Cutting-Edge Sessions at the AONE 2014 Annual Meeting | Early Birds Discount Ends February 3!

 

Register Printbefore February 3rd to get the early bird discount!

At the AONE 2014 Annual Meeting in Orlando on March 12-15, maximize the value of your time and investment with cutting-edge pre-conference sessions taught by some of nursing brightest thought leaders. These sessions will give you a chance to get a head start at AONE 2014.

Topics include:
•Change Agility: How Nurse Managers Can Create and Cope with Change
•A National Forum for Nurse Executives on Leveraging Evidence-based Practice to Enhance Healthcare Quality, Reliability, Patient Outcomes and Cost Containment
•CENP Essentials Review Course
• CNML Essentials Review Course

Hear from renowned speakers including Barbara L. Mackoff, Ed.D., Leadership Educator and author, Nurse Manager Engagement: Strategies for Excellence and Commitment; Bernadette Mazurek Melnyk, PhD, RN,CPNP/PMHNP, FNAP, FAANP, FAAN; Lynn Gallagher-Ford, PhD, RN, DPFNAP, NE-BC; and Michelle R. Troseth, MSN, RN, DPNAP, FAAN.

Pre-conference workshops begin Wednesday, March 12th — times vary and space is limited. Advanced registration is required. If you have already registered for the annual meeting, you can login to sign up for pre-conference sessions. Visit the annual meeting website to learn more about these pre-conference offerings, along with a variety of other ways you can make the most of your visit at AONE 2014.

Register Now (http://www.aone.org/conference2014/registration.shtml)

register

AONE 2013-2014 Digital Source Book Now Available!

AONE_2013_14_DigitalSourceBookCoverresizedOur members-only annual publication, new in digital format this year, offers a comprehensive collection of resources and services including:

AONE Guiding Principles—created with the goal of developing the AONE member as a leader in collaboration and catalyst for innovation. These resources contain a wealth of information to bring you to the next level in your professional practice.

AONE Nurse Executive Competencies—these competencies represent a hallmark compendium of skills common to nurses in executive practice and are used by the health care field as a standard for designing job descriptions, setting expectations and evaluating nurse leaders. Additionally, they form the blueprint for the Certified in Executive Nursing Practice (CENP) credentialing exam.

Nurse Manager Skills Inventory—based on the three domain model developed by the Nurse Manager Leadership Partnership (NMLP), the Nurse Manager Skills Inventory captures the skills and behaviors envisioned for the successful nurse manager. This resource can be used for designing job descriptions, setting performance expectations and evaluating nurse managers. It is a complement to the Nurse Manager Skills Inventory Tool and forms the blueprint for the Certified in Nurse Manager and Leader (CNML) credentialing exam.

Principles and Elements of a Healthful Practice/Work Environment—a joint position statement that identifies nine key elements that support the development of healthful practice/work environments. These elements promote the positive impact of a healthy work environment on issues such as staff satisfaction, nurse retention, improved patient outcomes and better organizational performance.

The AONE 2013-2014 Digital Source Book also outlines AONE resources and services, advocacy, membership, educational opportunities, the AONE Foundation for Nursing Leadership Research and Education, and the Center for Care Innovation and Transformation.

The new AONE 2013-2014 Digital Source Book can be viewed on your computer, smart phone or iPad. Click here to download. Be sure to share your comments and feedback with Kim Cavaliero, AONE managing editor, at kcavaliero@aha.org.

Happy Nurses Week from AONE!

Celebrating National Nurses Week—a note on behalf of AONE president, Michelle Janney, PhD, RN, NEA-BC

As you and your colleagues celebrate National Nurses Week (May 6-12), I wanted to take this opportunity to recognize AONE members for your commitment to lead our profession. Recent events in the news such as the Boston Marathon bombings and the explosion in West, Texas truly underscore the heroic efforts that nurses play on the front lines of health care delivery. AONE thanks you for your dedication to nursing not only in times of crisis and uncertainty, but for your unwavering leadership every day of the year. Take time to enjoy your Nurses Week celebrations!

