dial-in instructions
TRANSCRIPT
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Conference name: Succession Planning in Nursing: Methods to Recruit, Develop, and RetainGreat Leaders
Scheduled conference date: Thursday, February 8, 2007
Scheduled conference time: 1:00 p.m.–2:30 p.m. (Eastern), 12:00 p.m.–1:30 p.m. (Central), 11:00 a.m.–12:30 p.m. (Mountain), 10:00 a.m.–11:30 a.m. (Pacific)
Scheduled conference duration: 90 minutes
PLEASE NOTE: If the audioconference occurs March through November, the time reflects daylight savings. Ifyour area does NOT observe daylight savings, times will be one hour earlier.
Your registration entitles you to ONE telephone connection to the audioconference. Invite as many people as youwish to listen to the audioconference on your speakerphone. Permission is given to make copies of the written
materials for anyone who is listening.
In order to avoid delays in connecting to the conference, we recommendthat you dial into the audioconference 15 minutes prior to the start time.
Dial-in instructions1. Dial 877/407-2989 and follow the voice prompts.2. You will be greeted by an operator.3. Give the operator the pass code, 020807, and the last name of the person who registered for the audioconference.4. The operator will verify the name of your facility.5. You will then be placed into the conference.
Technical difficulties1. If you experience any difficulties with the dial-in process, please call the conference center reservation line at
877/407-7177.2. If you need technical assistance during the audio portion of the program, please press the star (*) key, followed by
the 0 key, on your touch-tone phone, and an operator will assist you. If you are disconnected during the conference, dial 877/407-2989.
Q&A session1. To enter the questioning queue during the Q&A session, callers need to push the star (*) key, followed by the 1 key,
on their touch-tone phones. Note: For most programs, the Q&A portion of the program generally falls after the first hour of presentation. Please do not try to enter the queue before this portion of the program.
2. If you prefer not to ask your questions on the air, you can fax your questions to 877/808-1533 or 201/612-8027.However, note that you can only fax your questions during the program.
Prior to the programYou can also send your questions via e-mail to [email protected]. The deadline to send presubmitted questions via e-mail is 02/07/07 @ 5:30 PM Eastern. Please note that it is likely that not all questions will be answered.
Program evaluation survey In this materials packet on page 2, we have included a program evaluation letter that has the URL link to our program sur-vey. We would appreciate it if you could go to the link provided and complete the survey when you return to your office.
Continuing education documentation If CEs are offered with this program, a separate link containing important information will be provided along with the pro-gram materials. Please follow the instructions in the CE documentation.
Dial-In Instructions
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200 Hoods Lane PO Box 1168 Marblehead MA 01945 TEL 781 639 1872 FAX 781 639 7857 URL www.hcpro.com
Program Evaluation
Dear Program Participant,
Thank you for attending the HCPro program today. We hope you found it to be informative andhelpful.
To ensure a positive experience for our customers and to deliver the best possible products andservices, we would like your feedback. Because your time is valuable, we have limited the evalu-ation to some brief questions found at the link below:
(PLEASE NOTE THAT THIS LINK IS NOT FOR CE EVALUATIONS. It is for a quality assessmentof the program ONLY.)
http://www.zoomerang.com/survey.zgi?p=WEB2263SAHY428
We would also ask that you forward the link to others in your facility who attended the program fortheir input as well. To ensure that your completed form receives our attention, please return to uswithin six days from the date of this program.
PLEASE NOTE: FOR CONTINUING EDUCATION CREDITS
You must complete the Nursing Evaluation at:
http://www.zoomerang.com/survey.zgi?p=WEB2262L8P8UGG
within 30 days of the program in order to receive your credits. After 30 days, theevaluations for these activities will be closed and the certificates of completion will be sent to youby email.
If you enjoyed this program, you may purchase a tape or CD at the special attendee price of just$70. Simply call our customer service team at 800/650-6787, and mention your source code:SURVEYAD. Keep the tape or CD handy, and listen again at your convenience—whenever youor your staff might benefit from a refresher, or when your new employees are ready for training.
We appreciate your time and suggestions. We hope that you will continue to rely on HCPro pro-grams as an important resource for pertinent and timely information.
Sincerely,
Leokadia MarchwinskiDirector of Multimedia ProductionHCPro, Inc.
