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A Nurse's Survival Guide to Leadership and Management on the Ward

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A Clinician's Survival Guide to Leadership and Management on the Ward
A Clinician's Survival Guide to Leadership and Management on the Ward

A Nurse's Survival Guide to Leadership and Management on the Ward

9781437717471
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Opis
This is a short, practical guide to situations and problems faced by ward managers, sisters and charge nurses today. It covers leadership and management directly related to situations that arise daily on the ward.
Szczegóły produktu
Churchill Livingstone
44255
9781437717471
9781437717471

Opis

Rok wydania
2009
Numer wydania
1
Oprawa
miękka foliowana
Liczba stron
352
Wymiary (mm)
123 x 186
  • CHAPTER 1 - BE CLEAR ABOUT YOUR RESPONSIBILITIES
    . Be clear about what 24 hour responsibility means
    . Be clear about what makes a good leader
    . Dont just use your line manager for guidance
    . Agree your Personal Development Plan
    . Be clear about your legal responsibilities
    . Be clear about your managers role
    . Remember you are the patients overall advocate
    . Dont take on other peoples pressures
    . Balance your clinical work with administrative duties
    . Promote good working relationships with other health professionals in your unit

    CHAPTER 2 - PRIORITISE YOUR TIME
    . Define your workload
    . Organise your office and diary
    . Keep up with your emails
    . Cut interruptions
    . Learn to speed read
    . Choose carefully which meetings to attend
    . Beware non-clinical managers
    . Under promise and over deliver
    . Be proactive, not reactive (Question decisions and directives)
    . Delegate effectively
    CHAPTER 3 - CREATE A HAPPY WORKING ENVIRONMENT
    . Have a plan
    . Set objectives with your team
    . Know your staff well
    . Feedback with sincerity
    . Be a good listener
    . Never talk disapprovingly of others
    . Empower your staff to take more responsibility
    . Have a system for dealing with patients relatives
    . Deal with conflict
    . Implement Clinical Supervision
    CHAPTER 4 - MANAGE AND TREAT YOUR STAFF WELL
    . Develop a close professional relationship with your HR advisor
    . Keep file notes
    . Make appraisals work
    . Deal with poor performers
    . Know when and how to discipline
    . Keep tabs on sickness
    . Deal with unauthorised absence promptly
    . Inform and involve your team in everything
    . Ensure all staff have appropriate training, development and support
    . Ensure your staff consider each others needs
    CHAPTER 5 - MAKE SURE CARE IS PATIENT-CENTRED
    . Know your stuff
    . Ensure all patients have a full assessment and care plan
    . Be clear about what HCSWs can and cant do
    . Make sure patients are involved and informed
    . Eliminate long handovers
    . Work towards a Primary Nursing model
    . Stop task orientated care
    . Use Essence of Care wisely
    . Prioritise when short-staffed
    . Take the lead on ward rounds
    CHAPTER 6 -GET YOUR BUDGET RIGHT
    . Know what you budget is
    . Prioritise PAY
    . Make sure your budget matches your off-duty numbers
    . Manage annual leave allowance
    . Manage sickness/absence (and maternity leave!) allowance
    . Forward plan your study leave allowance
    . Get your staff involved in NON PAY
    . Be more active in the business planning process
    . Dont do anything without identified funding
    . Meet regularly with your finance advisor
    CHAPTER 7 - RESPOND WELL TO COMPLAINTS
    . Work on the content, not number of complaints
    . Make sure your staff are equipped to deal with verbal complaints
    . Write a draft response before investigating
    . Investigate sensitively
    . Maintain contact with the complainant
    . Hold a meeting if appropriate
    . Know what to do if you suspect misconduct, negligence or criminal intent
    . Put up a complaints/comments board
    . Take action to put things right
    . Share all complaints with your team
    CHAPTER 8 - BE POLITICALLY AWARE
    . Keep up with whats going on
    . Choose your meetings carefully
    . Get to know the right people in your Trust
    . Plan ahead
    . Be diplomatic
