I deliver 3 courses. I help skilled nurses take control of shift coordinating so your are confident with communication, problem-solving and decision-making. The second helps nurse managers transform into empowered and authentic nurse leaders. The third helps nurses on the clinical “floor” execute flawless multidisciplinary communication in nursing to deliver the care you aspire to give.
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Explore my FAQs about Communication in Nursing and how I can help you
- I am a senior nurse and am being asked to step up into team leader role in charge of shifts after hours. I don’t feel confident at all.
- I am a Nurse Manager and feel like a need more support in this role. How can you help?
- The morale in our unit is so poor. Communication seems to be non-existent. What can I do to improve our unit’s culture?
- I have no idea about the jargon of business? How can I be a nursing leader?
- I’ve just started to act up in a more senior nursing role. I feel like I’m not up for the job, like I’m an imposter. I worry that I’m going to be found out and it will be awful.
- I worry about a hospital’s staffing and how ever changing it is. Can I handle that?
- Nurse Managers have a lot of ground to cover ‐ meeting local, state and national guidelines; accreditation surveys; ensuring best practice; managing the team; rosters; dealing with complaints; managing material resources – the list seems endless. How do can I handle it all?
- Lots of Nurse Managers come early, stay late and take work home. How do I keep a healthy work/life balance?
- There seems to be a oodles of sources of great stress and anxiety in the role as a Nurse Manager? I’m not ready to take that on!
- There’s a lot to learn. What makes it all worthwhile?
- What are the most critical problems faced by Nurse Managers?
- I don’t have an in-depth understanding of the business problems that face senior administrators?
- I don’t think that higher management know I’m alive! How could I possibly get a management role when they don’t know me?
- I love patient contact. I don’t want to give that up.
- I’ve worked with the nurses in my team for many years. I don’t know if I can be their team leader or manager after years of being their peer.
- What if the team has really difficult personalities or there are major problems with morale?
- I’ve observed that the higher management team are highly focused on the financial success. I’m passionate about patient outcomes. What hope is there to work together with different goals?
- My health care setting is pretty isolated as we are a small team. Who would I talk with?
That’s exactly what my 2 day course on “How to Become a Successful Team Leader” is designed to do: transform your already well-honed clinical skills to a confident nursing team leader. Lead stress-free shifts where your team pull together, have fun, and put morale into your shifts.
I run a Nurse Manager Master Class. It’s an 8 week program that’s designed to give your methods to be self-reliant in this complex new role. So you can build culture. Integrate a team. Germinate excellence. Excel in recruitment & retention. Master workforce planning. Seize change management. Tranquilise risk. Cultivate quality. Grasp operational budgets. Own WHPPD. Frame capital expenditure planning.
One of my favourite quotes is Mahatma Gandhi’s
Be the change you want to see in the world
That’s exactly why I run the “Talk the Talk” 2 Day Course for nurses who are on the “clinical floor” to develop a vast repertoire of strategies for communication in nursing to make sure you can master communication. Imagine mastering those impossibly difficult doctors that you encounter every day. Create a ward where you can contribute to a culture of camaraderie. Spark a world where nursing departments collaborate together. After all, brilliant communication in nursing can only mean great things for our patients.
We had no idea about what the liver’s function was before we started nursing, but that didn’t stop us! When you finished you’re training, you had no skills in time management for a patient load of 4, either, but you found something within you to do it.
If you look back now and consider how you progressed from a novice practitioner after finishing training into an intermediate practitioner and finally metamorphed into an expert, you’ll remember that you did it be eating the elephant one bite at a time.
This is no different. You start at the beginning, learn the news skills, seek the new knowledge, incorporate it into your repertoire of practice, make mistakes, reflect and introspect, and then you’re there. Similarly, when you were a new nurse, you had mentors and experts who guided you along the way. That’s my role in your transformation from strong clinician to empower nurse leader. And it hinges on giving you the techniques for brilliant communication in nursing.
This is such a common thing. It’s something that I call “The Cloud Of Self-Doubt”. And it’s agonising. Most new nursing leaders, whether in charge of a team nursing model of care, shift coordinator or managing a ward, come to this leadership role feeling this way. They are somehow under the mistaken impression that they were expected to know everything there was to know before they took the role and should just hit the ground running! The fact is, the organisation knew precisely who you were and your level of experience before you were given these new nursing leadership responsibilities. Dealing with that fear and turning it into positive thinking is critical to your success. Indulging that belief is toxic to performance. My programs will enable you to think clearly, set objectives, achieve goals and build confidence. Soon, you will truly know that you are no imposter and won that position on merit.
Yes, you can. Every senior nurse in our current environment struggled with skill mix, recruitment and retention. But there are some fundamental principles that make this easier to manage in the short-term, medium-term and the long-term. Applying those principles that I can show you will help you build a strong, well-integrated team that is committed to your team for a long time and how to be ready for the challenges that come with our complex health care environment.
