- Email: [email protected]
Linda Q. Everett, PhD, RN, NEA-BC, FAAN
Leader to Honor Linda Q. Everett, PhD, RN, NEA-BC, FAAN Franklin A. Shaffer, EdD, RN, FAAN FAS: Please share about your deci-
sion to pursue a nursing career. LQE: Throughout high school, I had my
sights set on becoming a history teacher. I was enrolled at The Ohio State University (OSU) as an education major. Over one summer, I joined a group of friends who sought employment at a local hospital as nursing assistants. I was given the “float” position on night shift. Over the next several months, I observed the nurses at work. I witnessed my first labor and delivery mother, battered and bleeding automobile accident victims in the ER [emergency room], and the dying and death of many patients. I developed a deep appreciation and respect for how the nurses responded to each situation.When I asked any nurse, “Why do you do what you do?” she or he responded, “Because I love my work.” That response oddly stuck with me—I had to reflect upon whether my career aspirations would be what I would “love to do.” I wasn’t certain. Long story short, I too fell in love with patient care. I actually enjoyed the work so much that I dropped my plans to attend OSU; instead, I ended up working a full year as a nursing assistant, then attended Riverside-White Cross School of Nursing in Columbus, Ohio the following fall. And I have never regretted that decision. FAS: As a nurse leader, what skill sets came naturally to you? Which qualities have you eventually developed throughout your leadership roles? LQE: I have always enjoyed reading and learning. I was an excellent student. I consumed books to the point that I was often accused by my family for being a “professional student.” So, I’d say the thirst for knowledge and lifelong learning has always been one of www.nurseleader.com
my innate skills. Listening to others is also a skill I would claim as a strength. I learned early in life from my mother—“Stop waiting to talk and listen to me!” The woman was wise beyond her own admission. A third skill I devel-
oped would be the ability to identify talent: assessing strengths and potential in others. This attribute has served me well in my leadership role to attract and hire the right people for the right position at the right time.
Nurse Leader
15
My goal was to be a chief nursing officer (CNO). To achieve this goal, I knew I had to return to school for a BSN. Through my studies at Kent State University I quickly realized I needed to develop business skills—finance, strategic planning, and communication to name a few. This is one reason why I choose Case Western Reserve, Frances Payne Bolton School of Nursing, for my master’s degree. They offered a tract in nursing administration that required courses in the Weatherhead School of Business at CWRU. Later, I chose the University of Michigan for my doctorate in nursing administration/nursing systems for similar reasons. My business courses were taken in the School of Public Health at Michigan. FAS: Describe a crucial moment that has shaped your leadership style. LQE: Effective emotional intelligence has been an acquired skill as well. As with many life lessons, I learned this skill the hard way. I grew up in a military family. Mom and Dad dictated and enforced the rules; my brother and I were expected to comply.You didn’t argue
16
Nurse Leader
with “the bosses.” As a staff nurse, I respected the hierarchy and remained obedient. When I accepted my first nurse manager position, I was surprised to learn that there were staff on my unit who didn’t follow this system. It seemed they were constantly challenging me, and my authority. How could this be? I was the boss! It didn’t take long for me to be reported to the director of my division for being intolerant and inflexible. Thankfully, I was coached and mentored out of this behavior. I became more aware of my own emotions and those of others. I found that learning to manage myself led to greater success in my relationships. FAS: You have been honored with numerous awards and titles. How have these opportunities affirmed your passion for nursing? LQE: Receiving recognition and praise especially from peers and colleagues is always rewarding. These types of acknowledgements renews my sense of mission to make a difference in the nursing profession. I also find that these tributes have enhanced my sense of humility.Yes, I have made some contributions to the nursing profession, but
there is much more work to be done—I never stop seeking ways to improve our profession. FAS: Of which professional accomplishment(s) are you most proud? LQE: There have been many proud moments in my career. There are three that I will highlight. First, appointment to the American Academy of Nursing in 2005; second, holding the office of President of AONE in 2007; and third, being awarded the State of Indiana Council of the Sagamores of the Wabash by Governor Michael Pence in 2014. This award was spearheaded by Philippine Nurses Association for my leadership and dedication to the nurses of Indiana. FAS: In retrospect, what challenges initially appeared daunting, but you now feel was a significant opportunity to be the leader you are today? LQE: Leading the University of Iowa Hospitals and Clinics (UIHC) to their first Magnet® hospital designation in 2004 was one of my more challenging experiences. Throughout the journey, we were faced with opposition from some members of the nursing staff
