1. Leadership to engage and retain Millennial Nurses
Versant Client Conference
October 5th, 2017

2. To transform healthcare….
Rose O. Sherman 2017

3. Our topics Staff Expectations of Leaders Today
The Rise of Millennials – A Changing Workforce
Rethinking our Leadership – Using a Leader/Coach Model
Rose O. Sherman 2017

4. Think about a Leader That You Loved working for…..
What were the things they did?
Rose O. Sherman 2017

5. Gallup Research
They studied more than one million work teams, conducted more than 20,000 in-depth interviews with leaders, and even interviewed more than 10,000 followers around the world to ask exactly why they followed the most important leader in their life.
First Break all the Rules 2017
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6. There is No Magic
Trust
Compassion
Stability
Hope
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7. Keys to being an Effective Leader
Set the tone,
Provide clear expectations
Know and trust team members
Know your strengths and invest in others' strengths,
Getting people with the right strengths on your team,
Understanding and meeting the four basic needs of those who look to you for leadership.
Admit your mistakes – demonstrate transparency
Rose O. Sherman 2017

8. The Nurse Leader as A Framer
What is happening here? – Try to Manage the Noise
Interpret the Uncertainty
Be honest about the knowns and unknowns
Control the negativity
Rose O. Sherman 2017

9. Generations Want the Same Things
Respect
Recognition
Coaching
To be Consulted
To be Connected
Understanding of Personal Needs
They just want them delivered in different packages!
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10. A Changing Nursing Workforce
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11. Generational Cohorts Boomers 1943-1960 1961-1980 Veterans Millennials
Generation X
Boomers
Veterans
Millennials
Generational Cohorts
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12. Today
29% Boomers
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13. The Change by 2020
Generation Y
50%
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14. Trend line on RN Baby Boomer Retirements
Buerhaus, P., Auerbach, D. &  Staiger, D. (May 3, 2017 Health Affairs Blog).  How should we prepare for the wave of retiring baby boomer nurses. 
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15. Health Leaders Media Survey March 2017
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16. Retention and Engagement – the Realities
Nurse Engagement today is disappointingly low – in the low thirty percentile (Gallup 2016, Advisory Board).
Millennials are more engaged as a generational cohort but this has not translated into higher retention (Business Horizons, 2016).
More than 6 in 10 Millennials today say that their leadership skills are not being developed (Deloitte, 2016).
64% of Millennials in the US say they will leave their current employers within 5 years (Deloitte, 2016).
27.3% of turnover in 2015 was attributed to staff with less than one year of tenure (Advisory Board, 2016).
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17. By 2025 – Millennials will dominate the nursing workforce
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18. Trends We are seeing with Millennials
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19. Nursing Workforce Trends
Working in specialty units such as ED, ICU and L&D have popularized in the media.
Hospitals often put a “one year until transfer to another unit” policy in place – unsuccessfully.
Many new graduates join organizations with a plan in place to return to graduate school.
The national turnover rate is hovering around 17%.
Many health systems are rethinking unit turnover as a leadership performance measure.
Rose O. Sherman 2017

20. Generational Cohort Trends
Need more feedback than an annual review
Loyal to teams/leaders not necessarily organizations
Want career coaching – desire “a plan” for their future
Satisfied with nursing as a career but least satisfied generation with their current employers.
Have a very unique perspective about the need of organizations to “accommodate them”.
Most likely generation to return to graduate school.
Will leave employers quickly if not satisfied.
Rose O. Sherman 2017
SLIDE 20

21. More Likely to Pursue graduate Education earlier in their career
AMN Healthcare conducted a nursing workforce survey in Close to 9000 RNs responded. ¾ of nurses under 40 reported that they plan to seek a higher degree in the next 3 years. 36% plan to seek an advanced practice degree. AMN Healthcare (2015) Survey of Registered Nurses. Available at
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22. Generational Expectations of Managers
Workplace 2020 Research
Trait
Boomers
Gen X
Millennial
Will help me develop my career 7 1
Will give me straight feedback 2
Will mentor and coach me 6 3
Is comfortable with virtual and flexible work schedules 4
Will sponsor my learning and development activities 5
Is confident with new technology
Works well across generations
Works well across countries and cultures 8
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23. Millennials – Highest Stress Level
Stress in America
APA 2012
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24. New Worries in Life
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25. A Need for Psychological Safety
Five times a second, your
brain is scanning the environment and asking IS IT SAFE HERE OR IS IT DANGEROUS?
Michael Bungay Stanier
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26. Simon Sinek – Millennials in the Workplace Youtube
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27. Leading Millennials
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28. Millennials – What they want from Leaders
Flexible schedules
Paid time off for community service
Student loan repayment
Emerging leader development programs
Coaching and frequent evaluations from their managers
Stress management classes and mental health support
A Mentor/Career Coach to “Get Ahead”
A Willingness to look at Sacred Cows
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29. Transparency
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30. The willingness to rethink Sacred Cows
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31. Examples of Sacred Cows
New Graduates should spend one year on the unit they are initially assigned to.
Nurses should have at least 2 years of clinical experience before they return to become NPs.
Nurse Managers should be held accountable for unit turnover.
Medications on medical-surgical and telemetry units need to be administered by RNs.
Primary nursing is the best delivery system for all units in a hospital.
Hospitals cannot afford to offer “special accommodation” to Baby Boomer nurses.
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32. Consideration of Career Goals
The Scenario Jessica is a Millennial new graduate that has just completed her first year on your med-surgical unit. You are pleased with her transition and feel that she is making good progress in her new role. During her first evaluation, Jessica tells you that she has mastered the RN role on the unit, feels bored and now wants to know what is the next thing she could do towards her goal of moving ahead in her career possibly into a key leadership role. You are taken back by her self- assessment which you don’t think is an accurate reflection of where she is professionally.
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33. adopt a New Model of Leadership
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34. Embrace a Different Approach
Deficit Approach
Focus on what is wrong with people
Strengths Based Approach
Focus on what is right with people
Foundation
Don Clifton – 30 years of research
Psychologist
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35. Their Expectations of a Coach
Will give frequent feedback about what I do right and wrong
Believes in my ability and focuses on my strengths
Spends time working with me on my career development plan
Listens openly to my ideas
Does not hold me back from moving to the next level
Asks great questions to make me think
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36. Six core principles for the Leader-Coach
Build a relationship of trust
Let the nurse develop his/her goals
Facilitate and collaborate – don’t dictate or tell war stories
Advocate self-awareness
Promote learning from experience and reflection
Demonstrate the behavior that you want to see
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37. Leader Coaches Ask Great Questions
What’s on Your Mind? (then be silent and listen)
And What Else? (avoid being an advice monster)
What is the real challenge here for you?
What do you want?
How can I help?
Michael Bungay Stanier, The Coaching Habit
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38. Consider Your Leadership Legacy
“Our ability as leaders will not be measured by the buildings we built, the institutions we established, or what our team accomplished during our tenure. You and I will be judged by how well the people we invested in carried on after we are gone.”
John Maxwell (2007). The 21 Irrefutable Laws of Leadership.
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39. Your Questions and Thoughts are Important
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40. Contact Information
Rose O. Sherman, EdD, RN, NEA-BC, FAAN
Professor/Director, Nursing Leadership Institute
Florida Atlantic University, Boca Raton Florida
Editor in Chief, Nurse Leader
(561)
Leadership Blog
Rose O. Sherman 2017