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Leadership is not about titles. The nursing role in delivering improved quality, population management, reduced cost* in a time of omnipresent change. *The Triple Aim from the Institute for Healthcare Improvement. Agenda. Where we are Where are we going How to get there. Agenda.

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leadership is not about titles

Leadership is not about titles

The nursing role in delivering improved quality, population management, reduced cost* in a time of omnipresent change

*The Triple Aim from the Institute for Healthcare Improvement

agenda
Agenda
  • Where we are
  • Where are we going
  • How to get there

MDCH/OCNE

agenda1
Agenda
  • Where we are
  • Where are we going
  • How to get there

MDCH/OCNE

slide4

My reasons for entering nursing in 1928 were largely irrelevant …my reasons for staying:

  • intense interest in the work,
  • the opportunity to develop one’s capabilities,
  • helping to advance the profession and the public interest were more important.

Hildegard Peplau, PhD, RN

agenda2
Agenda
  • Where we are
  • Where are we going
  • How to get there

MDCH/OCNE

institute of medicine recommendations
Institute Of Medicine RECOMMENDATIONS
  • 7: Prepare and enable nurses to lead change to advance health. Nurses, nursing education programs, and nursing associations should prepare the nursing workforce to assume leadership positions across all levels, while public, private, and governmental health care decision makers should ensure that leadership positions are available to and filled by nurses.

MDCH/OCNE

Jeanette Klemczak, MSN

iom future of nursing
IOM Future of Nursing

Key Messages

  • Nurses should practice to the full extent of their education and training
  • Nurses should achieve higher levels of education and training through an improved education system that promotes seamless academic progression

Jeanette Klemczak, MSN

iom future of nursing cont d
IOM Future of Nursing (cont’d)

Key Messages

  • Nurses should be full partners, with physicians and other health care professionals in redesigning health care in the United States
  • Effective workforce planning and policy making require better data collection and an improved information infrastructure

MDCH/OCNE

Jeanette Klemczak, MSN

look to the future
Look to the Future

Are you content to be pushed by the past or do you prefer to be pulled by the future?  

- Daniel Pesut, PhD, RN

the changes are well beyond nursing practice
The changes are well beyond nursing practice
  • US Healthcare is 17% of GDP – the MOST COSTLY in the world
    • When compared to other countries, this spend does not result in better outcomes
  • Reimbursement structures changing to focus of care delivery and outcomes
    • Better quality at lower cost
    • Delivery moving from acute care to alternate care location
  • Demographic changes (Silver Tsunami) driving shift from acute care to chronic care
loyalty
Loyalty
  • To speak up, to improve, to make positive suggestions – this is loyalty. Loyalty is for patients and patient care. Loyalty is to the profession and its advancement. Loyalty does not stand silent in the presence of persons or policies, which diminish any of these …  
    • Leah Curtin, MSN, RN
agenda3
Agenda
  • Where we are
  • Where are we going
  • How to get there

MDCH/OCNE

the stretch of leadership
The Stretch of Leadership

If nurse do not make clear their singular contribution to society’s health, they can hardly be surprised if they do not have the credibility and the political power that they would like to have.     

- Evelyn Adams, RN

so who wants to be in charge
So who wants to be in charge
  • What is in your leadership tool box?
  • What do you know about the organization ?
  • What is motivating you to get involved ?
and you begin
And you begin
  • Start slow - increase slowly – know your limits - be realistic about your time to volunteer
understanding the structure
understanding the structure
  • bylaws are the rules that the members agree to follow
  • parliamentary procedure such as Robert’s Rules sets the rules for discussion and decision making .. It does not decide policy
understanding the structure1
understanding the structure
  • EVERYBODY GETS NERVOUS ABOUT BYLAWS AND PARLIAMENTARY RULES
  • read the bylaws
  • practice parliamentary procedure
participate
 Participate!

Do not abandon your heritage as a nurse no matter where your career path might lead.

  • Linda Aiken, PhD, RN  
open doors
Open Doors

“The leader’s job is not to provide energy but to release from others.”

Frances Hesselbein,

Former CEO of

Girl Scouts USA 

basic rules of motions
BASIC RULES OF MOTIONS
  • Motion - formal process of making a decision
      • President recognizes someone who
        • Makes a motion then
        • Some one seconds it (no second, motion dead)
      • President or secretary reads the motion
        • President opens the floor for discussion on the motion
        • Maker of the motion has the privilege “speak to the motion first”
        • Members may speak (when recognized by the president) to the motion indicating if they are in favor or not of the motion.
      • President follows the discussion noting the + or – of the motion then asks if the group is ready to vote – if so the president will ask :
        • “All in favor say ‘AYE’ –”
        • Then will ask “All opposed say ‘AYE’ –”
      • If the president cannot decide by voice vote then will ask the member to raise their hands
slide22

“That is what political and economic power is all about: having a voice, being able to shape the future”

  • -Madeleine Kunin
  • Nurses are advocates, but often reactive, not proactive.
    • Armed with knowledge, you can be a stronger advocate for yourself and your client – an agent of change.
    • Nancy George, PhD, RN