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Motivating and Developing Others-2 (1)
- 1. Motivating and Developing: Self& Others WENDY HESS, BSN, RN & ERIN CRIST, BSN, RN HEALTHSOUTH REHABILITATION HOSPITAL OF YORK
- 2. Introduction: Leader tostaff Motivating and developing others is crucial in today’s nursing world. Nurse leaders who follow a transformational style see the value in the formation of interpersonal relationships with their staff. It is through the development of these relationships that the transformational leader will inspire, engage, educate, empower and encourage their staff. Efforts of both parties are needed to construct common goals. These efforts provide the motivation and development needed to successfully achieve both personal and institutional goals. Both leader and staff play key roles in achieving these common goals.
- 3. Introduction: Staff toSelf and Staff to Others Both leader and staff member hold a responsibility to participate in the development of themselves. Nurse Residency Programs Clinical Ladder CRRN Additionally, staff members also maintain accountability to the development of others. Preceptorship Mentorship Leadership Development
- 4. Motivating • To givesomeone a reason for doing something • To provide with a motive www.merriam-webster.com
- 5. Developing To cause somethingto grow or become bigger or more advanced www.merriam-webster.com
- 6. Motivating and Developingthrough Transformational Leadership Charismatic - leaders are both liked and respected by their followers who view them as a positive role model. Inspirational – leaders enthusiastically inspire their followers with a team approach to achieve organizational goals and quality care and outcomes. Educational – leaders develop their staff through supporting educational opportunities and advancement of knowledge and nursing practice. Encourage– leaders develop their staff toward self improvement through the challenging of existing negative behaviors thus encouraging the development of new positive behaviors. (Curtis & O’Connell, 2011), (Henderson et al., 2013) .
- 7. Motivating and Developingthrough Transformational Leadership Excellence - leaders motivate their staff through reward and recognition of nursing excellence and staff achievements. Encourage – leaders provide encouragement through the mentorship of their followers, thus supporting personal goals and providing career development and advancement. Empowerment – leaders empower the staff through shared decision making, open communication, trust and providing opportunities for growth. Engagement – leaders engage their staff through providing a sense or vision of purpose and worth within the larger organization. (Curtis & O’Connell, 2011), (Henderson et al., 2013)
- 8. Motivating and DevelopingThrough Transformational Leadership Visionary – leader is not intimidated by the follower. The leader empowers their staff to grow without fear of being replaced by the upcoming new leaders they are motivating and developing. Visibility – leader is visible to staff by making frequent rounds and maintaining a physical presence on the nursing unit. Accessibility – leader is easily accessible to their staff, building trust by establishing an open door policy and open communication. (Curtis & O’Connell, 2011), (Henderson et al., 2013)
- 9. Advantages of Motivatingand Developing Others An Enthusiastic Work Environment – Healthy Work Environment! Staff Participation in Decision Making – Shared Governance! Shared goals – Team Work! Increased Safety Awareness – Quality Initiative Improvement, Healthier Staff! Engaged & Content Nurses – Better Patient Outcomes, Trickle Down Effect! (Lievens & Vlerick, 2014)
- 10. Advantages of Motivatingand Developing Others Optimal Patient Care – Patient Satisfaction! Staff involvement in Change Initiatives – A Voice in Solutions! Competent staff – Nursing Excellence! Increased Nurse Satisfaction – Better Nurse Retention Decrease Nurse Turnover – Invested Staff All this Equals Shared Visions, Shared Purpose and Shared Responsibility! Both the leader and the staff have a responsibility to participate!
