Post by Step on Mar 31, 2009 10:01:26 GMT -5
www.healthcareperformanceinstitute.com/articles.jsp#2
"How to set the appropriate tone on your unit
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One of the most important roles of the Nurse Manager is setting the appropriate tone on her unit. This means taking 100% accountability for the quality, productivity, service, and employee retention/satisfaction on the unit.
In our experience, many Nurse Managers fail to set the appropriate tone. For instance, we recently worked with one organization in which some nursing units were in the bottom 25th percentile in patient satisfaction via Press Gainey surveys. The reaction of the Nurse Managers responsible for these results: “It’s on our list and we will begin addressing this within the next six months. Our goal is to get to the 50th percentile within a year.”
We hope you agree that this reaction is unacceptable!
The most successful Nurse Managers have, and create, a sense of urgency. They acknowledge what is working on their units, but also look for opportunities to improve. If something related to compliance, patient safety, or patient satisfaction is out of whack, they immediately take steps to get back on track. Immediately! (This doesn’t mean that the Nurse Manager makes rash decisions. She uses the data she has to set the most appropriate course to get back on track as quickly as possible).
In our judgment 50th percentile is simply not good enough, not even close. EVERY Nurse Manager should be aiming for at least the top 25th percentile in quality, productivity, and service — if not the top 5th percentile.
In the way she carries herself, the questions she asks, the compliments she gives, the challenges she sets, what she measures, and where she spends her time, the Nurse Manager sets the tone on her unit.
We recently held a seminar of both new and seasoned Nurse Managers. The Nurse Manager who stood out the most was a young woman who had just stepped into her role. During a case study, we gave an example of a situation in which the Nurse Manager needed to set an ambitious goal on her unit. While other Nurse Managers in the group seemed a bit hesitant, even tentative about setting such an ambitious goal, this newer professional showed confidence and personal power. She said, in a commanding and confident — but not obnoxious or overbearing way — “I know my staff will reach this goal because I’m not going to tolerate anything less from them.” When we heard her words, we could tell based on her tone that she would succeed.
Meanwhile, we got the sense that the other participants were choosing to be popular with their staff, and to encourage harmony, rather than on getting results. The best Nurse Managers balance both relationships and results. They neither avoid difficult conversations nor have to coerce/force their way to results. They achieve results through strong alliances based on mutual respect, personal leadership and commitment, and critical thinking skills.
When we lead seminars, the first thing we do is challenge Nurse Managers to decide whether the role of manager is right for them. If you aren’t comfortable setting a tone of excellence and urgency on your unit, then you might consider whether Nurse Management is for you."
"How to set the appropriate tone on your unit
Back to Top
One of the most important roles of the Nurse Manager is setting the appropriate tone on her unit. This means taking 100% accountability for the quality, productivity, service, and employee retention/satisfaction on the unit.
In our experience, many Nurse Managers fail to set the appropriate tone. For instance, we recently worked with one organization in which some nursing units were in the bottom 25th percentile in patient satisfaction via Press Gainey surveys. The reaction of the Nurse Managers responsible for these results: “It’s on our list and we will begin addressing this within the next six months. Our goal is to get to the 50th percentile within a year.”
We hope you agree that this reaction is unacceptable!
The most successful Nurse Managers have, and create, a sense of urgency. They acknowledge what is working on their units, but also look for opportunities to improve. If something related to compliance, patient safety, or patient satisfaction is out of whack, they immediately take steps to get back on track. Immediately! (This doesn’t mean that the Nurse Manager makes rash decisions. She uses the data she has to set the most appropriate course to get back on track as quickly as possible).
In our judgment 50th percentile is simply not good enough, not even close. EVERY Nurse Manager should be aiming for at least the top 25th percentile in quality, productivity, and service — if not the top 5th percentile.
In the way she carries herself, the questions she asks, the compliments she gives, the challenges she sets, what she measures, and where she spends her time, the Nurse Manager sets the tone on her unit.
We recently held a seminar of both new and seasoned Nurse Managers. The Nurse Manager who stood out the most was a young woman who had just stepped into her role. During a case study, we gave an example of a situation in which the Nurse Manager needed to set an ambitious goal on her unit. While other Nurse Managers in the group seemed a bit hesitant, even tentative about setting such an ambitious goal, this newer professional showed confidence and personal power. She said, in a commanding and confident — but not obnoxious or overbearing way — “I know my staff will reach this goal because I’m not going to tolerate anything less from them.” When we heard her words, we could tell based on her tone that she would succeed.
Meanwhile, we got the sense that the other participants were choosing to be popular with their staff, and to encourage harmony, rather than on getting results. The best Nurse Managers balance both relationships and results. They neither avoid difficult conversations nor have to coerce/force their way to results. They achieve results through strong alliances based on mutual respect, personal leadership and commitment, and critical thinking skills.
When we lead seminars, the first thing we do is challenge Nurse Managers to decide whether the role of manager is right for them. If you aren’t comfortable setting a tone of excellence and urgency on your unit, then you might consider whether Nurse Management is for you."