1. Leadership Development Education
August 17th and 20th, 2012
Anita Larsen RN MBA, Chief Nurse Executive
Amy talked about Transformational leadership earlier and identified attributes of Transformational Leadership are:
Collaboration
Accessible
Visionary
Inspirational
Transparent (Clear, Timely, Concise, Consistent, Honest Condensed Communication)

2. Collaborative Relationships
ANA/AONE have defined principles of collaborative relationships between Clinical Nurses and Nurse Managers/Clinical Supervisors.
We talk a lot about Collaborative relationships between MD/RN, RN/Therapies, APN
I am not inferring that you do not have collaborative relationships but I think this is the time to review/renew the principles.

3. 3 Principles of Collaborative Relationships
1. Effective communication
2. Authentic relationships
3. Learning environment and culture
And we will discuss each of these in more detail

4. Effective communication
Effective communication requires an understanding of the underlying context of the situation, an appreciation for the tone and emotions of a conversation, and the accurate information.
When implemented consistently, the principles relating to effective communication can bridge the figurative divide of “you vs. me” and ensure a reliable and dynamic means of relaying information and feedback.
Engage in active listening to fully understand and contemplate what is being relayed. Listening, allowing them to ask questions, rounding on all shifts, and letting them know in person how they can impact the organization
Know the intent of the message, and what is the purpose and expectations of that message.
Foster an open, safe environment
Whether giving or receiving information, be sure it is accurate
Have the person speak to the person they need to speak to, so the right person gets the right information
Transparency with employees is critical to gaining their trust and engaging them in their work, keeping them informed results in them being invested in the organization.
Make sure employees know how their roles fit within the “bigger picture” of the organization—its goals, vision, strategy etc

5. Effective communication
Engage in active listening to fully understand and contemplate what is being relayed. Listening, allowing them to ask questions, rounding on all shifts, and letting them know in person how they can impact the organization.
Know the intent of the message, and what is the purpose and expectations of that message.
Foster an open, safe environment.
Whether giving or receiving information, be sure it is accurate  
Have the person speak to the person they need to speak to, so the right person gets the right information.
Transparency with employees is critical to gaining their trust and engaging them in their work, keeping them informed results in them being invested in the organization.
Make sure employees know how their roles fit within the “bigger picture” of the organization—its goals, vision, strategy etc.

6. Authentic relationships
Professional nurses cultivate caring relationships with their patients, supporting them in meeting their physical, mental and spiritual needs related to health.
To bolster the profession and the quality of care patients receive, nurses must reciprocate that kind of relationship with each other and cultivate the nurse’s sense of being cared for that promotes their ability to do the same for patients.
The culture reflects the values and workers and organization. Job is a personal investment, where the employees are passionate, productive and focused.
Be true to yourself-be sure actions match words, and those around you are confident that what they see is what they get
Empower others to have ideas, to share those ideas, and to participate in projects that leverage or enact those ideas
Recognize and leverage each others’ strengths
Be honest 100% of the time –with yourself and with others
Respect each others’ personalities, needs and wants
Ask for what you want, but stay open to negotiating the difference
Assume good intent from others’ words and actions and assume they are doing their best
Make sure employees know how their roles fit within the “bigger picture” of the organization—its goals, vision, strategy etc

7. Authentic relationships
Be true to yourself-be sure actions match words, and those around you are confident that what they see is what they get
Empower others to have ideas, to share those ideas, and to participate in projects that leverage or enact those ideas
 Recognize and leverage each others’ strengths
 Be honest 100% of the time –with yourself and with others
 Respect each others’ personalities, needs and wants
 Ask for what you want, but stay open to negotiating the difference
 Assume good intent from others’ words and actions and assume they are doing their best
 Make sure employees know how their roles fit within the “bigger picture” of the organization—its goals, vision, strategy etc