October 2015
represented by a collective bargaining unit. These individuals maintained that UIHC nurses were excellent care givers, but that management was not; hence, we did not deserve the national recognition that Magnet brings to an organization. Working as a team to use data to drive our dialogue, nursing leadership rallied and galvanized the entire institution around the effort to achieve Magnet status. I learned many lessons from this experience, first and foremost—never underestimate the power of positive communication. UIHC has received two subsequent redesignations from the Magnet Commission. FAS: Given the predictions of the healthcare shortages, how do you foresee the development of nursing science and practice affecting management and policy decisions to impact healthcare? LQE: Nursing shortages have plagued healthcare for decades. Many states are experiencing shortages today in acute care settings. The shortages of the future will be different. As healthcare reform continues to evolve to more communitybased care, nurses will be needed in larger numbers in nonacute care settings. I believe there are three actions that can move nursing science, practice, and policy forward to address these shortages and to improve healthcare in this country. First, I trust in the power of data. I think more empirical research on the role that nursing plays in primary care— prevention and wellness, and end-of life–is essential. This, of course, touches on the scope of practice restrictions that are in place in many states. Restrictions imposed by organizations on advanced practice nursing are also problematic. These are policy discussions that must be held at the state, local, and
www.nurseleader.com
organization level. Second, strong, effective academic–practice partnerships have demonstrated outcomes that benefit both the healthcare system and the school. Evidence of these alliances have been presented internationally (Sigma Theta Tau International) and can be found in the literature (Nurse Leader, Journal of Nursing Administration, and Journal of Professional Nursing). Third, the national effort sponsored by the American Nurses Association (ANA), the American Academy of Nursing (AAN), and the American Nurses Foundation (ANF) have increased nurses’ presence on corporate and nonprofit health-related boards of directors throughout the country. This effort is supported by The Robert Wood Johnson Foundation (RWJF) and the American Association of Retired Persons (AARP) as part of the Future of Nursing Campaign for Action. Nurses bring a perspective on the patient experience, quality, and safety, and stand mightily as the largest part of the healthcare workforce. This action has the potential to have significant impact on policy decisions that are being delivered at all levels of healthcare including staffing shortages. FAS: As you reflect on your experience as past AONE president, how does one achieve transformational leadership? LQE: I think to be a transformational leader one needs to identify a change is needed. The next step is to create a vision to guide that change. Executing the change requires an inspired team of individuals committed to the vision. Critical to this process is selecting the right individuals. My earlier remarks on identification of talent speak to the importance of this aspect of leadership.
Nurse Leader
17
FAS: Who do you credit with supporting you the most
throughout your professional journey? LQE: There are many people that have contributed to my
career, to my professional growth and development. These include teachers/professors, supervisors, mentors, colleagues, friends, and family. The one person who has supported and encouraged me for the last 30 years is my husband, Ben. He has followed me across the mid-west from Ohio to Michigan to Iowa to Indiana, and now we have moved back home to Ohio. Ben has supported and encouraged me every step of this journey. We enjoy spending more time together now as I embark on my “preferment” period. To that end, I have recently accepted a new role with Indiana University School of Nursing, Professor and DNP Design Strategist. NL Hometown: Columbus, Ohio Current job: After 8 years of service, I stepped away from the executive vice president and chief nurse executive at Indiana University Health in January 2015. I am now in what I call the “preferment” period of my career. As an independent consultant, I have the leisure to accept projects and assignments in which I “prefer” to engage, while others are given the opportunity to pursue selected assignments. So far, I have found this new period uniquely gratifying and important to my continued professional growth.