My Leadership Story – Dr. Margaret Wilmoth

PeggyWilmothLeadership Perspectives with dean Margaret Wilmoth, Georgia State University
Byrdine F. Lewis School of Nursing, Atlanta, GA

By Joy Bailey, RN, MSN, PhD(c), CRRN, BC, director of clinical research nursing, Emory Healthcare, Emory University Hospital, Atlanta, GA

Dr. Margaret Wilmoth, who has dual careers in nursing academia and military service, is the recently-appointed dean of the Georgia State University Byrdine F. Lewis School of Nursing and Health Professions. This 100-year-old public university established its BSN program in 1968 and a PhD studies program in 1986. The college has recently launched a new graduate program in Nursing Leadership. I sat with Dean Wilmoth to discuss her perspective on leadership in nursing and the applicability of transformational leadership as an appropriate model for the profession.

What do you see as transformational leadership and how do you prepare students for their future role as nurse leaders, taking this concept into consideration? Do you think transformational leadership is a good model for us to have in nursing? “I think it is an essential model for us to have. The problem is, do individuals truly demonstrate strong transformational leadership skills? I think people aspire to be true transformational leaders, but I do not think there are very many out there. The one true transformational leader in nursing that I am aware of is the current surgeon general of the army—Lieutenant General Patricia D. Horoho [who  assumed command of the U.S. Army Medical Command on December 5, 2011 and was sworn in as the 43rd Army Surgeon General on December 07, 2011]. She, to me, exemplifies a transformational leader based on what she has been able to do in the Army Medical Department.”

What makes you think of her as being a true transformational leader? “She is someone who has inspired many. Because of her inspirational leadership, her energy and enthusiasm, she has led major changes in how nursing and health care is delivered across the Army Medical Department and the Military Health System. There are four elements to transformational leadership: individual, intellectual inspirational and idealized influence. I think Lieutenant General Horoho mentors and inspires across the systems. She is just a phenomenal transformational leader. I think many nurses aspire to do that, but I think it’s rare that someone truly does. I have not seen that many in nursing in my career.”

Do you think that it’s something that can be taught or do you think that one has to have the basic inner core that develops a transformational leader? “I think one of the core things to be any kind of a leader in any organization is that those you lead must have trust in you. You need to respect them as well as, hopefully, those that follow you, respect you as the leader. There has to be mutual trust and respect, as well as a strong character and strong sense of ethics. I think those are some of the foundational pieces; those speak to character. Some of those character-driven components are somewhat inherent, but I think becoming a leader is certainly a skill set that can be nurtured and taught. What I think has been missing in nursing up until the publishing of the Institute of Medicine’s Future of Nursing report is the sense of intentionally developing nurses as leaders and I think that has been missing in the profession for a long time.”

It is interesting that you say that because one of the foci of the AONE has been to try to develop nurse leaders. “AONE has a relatively new unit-level leadership curriculum and then we have senior executive level leader programs like the Robert Wood Johnson Executive nurse fellows and the American Association of Colleges of Nursing (AACN) just started another senior executive fellowship at the Wharton school at the University of Pennsylvania, but there is very little in between. Also lacking is a model for leadership development in nursing that focuses on developing nurses from the team/unit level, operational level and then strategic level.”

When I looked for a course in nursing leadership because that was where I saw my career heading, it was hard to find one. I did mine at Old Dominion University but a number of colleges are starting those now. Do you see that as an integral part of leadership development? “I think an essential discussion that the profession needs to have is about how the practice environment and academia need to collaborate in the development of nurse leaders.  I think that one of the key differentiating pieces between two- and four-year nursing programs is that at least the four-year has a course on leadership; but we really focus on management and there is little focus on what it means to be a leader. Nor do the baccalaureate programs tie that aspect of didactic work in with actual leadership experiences. When they are in school, we don’t really give students a chance to apply anything we do discuss related to leadership. I have taught leadership courses so I am as guilty as the next person in having a didactic course with no real leadership application in it.”