It’s definitely a case of breaking things down into manageable pieces. The key to all of this is having systems that are repeatable so that you can achieve the same result time, after time, after time. Every single aspect of the nurse leader’s role is able to be chunked into a consumable piece. That’s what we’ll do together. Sometimes, it’s a simple matter of getting a two- or three-step process, implementing and firing and forgetting. Other times, the underlying principles and process that you need to go through as a nurse leader are challenging, but you come out the other side ready to take on anything!
Yes, it’s not uncommon that potential nurse manager’s look at others in the role and wonder why they would take on the stress, extra hours for seemingly little reward. But often, those nurse managers haven’t been through the process of getting systems in place or truly discovering who they are as leaders so that they can lead with confidence and proficiency. The power of my programs is that it can facilitate design, support decision making, be a source of collaboration, be a source of self-discovery – all serving to making you the strongest and most effective team leader you can be. And that has absolutely nothing to do with the number of hours you put it. Truly a case of quality, not quantity, can be achieved here.
Yes, there is plenty of opportunity to find stress in this role. But not more than a case load of patients that seems insurmountable or a patient load of higher dependancy patients in a ward. There is stress in every role. It’s how you manage it that makes the difference. And no one in the history of being a leader just woke up one day and were ready to take on the world, cool as a cucumber. It’s a learned skill.
Taking on a team of great nurses or a multidisciplinary team, building culture that exposes that team to what it looks like and what it feels like to work in a truly great place, giving them the resources to make a real difference to patient outcomes and then getting out of their way to do it: it’s the ultimate professional reward. Like anything, develop robust skills with communication in nursing is absolutely paramount.
I will show you the 5 key principles you need to know to make a great team and build a great health service. I’m a firm believer of chunking components down into consumable pieces. That’s why I always talk about “eating the elephant: one bite at a time”. Once you have grasped those 5 principles, then it’s simply a matter of taking everything that you need to do in your health care environment, slot it into one of those principles and work through it. I will work with you to master the strategies that you need for each so that you set grand goals, make great decisions, execute vast change that is embraced, and ultimately make a big impact
And guess what? They don’t have an in-depth understanding of how to delivery health care either. You need each other. When they start talking about the profitability and the EBITDA and the benchmark and goodness knows what else, you feel intimidated. When you start talking about clinical pathways and models of care and skill mix, they feel intimidated. It is precisely why both parties are involved in conversations – you bring your knowledge and they bring theirs. And a gap is bridged. Through my programs, you will learn how to build on your strengths, allay your weaknesses and develop key strategies for proficiently bridging this gap.
And that’s probably because you’ve not considered yourself in that role until now. Now you’ve started visualising yourself in a nursing leadership role, you suddenly realise how important it is to be noticed. Often, people make the mistake of working too hard – we all know those people who are shamelessly trying to get in front of the brass when they’re around. That’s not the kind of “noticed” that you want. Another strategy some opt for is the “jargon” strategy: they start dropping all the jargon that they can, but it’s abundantly clear they know very little behind the bravado. My programs are exceptional at developing your intrinsic abilities and fostering these so that you build brand and reputation within your organisation.
Nor do you have to. Nursing leadership roles sometimes gets a bad rap – the meat in the sandwich. But on the upside, you are close enough to the action that you can take as active a role as you wish in the coal face. It’s a tricky balance, though, as patient care will no longer be your core business. Many make the mistake of trying to be the Nurse AND Manager, not the Nurse Manager. Leadership can be a fine line and growing insight into knowing exactly what is enough takes skill, introspection and finesse.
A very common concern. This particularly area is fraught with danger for the unprepared nurse leader. Leadership is not the time for friendship, but relationships. It is not the time for enemies, but boundaries. It is not the time for distant aloofness, but connection. When you have friendships that were built years and years ago, and your circumstances change, such as when you become their superior and no longer their peer – managing that effectively can be very difficult. My programs can help you deeply understand who are you as a leader that is aligned with the person you are and the values you hold. It is the most powerful tool to avoid breaking down those relationships but using them to your advantage.
It is entirely possible, if not probable, that there will be. Any team has a spectrum of engagement, not matter how healthy their culture is. There’s no better time to start learning the critical skills of change management and leadership than from the very beginning.
Actually, your goals are exactly the same. But your circles of influence differ. That’s not a deal breaker. But it does require some leadership, maturity and finesse to handle some of the difficult conversations that might be ahead. My programs are excellent for building great strategies as well as clear communication styles.
Mentors are everywhere. And they’re not necessarily in your profession. Sometimes, a professional acquaintance who happens to be a sales executive can provide incredible mentorship. It may not be in how to be a nurse manager, but it may be in negotiating, stronger communications, building confidence – any number of skills can be garnered from any number of powerful mentors.
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Want to craft more skills to transform from accomplished nurse to empowered nurse leader? Book my 2 day course in how to become a confident nursing team leader