How Can I Help You?

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.

Be as great a nurse leader as you are a nurse.  BOOK NOW

Explore my FAQs about Communication in Nursing and how I can help you

 

 

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.

 

Need More Help?

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

Team Leading Skills Development Course

[2 Day Course] How to become a Confident Nursing Team Leader

Communication in nursing

How to execute on flawless multidisciplinary team communication

Nursing Leadership Courses

8 week course for nurse managers to develop leadership and management skills


I am a nurse, originally perioperative nurse but have also worked in ED.  I will share my 15 years of experience in both senior and executive health leadership roles to transform accomplished clinical nurses into great nurse leaders. I have over ten years perioperative experience before moving into my nurse educator and management roles. I managed a privately owned emergency department in Brisbane for 6 years before starting this business. My transition from nurse to nurse manager was difficult – cloaked in self-doubt with little or no support.  I think that there has to be a better way and so I started Nurse Manager HQ to be that better way.  I see nurses who are the clinical cream who rise to the top, but find the role unsatisfying with terrible work-life balance.  I want to help those nurses be great nurse leaders.  I have post-graduate qualifications in Nursing, Coaching and Management. I am a member of the International Coaches Federation, Australasian College of Health Services Managers as well as the Nursing Professional Association of Queensland.

Tru Values® Program | Values & Leadership In Nursing

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Tru Values® Program | Values & Leadership In Nursing

  Why Are Values Important When Taking On Leadership In Nursing? True leadership hinges totally on your ability to tap into your values and express that as a leader.  True Transformational Leadership relies on this very principles.  People follow leaders who are authentic and genuine.  That genuine leadership comes from understanding your values and expressing that to your staff.  It means that you are being true to yourself and honest, and that becomes empowering to those you lead when you talk about the vision. If you simply talk about vision in terms of, say, “The hospital wants to grow to x beds and be a centre of excellence for y” – well, there’s nothing too inspiring for people to hang their hat on there.  But if you’re an authentic, transformational leader, then you first consider the vision that your hospital wants to achieve and whether that sits with your values.  Then, you find a way to express your belief in that vision through what you believe is important. So if you value Mastery, for instance, and your hospital has a vision of being a centre of excellence – well, you’re right in sync with each other.  You’ll express that to your team through true and genuine excitement about the potential to showcase your team’s expertise, superior knowledge in their clinical niche and potential to set standards and benchmarks for performance.  That’s language that teams can hang their hat on and get onboard. Identifying our values isn’t something that we naturally think about or do.  We have an intuitive, vague sense of what is important to use, but most of us have never “languaged” it.  This exercise is about doing just that.  Putting language around that intuition of what we really care about and then being about to translate that into our authentic leadership style. Tru Values® Program Your values are the behaviours and activities to which you are naturally drawn.  Values are who you really are.  This includes things like: Creating Contributing Adventure Beauty Teaching Spirituality The Tru Values Program® Program helps you to understand values and discern your top 4 values and it put you on a path to honouring them. What Are Tru Values®? Values are thing you do or that you find very attractive.  When engaged in these activities, you find most like yourself: well, connected, excited, glowing, effortless.  We like these things, but most of us lead lives that do not grant us the chance to do just these things.  We may be too busy with responsibilities, unresolved matters, chasing unmet needs, just getting by and so on.  In order to honour your Tru Values®, you will have to substantially alter and enhance your life to get the room you need to engage in this ideal life. Tru Values® Program Instructions Step 1: Select 10 Values Read each list of values and select 10 that resonate You are looking for a value, not a want, should, fantasy or wish Tell the truth about what you actually value or love to do with your time Some you will know innately Other require some straight looking – be willing to “try on” words you might normally skip over There may be some hidden values for you, where you may have the following reactions No, no, no: that would be...

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Record My CPD Nursing Evidence

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Record My CPD Nursing Evidence

Nursing CPD Points I field loads of questions from nurses who are unsure about what they need to do for their CPD nursing points. Here’s the information that I have directly taken from our national registration body, the Nursing and Midwifery Board of Australia on the the Australian Health Practitioner Regulation Authority’s website. So, straight from the horses mouth….. Frequently Asked Questions About CPD Nursing 1. What is CPD? CPD is the means by which members of the professions maintain, improve and broaden their knowledge, expertise and competence, and develop the personal and professional qualities required throughout their professional lives. 2. What types of activities count towards my CPD nursing? CPD records may include participation in the following activities: Tertiary, vocational and other accredited courses including distance education (needs to relate to context of practice) Conferences, forums, seminars and symposia Short courses, workshops, seminars and discussion groups through a professional group or organisation who may issue a certificate of compliance/completion. Mandatory learning activities in the workplace in the area of practice Service to the profession Self-directed learning, and Any other structured learning activities not covered above. 3. How many CPD nursing points am I required to accrue each year? RNs, ENs, Midwives : 20 hours Dual registration as a RN and a Midwife : 40 hours Dual registration as an EN and a Midwife : 40 hours Midwife with endorsement : 30 hours RN with scheduled medicines endorsement : 30 hours Eligible Midwife with endorsement : 40 hours 4. How Do I Document My CPD nursing points? Your documentation of the identified learning need, a learning plan, your participation in the learning activity and the outcome achieved will form the evidence of CPD you may need to provide. References to the articles that you have read are required for self-directed activities. 5. Does My Annual Mandatory Training (e.g. Fire, BLS, ALS, PALs) count? Mandatory learning activities in the workplace may be counted as CPD provided they are relevant to your context of practice. 6. How Long Do I Need To Keep The Evidence For? The National Board recommends that you keep evidence of CPD, including self-directed learning, for a period of three year   Complete My Evidence Here...

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My Coaching Feedback Form

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101 Things To Work On With My Coach

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101 Things To Work On With My Coach

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Coaching Preparation Form

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