Do you think there should be a leadership focus at the undergrad level or do you think they should just be introduced at that level and, if they wish, pick up something at the graduate level later? “Students at the baccalaureate level could begin to read about leaders and examine the leadership traits that make for a successful leader. [When] you leave school and go to the workplace, what is the workplace doing to identify nurses at the entry level who demonstrate leadership capacity? What is the workplaces’ responsibility to develop them as leaders, and is that the workplaces’ responsibility with maybe adapting a curriculum like AONE has developed? And what is the role of academia at the next level?  Masters programs today focus on the clinical practice or nurse practitioners for the most part and some nursing administration. There is not necessarily leadership in there.”

There are some schools that do leadership. “They are few and far between. If you look at the American Association of Colleges of Nursing and other accreditation requirements that schools have to meet, there is no leveling of the leadership skills across [educational] levels, so again you cannot compare universities. They still have to get accredited so there has to be a conversation between accrediting bodies and schools of nursing. Do we need to change curricula to be more intentional about developing leaders? What are the critical curricula pieces that have to be in it if a program in nursing is to be accredited?  I think everybody is doing almost their own thing. A lot of organizations are creating this leadership experience, but what is it tied to? What is the framework that they are tied to? I think that before everybody starts to do their own thing, we need to have a dialogue in the profession about what framework we are using to develop leaders. And I do not mean [the difference between transformational and transactional, but how we are looking at leveling the development of leaders.”

So do you see colleges and universities as having an integral role in leading that dialogue? “I think it needs to be a shared dialogue between the academic, practice and professional organizational environment and the accrediting bodies because they have to be involved in accrediting. There needs to be a four-way conversation.”

So how do we start this conversation? I became a nurse leader by the seat of my pants. I just happened to have some accounting experience so I knew something about finance and I had some education in personnel management and counseling. The average nurse leader at the unit level is required to have these skills to manage budgets, counsel and mentor staff, manage customer service, all while having transformational leadership skills. Who teaches them to do that or even have an understanding of that? “You have raised a very good point. I think there has to be a discussion about this. What is the role of the academic programs in providing some basic grounding of these things you are talking about? What is the role of the workplace? Who has the responsibility of preparing someone for a leadership role before they get there so you don’t do these seat-of-the-pants learning or on the job training only. These institutions need to provide people with some preparation and clearly some continued preparation as they adapt and move into the role. But it needs to be intentional and thoughtful.  And so you should not promote somebody because they are a good clinician; they may be a terrible nurse manager!”

In reading the literature, my observation is that this is exactly what we continue to do. “There are tools out there where people can have leadership skills assessed. If as nurse leaders we identify a nurse who steps forward on committees or gets involved in a professional organization, that might be someone we could tap and funnel them into something that the organization has [available for leadership training]. But the current leadership has to have some ownership in this and the organization needs to decide how they want to better prepare leaders. I think it is a conversation whose time has come and as a profession we need to have some very serious dialogue across academia, accrediting bodies, practice organizations, major institutions and professional organizations such as AONE, the American Academy of Nurses and American Nurses Association. There needs to be a conversation about what we mean by leadership in nursing and what framework we want to use to talk about it. Do we want to talk about it from the unit level, mid-management or the strategic level?  That would make sense, and then figure out how we then go about intentionally preparing nurses as leaders, not this haphazard process that we have historically.”

The skill sets and roles for nurses and nurse leaders have changed, yet many hospital organizations are not looking squarely at the impact of nursing. Yet this matters so much because patient outcomes and the fiscal viability of organizations depend a great deal on nursing. “The organization’s future ability to function and meet their fiscal responsibility is dependent upon it. Unfortunately too many people just look at the physicians because they are the ones who admit patients and generate the revenue, but nurses have a role in that and I think that too long the importance of nursing in that equation, what we bring to bear in improving revenue or not, has been overlooked.”

