Issue link: https://beckershealthcare.uberflip.com/i/254641
11 Operational Efficiency "You have to open every door you can for them," says Ms. Moore. "Look for opportunities, large or small, to get them involved in decision-making. Have them see how decisions are made at the center and model for them ways you want them to use their skills in communication, fiscal analysis, decision- making and data analysis." Exposing these nurses to the non-clinical aspects of the center prepares them to step into leadership roles when the opportunity arises. 5. Invest in communication training. Great nurses and nurse leaders often have several key qualities for performing their jobs well, but lack ap- propriate communication skills. Unless they really try to change, their com- munication skills are the same ones they developed as a child. "Don't assume that the skills we want to see in nurse leaders are there," says Ms. Moore. "We have some learned traits and some that need to be changed. It's important for ASCs to invest in communication, whether it's active listen- ing or relaying information to others. It's imperative we invest in our people." 6. Teach them to standardize processes and respect checklists. Data analytics are now available to track and trend more healthcare processes than ever before. Healthcare organizations are using analytics to identify is- sues within their organization and implement process improvement. For nurses, many issues occur when processes aren't standardized and they don't adhere to protocol. "When you throw variability into a patient care setting, you open up the op- portunity for human error," says Ms. Moore. "ASCs can utilize programs such as Lean techniques to standardize and really minimize error. We've learned a lot from aviation about checklists. Nurses hate checklists because we carry them in our heads, but we need to write everything down and document it so we don't miss a single step." The average nurse receives around 100 datapoints per minute, says Ms. Moore, and they can't process all that information; they pick out the most important pieces to retain. "Checklists help us to be grounded back to where we can ensure we don't miss a step." 7. Instill the right values as a mentor. One of the most important qual- ities of nurse leaders is truly being a servant leader. Less experienced nurses, especially those who rise in the ranks quickly, may forget their first mission: to improve patient care. "I've watched young, emerging leaders that become so enamored with the title they forget the people they are there for," says Ms. Moore. "Instill in them an understanding of servant leadership. My job is to serve the people I sup- port. You have to have the willingness to learn alongside them and listen not only with your head, but also with your heart. It's important to connect with these nurses as human beings and have the ability to support them in such a way that people really feel you are there for them." These qualities are rarely taught in nursing school, but will become a nurse's greatest asset in a leadership role. 8. Provide clarity on the values. The best nurse leaders adhere to a clear set of values that drives their success. Ms. Moore wrote down her values and refers back to them during her daily work. "It's important for people to have clarity about their values," she says. "I re- ally encourage other nurses and emerging leaders to write these values down and refer back to them to stay grounded. This is especially important during these chaotic, turbulent times in healthcare. Continual work on values will serve nurses well." n SPINE is Making its MOVE to ASCs ARE YOU? Develop a Spine ASC Succeed with a proven strategic partner Control your surgical environment Meet patients' expectations for minimally invasive spine surgery Spine ASC Partnerships Acquisition Development Management Make your move with us! 615-301-8142 www.meridiansurgicalpartners.com