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Succession Planning in Nursing:Methods to Recruit, Develop, and
Retain Great Leaders
1:00 p.m.–2:30 p.m. (Eastern)
12:00 p.m.–1:30 p.m. (Central)
11:00 a.m.–12:30 p.m. (Mountain)
10:00 a.m.–11:30 a.m. (Pacific)
A 90-minute interactive audioconference
Thursday, February 8, 2007
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ii Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
In our materials, we strive to provide our audience with useful and timely information. The live audioconfer-ence will follow the enclosed agenda. Occasionally, our speakers will refer to the enclosed materials. Wehave noticed that non-HCPro audioconference materials often follow the speakers’ presentations bullet-by-bullet and page-by-page. However, because our presentations are less rigid and rely more on speaker inter-action, we do not include each speaker’s entire presentation. The enclosed materials contain helpful forms,crosswalks, policies, charts, and graphs. We hope that you will find this information useful in the future.
HCPro, Inc., is not affiliated in any way with The Joint Commission, which owns the JCAHO and JointCommission trademarks.
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iiiSuccession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
The “Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders” audio-conference materials package is published by HCPro, Inc., 200 Hoods Lane, P.O. Box 1168, Marblehead, MA01945.
Copyright 2007, HCPro, Inc.
Attendance at the audioconference is restricted to employees, consultants, and members of the medical staffof the Licensee.
The audioconference materials are intended solely for use in conjunction with the associated HCPro audio-conference. The Licensee may make copies of these materials for internal use by attendees of the audio-conference only. All such copies must bear the following legend: Dissemination of any information in thesematerials or the audioconference to any party other than the Licensee or its employees is strictly prohibited.
Advice given is general, and attendees and readers of the materials should consult professional counsel forspecific legal, ethical, or clinical questions. HCPro, Inc., is not affiliated in any way with The Joint Commis-sion, which owns the JCAHO and Joint Commission trademarks.
For more information, please contact:
HCPro, Inc. 200 Hoods LaneP.O. Box 1168Marblehead, MA 01945Phone: 800/650-6787Fax: 781/639-0179E-mail: [email protected] site: www.hcpro.com
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iv Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
Dear Colleague,
Thank you for participating in our “Succession Planning in Nursing:Methods to Recruit, Develop, and Retain Great Leaders” audioconfer-ence with Patrick R. Coonan, EdD, RN, CNAA, and Rebecca A.D.Zechman, MSN, RN, moderated by Mike Briddon. We are excited aboutthe opportunity to interact with you directly and encourage you to ask ourexperts your questions during the audioconference. If you would like tosubmit a question before the audioconference, please send it to [email protected] and provide the program in the subject line. We cannot guaran-tee that your question will be answered during the program date, but wewill do our best to take a good cross section of questions.
If at any time you have comments, suggestions, or ideas about how wecan improve our audioconference, or if you have any questions about theaudioconference itself, please do not hesitate to contact me. And if youwould like any additional information about our other products and serv-ices, please contact our Customer Service Department at 800/650-6787.
We have enclosed an evaluation along with the audioconference materi-als. After the audioconference, please take a minute to complete the eval-uation to let us know what you think. We value your opinion.
Thanks again for working with us.
Best regards,
Shannon TierneyAssociate ProducerFax: 781/639-7857E-mail: [email protected]
200 Hoods Lane
P.O. Box 1168
Marblehead, MA 01945
Tel: 800/650-6787
Fax: 800/639-8511
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vSuccession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vi
Speaker Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vii
Exhibit A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1Presentation by Patrick R. Coonan, EdD, RN, CNAA and Rebecca A.D. Zechman, MSN, RN
Exhibit B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Magnet Status Journey Leadership Assessment Tool
Exhibit C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Forces of Magnetism in Nursing Leadership–Sample
Exhibit D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20Forces of Magnetism in Nursing Leadership, Leadership Development Plan
Exhibit E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28Organizational Status Assessment for Succession Planning
Exhibit F . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30How to Classify Individuals by Performance and Potential
Exhibit G . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32Acronym List
Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Contents
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vi Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
Agenda
I. The need for succession planning in nursing leadershipA. Supportive culture
1. Work-life balanceB. Resources you need to succeed
1. Time2. Financial support3. Education
II. Step-by-step: A guide to create a successful planA. Step 1: Have buy-in from all levels of administration about proceed-
ing with a planB. Step 2: Review and find a process that is appropriate for your facility.C. Step 3: Develop a program plan, disseminate information, and begin
implementation
III. Solutions to overcome common challengesA. Don’t make the plan a secretB. One size does not fit all: Develop individual candidate development
plans. C. Evaluate and plan for short- and long-term successors
1. Perform skills analysis for all positions2. Have a clear “job filling” process
D. Have a clear business/project plan and set of leadership “skill set”deliverables
E. Track and evaluate the process, and change as necessary
IV. Case study: Succession planning at Promedica Health SystemA. Leadership development: From the directors to the CEOB. Curriculum development in a nursing leadership academyC. Linking leadership development to the ANCC Magnet Recognition
Program’s® 14 Forces of Magnetism
Live Q&A
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viiSuccession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
Speaker profiles
Patrick R. Coonan, EdD, RN, CNAA
Patrick R. Coonan, EdD, RN, CNAA, is presently Dean and Professor at the Schoolof Nursing at Adelphi University in Garden City, NY, and has had a long history of serv-ice in nursing leadership and education. Throughout his career, Coonan has heldsenior patient care management positions at major medical centers in the New Yorkmetropolitan area. He has been the Chief Nursing Officer in an academic medical center, a health system, and a teaching community hospital and was a fellow in theJohnson & Johnson-Wharton Fellows Program in Management for Nurse Executivesat The Wharton School, University of Pennsylvania in Philadelphia. In addition, he hasheld educational administration positions at three universities. He is certified in Nursing
Administration Advanced from the American Nurses Association.