In your opinion how or where do we start this conversation? “I think this interview is one step. The passing of the Affordable Care Act and some of the financial incentives or disincentives have prompted the conversation. Also, the Future of Nursing report has included the need to prepare nurses as leaders. This coming together of events is driving more conversations about nurses’ role as leaders. I think quite frankly, the profession has not done a good job of intentionally (and I keep saying intentionally) preparing nurses as leaders. I have a manuscript under review on this very topic, so hopefully that will get published in the near future. I think the more people who question and have a conversation [about the importance] of nursing, the more it will help.”

To circle back to the basic nurse preparation, what do you think are the core components that a new graduate nurse should be getting out of a leadership curriculum? “Typically at the entry level into nursing, the responsibility is to prepare nurses to provide basic and safe nursing care, so a bachelor’s program is not necessarily going to prepare a nurse to be a leader because they first need to be competent to provide care. It is important to remember what the goal of the foundational curriculum is all about. But I think that a basic leadership course should not be the sort of leadership and management courses that are currently taught in BSN programs. I think there should be something intentional about reading about leaders, nursing or non-nursing, and giving some more thought about what they think are the characteristics that make a good leader and some reflection about leadership skills. There needs to be application piece included. Our current model of being a team leader in a clinical setting for a few days is not effective. Maybe [there can be] some kind of online gaming-type application that students could do that gives them a way to think about clinical decisions that relate to leadership.”

I am realizing just how much as nurses we work in organizations that are really business-oriented, yet we seem to be taught little about what creates and makes a healthy and viable  business organization. “Yes, I agree, but I do not think that should be in the baccalaureate level. I have not looked at the AONE curriculum, but this might be something that leaders could adapt to help develop their [nurse] leaders. I think that education needs to include more [information] about health policy and some of the realities of life in the real world. But again, the goal of education at the entry level is to prepare nurses who can practice safely.”

Let me see if I can summarize your thoughts on this. We want basic education to prepare safe practitioners, but we want them to be reflecting on what leadership is all about, what their role might be in the future and maybe how to support their own leaders? “Exactly!  [Understand] how to be a follower and what makes a good employee. We never talk about that! Also, it’s important that accrediting bodies be part of that conversation. I think it is great that nursing is finally having this conversation about how we intentionally think about nursing and how we prepare nurses at varying levels of leadership responsibility. I think we now need to have a profession-wide conversation about developing nurses as leaders.”

Do you agree that the transformational style is a model for future nursing leaders? “I think that as you become more skilled as a leader, you understand that you have to use different leadership tactics and that is part of maturing as a leader; [also] reading and thinking about leadership and thoughtfully thinking about what tactics and behaviors you use in what situation. I think that is all part of developing as a leader; given the situation, you must move back and forth. Young leaders tend to be more transactional and develop their skills to be a bit more transformational as they become more skilled and experienced, but I do not think that anyone can do one category or the other all the time. As you mature as a leader, you have a broader leadership skillset.”

Live at the AONE 2013 in Denver: The Opening Session

bigbearThe 2013 President of the American Organization of Nurse Executives (AONE), Michelle Janney, PhD, RN, NEA-BC, kicked off the 46thAnnual Meeting & Exposition with a salute to veterans from the Vietnam conflict to the current wars in Afghanistan and Iraq.  She highlighted the AONE membership in the Joining Forces program sponsored by Michelle Obama and Dr. Jill Biden.  Dr. Janney emphasized that Joining Forces would not only help military veterans and their families receive the wellness support they need but also allow hospitals and other healthcare facilities to access the pool of talent represented by military nurses and healthcare workers.