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- 12. Bedside Leaders: OurResponsibility Rehab techs Nurse Externs LPNS New Nurses
- 13. Programs to Developthrough RN Leadership Orientation – starting the right way, providing new nurses with survival tools and knowledge of human resources and organizational processes. Preceptorship – on the job training of nursing skills, tasks, documentation, equipment and patient care. Continued orientation and beginning of socialization. Mentorship – Usually begins after preceptorship is finished. Is longer term and involves a more personal relationship. Involves the guidance, nurturing and supporting of new staff. (Sullivan, 2013)
- 14. Nurse Residency Programs Educating new nurses beyond orientation & precepting. Typically 12 months in length, nurse residency programs are designed to support the development of new staff nurses. Contains an established curriculum and may involve an evidence based practice project. Provides structure for new graduates by giving them additional time and resources compared to a standard orientation experience. Decreases turnover which further motivates employees.
- 15. CRRN-Certified Rehabilitation RegisteredNurse Shows employers, colleagues, patients, and the public that you are committed to excellence in caring for people with physical disabilities and chronic illnesses. Indicates that you are an experience rehabilitation or restorative nurse. Increased professional credibility, recognition of your expertise, greater impact as a job candidate, and a heightened sense of personal achievement. Having the title of CRRN may inspire others to further develop themselves, leading to a more developed workforce. www.rehabnurse.org
- 16. Programs to Motivateand Develop Clinical Ladder – Recognizes more experienced staff. Usually achieved in steps. Involves gathering supporting evidence and an application process. Individual Development Plan (IDP) Succession Planning – Involves the developing of future leaders. Is strategic in nature and meant to stabilize the institution through internal promotion. (Sullivan, 2013)
- 17. How Can YouMotivate Yourself and Others? Https://www.youtube.com/watch?v=TPpKEysN68k
- 18. Conclusion: Motivating andDeveloping Staff is best achieved through transformational leadership. It is important for both the nurse leader and the staff nurse to participate in the development and motivation of self and others. New nurses are the future leaders of nursing, it is the responsibility of both leaders and experienced nurses to empower them for nursing excellence and a successful career. How can you motivate and develop others??
- 19. References: Curtis, E.& O’Connell, R (2011). Essential leadership skills for motivating and developing staff. Nursing Management, 18(5), 32-35. Henderson, A., Schoonbeek, S. & Auditore, A. (2013). Processes to engage and motivate staff. Nursing Management, 20(8), 18-25. doi: http://dx.doi.org/10.7748/nm2013.12.20.8.18.e1150. Lievens, I. & Vlerick, P. (2014). Transformational leadership and safety performance among nurses: The mediating role of knowledge-related job characteristics. Journal of Advanced Nursing, 70(3), 651-661. doi: http://dx.doi.org/10.1111/jan.12229. Sullivan, E.J. (2013). Effective leadership and management in nursing (8th ed.). Boston, MA: Pearson. www.merriam-webster.com www.rehabnurse.org
Editor's Notes
- #2 Overview, Wendy – leadership perspective Erin – staff perspective
- #3 Many different styles: a leader may incorporate different styles into different situations. I tend to favor the transformational as my primary style.
- #5 Erin
- #6 Wendy – continuous circle. must develop self in order to be able to develop others. Leaders develop staff while still developing themselves. Staff develop new staff while still developing themselves. I’m developing you while developing me and you are developing you while developing other staff. Example: this presentation
- #7 Discuss Encourage more in depth. Not scolding but challenging in order to assist the staff to reach their full potential.
- #8 Encourage – will discuss programs in future slides Empowerment – committees, PI teams. Engagement- HealthSouth promotes from within, everyone’s job is vital to our success.
- #9 Visionary – tell Jan story
- #10 Expand on the trickle down effect engaged nurses=high quality care, un-engaged nurses = poor quality care
- #12 Discuss the employee who just doesn’t want to be motivated.
- #13 Stress Bedside Leader. Rehab techs- new techs, Nurse externs-Wendy, LPN’s- techs and externs, New nurses-everyone Everyone working together to develop a team of high quality professionals
- #14 Wendy – orientation Erin – preceptorship and mentorship
- #15 Effective Leadership and Management in Nursing
- #16 www.rehabnurse.org