To be successful in change management, CNOs must be ready to listen to understand, say these nurse leaders.
With policies and procedures constantly changing in health systems, nurses can feel overwhelmed and hesitant to embracing change.
As the captains of the ship during times of transition and adjustment, CNOs must be ready to steer with confidence and with all the necessary communication tools at their disposal.
The Winning Edge for Nursing Change Management webinar included three experts on the subject: Stefanie Beavers, CNE at OU Health, Theresa Dillman, CNO at Plainview and Syosset Hospitals, Northwell Health, and C.J. Marbley, CNO at University Medical Center New Orleans, LCMC Health and CNO/COO at New Orleans East Hospital.
The panel included three key points change management in nursing.
Understanding the ‘why’
First and foremost, from a treetop perspective, CNOs must be able to identify the reason behind the change in process. According to the panelists, leaders must be able to recognize the internal and external factors driving the change, and anticipate the impact, critical success factors, and what might not be successful. Having a strong foundation of consistent care is key as well.
CNOs need to understand operations and what stakeholders are involved with the changes. While nurses make up the largest group in the workforce and are very capable of driving change, if other stakeholders aren't involved, the new processes will hit roadblocks or fail.
Communicating with frontline nurses
According to the panelists, CNOs must use every available communication tool at their disposal, and be conscious of how nurses prefer to receive communication.
Leaders should seek feedback from nurses on how messaging comes across and take that into account the next time they send information to their teams. There are currently five generations of nurses in the workforce, so CNOs must also be conscious of how different messaging and methods of delivery work for nurses at different career stages.
Nurse leaders must also focus on building a culture of psychological safety for nurses. If nurses don't feel comfortable providing honest feedback, then communication between them and leadership will be ineffective.
Improving leadership skills
CNOs need to improve their own leadership skills and the skills of the nurse leaders throughout the organization in order to lead with certainty.
Leaders must be agile and able to understand data, and be willing to take feedback from nurses on what can be improved, the panelists explained. CNOs must be able to reflect on how they receive feedback, avoid creating power dynamics in communication, and learn to listen to understand, and not just to respond.
Lastly, CNOs should also focus on building a network of other CNOs that they can turn to for feedback and idea generation. It's important for CNOs to have a peer outlet that they can discuss problems with and share solutions. That sense of community benefits each CNO and their growth as leaders, while also moving the nursing industry forward with common goals in mind.
G Hatfield is the CNO editor for HealthLeaders.
KEY TAKEAWAYS
CNOs must be able to recognize the internal and external factors driving the change, and anticipate the impact, critical success factors, and what might not be successful.
Nurse leaders must use every available communication tool at their disposal, and be conscious of how nurses prefer to receive communication.
CNOs need to improve their own leadership skills and the skills of the nurse leaders throughout the organization in order to lead with certainty.