Next, Dr. Janney awarded Marilyn Chow, RN, PhD, FAAN, the AONE 2013 Lifetime Achievement Award. In her acceptance remarks, Dr. Chow talked about the honor of getting the lifetime achievement award but emphasized how much more there was for her and nursing to do. Her focus was on the need to deliver excellence in nursing and the overall healthcare system.

She noted that it was an exciting time when the opportunity exists to find your passion and pursue it like she did.  She learned from her parents that our purpose on earth is to make a difference.

Her passion is nursing excellence on behalf of patients which she was guided on by Florence Nightingale and Clara Barton.  Dr. Chow stated that the biggest challenge the United Stated had to face, as the audience were probably all aware, was that the United States healthcare was ranked 38th in care delivery internationally but was #1 in cost.

Dr Chow advocated that all nurses and healthcare organizations try to follow the IHI Triple Aim Initiative, which she paraphrased as “Better care for individuals, better care for populations, and lower healthcare costs.”  She felt the way to achieve this was through collaboration and innovation.

Nurses and caregivers were seen by Dr. Chow as co-leaders with patients and their families in giving care. One of the most important aspects of this was the role of family caregivers.  A recent study showed that 50% of family caregivers do nursing care without adequate training.

Her personal passion is aiding family caregivers in getting real-time access to the nursing knowledge they need.

Dr Chow finished with the statement and question: “So much to do.  Can you get a lifetime achievement award more than once?”

In keeping with the theme of recognizing what veterans can do, the keynote speaker was Captain Chesley B. “Sully” Sullenberger, the pilot who made the dramatic, Miracle on the Hudson, safe landing of a jetliner on the Hudson River. Sully is an Air Force Academy graduate and former fighter pilot with over 20,000 hours in the air.  His presentation was titled, “Turning Adversity into an Opportunity for Change and Innovation.”

Sully is unique in that he was deeply involved in the aviation safe culture before he had a total power loss and was forced to land on the Hudson.  He believes he’s the only pilot who has participated in a National Transportation Safety Board (NTSB) investigation as both an investigator and the pilot being investigated (at different times).

Training for a safety event or any leadership challenge does not take just a lifetime but begins even before birth with the cultural heritage that a person is raised in, according to Sully.  His parents and grandparents taught him the core values of civic virtue, civic duty, and shared sacrifice. At the Air Force Academy, he learned that leading was not about “me” but about “us.”

How often are these core values called upon, asked Sully?  More often than you think, he answered his own question. You can’t outsource core values; you must make them real to your organization.

Sully fulfilled a personal quest on the nature of leadership when he wrote his book, Making a Difference: Stories of Vision and Courage from America’s Leaders. He used examples from the book to demonstrate how the application of core values can increase performance and directly improve healthcare outcomes.

Innovation was defined by Sully as change done before you are forced to by regulation or other outside forces.  He related the experience in aviation safety over the last 50 years to the change that was needed in healthcare.  There is tremendous learning for healthcare in the aviation safety culture which Sully went over very briefly and is covered even briefer below.

When he started his airline pilot career, Sully participated in the airline volunteer safety committee with the motivation that “You have the key and the power to help keep this from happening to someone else” and profession pride in helping making air travel safer.

The problem in aviation safety was a lack of evidence base practice. It was individual pilots instead of teams.  A program termed Crew Resource Management was developed which took the best practice of the best pilots and taught the rest how to do it.  This did not cut back on the authority of the pilot but showed them that they were most effective when using all resources – the team.

Human skills have more potential to save lives than clinical skills, according to Sully. Sully also emphasized the importance of knowing and applying evidence based practice (EBP).  EBP is enforced by regularizing practices though tools such as aviation checklists. Checklists are effective because they change not only methods but attitudes:  there is an alignment of goals and shared understanding when best practices checklists are used.

EBP took 50 years to implement in airlines, with lessons learned at great cost. Sully wishes we were less patient with implementing EBP in healthcare because the harm is so great.  He related a meeting he attended on healthcare with regulators and legislators where the average expected timeline to attain an effective healthcare system was 20 years.