Dr. Coonan’s work now includes leadership assessment and development, integrating technology into nursingmanagement and educational systems, executive coaching, personnel development, and planning. He haswritten and presented extensively on nursing management and leadership, as well as nursing systems andnursing education. He is president of Infinite Horizons Consulting, LLC, which provides organizational devel-opment and design, personnel solutions, education, and evaluation services.
Rebecca A.D. Zechman, MSN, RN
Rebecca A.D. Zechman, MSN, RN, is currently an Administrative Director of ClinicalPractice and Development at Toledo Hospital, the tertiary care hospital within theProMedica Health System located in Ohio. Her focus is quality care and professionaldevelopment. She came to Toledo Hospital from higher education where she taughtundergraduate and graduate students in public health and pediatric nursing, nursingleadership, and nursing research as an associate professor and served as the directorof a baccalaureate nursing program.
Her clinical background includes practice as a public health nurse, a pediatric and adultacute-care nurse, and a Pediatric nurse practitioner where her clinical focus was the care of children withdevelopmental disabilities. She enjoys nursing history and her favorite presentation is Florence Nightingale incharacter and costume.
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Exhibit A
Presentation by Patrick R. Coonan, EdD, RN, CNAA, and Rebecca A.D. Zechman, MSN, RN
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EXHIBIT A
2 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
Succession Planning inNursing: Methods toRecruit, Develop, andRetain Great Leaders
Presented by:Patrick R. Coonan, EdD, RN, CNAA
Rebecca Zechman, MSN, RN
2
Why the Need for SuccessionPlanning in NursingLeadership?
� Creates a “pipeline” of qualified individuals to“take over” when needed
� Normal attrition and tight labor markets leaveless people to choose from
� Maintains continuity of organizationalstrategic goals and plans
� Fewer staff = fewer potential leaders
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3Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT A
3
Why the Need for SuccessionPlanning in NursingLeadership?
� It is strategic, tactile, and deliberate
� Planning provides continuity of leadership
� Boosts retention and morale by providing aclear career path
� Reduces replacement costs
� Assists in creating a supportive, non-threatening environment aiding in work-lifebalance
4
Resources for Success
� Time
� Financial support
� An educational plan
� A supportive culture
� Clear support, mentally and financially fromexecutive leadership.
� Role models
� Caution! Not all leaders are role models!!!!
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EXHIBIT A
4 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
5
Creating a Successful Plan-Step 1
� Have administrative “buy-in” beforeimplementation
� Leaders need to put aside the notion that they
� are not leaving or are irreplaceable!
� are now easier targets for removal
� are not going to “die in the chair”
� Have committed resources
� Promises won’t work!
� Make it a priority
6
Creating a Successful Plan-Step 2
� Review and find an appropriate process foryour facility,i.e.
� Develop a leadership planning board
� Identify a system to identify “high potential” orHIPO leaders.
� Target “key positions” in the organization
� Determine scope of work for these positions
� Assign appropriate compensation to thesejobs
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5Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT A
7
Creating a Successful Plan-Step 3
� Develop an organizational program
� Develop an educational plan
� Provide a climate for motivation and retention
� Implement mentoring models
� Track employee performance
� Have individualized formal managementdevelopment plans in place
8
Overcoming CommonChallenges
� Don’t make the plan a secret
� One size does not fit all
� Evaluate and plan for short and long termsuccess
� Perform a supply and demand analysis
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EXHIBIT A
6 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
9
Overcoming CommonChallenges (cont’d)
� Have a clear “job filling” process
� Have a clear business/project plan
� Includes leadership skill set deliverables
10
For Success…Organization Leaders Must Be:
� Self-Reliant
� Practicing relationship Management
� Confident
� Able to allay anxiety
� Risk Takers
� Guides
� Role Models
� Supporters and Transitionalist
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7Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT A
11
Remember-
� People don’t quit their jobs-
� They quit their bosses!
