Dial-In Instructions

47
Conference name: Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great 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. If your 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 you wish 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 recommend that you dial into the audioconference 15 minutes prior to the start time. Dial-in instructions 1. 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 difficulties 1. 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 session 1. To enter the questioning queue during the Q&Asession, 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 program You 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

Transcript of Dial-In Instructions

Page 1: Dial-In Instructions

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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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

14 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

25

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

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Exhibit C

Forces of Magnetism in Nursing Leadership

Source: Rebecca A.D. Zechman, MSN, RN. Reprinted with permission.

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19Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

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ead

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ip

1.

Co

mp

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skil

l an

d

edu

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al a

dv

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ent

are

val

ued

att

rib

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s o

f

nu

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at

all

lev

els.

Ind

ivid

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s ar

e en

cou

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and

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n m

akin

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pro

gre

ssiv

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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

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hil

oso

ph

y,

and

str

ateg

ic p

lan

of

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erv

ices

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se

asp

ects

of

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rgan

izat

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.

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NA

4.

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e C

NO

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trat

ors

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le t

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re a

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urs

ing

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e.

5.

NA

6.

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m a

vari

ety

of

role

s (d

irec

t ca

re,

adv

ance

d p

ract

ice,

man

agem

ent,

ex

ecu

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e,

etc.

) ar

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vo

lved

in

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akin

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ies

in

the

org

aniz

atio

n.

7.

NA

Sta

nd

ard

11:E

thic

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he n

urs

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ato

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dec

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nd

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s are

bas

ed

on

eth

ical

pri

nci

ple

s.

PH

S L

ead

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ip

Per

form

an

ce

Dim

ensi

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: E

thic

s a

nd

Valu

es

PH

S L

ead

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Per

form

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ce

Dim

ensi

on

: M

an

ag

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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

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

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

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

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agn

etis

min

Nu

rsin

gL

ead

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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

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

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

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

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

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

Exhibit E

Organizational Status Assessment for Succession Planning

Source: Patrick R. Coonan, EdD, RN, CNAA. Reprinted with permission.

Page 38: Dial-In Instructions

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

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

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

Exhibit G

Acronym List

Source: HCPro, Inc. Reprinted with permission.

Page 42: Dial-In Instructions

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

Resources

Page 44: Dial-In Instructions

OUR TEAM YOURSTOFROM

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Page 45: Dial-In Instructions

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

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.

Page 47: Dial-In Instructions

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