building a culture of resiliency in times of ... - ponl

BUILDING A CULTURE OF RESILIENCY IN TIMES OF COMPLEXITY, CHAOS, & UNPRECEDENTED CHANGE

Kimberly Delbo, MSN, RN-BC, CSN, CDP

Founder, CEO, Consultant

Director of Nursing Services & Innovation

Doctoral Candidate, Liberty University

SESSION OBJECTIVES

Define resilience

Discuss fundamental concepts of resilient, caring leadership

Delineate six best practices for helping others weather the storm

Identify three practices to strengthen resilience

Discuss how to increase resilience through self-care and reflection

“THE MAN IN THE ARENA”

CURRENT CHALLENGES:WHY A PERFECT STORM?

AN UNHEALTHY HEALTHCARE WORKFORCE: A CALL TO BRING CARE BACK TO CARING

More likely to smoke

Less likely to eat healthy

Less likely to exercise

Increased prevalence of obesity especially among nurses

Burnout and depression at alarming rates > 50% of healthcare providers

PUBLIC HEALTH EPIDEMIC: BURNOUT

Pervasive public health epidemic

Resulting in negative consequences Providers

Health systems

Patient outcomes

Imperative for healthcare systems to: Value provider wellness and leadership

development

Promote resilience, and healthy workforce cultures

NEED FOR NEW MODELS OF LEADERSHIP

▪Our health care system is broken▪Spend more on healthcare than any other developed nation▪Outcomes are the poorest

▪New type of leadership is needed to transform our system

▪Move beyond traditional leadership styles and embrace new and emerging models▪Transformational, Authentic, Adaptive, Innovative, Quantum

INTERCONNECTED FRAMEWORK

▪Evidence

▪Innovation

▪Leadership

Patient-Centered

Technology Failures Partnerships Patterns

EVIDENCE – LEADERSHIP – INNOVATION FRAMEWORK

Evidence

Leadership Innovation

Patterns

Patient Centered

Failures

Technology Partnerships

High Performance

(Weberg & Davidson, 2021)

DEFINE RESILIENCE

Capacity to recover quickly from difficulties; toughness

Ability of a substance or object to spring back into shape; elasticity

“Leading with excellence over time through the realities of success and failure in the tough marketplaces of life.”

(Dees, 2013)

RESILIENT LEADERSHIP

“…the essence of great leadership, resilient leadership, is selfless service over time from a platform of character and competence.”

- Robert F. Dees, Major General U.S. Army

(Dees, 2013)

FUNDAMENTAL CONCEPTS OF RESILIENT LEADERSHIP

Character counts

Selfless service to humanity

Integrity matters

Courage overcomes fear

CHARACTER COUNTS

Character trumps competencies

Character topples talent

People can’t climb beyond the limitations of their character

Self-Reflection: “What is character, and how do we ensure that character protects the talent, the competencies, and the full potential of our own lives and the lives of those we lead?”

Selfless service, integrity, and courage form a three-strand cord that forms character.

OUR PAST SHAPES OUR PRESENT & FUTURE

SELFLESS SERVICE TO HUMANITY

At the heart of effective leadership

Often includes personal sacrifice

Can be developed over time

Sadly, some leaders never get it!

Selflessness drives the motives of the leader

INTEGRITY IN ACTION MATTERS

(Dees, 2013; Merriam-Webster, n.d.)

Telling the truth or staying true to a set of values

Developed by adhering to moral principals

As integrity grows, so will the trust others place in you!

COURAGE OVERCOMES FEAR

Courage is the backbone of leadership!

Latin word cor, meaning heart

Faith is the bridge which leads from fear to courage

Learned behavior which increases each time we stare down fear

“How very little can be done under the spirit of fear.” Florence Nightingale

ANA’S CODE OF ETHICS: PROVISION 5

"The nurse owes the same duties to self as to others, including the responsibility to promote health and safety, preserve wholeness of character and integrity, maintain competence, and continue personal and professional growth."

Provision 5 of the Code of Ethics for Nurses

"The nurse owes the same duties to self as to others, including the responsibility to promote health and safety, preserve wholeness of character and integrity, maintain competence, and continue personal and professional growth."

