Emergency nursing leadership shouldn't be traumatic
Anna Ballantyne
I clearly remember my first shift in emergency. The nurse in charge greeted me by name and with a warm smile. She said that she would look out for me and affirmed my nursing background as desirable in emergency… she ‘had me at hello’.
When I think about leadership impact, it is the actions and/or words that show trust, belief and respect - these are the things that inspire me, these are the things that ‘keep me going’, and these have had a pivotal impetus in my career. Granted, I was always interested in emergency. Possibly, I am made for it and it for me. The nurses who directly or indirectly said, 'you are good at this', have shaped where and who I am in nursing today.
Soon after that first shift, I was working permanently in the bustling ED. As a junior there, I remember a late shift from hell during which a 6-foot plus aggressive man stepped well into my personal space. Before he had finished his angry rant, before I said a word in response, the team leader stepped in. Literally. He stepped in between the angry man and me and clearly outlined the expected behaviour towards "his" staff. I could have defended my care, but I didn’t have to. This action spoke volumes to me. He trusted my character and my care. I felt protected, encouraged and relieved!
Life is not all roses. A manager once verbally tore strips off me in the front of the team. For my break that afternoon - I snuck outside and privately shed some hot little tears (then wiped my face and returned with my chin up). What was the outcome of that meeting? I knew that the manager hadn’t listened. I realised that it was her stress, thrown at the nearest member of the team. I then tried to avoid having to approach her at all. She lost, in that moment, the opportunity to contribute to my development as a nurse.
Not that leadership avoids the difficult decisions. I have been on both sides of challenging conversations. I have seen recipients of a difficult conversation return to learn more so they can continue bettering their skills. It is so simple when embedded in trust. I remember listening to one of my mentors, amused at his assurance of my ability. In a later discussion, that same nurse made a comment to me regarding care, “that’s not best practice” he said and then kept talking. I thought, ‘he is right’ and changed my practice. I respect the clinical care he gives and I know that he encourages my best in nursing, whether that is in progress or best practice.
I now induct staff into emergency and general nursing. I welcome them warmly. I also teach 'my' team leaders to protect and encourage their team. These people are great nurses who are capable of great things - this is my baseline for leadership and I have learned it from many inspiring colleagues.
Anna Ballantyne is a Clinical Nurse / Clinical Coach specialising in emergency nursing. She mentors nursing staff as they navigate their way through the crazy, exciting world of emergency critical care. Drawing from a career spanning 20 years, Anna reflects that showing kindness in all you do takes great strength and builds strength in yourself and those around you.
When I think about leadership impact, it is the actions and/or words that show trust, belief and respect - these are the things that inspire me, these are the things that ‘keep me going’, and these have had a pivotal impetus in my career. Granted, I was always interested in emergency. Possibly, I am made for it and it for me. The nurses who directly or indirectly said, 'you are good at this', have shaped where and who I am in nursing today.
Soon after that first shift, I was working permanently in the bustling ED. As a junior there, I remember a late shift from hell during which a 6-foot plus aggressive man stepped well into my personal space. Before he had finished his angry rant, before I said a word in response, the team leader stepped in. Literally. He stepped in between the angry man and me and clearly outlined the expected behaviour towards "his" staff. I could have defended my care, but I didn’t have to. This action spoke volumes to me. He trusted my character and my care. I felt protected, encouraged and relieved!
Life is not all roses. A manager once verbally tore strips off me in the front of the team. For my break that afternoon - I snuck outside and privately shed some hot little tears (then wiped my face and returned with my chin up). What was the outcome of that meeting? I knew that the manager hadn’t listened. I realised that it was her stress, thrown at the nearest member of the team. I then tried to avoid having to approach her at all. She lost, in that moment, the opportunity to contribute to my development as a nurse.
Not that leadership avoids the difficult decisions. I have been on both sides of challenging conversations. I have seen recipients of a difficult conversation return to learn more so they can continue bettering their skills. It is so simple when embedded in trust. I remember listening to one of my mentors, amused at his assurance of my ability. In a later discussion, that same nurse made a comment to me regarding care, “that’s not best practice” he said and then kept talking. I thought, ‘he is right’ and changed my practice. I respect the clinical care he gives and I know that he encourages my best in nursing, whether that is in progress or best practice.
I now induct staff into emergency and general nursing. I welcome them warmly. I also teach 'my' team leaders to protect and encourage their team. These people are great nurses who are capable of great things - this is my baseline for leadership and I have learned it from many inspiring colleagues.
Anna Ballantyne is a Clinical Nurse / Clinical Coach specialising in emergency nursing. She mentors nursing staff as they navigate their way through the crazy, exciting world of emergency critical care. Drawing from a career spanning 20 years, Anna reflects that showing kindness in all you do takes great strength and builds strength in yourself and those around you.Bagikan
Blog Contest Winner: Emergency nursing leadership shouldn't be traumatic
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