12
Case Study:Succession Planning atProMedica Health System (PHS)
� Succession Planning for NursingLeadership….
� Within the PHS Succession Planning Model
� PHS developed and deployed a successionplanning model and process that is to becascaded to all levels of leadership and staff
� Today’s case study details the process fornursing leadership at a memberhospital—The Toledo Hospital
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EXHIBIT A
8 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
13
Guiding Principles
� The capacity for leadership is widely held
� The aspiration for leadership is narrowly held
� The skills of leadership are learned skills
� Great leaders develop over time andexperience
� Leadership happens in the relationshipbetween the leader and environment
14
Step 1: The Ideal NursingLeader Composite
� Brainstorm the characteristics of the idealnurse leader
� Verify against a standard leadershipcompetency checklist
(Exhibit B: Magnet Journey Leadership Assessment)(Exhibit B: ANCC Magnet Recognition Program®
Journey Leadership Assessment)
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9Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT A
15
Step 2: Build a CompetencyModel
� To get there, you haveto first decide where youare going.
� At PHS, we have acompetency model forleadership. Our job forTTH Nursing Leadershipwas to specify it to ourdiscipline’s needs
16
Step 3: Complete a SWOT orGAP Analysis
� The Magnet Recognition Program® Application Manual(2005), Forces of Magnetism
� ANA Scope and Standards for Nurse Administrators(2004)
� PHS Leadership Competencies
� Meta-analysis of Gallup Research: What employees reallywant from us (Buckingham & Coffman, 1999)
Addresses:Leadership competencies of individualsLeadership enabling in the environment
(Exhibit C: Forces of Magnetism in Nursing Leadership)
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EXHIBIT A
10 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
17
Step 4: Complete an ActionPlan
� Address gaps
� Focus on leadership competencies
� Focus on environment of leadership
� Best Practice based
(Exhibit D: Forces of Magnetism in Nursing Leadership:Leadership Development Plan)
18
Step 5: Validate the GapAnalysis and Action Plan
� Member check with Nursing Leadership
� Analyze in light of nurse satisfaction surveyresults
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11Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT A
19
Step 6: Deploy theCompetency Model
� Job descriptions
� Recruitment materials(e.g. print ads, on-line)
� Interview guides forhiring
� Leadership orientation
� Performance appraisals(developmental goals)
20
Step 7: Implement the ActionPlan
� Guides seniornursing leadershipwork
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EXHIBIT A
12 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
21
Step 8: Design andImplement the SuccessionPlanning Process
PHS Process
� Meet with Corporate VP ofDevelopment to identifyleadership aspirations
� Complete self assessmentand supervisor assessment
� Design & implementdevelopment plan withsupervisor
22
Step 9: Design the NursingLeadership Academy
� CNO sponsorship
� Nursing leadership workgroup design & oversight
� Everybody plays
� Classroom, self-directedand mentored experientiallearning
� Link to performanceappraisal-goal setting &measurement
� ProMedica Universitycourses: Foundation /prerequisite
� Nursing LeadershipAcademy: PHS nursingleadership learningneeds
ProMedica University Core Curriculum
Nursing Leadership Academy
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13Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT A
23
PHS Nursing LeadershipAcademy: Draft ContentOutline TeaserSetting the
Foundation
� Overview ofleadership
� Nursing successfactors
� Self-management
� Managing others
� Motivating others
CommunicatingEffectively
� Crucial conversations
� Healthcare as abusiness
� Change management
24
The Essence of Leadership
� “A leader is most effective when peoplebarely know he exists. When his work isdone, his aim fulfilled, his troops will feelthey did it themselves.”
~ Lao-tzu6th century bce Chinese philosopher, founder of Taoism
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EXHIBIT A
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Thank You
Questions & Answers
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Exhibit B
Magnet Status Journey Leadership Assessment Tool
Source: Rebecca A.D. Zechman, MSN, RN. Reprinted with permission.
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EXHIBIT B
16 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
The Toledo HospitalMagnet Journey
Leadership AssessmentAdapted From:Nursing Leadership Academy (2001)Leatherman Leadership Questionnaire (1996)PHS Leadership Competencies
Directions: Score each competency from 1 to 5 with 1 being the lowest and 5 being the highestlevel of competency collectively evidenced by directors/managers in your division.