Provision 5 of the Code of Ethics for Nurses

BEFORE, DURING & AFTER THE STORM

Before:

Building resilience

During:

Weathering the storm

After:

Bouncing back

BECOMING A MORE RESILIENT LEADER

SIX BEST LEADERSHIP PRACTICES FOR HELPING OTHERS WEATHER THE STORM

Positively affirm those in the crucible

Let the experts do their job

Seek historical parallels

Shield subordinates

Lead by example

Mobilize resources

THREE BEST PRACTICES TO BUILD RESILIENCY

Manage your personal energy

Manage

Learn to shift your lensesLearn

Develop your sense of purpose

Develop

8 STRATEGIES TO BUILD RESILIENCY

Take fun seriously

1

Practice mindfulness

2

Model healthy behavior

3

Find time alone

4

Prioritize time for silence and solitude

5

Reduce nurse workload

6

Engage in prioritization

7

Reduce microsystem stress

8

SELF-REFLECTION ACTIVITY

Recall a time in your life when you were able to rise above a difficult or challenging situation

“Ask yourself: What happened?

What was I thinking and feeling at the time?

What did I learn from the experience that has made me a more resilient person today?”

MORE IDEAS FOR BUILDING RESILIENCY

1

Explore opportunities for self-discovery

2

Learn to accept and appreciate change

3

Develop and move toward realistic goals

4

Establish new connections

5

Strengthen existing connections

INCREASE RESILIENCE THROUGH SELF-CARE

INCREASE RESILIENCE THROUGH SELF-CARE

Get plenty of sleep

Prioritize exercise

Learn something new

Control your emotions

Enhance social connections

INNOVATIVE TOOLS & RESOURCES FOR BUILDING RESILIENCY

Nurses Together

Moodfit Mobile App

Happy App

“THE NURSE LEADER IN THE ARENA”

I honor nurse leaders of character and competence across this great nation and beyond.

I honor selfless servant nurse leaders who lay down their lives for others.

I honor nurse leaders who set the conditions for success in others.

I honor nurse leaders who do not compromise in the toughest crucibles of leadership.

I honor nurse leaders who lead through uncertainty, complexity, chaos, crisis, and unprecedented change while restoring vision, purpose, faith, and hope.

I honor nurse leaders who spend a lifetime honing their skills to serve others.

I honor resilient nurse leaders who stay the course, who run the race with excellence and endurance.

I honor nurse leaders who help others bounce back and higher than before.

Will you join me in honoring and cultivating resilient nurse leaders in the arena?

CONTACT INFORMATION

Kimberly Delbo, MSN, RN-BC, CSN, CDP Founder, CEO, Consultant, Trainer, Speaker

Radiant & Resilient Leadership Email: kdelbo@rnrleadership.com

QUESTIONS ?

REFERENCES

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American Nurses Association. (2020). The Well-Being Initiative. Retrieved from https://www.nursingworld.org/thewellbeinginitiative

Bass, K. & McGeeny, K. (2012). U.S. physicians set good example. Retrieved from https://news.gallup.com/poll/157859/physicians-set-good-health-example.aspx

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Comas-Diaz, L., Luthar, S., Maddi, S., O’Neill, H., Saakvitne, K. & Tedeschi, R. (2015). The road to resilience: 10 ways to build resilience. Retrieved from https://www.apa.org/topics/resilience

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Melnyk, B.M. & Neale, S. (2021). Key strategies for optimizing personal health and well-being: A necessity for effective leadership. In B. M. Melnyk and T. Raderstorf, T. Evidence-Based Leadership, Innovation, and Entrepreneurship in Nursing and Healthcare. New York: NY. Springer Publishing Company.

REFERENCES

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Melnyk, B. M., Orsolini, L., Tan, A., Arslanian-Engoren, C., Melkus, G. D., Dunbar-Jacob, J., Rice, V. H., …Lewis, L.M. (2018). A national study links nurses’ physical and mental health to medical errors and perceived worksite wellness. Journal of Occupational and Environmental Medicine, 60(2), 126-131. doi:10.1097/OM.0000000000001198

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REFERENCES

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