8. Learning Environment and Culture
A well developed practice environment supports great nursing care, and gives nurses the satisfaction of knowing that their work is valuable and meaningful.
Nurses at all levels contribute to a learning environment by demonstrating trust, support and representation.
The culture reflects the values and workers and organization.
Job is a personal investment, where the employees are passionate, productive and focused.
There is a sense of purpose, meaningful professional life. A sense of accountability, owning outcomes of work. And a consistent authenticity, never forgetting who we are and ground ourselves in who we are.
Inspire innovative and creative thinking
Commit to a cycle of evaluating, improving, and celebrating, and value what is going well
Create a culture of safety, both physically and psychologically
Share knowledge and learn from mistakes
Question the status quo-ask “what if”, not “no Way”
Recognition as simple as saying “hello” can improve the environment. Managers as members of leadership are integral in developing employee focused culture

9. Learning environment and culture
Inspire innovative and creative thinking 
Commit to a cycle of evaluating, improving, and celebrating, and value what is going well
 Create a culture of safety, both physically and psychologically
 Share knowledge and learn from mistakes
 Question the status quo-ask “what if”, not “no Way”
 Recognition as simple as saying “hello” can improve the environment. Managers as members of leadership are integral in developing employee focused culture

10. Implementation guidelines
Act on the principles
Avoid barriers
Start doing what works and stop doing what doesn’t work

11. Act on principles
Simple and sustained changes to the way nurses communicate, relate and cultivate the environment can make tremendous impacts towards ideal collaboration
Nurses united in their shared goal of excellent patient care and in their sense of “beneficence”, which means doing things for the greater good.
Timing—Healthcare is rapidly transforming and the profession of nursing increasingly being elevated, thus, the time is optimal for encouraging or enhancing ideal collaboration through these principles Sense of community—Nursing is an esteemed profession characterized by physically, mentally and emotionally intense work. We have the responsibility to speak up for ourselves, our professions and the patients we serve. We have the responsibility to mentor, expand our skills and lead
There is positive momentum from champions of collaboration, and an emphasis on looking past the problems that are known, and concentrating more energy on creating the best work environment possible

12. Act on principles
Nurses united in their shared goal of excellent patient care and in their sense of “beneficence”, which means doing things for the greater good.
Timing—Healthcare is rapidly transforming and the profession of nursing increasingly being elevated, thus, the time is optimal for encouraging or enhancing ideal collaboration through these principles Sense of community—Nursing is an esteemed profession characterized by physically, mentally and emotionally intense work. We have the responsibility to speak up for ourselves, our professions and the patients we serve. We have the responsibility to mentor, expand our skills and lead
There is positive momentum from champions of collaboration, and an emphasis on looking past the problems that are known, and concentrating more energy on creating the best work environment possible

13. Avoid barriers
Changes in attitude, behavior, and work environment can be simple, sustained and virtually costless.
Barriers such as insufficient time, cost concerns, resistance to change horizontal and vertical distrust are all surmountable

14. Start doing what works and stop doing what doesn’t work
Start taking positives steps toward improving relationships, and cease the things that impede them.
Blame, doubt, cynicism, reluctance hamper relationships and cause the divide between clinical nurses and nurse manager/clinical supervisor to fester
What is not working
Forums?

15. 3 new strategies for improving communication:
Weekly teleconferences with Directors, Managers and Supervisors, that I will lead outlining the latest updates and “Blitz” topics for the week.
Followed by “Big Heading” to all nursing staff
“Let’s Talk Nursing” interactive intranet communication between staff and nursing leadership.
Here is what we are going to do differently.
What are your thoughts?

16. What do I expect of you?
That you take what you were taught today and use it daily.
Exemplify transformational leadership through communication, focused rounding, coaching and staff meetings.
Once the staff become accustomed to having more information, they will hold us all accountable to meet the principles we discussed.

17. What does a collaborative relationship do for MUHC nursing?
Improves nurse satisfaction
Improves patient outcomes
Meets our strategic priority: “To create a professional practice culture that exemplifies patient and family centered care and achieves exceptional patient outcomes.