Franklin A. Shaffer, EdD, RN, FAAN, is chief executive officer at CGFNS International Inc. in Philadelphia, Pennsylvania. He can be reached at [email protected]. 1541-4612/2015/ $ See front matter Copyright 2015 by Elsevier Inc. All rights reserved. http://dx.doi.org/10.1016/j.mnl.2015.07.014
First job in nursing: Staff nurse on a medical-psychiatric inpatient unit at Riverside Methodist Hospital, Columbus Ohio. Being in nursing leadership gives me the opportunity to: Make a difference in the nursing profession. Most people don’t know that: I am an Indy race car fan and have raced at the Indy Speedway Track in Indianapolis, Indiana. My best advice to aspiring leaders is: To learn from your mistakes, turn failures into opportunities to improve yourself. One thing I want to learn: Is to be as disciplined and organized in my personal life as I have been in my professional life. One word that best describes me: Eclectic
18
Nurse Leader
October 2015
sion to pursue a nursing career. LQE: Throughout high school, I had my
sights set on becoming a history teacher. I was enrolled at The Ohio State University (OSU) as an education major. Over one summer, I joined a group of friends who sought employment at a local hospital as nursing assistants. I was given the “float” position on night shift. Over the next several months, I observed the nurses at work. I witnessed my first labor and delivery mother, battered and bleeding automobile accident victims in the ER [emergency room], and the dying and death of many patients. I developed a deep appreciation and respect for how the nurses responded to each situation.When I asked any nurse, “Why do you do what you do?” she or he responded, “Because I love my work.” That response oddly stuck with me—I had to reflect upon whether my career aspirations would be what I would “love to do.” I wasn’t certain. Long story short, I too fell in love with patient care. I actually enjoyed the work so much that I dropped my plans to attend OSU; instead, I ended up working a full year as a nursing assistant, then attended Riverside-White Cross School of Nursing in Columbus, Ohio the following fall. And I have never regretted that decision. FAS: As a nurse leader, what skill sets came naturally to you? Which qualities have you eventually developed throughout your leadership roles? LQE: I have always enjoyed reading and learning. I was an excellent student. I consumed books to the point that I was often accused by my family for being a “professional student.” So, I’d say the thirst for knowledge and lifelong learning has always been one of www.nurseleader.com
my innate skills. Listening to others is also a skill I would claim as a strength. I learned early in life from my mother—“Stop waiting to talk and listen to me!” The woman was wise beyond her own admission. A third skill I devel-
oped would be the ability to identify talent: assessing strengths and potential in others. This attribute has served me well in my leadership role to attract and hire the right people for the right position at the right time.
Nurse Leader
15
My goal was to be a chief nursing officer (CNO). To achieve this goal, I knew I had to return to school for a BSN. Through my studies at Kent State University I quickly realized I needed to develop business skills—finance, strategic planning, and communication to name a few. This is one reason why I choose Case Western Reserve, Frances Payne Bolton School of Nursing, for my master’s degree. They offered a tract in nursing administration that required courses in the Weatherhead School of Business at CWRU. Later, I chose the University of Michigan for my doctorate in nursing administration/nursing systems for similar reasons. My business courses were taken in the School of Public Health at Michigan. FAS: Describe a crucial moment that has shaped your leadership style. LQE: Effective emotional intelligence has been an acquired skill as well. As with many life lessons, I learned this skill the hard way. I grew up in a military family. Mom and Dad dictated and enforced the rules; my brother and I were expected to comply.You didn’t argue
16
Nurse Leader
with “the bosses.” As a staff nurse, I respected the hierarchy and remained obedient. When I accepted my first nurse manager position, I was surprised to learn that there were staff on my unit who didn’t follow this system. It seemed they were constantly challenging me, and my authority. How could this be? I was the boss! It didn’t take long for me to be reported to the director of my division for being intolerant and inflexible. Thankfully, I was coached and mentored out of this behavior. I became more aware of my own emotions and those of others. I found that learning to manage myself led to greater success in my relationships. FAS: You have been honored with numerous awards and titles. How have these opportunities affirmed your passion for nursing? LQE: Receiving recognition and praise especially from peers and colleagues is always rewarding. These types of acknowledgements renews my sense of mission to make a difference in the nursing profession. I also find that these tributes have enhanced my sense of humility.Yes, I have made some contributions to the nursing profession, but
there is much more work to be done—I never stop seeking ways to improve our profession. FAS: Of which professional accomplishment(s) are you most proud? LQE: There have been many proud moments in my career. There are three that I will highlight. First, appointment to the American Academy of Nursing in 2005; second, holding the office of President of AONE in 2007; and third, being awarded the State of Indiana Council of the Sagamores of the Wabash by Governor Michael Pence in 2014. This award was spearheaded by Philippine Nurses Association for my leadership and dedication to the nurses of Indiana. FAS: In retrospect, what challenges initially appeared daunting, but you now feel was a significant opportunity to be the leader you are today? LQE: Leading the University of Iowa Hospitals and Clinics (UIHC) to their first Magnet® hospital designation in 2004 was one of my more challenging experiences. Throughout the journey, we were faced with opposition from some members of the nursing staff