We need a sense of urgency because the delay costs lives.  According to research, 200,000 preventable deaths occur each year.  Sully asked, “Should change be in 20 years after 4,000,000 more deaths or today?”

Get Ready, Get Set, GET BIDDING! The AONE Foundation Online Auction is now LIVE!

Support the work of the AONE Foundation and bid on a fabulous list of auction items. Place your bids now! Don’t delay. The auction will close March 24 at 10:00 p.m. ET.

http://www.biddingforgood.com/auction/AuctionHome.action?vhost=aonefoundation

HSONY DSCere’s an item you won’t want to miss: Dinner for six prepared in your home by AONE CEO Pam Thompson and her husband, Bob. The still-growing list of items also includes:

• A two-night stay at the Denver Hyatt Regency
• Paid registrations to attend the 2014 AONE Annual Meeting & Exposition in Orlando
• A seven-night stay at the Verandah Resort & Spa in Antigua
• Six bottles of wine from Sonoma Valley
• Two one-year AONE memberships
• One paid registration to attend the 2013 AHA Health Forum Leadership Summit in San Francisco
• An assortment of jewelry, handbags, and luggage
• And many, many more items!

Announcing the AONE 2013 Mobile App!

mobileapps_no_text_200x127For the third year, AONE will be offering a mobile app for smart phones to guide attendees through the Annual Meeting. This app is a comprehensive guide that will allow attendees to:

- View the entire conference schedule
- Add sessions and events to create your own custom schedule
- View session handouts and add to your personal briefcase
- Take and email notes on each session
- Message other attendees
- Learn about speakers
- View maps of the convention center
- Find exhibitors through the interactive exhibit hall map

A few days prior to the start of the Annual Meeting, AONE will send you specific instructions on how to download this feature on your mobile device.

AONE’s Mobile Meeting is generously sponsored by Lippincott’s Nursing Solutions.

AONE 2013: Nurse LeaderShop to feature hot titles!

Always a conference favorite, the AONE Annual Meeting Nurse LeaderShop is pleased to offer several topics from nursing research to leadership and beyond. Stop by and browse our titles including several from our general session speakers. This year the LeaderShop Lounge and iPad Zone features comfortable seating so you can relax and meet with colleagues during breaks.

The Nurse LeaderShop will be open:
Thursday, March 21 10:00 am – 6:00 pm
Friday, March 22 9:00 am – 6:00 pm
Saturday, March 23 9:00 am – 3:30 pm

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Check out these hot titles from our general session speakers:

  • Making a Difference by keynote speaker Charles (Sully) Sullenberger III
  • Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman
  • Founding Mothers: The Women Who Raised Our Nation by Cokie Roberts
  • Ladies of Liberty: The Women Who Shaped our Nation by Cokie Roberts
  • In an Instant: A Family’s Journey of Love and Healing by Lee Woodruff

AONE publications: 

  • AONE Nurse Executive Competencies
  • AONE Nurse Executive Competencies Assessment Tool (NECAT)
  • Nurse Manager Skills Inventory
  • Nurse Manager Engagement:  Strategies for Excellence and Commitment
  • The Future of Nursing: Leading Change, Advancing Health

My Leadership Story: Gladys Campbell, MSN, RN

ImageAONE interviewed Gladys Campbell, chief executive officer, Northwest Organization of Nurse Executives (NWONE); chief nursing officer and senior leader for Clinical Strategy, Washington Hospital Association in Seattle, WA, to learn more about her work inspiring nurses to become involved in legislative matters. Campbell, who refers to herself as an “association junky,” says her annual legislative boot-camp, has become more popular each year. Over the past five years, more than 200 nurse leaders have been educated on policy and advocacy through the boot-camp and 17 have gone on to give expert testimony in public hearings on health care and nursing issues.