COMPETENCY SCORE1. Clinical Quality Improvement and Customer ServiceOrientation: Setting and enforcing high standard for the quality ofpatient care delivered on the unit, incorporating patient and physician needs and concerns into decision making and organizational action.
1 2 3 4 5
2. Accountability: Holding self and others accountable for meeting objectives and commitments, and adhering to standards even in theface of unforeseen circumstances.
1 2 3 4 5
3. Planning, Prioritization, and Time Management: Identifyingthe best methods for accomplishing long- and short-term goals bycreating plans and evaluating unit performance objectively.Organizing, coordinating, and prioritizing time and resources toimprove efficiency and overcome obstacles. Giving people theauthority, resources, and guidance to make decision and implementthem. Assigning work.
1 2 3 4 5
4. Problem Solving and Innovation: Analyzing problems in asystematic, logical, and timely manner. Identifying implementingeffective innovative solutions.
1 2 3 4 5
5. Initiative: Recognizing and embracing opportunities forimprovement in the services of unit and hospital goals.6. Business & Financial Savvy: Applying key financial concepts to decision making. Understanding how to strengthen the unit throughgood financial planning and implementation.
1 2 3 4 5
7. Actively Listening: Listening carefully to others. Activelysoliciting input from others.
1 2 3 4 5
8. Communicating Clearly (verbal and written):Expressing ideasclearly and effectively. Responding to issues raised by others.Ensuring that people get the information they need to go their jobsand providing feedback that enhances performance. Coaching.Conducting employee meetings. Performance evaluation.
1 2 3 4 5
9. Identifying and Recruiting Top Talent: Selecting and hiring effective people for the unit staff. Identify and filling gaps in unitskills and knowledge. Effectively marketing unit job openings to attract highly skilled staff members to the unit or to project teams.
1 2 3 4 5
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17Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT B
10. Developing and Retaining Talent: Assisting people in developing their careers and ensuring the people are prepared toassume additional responsibility. Preventing voluntary departures bymaintaining a hands-on approach to developing people. Identifyingtraining and education needs and assuring the provision of learningopportunities for people.
1 2 3 4 5
11. Showing Support: Being considerate, patient and helpful;showing sympathy and support when someone is upset or anxious, orpresents a personal or work-related problem.
1 2 3 4 5
12. Teamwork: Encouraging cooperation, teamwork, andidentification with the unit.
1 2 3 4 5
13. Conflict Prevention and Management: Facilitating theconstructive resolution of conflict. Handling employee complaintsand grievances.
1 2 3 4 5
14. Motivating Others: Using techniques that appeal to reason,values, or emotions to generate enthusiasm for work, commitment totask objectives, and compliance with requests. Counseling on attendance, performance and work habits.
1 2 3 4 5
15. Managing with Vision and Purpose: Leading the process ofdeveloping a challenging and realistic vision ensuring that the vision reflects institutional and individual values and ideas, and establishingspecific goals to help people connect the vision to the necessary actions and long terms strategies. Managing change. Takingdisciplinary action.
1 2 3 4 5
![Page 27: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/27.jpg)
Exhibit C
Forces of Magnetism in Nursing Leadership
Source: Rebecca A.D. Zechman, MSN, RN. Reprinted with permission.
![Page 28: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/28.jpg)
19Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT C
Th
eT
ole
do
Ho
spit
al ©
Mag
net
Journ
ey
Forc
es o
f M
agnet
ism
in N
urs
ing L
eader
ship
: D
efin
ed b
y T
he
Mag
net
Rec
ognit
ion P
rogra
m A
ppli
cati
on M
anual
(2005),
AN
A S
cope
an
d S
tan
da
rds
for
Nu
rse
Ad
min
istr
ato
rs(2
00
4)
and
PH
S L
eader
ship
Com
pet
enci
es
Forc
es o
f
AN
A S
cop
e an
d S
tan
da
rds
PH
S L
ead
ersh
ip G
ap
An
aly
sis
Magn
etis
mfo
r N
urs
e A
dm
inis
trato
rs
Com
pet
enci
es
P
age
1
Forc
e 1:
Qu
ali
ty o
f
Nu
rsin
g L
ead
ersh
ip
1.
Co
mp
eten
cy,
skil
l an
d
edu
cati
on
al a
dv
ancem
ent
are
val
ued
att
rib
ute
s o
f
nu
rses
at
all
lev
els.
