You Can Do It! A Practical Approach to Building a Strong Perinatal Leadership Team
Article first published online: 11 JUN 2013
© 2013 AWHONN, the Association of Women's Health, Obstetric and Neonatal Nurses
Journal of Obstetric, Gynecologic, & Neonatal Nursing
Special Issue: 2013 Convention Proceedings
Volume 42, Issue s1, pages S60–S61, June 2013
How to Cite
Weber, D. K. (2013), You Can Do It! A Practical Approach to Building a Strong Perinatal Leadership Team. Journal of Obstetric, Gynecologic, & Neonatal Nursing, 42: S60–S61. doi: 10.1111/1552-6909.12140
- Issue published online: 11 JUN 2013
- Article first published online: 11 JUN 2013
Purpose for the Program
Eastern Idaho Regional Medical Center (EIRMC) recognized the need to grow the charge nurse team and create a succession plan that allowed this rural, regional center to have a wealth of skilled nursing leaders who in the future could move into high-level management positions and ensure the future success of the hospital's nursing staff. The purpose of this abstract is to break down the process that is used to convert a charge nurse team from ordinary leaders to extraordinary clinical supervisors. This process is made possible through a combination of focused education around key leadership values and the practical steps used to move the team forward.
The development of the Perinatal Leadership Council at EIRMC started in June 2012 with a proposed change in the job description of the clinical supervisor. Previously, the job description and daily responsibilities of the clinical supervisor mirrored that of a charge nurse. The delineation of the role of a charge nurse versus a clinical supervisor was predominately by title only, and the clinical supervisor was on a different pay scale than a charge nurse. The role was implemented with the proposed change in the job description and clearer delineation of the role, including a BSN, certification in their specialty, crucial conversations training, and accountability beyond their scheduled shifts.
Implementation, Outcomes, and Evaluation
Fourteen perinatal clinical supervisors are currently participating in the updated role. A self-assessment was the first tool used to identify the current status and health of each member of the team. This initial assessment consisted of questions that helped them recognize their strengths and weaknesses, as well as determine both personal and professional goals. By using the results of the questionnaire, a focused education plan was developed for each team member through a one-on-one coaching session with the nursing director. The education plan includes biweekly meetings as a team, quarterly hospital-wide leadership education, one-on-one coaching sessions, and individual safety-focused projects to assist with improving the outcomes of the department.
Implications for Nursing Practice
Data will be analyzed in the spring of 2013 through questionnaires, focused interviews, and overall hospital ratings, including patient satisfaction scores, core measure data comparisons, and physician satisfaction scores. The team anticipates it will be able to clearly identify the course for developing leaders at the staff level who have the key skills required to manage the day-to-day activities of their department, support and promote peer development, and improve patient outcomes and experiences.