How long have you been a member of AONE and how has being a member benefited you?
I’ve been a member for 14 years. Over the years, AONE has allowed me to connect with and build a rich network of professional colleagues. AONE also allows me to stay connected to my profession from a national perspective and to fully appreciate the power of the collective within the nursing profession. 

How did you know you wanted to become a nurse leader?
Initially I was a reluctant leader because I associated leadership with management and I was not sure I wanted to be a manager. I did end up stepping into management at a very young age because I was frustrated with my work experience at the time and wanted to see if I could change my work environment for the better. 

What is your biggest challenge at your job?
I would have to say time management.  My coach tells me I am “addicted to opportunity.” I get excited by all of the possibilities in nursing today, especially during this time of health care transformation, but there is always more I want to do than there is time to get these things done. I am challenged to make my optimal contribution in the workplace while also maintain some semblance of work/life balance.

How does AONE help you with this challenge?
The AONE chapter leader meetings I attend twice a year allow me to not only learn from my colleagues who have roles similar to mine, but to also hear what others are doing in their regions and how they are setting their priorities. The meetings leave me inspired and motivated to try new ideas and implement the creative solutions shared by other nurse leaders from across the country.  It is not uncommon for me to meet with a colleague at these meetings who has found a creative solution to a problem with which I have been struggling.   

What has been your involvement with the NWONE legislative boot camp?
When I first came to NWONE I wanted to be able to continue the good work of my predecessor Karen Haase-Herrick. As part of my orientation to this role, I asked Karen what one thing she would like to see promoted in NWONE’s future and she said she would like our nurse leaders to advance their knowledge and involvement in health policy and advocacy. To honor Karen’s vision, we instituted the annual NWONE Legislative Boot-Camp. 

The legislative boot-camp is held each year as a full-day pre-conference session that is part of the annual NWONE fall program. During the boot-camp nurses are taught basic civics, such as how a bill becomes a law, who their legislators are and how to access websites to track proposed legislation. We also educate nurse leaders about what policy issues are anticipated in the upcoming legislative session and have a legislator from our state come and speak to us about their position on specific health care issues. Nurse leaders who have provided testimony at public hearings often present as a panel, sharing their experience and learnings. Lastly, we have incorporated a mock testimony session into the boot-camp program that allows participants to actively engage in the process of testimony while in a safe and supportive environment. 

Who inspired you to become a nurse leader?
In my career I have been lucky to have had many mentors and positive role models. I stand on their shoulders and remain grateful for their wisdom and generosity in supporting my growth and development. I would say that Dr. Marianne Chulay influenced my leadership development more than anyone else, as she was the person who really helped me understand the difference between my job and my profession and pushed my professional involvement in nursing associations. Marianne encouraged my professional leadership development and also mentored me as both an author and public speaker. Additionally, she was a strong partner with me in my first management position and provided valuable feedback and encouragement during my first steps into nursing management and leadership. I have always been grateful to have her in my life. 

Do you have any advice for aspiring nurse leaders?
I would advise new and aspiring leaders to remember that the first step in the development of leadership is self-leadership, and that the development of self-leadership is a life-long journey. We hold up authentic leaders as an ideal, and to be authentic you need to have deep knowledge of who you are and who is that person that you bring into every room. Leaders are held to a higher standard so the commitment to a life of learning and humble development goes with the territory. 

I would also share that leaders “take people somewhere,” so you need to know where you are going; you need to have a professional vision of what it is you are trying to accomplish through your leadership.  That focus can guide your life of leadership.

Lastly, leaders need to have a spirit of abundance that allows them to generously mentor, guide, support and develop others. Our time is often short and we need to always be thinking about the future of nursing, which is the next generation. How can we give to those who will come behind us so that the leaders of nursing form an inter-connected tapestry, one generation to the next?