Ind
ivid
ual
s ar
e en
cou
rag
ed
and
su
pp
ort
ed i
n m
akin
g
pro
gre
ssiv
e g
ain
s in
th
ese
area
s.
2.
Th
ere
is
con
gru
ence
bet
ween
th
e m
issi
on
,
vis
ion
, v
alu
es, p
hil
oso
ph
y,
and
str
ateg
ic p
lan
of
nu
rsin
g s
erv
ices
an
d t
ho
se
asp
ects
of
the o
rgan
izat
ion
.
3.
NA
4.
Th
e C
NO
an
d o
ther
nu
rse
adm
inis
trat
ors
are
ab
le t
o
secu
re a
deq
uat
efi
scal
an
d
hu
man
res
ou
rces
to
sup
po
rt n
urs
ing
pra
ctic
e.
5.
NA
6.
Nu
rses
fro
m a
vari
ety
of
role
s (d
irec
t ca
re,
adv
ance
d p
ract
ice,
man
agem
ent,
ex
ecu
tiv
e,
etc.
) ar
e in
vo
lved
in
dec
isio
n-m
akin
g b
od
ies
in
the
org
aniz
atio
n.
7.
NA
Sta
nd
ard
11:E
thic
sT
he n
urs
ead
min
istr
ato
r’s
dec
isio
n a
nd
act
ion
s are
bas
ed
on
eth
ical
pri
nci
ple
s.
PH
S L
ead
ersh
ip
Per
form
an
ce
Dim
ensi
on
: E
thic
s a
nd
Valu
es
PH
S L
ead
ersh
ip
Per
form
an
ce
Dim
ensi
on
: M
an
ag
ing
wit
h V
isio
n a
nd
Pu
rpose
PH
S L
ead
ersh
ip
Per
form
an
ce
Dim
ensi
on
: I
nte
gri
ty
an
d T
rust
![Page 29: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/29.jpg)
Exhibit D
Forces of Magnetism in Nursing Leadership, Leadership Development Plan
Source: Rebecca A.D. Zechman, MSN, RN. Reprinted with permission.
![Page 30: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/30.jpg)
21Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT D
Th
eT
ole
do
Ho
spit
al©
Mag
net
Jou
rney
Forc
eso
fM
agn
etis
min
Nu
rsin
gL
ead
ersh
ip:
Lea
der
ship
Dev
elo
pm
ent
Pla
n
FO
RC
ES
OF
MA
GN
ET
ISM
GA
PA
CT
ION
PL
AN
RE
SO
UR
CE
SW
HO
DU
E
DO
NE
NE
ED
ED
/
BA
RR
IER
S
Forc
e1:
Qu
ali
tyof
Nu
rsin
g L
ead
ersh
ip
Forc
e2:
Org
an
izati
on
al
Str
uct
ure
![Page 31: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/31.jpg)
EXHIBIT D
22 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
Th
eT
ole
do
Ho
spit
al©
Mag
net
Jou
rney
Forc
eso
fM
agn
etis
min
Nu
rsin
gL
ead
ersh
ip:
Lea
der
ship
Dev
elop
men
tP
lan
FO
RC
ES
OF
MA
GN
ET
ISM
GA
PA
CT
ION
PL
AN
RE
SO
UR
CE
SW
HO
DU
E
DO
NE
NE
ED
ED
/
BA
RR
IER
S
Forc
e3:
Man
agem
ent
Sty
le
Forc
e4:
Per
son
nel
Poli
cies
an
dP
rogra
ms
![Page 32: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/32.jpg)
23Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT D
Th
eT
ole
do
Ho
spit
al©
Mag
net
Jou
rney
Forc
esof
Mag
net
ism
in N
urs
ing
Lea
der
ship
:L
ead
ersh
ip D
evel
opm
ent
Pla
n
FO
RC
ES
OF
MA
GN
ET
ISM
GA
PA
CT
ION
PL
AN
RE
SO
UR
CE
SW
HO
DU
E
DO
NE
NE
ED
ED
/
BA
RR
IER
S
Forc
e5:
Pro
fess
ion
al
Mod
els
of
Care
Forc
e6:
Qu
ali
tyof
Care
![Page 33: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/33.jpg)
EXHIBIT D
24 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
Th
eT
ole
do
Ho
spit
al©
Mag
net
Jou
rney
Forc
eso
fM
agn
etis
min
Nu
rsin
gL
ead
ersh
ip:
Lea
der
ship
Dev
elop
men
tP
lan
FO
RC
ES
OF
MA
GN
ET
ISM
GA
PA
CT
ION
PL
AN
RE
SO
UR
CE
SW
HO
DU
E
DO
NE
NE
ED
ED
/
BA
RR
IER
S
Forc
e7:
Qu
ali
ty
Imp
rovem
ent
Forc
e8:
Con
sult
ati
on
an
dR
eso
urc
es
![Page 34: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/34.jpg)
25Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT D
Th
eT
ole
do
Ho
spit
al©
Mag
net
Jou
rney
Forc
eso
fM
agn
etis
min
Nu
rsin
gL
ead
ersh
ip:
Lea
der
ship
Dev
elo
pm
ent
Pla
n
FO
RC
ES
OF
MA
GN
ET
ISM
GA
PA
CT
ION
PL
AN
RE
SO
UR
CE
SW
HO
DU
E
DO
NE
NE
ED
ED
/
BA
RR
IER
S
Forc
e9:
Au
ton
om
y
Forc