    . Talk of we rather than I
    . Make time for your line manager and Director of Nursing
    . Know your Trust Board and their priorities
    . Network
    . Choose your mentor and mentees with care
    CHAPTER 9 - BE A GOOD ROLE MODEL
    . Never moan or gossip
    . Be smart
    . Always smile
    . Always make a good first impression
    . Be relaxed and in control (never lose your temper)
    . Talk with confidence
    . Make your writing distinguishable
    . Work on your strengths
    . Be aware of your weaknesses
    . Mind your language
    . Socialise with care
    CHAPTER 10 - LOOK AFTER YOURSELF
    . Recognise symptoms of stress
    . Recognise and deal with any staff stress
    . Get yourself a mentor from the Trust Board
    . Join or set up a peer support group
    . Get over mistakes and move on
    . Train up your deputy ward manager
    . Choose who you talk to carefully
    . Get a union rep on your team
    . Drink plenty of water and eat!
    . Remember its only a job
    CHAPTER 11 - HAVE A ROLLING RECRUITMENT PROGRAMME
    . Review the post with the person who is leaving
    . Write good adverts and recruitment packages
    . Shortlist and arrange interviews
    . Get the best out the interviews
    . Follow up all candidates personally
    . Keep accurate, objective records
    . Arrange 2-week induction + PDPs for all new recruits
    . Continually explore all other avenues to get staff
    . Involve your team
    . Succession plan
    CHAPTER 12 - MANAGE DIFFICULT SITUATIONS
    . Deal with your difficult manager
    . Deal with members of staff who dont get on
    . Deal with any allegations of bullying/harrassment properly
    . Deal with grievances appropriately
    . Take action if staffing levels are dangerously low
    . Break up any cliques
    . Take action when morale is low
    . Protect your staff from being used by others
    . If the work is not funded, dont do it
    . Deal with that problematic colleague
    CHAPTER 13 - MANAGE DIFFICULT STAFF
    . Dont allow bad behaviour
    . Deal with staff who refuse to undertake a task
    . Deal with staff who refuse to wash/wear proper uniform/look professional
    . Deal with staff who refuse to accept change
    . Deal with staff who work too hard
    . Be fair but firm with staff who demand more than others
    . Dont put up with difficult agency nurses
    . Know what to do when staff allege unacceptable behaviour from a colleague
    . Deal with any drug / alcohol problems immediately
    . If you suspect criminal activity, take action
    CHAPTER 14 - MAKE TIME FOR YOUR MANAGER
    . Be clear about your expectations
    . Work with, not against your manager
    . Act, if an important decision has been made without your consultation
    . Act, if a change in another department has a knock on effect in yours
    . Dont be pressurised to taking on extra work without funding
    . If you are doing extra work without funding, take action
    . Keep your manager informed
    . Present solutions, not problems
    . Write good and timely reports
    . Be careful about taking on extra projects
    CHAPTER 15 - GET THE BEST ADVICE
    . Know where to go for legal advice
    . Know where to go for professional advice
    . Tap into the resources within your chaplaincy department
    . Use but dont abuse the clinical nurse specialists
    . Be clear what PALS is for
    . Use those policies
    . Get the best Health & Safety advice
    . Build external links
    . Consult HR at the earliest stage
    . Use your mentor
    CHAPTER 16 - QUESTION EXTERNAL DIRECTIVES
    . Is another link nurse role really needed ?
    . Has the bed manager considered all other options ?
    . Is that audit really necessary ?
    . Has your line manager questioned the decision ?
    . Is that performance target worth lowering the quality of care for?
    . Are HR aware of the implications of their decision?
    . Are consultant/specialist decisions always right ?
    . Use your union steward
    . Dont be afraid to contact the Chief Executive directly
    . Rely on your own common sense

Zobacz nowsze wydanie:

A Clinician's Survival Guide to Leadership and Management on the Ward
A Clinician's Survival Guide to Leadership and Management on the Ward
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