Reflections on Leadership: Looking Back to Move Forward

Reflections on Leadership: Looking Back to Move Forward

REFLECTIONS ON LEADERSHIP: LOOKING BACK TO MOVE FORWARD Angela Barron McBride, PhD, RN, FAAN Distinguished Professor-Dean Emerita Indiana University School of Nursing Overview of Presentation

Looking back: The dreams of childhood vs. current realities A word about my background Becoming a leader Lessons learned along the way Moving forward The Dreams of Childhood

Randy Pausch began his last lecture discussing his progress in achieving his childhood dreams I didnt have that many childhood dreams because a girl growing up in the 1940s and 1950s was supposed to stay open until marriage when you would find (and define) yourself in relationship to the man you would

marry and the children you would have A responsive posture, rather than a leadership stance My Own Leadership Journey 1962 2011 My Background

Traditional background: policeman father and seamstress mother Believed in education as key to success

Hints of leadership, but didnt see self as leader Began to take my possibilities seriously at Yale: You must be a leader or you wouldnt be here, so what will you do with your talents?

Conflicted About Leadership The issue for my generation wasnt Do you have a career? but Do you work outside the home after you have children? Educated to be a caregiver, so didnt associate my skill setfacilitating, supporting, responding,

educating, organizingwith leadership The second wave of the womens movement (Friedan, 1963) urged entry into domains of men, but inadvertently devalued traditional domains of women: Youre smart; you should be a doctor not a nurse Imposter phenomenon (Clance & Imes, 1978) Some Turning Points

A husband who always asked, What do you want to do next? Writing The Growth and Development of Mothers (1973) Becoming a National Kellogg Fellow (198184)

Becoming A Leader Clinical responsibilities: charge nurse, coordinator of clinical training

Academic ladder: department chair, associate dean for research, university dean Nursing organizations: president of Sigma Theta Tau International and American Academy of Nursing Interdisciplinary boards: National Advisory Mental Health Council, NIH Office of Womens Health, Indiana University Health Leadership

a process whereby the leadereither emergent or formally designatedinspires and catalyzes others to achieve shared values and institutional mission in an environment where the context and meanings (e.g., of health and aging) are evolving, thus the need to design new ways of doing things Not synonymous with administrative title Ranges from individual performance and productive teamwork to inspiring higher performance in others and creating enduring excellence

Nurse=Leader Leadership as personal Leadership as goal attainment

Leadership as transformational Leadership as personal: self-aware, thoughtful, creative, resilient, courageous, savvy, responsive, selfregulating, emotional intelligence, persistent, tolerant Leadership as goal attainment problem analysis and definition, interpersonal and communication effectiveness, resource development (human and otherwise)

Leadership as transformational grasp of complexity, strategic vision, striving for excellence, altering Lessons Learned #1. Leadership=full career development Preparationformal education and socialization experiences Independent contributionsworking independently and interdependently to achieve professional expectations/outcomes Development of home settingbuilding infrastructure, resources (human and financial),

and image Development of fieldadvancing profession to achieve public good Gadfly periodfree to be creatively provocative #2. Mentors are important at each career stage (and you need to be one at each stage) Preparationmodel values; help set career goals Independent contributions help navigate inner workings of institution/profession; keep focus on benchmarks of success

Development of home settingdevelop mentoring abilities; teach how to delegate Development of fielddiscuss strategies and future scenarios; prepare for board work Gadfly periodenvision post-institutionalretirement opportunities #3. Take responsibility for sustaining career optimism Take care of yourselfexercise, diet, sleep, etc. The 4 Cs of hardinesscommitted to what you do; believing you can control

some things; regarding change as offering opportunities; staying connected to community Be careful about how you think about mattersovergeneralizing, ruminating, confronting irrational beliefs/expectations #4. Know your strengths and limitations Build on and extend strengths Make friends with and/or hire those who like to do what you are not good at

Leadership isnt doing everything yourself; it is making sure that important matters get addressed #5. Leading the full life means that you are always doing triage Prioritize Think in terms of what is critical and important la Covey Say no softly and yes loudly When saying no, be sure to pass on opportunities to others

#6. Feedback is important to success You may never learn to like it Projects always get better with feedback Accept feedback graciously, but remember that you are the ultimate judge of how to use it Give feedback in an ego-enhancing way clear, specific, considerate, emphasizing learning not smartness Feedback must include positive reinforcement

#7. Be values driven Leaders need to stay on message for others to hear the message The more you connect actions to values, the more you help others see the big picture The more you connect actions to values, the more you do not get waylaid by distractions #8. There is a difference between

knowing what to do and getting things done Getting things done requires you to know where people are coming from Getting things done means you cannot just tell people what to do, but have to help them understand why next steps are necessary (sense-making is a major leadership role) and help them proceed forward #9. Policy making and anything else

that is important doesnt belong to any one discipline or field, so be interdisciplinary Leaders are boundary spanners Participate in interdisciplinary forums; join interdisciplinary groups; publish in interdisciplinary journals Need to read broadly and work with others who conceptualize the world differently to have a good sense of future #10. Practice gratitude and

appreciation It helps you stay optimistic Threads of connection (otherwise known as networking)thank you notes, letters of recommendation, favors done and receivedenable you to operate beyond your own limitations Leadership isnt just winning honors yourself, but helping others to do so FAMILY

FRIENDS Mentors RHETAUGH DUMAS DORIS MERRITT COLLEAGUES Moving Forward: Nurse Leadership and the IOM IOMs Keeping Patients Safe. Transforming the

Work Environment of Nurses (2004) urged nurses to exert transformative leadership, take responsibility for the design of work and workspace to prevent and mitigate error, and serve as prime movers in developing organizational cultures of safety IOMs The Future of Nursing (2010) emphasized nurses practicing to the full extent of their education, more educated nurses, and nurses as full partners with physicians and other health professionals in redesigning and leading healthcare change (including serving on boards)

Leadership: A 21st-Century Expectation A new equation nurse=leader Leadershipadministration

Nurse leadership coming into its own More understanding of the leadership journey More programs aimed at nurturing leadership Robert Wood Johnson Foundations Nurse Faculty Scholar Program, RWJFs Executive Nurse Program, RWJFs Health Policy Program, Hartford Foundations Building Academic Geriatric Nursing Program Leadership Career,

rsum lines, but more than a long list. Whats core is the sum total of meaning. Mentored, then mentoring. The challenge is to give away self as you build substance in place. ABM 29

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