What is your favorite memory as a nurse?
I remember well the spirit, love and naivety I brought with me as I entered into nursing, and hope to never lose those qualities. As a novice nurse, I deeply believed in the power of caring and touch and approached my patients with a strong level of intention and presence.  With the fast pace of today’s health care world, that approach may seem so very naïve. My favorite memory as a nurse is of the first patient I became deeply attached to.  Though my caring could not spare him the ravages of a cancer diagnosis, I have never forgotten him, or his family, and hope that I made a difference in the last days of his life. 

What do you like to do in their spare time?
My husband and I are city folks who are attempting to learn how to be serious gardeners. We were inspired by Barbara Kingsolver’s book Animal, Vegetable, Miracle, and now have 14 raised-bed garden plots. We also have huge compost bins to create rich soil and grow what my husband calls the “$65 tomato.” With all of our gardening missteps at this stage of our development, the cost of success is high!  We keep a sense of humor about this, but are learning and getting better at our vegetable gardening each year. When my fingers are not in the dirt, my favorite things are: family, friends, reading, cooking and Rocky, my lab-thing rescue dog.

Congrats to AONE 2013 Award winners!

ExcellenceAONE and the AONE Foundation for Nursing Leadership Research and Education will honor the recipients of several recognition awards at the Annual Meeting. These awards highlight AONE members and an AONE chapter who have demonstrated the “best of the best” in leadership practice, and whose work sets an example for every nurse leader.

Award winners will be formally announced at the AONE Annual Meeting and Exposition, to be held March 20-23 in Denver, CO. Congratulations to our 2013 award recipients!

Thursday, March 21, 8:00 am     
AONE Lifetime Achievement Award
Marilyn Chow, RN, PhD, FAAN, Vice President, National Patient Care Services, Kaiser Permanente, Oakland, CA

Thursday, March 21, 4:00 pm     
Prism Diversity Award
Victoria Rich, PhD, RN, FAAN, Chief Nurse Executive, University of Pennsylvania Medical Center, Philadelphia, PA
Sponsored by the American Nurses Credentialing Center (ANCC)

Innovation in Technology Award
Barbara A. Caspers, MS, BSN, RN, Vice President Nursing Operations and Acute Care Practice, Catholic Health Initiatives, Englewood, CO
Sponsored by Cisco

Friday, March 22, 3:30 pm
Honorary Member Award
Judy Ann Bigby, MD, Former Secretary of the Executive Office of Health and Human Services of the Commonwealth of Massachusetts, Boston, MA

Mentor Award
Bonnie Clipper, DNP, RN, MA, MBA, FACHE, CENP, Chief Nursing Officer, Medical Center of the Rockies, Loveland, CO
Ann Marie T. Brooks, RN, DNSc, MBA, FAAN, FACHE, FNAP Vice President, Patient Care Services, Riddle Memorial Hospital – Main Line Health System, Newtown Square, PA

Saturday, March 23, 9:00 am
AONE Foundation Seed Grant Awards
Shirley A. Sargent, PhD(c), RN, NE-BC, Professor, University of San Diego, San Diego, CA
Ellen Swartwout, MSN, RN, NEA-BC, PhD(c), Student, George Mason University School of Nursing, Fairfax, VA
Margaret Rodan, PhD, Research Associate Professor, Associate Dean, Master’s Division, George Mason University School of Nursing, Fairfax, VA

Michael Warner Nurse Staffing and Outcomes Research Grant
Valerie Moore, MSN, RN, Specialist, Nursing Informatics, Wexner Medical Center, Columbus, OH
Sponsored by Cerner Clarivia

AONE Foundation Nurse Researcher Award
Beatrice J. Kalisch, RN, PhD, FAAN, Shirley Titus Distinguished Professor of Nursing, Director, Innovation and Evaluation, University of Michigan School of Nursing, Ann Arbor, MI

Saturday, March 23, 1:30 pm      
Chapter Achievement Award
Northwest Organization of Nurse Executives (NWONE)

There’s still time to join us! Click here to visit the registration site and to view session details. Visit www.aone.org/annualmeeting to learn more about the AONE 46th Annual Meeting and Exposition. See you in Denver!

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