October 2015
represented by a collective bargaining unit. These individuals maintained that UIHC nurses were excellent care givers, but that management was not; hence, we did not deserve the national recognition that Magnet brings to an organization. Working as a team to use data to drive our dialogue, nursing leadership rallied and galvanized the entire institution around the effort to achieve Magnet status. I learned many lessons from this experience, first and foremost—never underestimate the power of positive communication. UIHC has received two subsequent redesignations from the Magnet Commission. FAS: Given the predictions of the healthcare shortages, how do you foresee the development of nursing science and practice affecting management and policy decisions to impact healthcare? LQE: Nursing shortages have plagued healthcare for decades. Many states are experiencing shortages today in acute care settings. The shortages of the future will be different. As healthcare reform continues to evolve to more communitybased care, nurses will be needed in larger numbers in nonacute care settings. I believe there are three actions that can move nursing science, practice, and policy forward to address these shortages and to improve healthcare in this country. First, I trust in the power of data. I think more empirical research on the role that nursing plays in primary care— prevention and wellness, and end-of life–is essential. This, of course, touches on the scope of practice restrictions that are in place in many states. Restrictions imposed by organizations on advanced practice nursing are also problematic. These are policy discussions that must be held at the state, local, and
www.nurseleader.com
organization level. Second, strong, effective academic–practice partnerships have demonstrated outcomes that benefit both the healthcare system and the school. Evidence of these alliances have been presented internationally (Sigma Theta Tau International) and can be found in the literature (Nurse Leader, Journal of Nursing Administration, and Journal of Professional Nursing). Third, the national effort sponsored by the American Nurses Association (ANA), the American Academy of Nursing (AAN), and the American Nurses Foundation (ANF) have increased nurses’ presence on corporate and nonprofit health-related boards of directors throughout the country. This effort is supported by The Robert Wood Johnson Foundation (RWJF) and the American Association of Retired Persons (AARP) as part of the Future of Nursing Campaign for Action. Nurses bring a perspective on the patient experience, quality, and safety, and stand mightily as the largest part of the healthcare workforce. This action has the potential to have significant impact on policy decisions that are being delivered at all levels of healthcare including staffing shortages. FAS: As you reflect on your experience as past AONE president, how does one achieve transformational leadership? LQE: I think to be a transformational leader one needs to identify a change is needed. The next step is to create a vision to guide that change. Executing the change requires an inspired team of individuals committed to the vision. Critical to this process is selecting the right individuals. My earlier remarks on identification of talent speak to the importance of this aspect of leadership.
Nurse Leader
17
FAS: Who do you credit with supporting you the most
throughout your professional journey? LQE: There are many people that have contributed to my
career, to my professional growth and development. These include teachers/professors, supervisors, mentors, colleagues, friends, and family. The one person who has supported and encouraged me for the last 30 years is my husband, Ben. He has followed me across the mid-west from Ohio to Michigan to Iowa to Indiana, and now we have moved back home to Ohio. Ben has supported and encouraged me every step of this journey. We enjoy spending more time together now as I embark on my “preferment” period. To that end, I have recently accepted a new role with Indiana University School of Nursing, Professor and DNP Design Strategist. NL Hometown: Columbus, Ohio Current job: After 8 years of service, I stepped away from the executive vice president and chief nurse executive at Indiana University Health in January 2015. I am now in what I call the “preferment” period of my career. As an independent consultant, I have the leisure to accept projects and assignments in which I “prefer” to engage, while others are given the opportunity to pursue selected assignments. So far, I have found this new period uniquely gratifying and important to my continued professional growth.
Franklin A. Shaffer, EdD, RN, FAAN, is chief executive officer at CGFNS International Inc. in Philadelphia, Pennsylvania. He can be reached at [email protected]. 1541-4612/2015/ $ See front matter Copyright 2015 by Elsevier Inc. All rights reserved. http://dx.doi.org/10.1016/j.mnl.2015.07.014
First job in nursing: Staff nurse on a medical-psychiatric inpatient unit at Riverside Methodist Hospital, Columbus Ohio. Being in nursing leadership gives me the opportunity to: Make a difference in the nursing profession. Most people don’t know that: I am an Indy race car fan and have raced at the Indy Speedway Track in Indianapolis, Indiana. My best advice to aspiring leaders is: To learn from your mistakes, turn failures into opportunities to improve yourself. One thing I want to learn: Is to be as disciplined and organized in my personal life as I have been in my professional life. One word that best describes me: Eclectic
18
Nurse Leader
October 2015