Issue link: https://beckershealthcare.uberflip.com/i/1541944
17 NURSING SPOTLIGHT Nurse leaders in their own words: How the CNO role is evolving By Erica Cerutti C hange management and technological savvy are emerging as essential skills for the next generation of chief nursing officers, nurse leaders told Becker's. As hospitals and health systems continue to grapple with workforce shortages and rising care demands, CNOs are increasingly expected to navigate a proliferation of new technologies, lead efforts to improve operational efficiency and foster stronger interdisciplinary collaboration. Leaders say these capabilities are becoming even more critical as patient acuity rises and care delivery grows more complex. Here, four CNOs share how the role is evolving and what skills will define its future: Question: How do you see the chief nurse role evolving in the next two to five years, especially given the increasing complexity of workforce management, quality oversight, and operational strategy? David Marshall, DNP, RN. Senior Vice President and Chief Nursing Executive at Cedars-Sinai (Los Angeles): In response to changes and trends in healthcare and in society, the role of nurse leaders will evolve. One of the first areas that comes to mind where nurse leadership might progress is fostering interprofessional collaboration to enhance patient care. Another important area for progress is the development of cultures that inspire, empower and expect the development and implementation of innovation. As technology becomes more integrated, nurse leaders will play a crucial role in managing change, fostering a culture of innovation and communicating to address potential resistance. Yet another area is the pivotal role of nurse leaders in influencing policy making. Nurse leaders will need to have a stronger influence over healthcare policies, advocating for changes that benefit those we serve and the nursing profession. As a result of workforce shortages, nurse leaders will need to rethink the role of the nurse and how care is delivered. Overall, nurse leaders will continue to be agents of change in healthcare, adapting to new technologies, advocating for patients and staff, and contributing to the evolution of healthcare practices and policies as their roles evolve. Autum Shingler-Nace, DNP, RN. CNO of Cooper University Health Care (Camden, N.J.): e role of the chief nursing officer is inherently dynamic — that's one of the reasons I'm so passionate about it. As a CNO, you have the opportunity to collaborate with a wide range of stakeholders and advocate meaningfully for nursing at the highest levels. While that core function will remain, the scope of the role has expanded significantly in recent years. Looking ahead, I believe the CNO will continue to evolve into a more strategic leader. Operational excellence will always be important, but strategic thinking — particularly around care coordination and community partnerships — will be essential to leveraging resources and improving outcomes. One of the most significant shis on the horizon is digital transformation. Artificial intelligence is already a frequent topic of discussion, but its true impact on patients, nurses and communities is still unfolding. Navigating this change thoughtfully will be a defining challenge for future CNOs. Vicky Tilton, DNP, MSN, RN. Vice President of Patient Care Services and CNO at Valley Children's (Madera, Calif.): I'm fairly new to the CNO role, but it really feels like it's becoming more of a strategic, systems- level leadership position. Increasingly, it involves more enterprise-level leadership, where it used to be frontline focused. We're not stepping away from that, but now we're really looking at all the disciplines across the organization – workforce, innovation and our patient outcomes. We're helping to shape long-term financial and strategic plans for the organization. A lot of collaboration happens now that we have interdisciplinary connections. It still involves that bedside focus, but it's shiing to broader, strategic work. Janet Tomcavage, MSN, RN. Executive Vice President and Chief Nurse Executive at Geisinger (Danville, Pa.): Typically, the CNO role has been focused primarily on the inpatient segment of healthcare, and I see the critical need to take a more proactive approach to leadership in the ambulatory space. Care is moving quickly into the outpatient arena and the need to optimize the nursing role – particularly how we leverage the skill set of RNs, LPNs and the broader care team – will be crucial to achieving high-value care in the ambulatory setting. Continuing to drive skill mix and care team modifications on the inpatient setting must continue. Optimizing the care team and who provides the care is important for quality, retention and professional development. Additionally, more fully leading their healthcare organizations in the AI/technology space will be important – driving efficiencies for our teams, improving quality, engaging patients and families in their care, all enhanced by technology. Q: Is there anything about leading nursing operations now that feels fundamentally different from just a few years ago? DM: Leading nursing operations today is a markedly different experience from just a few years ago, marked by new challenges and opportunities that we've had to navigate. e COVID-19 pandemic, for instance, has brought workforce challenges to the forefront, with increased burnout and staffing shortages. We are also witnessing a shi in societal interactions, which has directly influenced the environments where nurses practice. ese evolving dynamics require us to double down on empathy, effective communication, safety and resilience — all of which are crucial for creating a supportive workplace and ensuring top-notch patient care. Personally, I've seen how these changes demand more adaptive leadership styles. With the release of AI models like ChatGPT by OpenAI in November 2022, we're now at the cusp of an exciting era of innovation in nursing leadership. AI has the potential to transform how we manage communication and streamline administrative tasks. As nurse leaders, we're exploring new horizons to optimize operations and provide better support to our teams. For instance, at Cedars-Sinai we have launched an AI-enabled ambient listening tool to ease the burden of documentation for nurses and nursing assistants. e immediate results were better experiences for our patient and our nurses and nursing assistants. ese tools aren't replacing the human touch; instead, they're offering us ways to be more resilient and adaptive. It's fascinating to consider how this technological evolution