e10:
Com
mu
nit
y
an
dH
ealt
hca
re
Org
an
izati
on
s
![Page 35: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/35.jpg)
EXHIBIT D
26 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
Th
eT
ole
do
Ho
spit
al©
Mag
net
Jou
rney
Forc
eso
fM
agn
etis
min
Nu
rsin
gL
ead
ersh
ip:
Lea
der
ship
Dev
elop
men
tP
lan
FO
RC
ES
OF
MA
GN
ET
ISM
GA
PA
CT
ION
PL
AN
RE
SO
UR
CE
SW
HO
DU
E
DO
NE
NE
ED
ED
/
BA
RR
IER
S
Forc
e11:
Nu
rses
as
Tea
cher
s
Forc
e12:
Image
of
Nu
rsin
g
![Page 36: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/36.jpg)
27Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT D
Th
eT
ole
do
Ho
spit
al©
Mag
net
Jou
rney
Forc
eso
fM
agn
etis
min
Nu
rsin
gL
ead
ersh
ip:
Lea
der
ship
Dev
elo
pm
ent
Pla
n
FO
RC
ES
OF
MA
GN
ET
ISM
GA
PA
CT
ION
PL
AN
RE
SO
UR
CE
SW
HO
DU
E
DO
NE
NE
ED
ED
/
BA
RR
IER
S
Forc
e13:
Inte
rdis
cip
lin
ary
Rel
ati
on
ship
s
Forc
e14:
Pro
fess
ion
al
Dev
elop
men
t
![Page 37: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/37.jpg)
Exhibit E
Organizational Status Assessment for Succession Planning
Source: Patrick R. Coonan, EdD, RN, CNAA. Reprinted with permission.
![Page 38: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/38.jpg)
29Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT E
Organizational Status Assessment for Succession Planning
1. In your opinion, how well is this organization presently conducting succession planning?
Successfully adequately inadequately very poorly
Comments:
2. Should this organization establish/improve its approaches to succession planning?
Yes No
Explain:
3. In your department, are you able to identify possible replacement needs resulting from retirement or
predicted turnover?
Yes No
Comments
4. Is your performance appraisal system systematic so that you can clarify each individual's
performance?
Yes No
Comments
5. Do you have a systematic approach to identify employees who have the potential to advance in your
organization?
Yes No
Comments:
6. Do you have a system where you can accelerate the professional development of employees who
have the potential to advance in your organization?
Yes No
Comments:
7. Do you have a system to keep track of possible replacement people for key positions in the
organization?
Yes No
Comments:
![Page 39: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/39.jpg)
Exhibit F
How to Classify Individuals by Performance and Potential
Source: Patrick R. Coonan, EdD, RN, CNAA. Reprinted with permission.
![Page 40: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/40.jpg)
31Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT F
HOW TO CLASSIFY INDIVIDUALS BY PERFORMANCE AND
POTENTIAL
PERFORMANCE/POTENTIAL GRID
Future Potential
High Low
High
Present
Performance
Low
(Source: George S. Odiorne, Strategic Management of Human resources: A Portfolio Approach (San Francisco:
Jossey-Bass, 1984) p. 305)
Stars
• Keep Turnover Low
• Accelerate their
development
Workhorses
• Keep turnover low
• Keep them motivated and
productive where they are
Unsure?
• Convert them to stars
• Counsel them to
accelerate their
potential
Deadwood
• Convert them to workhorses
• Terminate them if they cannot
grow or be salvaged
![Page 41: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/41.jpg)
Exhibit G
Acronym List
Source: HCPro, Inc. Reprinted with permission.
