Nurse Leaders Drive Momentum in Nursing

By Kelly Hancock, MSN, RN, NE-BC

From its founding as one Cleveland-based hospital in 1921, to the vast, international health system it is today, Cleveland Clinic has transformed throughout the years. Of course, for an organization that is nearly a Century old, transformation is inevitable. However, to realize success in transformation takes hard work and dedication – and, strong leadership.

Cleveland Clinic has a long history of employing talented, empowering leaders. I am a firm believer that strong leaders are the core component to any organization’s ability to succeed and prosper. And, that same philosophy applies to the nursing profession.

Leaders are the momentum behind success in nursing

Nursing needs strong leaders. The nursing profession is one that has a lot of layers. It’s fast-paced, it’s ever-changing. It continues to advance to meet the more complex demands of today’s healthcare environment and, according to the U.S. Department of Health and Human Services, it’s the nation’s largest healthcare profession.

Structurally, a nursing organization should have strong leadership in place within several key operational areas, including:

• Advanced practice nursing
• Ambulatory nursing
• Care management
• Emergency services
• Nursing education and professional development
• Nursing informatics
• Nursing quality and practice
• Nursing research and innovation
• Patient experience and staffing

While the approach to leadership may vary – from a quiet leader who leads by example to a situational leader who adapts and adjusts to situations as they arise, to a servant leader who puts the needs of followers first – leaders are in some way, change agents.

And, while leaders are always needed at the helm of a successful nursing organization to drive key programs, areas of focus, strategic direction or planned initiatives, there is an insurmountable level of value to be found in nurse leaders who don’t have management titles. Those nurses who may be working on a medical-surgical or oncology nursing unit, in an ambulatory surgery center, outpatient clinic, or in the nursing research office.

Having a management title doesn’t make a leader. Being a leader is about taking initiative. It’s about how your behaviors and actions influence those around you to create momentum.

What makes a good nurse leader?

To me, good nurse leaders are those who can show leadership by exerting character traits that empower others to collectively and collaboratively achieve a goal.

Effective nurse leadership does not come from authority or power, but the ability of the leader to empower others. Successful nurse leaders possess influential qualities like passion, inspiration, honesty, confidence and dependability. They are great listeners. They can engage and communicate well with others. They are on-board, all-in, and they are there because they want to be. They aren’t afraid of failure, in fact, they learn from it. Good nurse leaders are visionaries and they are decision-makers.

And, a good nurse leader knows that he or she is only as successful as his or her followers. Especially with the current landscape of healthcare, a nurse leader cannot move mountains or even climb small hills without the realization that true success is dependent upon all parties working together to achieve a common goal.

Preparing nurses for leadership roles

Many of the qualities and traits that comprise good nurse leaders are innate – similar to the qualities that landed them in the nursing profession. However, mentoring, training, educating, developing and coaching can truly go a long way when preparing nurses for leadership roles.

At Cleveland Clinic, we are fortunate to have several established programs that promote leadership development and can be extremely beneficial for current and future nurse leaders. All Cleveland Clinic caregivers, nurses included, can participate in Cleveland Clinic Learning Academy, which offers online leadership learning modules, courses, recommended conferences and events on leadership and more.

Additionally, specific to Cleveland Clinic’s nurses and nursing organization, our Office of Nursing Education and Professional Development has created a selection of programs and courses to guide up-and-coming nurse leaders through the leadership development process. Examples include:

• Lead the Supercharge. Designed for nursing operations managers, charge nurses and assistant nurse managers and focuses on developing skills in delegation, leading and managing teams, and professional communication at the unit level.
• Basic Strategies for New Nurse Managers. Focuses on introducing nurse managers and assistant nurse managers to the Cleveland Clinic culture and developing targeted skills and behaviors essential to management and leadership success in finance, human resources, quality and safety, and risk management. Emphasizes concepts such as coaching, building accountability and change management.
• LEAD (Leadership Education and Development). Designed to introduce key concepts of leadership and management that assist clinical, unit-based nurse leaders. Addresses concepts such as personal awareness, personal leadership skills and abilities, leading change, leading others (individuals and teams), leading to enhance the patient and provider experience, and the leadership role in outcomes management.

When an up-and-coming nurse leader has been identified within an organization, professional leadership programs or courses are always a great first step in developing leadership abilities.

Additionally, one-on-one mentoring with an organization’s established nurse leaders through shadowing experiences and coaching sessions is an ideal way to offer a first-hand look at what it takes to lead, what success looks like, how to approach leadership, and more. And, the development and use of career ladders can be a great tool for helping nurses interested in leadership from the executive management level as a future career path.

Strong nurse leadership will no doubt be a necessity as the healthcare industry continues to progress and transform. With the transformation well underway, take the time to identify up-and-coming nurse leaders within your organization and devise a plan to successfully prepare them for leadership roles. Remember, strong nursing leaders are the core component to an organization’s ability to succeed and prosper.

Kelly Hancock is the Executive Chief Nursing Officer of the Cleveland Clinic Health System, and Chief Nursing Officer of Cleveland Clinic Main Campus.