Magnet Showcase: Transformational Leadership

Premier Nursing News     July 2018

TL04: CNO Involvement in Organizational Decision-Making: Good Samaritan Hospital (closed in 2018)

Provide one example, with supporting evidence, of the CNO's involvement in the organization's decision making (not involving technology).

Syl participated in the hospital’s community health improvement committee to support evaluation of funds delivered. The community health focus became birth outcomes, chronic disease, and behavioral health/substance abuse. 

AND

Provide one example of the CNO's involvement in the organization's technology decision-making.

Syl's support and commitment to improve the annual evaluation process and move toward utilizing HealthStream Performance Center for electronic review and submission 

TL05: Nurse Leaders Guiding Change: Upper Valley Medical Center

Provide one example of the strategies used by nurse leaders to successfully guide nurses through unplanned change.

During an unplanned EPIC downtime at UVMC, Lisa Weaver, Heidi Harmer, and Tracy Knox used creative strategies to replace the track board, view test and lab results, and document ADT and patient care.  

AND

Provide one example of the strategies used by nurse leaders to successfully guide nurses through planned change.

Missy Tallmadge guided a change effort that ensured nurse productivity was efficient and effective. There was a focus on “the why” with built-in face-to-face communication at all levels to allow questions and push-back so barriers could be removed.

TL06:  Developing Leaders – Provide one example of each of the following activities: Atrium Medical Center

Mentoring or succession planning activities for clinical nurses:

Clinical nurse Rebecca LeMaster was given mentorship opportunities through the Versant Residency program. Mentors were leaders throughout Premier Health who provided a variety of experiences, including Daisy Dronen, Good Samaritan Hospital AO; Darin Stoutenborough, Miami Valley Hospital perioperative nurse manager; and Alexandra Carpenter, Atrium Medical Center trauma program manager.  

AND

Mentoring or succession planning activities for nurse managers:

Christie Banford, nurse manager, was matched in a formal mentoring program with a leader one level up and a peer to continue professional development activities through New Leader Orientation.

AND

Mentoring or succession planning activities for nurse leaders (exclusive of nurse managers):

Tina Gregory, Atrium Medical Center Nursing Director, was provided leadership mentoring by Marquita Turner, Atrium’s CNO. This offered the opportunity for Tina to attend a specialized class, Leadership Development Series, at the University of Dayton. Through this experience, Tina has gained confidence to expand job duties to system-level responsibilities.

AND

Mentoring or succession planning activities for the CNO (Premier Health example):

While Peggy Mark was the chief learning officer for Premier Health, she was mentored by the system CNO, Syl Trepanier. This development lead to succession planning so that when Syl vacated his role, Peggy was aligned and ready to assume those responsibilities.

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