![Page 42: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/42.jpg)
33Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
EXHIBIT G
Nursing and Case Management Acronyms
ANA American Nurses Association
ANCC American Nurses Credentialing Center
AONE American Organization of Nurse Executives
APN Advanced practice nurse
BSN Bachelor of science in nursing
CNA Certified nursing assistant
CEO Chief executive officer
CFO Chief financial officer
CMS Centers for Medicare & Medicaid Services
CNO/CNE Chief nursing officer/ chief nursing executive
CNS Clinical nurse specialist
CT scan Computed tomography scan
DRG Diagnosis-related group
ED Emergency department
ER Emergency room
FTE Full time equivalent
ICU Intensive care unit
IV Intravenous
JCAHO Joint Commission on Accreditation of Healthcare Organizations
LOS Length of stay
LPN Licensed practice nurse
MRI Magnetic resonance imaging
NICU Neonatal intensive care unit
OR Operating room
PCA Patient-controlled analgesia
RN Registered nurse
![Page 43: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/43.jpg)
Resources
![Page 44: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/44.jpg)
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RESOURCES
36 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
HCPro sites
HCPro: www.hcpro.comHCPro's mission is to meet the specialized information, advisory, and education needs of the healthcareindustry and to learn from and respond to our customers with services that meet or exceed the quality thatthey expect. Visit HCPro's Web site at www.hcpro.com to take advantage of our new Internet resources.
At www.hcpro.com, you will find the following:• The latest news, advice, and how-to information in the world of healthcare• Free e-mail newsletters covering everything from survey preparation and The Joint Commission stan-
dards to healthcare credentialing and health information management • Your healthcare questions, answered by HCPro's experts• Weekly tips on how to perform your job at your best• In-depth, how-to stories in our premium newsletters, including Briefings on The Joint Commission,
Medical Staff Briefing, and the Credentialing Resource Center (paid subscriptions or pay-per-viewrequired to read premium newsletter content)
• The most comprehensive products and services (through our online store, HCPro's www.hcmarketplace.com) to help you tackle the tough issues that you face on the job every day
• All of the information and resources that you need on the following topics:– Accreditation– Case management– Corporate compliance– Credentialing/privileging
Speaker ResourcesPatrick R. Coonan, EdD, RN, CNAADean and ProfessorAdelphi University1 South Avenue, PO Box 701Garden City, NY 11530Phone: 516/877-4511E-mail: [email protected]
Rebecca A.D. Zechman, MSN, RNAdministrative Director of Clinical PracticeProMedica Health System1801 Richards RoadToledo, OH 43607Phone: 419/291-5709E-mail: [email protected]
![Page 46: Dial-In Instructions](https://reader031.vdocument.in/reader031/viewer/2022012014/615914550c793a5aee3fe57f/html5/thumbnails/46.jpg)
37Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders
RESOURCES
– Executive leadership– Finance– Health information management– Hospital pharmacy– Infection control– Long-term care– Marketing– Medical staff– Nursing– Pharmaceutical– Physician practice– Quality/patient safety– Rehab – Residency – Safety
HCPro continues to offer the expert advice and practical guidance that you've come to rely on to meet yourdaily challenges. This valuable information will be available to you 24 hours a day, seven days a week, viathe Internet.
The Greeley Company, a division of HCPro: www.greeley.comGet connected with leading healthcare consultants and educators at The Greeley Company's Web site atwww.greeley.com. This online service provides the fastest, most convenient, and most up-to-date informationon our quality consulting and national training offerings to healthcare leaders. You will find a complete listingof all of our products and services, including consulting services, seminars, conferences, and links to otherHCPro offerings.
At www.greeley.com, you will find the following:• Detailed descriptions of all of The Greeley Company's consulting services• A catalog and calendar of Greeley's national seminars and conferences, as well as available CMEs• Faculty and consultant biographies that introduce our senior-level clinicians, administrators, and faculty,
who are ready to assist your organization with your consulting needs and seminars• An “ask the expert” Q&A• A list of Greeley clients• A link to free e-mail newsletters
HCPro's Healthcare Marketplace: www.hcmarketplace.comLooking for even more resources? You can shop for the healthcare management tools you need at HCPro'sHealthcare Marketplace (www.hcmarketplace.com). Our online store makes it easy to find what you need,when you need it, in one secure and user-friendly e-commerce site.
At HCPro's Healthcare Marketplace, you'll discover all of the newsletters, books, videos, audioconferences,online learning, special reports, and training handbooks that HCPro has to offer.
Shopping is secure, and purchasing is easy with a speedy checkout process.
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