps
through preceptorship. At Reston,
Nobles says staff interested in developing
their expertise or teaching skills
can present in-service programs, such
as helpful hints for OR nurses who are
new to an area where the presenter has
expertise. Reston also offers training
materials specifically for clinical nurse
coordinators interested in transitioning
to leadership. Many of these resources,
such as modules on conflict resolution,
are helpful even to staff not interested
in the leadership track, Nobles says.
Professional development
Fostering staff growth also requires
providing development opportunities
beyond those related to day-to-day responsibilities.
For example, encouraging
professional networking promotes staff
engagement and helps them see the
potential of perioperative nursing as a
career. " At chapter meetings of organizations
like AORN, they see beyond their
own organizations and learn about opportunities
and what others are doing to
advance their careers, " Sherman says.
Opportunities to provide problemsolving
input also can accelerate
growth. " We have shared governance
and encourage staff to be active participants
in their practice, " Nobles says. In
addition to shared governance, ad hoc
committees for clinical and operational
process improvement demonstrate
that managers value employees' input,
FitzGerald says.
For long-term employees, committee
work beyond the perioperative setCoaching
questions
The following coaching questions can encourage
staff to reflect and help managers support
their development:
Questions related to professional growth:
➤ What gets you excited about the work
you do?
➤ What are your strengths?
➤ What one professional goal do you have
for the next 6 months?
➤ What steps have you taken to achieve
your goal?
➤ What can I do as a manager to bring
out your professional best?
Questions related to career development:
➤ What career goals have you established
for yourself?
ting can provide opportunities " to give
back to the greater community of the
hospital, " Cornish says. For example,
staff members who have served on the
unit-based shared governance council
can serve on the shared governance
council for the nursing department. In
addition to benefitting the employee,
the organization benefits from the employee's
historical knowledge. " They understand
what has gone really well and
have ideas on what we can improve
on, " Cornish says.
Clinical
ladders can be helpful for
both recognizing and encouraging
growth. For example, Rizzo says that at
his facility, all nurses start at level one
on the clinical ladder, then advance to
level two once they complete orientation.
Incorporating early advancement
into the clinical ladder encourages
participation, commitment, and future
development, he notes. The hospital
also has clinical ladders for STs and for
LPNs.
Although it may take several years
to see the results of employee development
efforts, there will come a time
when managers see that many of those
employees they have nurtured have
References
IDRLabs.com. True colors test. nd.
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.
What is DiSC? Disc Profile. Accessed
May 2024.
➤ What have you done to learn more
about those career goals?
➤ What support do you need to achieve
your goals?
➤ What obstacles do you see in achieving
your goals?
➤ What is your first step to putting your
goals into action?
➤ How can we make goals measurable?
➤ What is your timeframe?
Reference
Sherman R. The Nurse Leader Coach: Become
the Boss No One Wants to Leave.
2019.
gone on to bigger things and are appreciative
of the support they received
in the past. " Developing people is like
planting seeds; growth won't happen
overnight because everyone is on a different
path, " Sherman says. " But over
time, if you keep at it, you'll see the
fruits of your labor. " ORM
-Cynthia Saver, MS, RN, is president of
CLS Development, Columbia,
Maryland, which provides editorial
services to healthcare publications.
www.ormanager.com
OR Manager | June 2024
17
https://www.idrlabs.com/true-colors/test.php https://bluepointleadership.com/wp-content/uploads/2020/10/Top-10-Coaching-Mistakes-v2.0.pdf https://www.discprofile.com/what-is-disc/disc-styles http://www.ormanager.com

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