Issue link: https://digital.copcomm.com/i/1111624
Working Nurse l WorkingNurse.com 31 April 29–June 10, 2019 Celebrating National Nurses Week Derek S. Drake RN, DNP, NE-BC, CNML, CNL Chief Nursing Officer St. Francis Medical Center – Verity Health System I sort of fell into leadership. During my last semester in nursing school, my professors said we shouldn't be surprised if we were charge nurses within a year. I thought they were crazy, but almost exactly one year later, I was a charge nurse in a very busy surgical/trauma ICU. On my first day, there was a train crash and we admitted 22 patients in a matter of hours. I somehow managed to keep the unit calm and orderly. Later, my first formal leadership role was as a clinical nursing supervisor in that same ICU. On my first day, there was a horrific accident at a local air race and we received 77 patients in 25 minutes. Once again, I somehow managed to keep it together. Shortly after the plane crash, my CNO mentored me in my transition to nurse manager, director and ultimately CNO. One of the greatest things he taught me was never to waste an opportunity. You never know why or when things will happen, but when a chance arises, take it. ❖❖❖❖ ✲ I am the executive leader for all inpatient and outpatient nursing units. My duties include working with other C- suite executives to develop and implement strategic plans; coor- dinating nurse recruitment and hiring; developing training proce- dures; writing and reviewing policies; collaborating with other clinicians to ensure patient safety and positive outcomes; and enhancing patients' comfort and experience. To me, the best part is not knowing what any hour has in store. One minute, I may be presenting in the boardroom; the next, I might be speaking to new hires or in a patient room discussing discharge planning. As an ICU nurse, I would impact only a few patients per day. As CNO, I have a direct impact on every patient, which is very rewarding. Jean Giggers RN, MSN, RNC-OB, CCM Director of Nurse Utilization Management L.A. Care Health Plan My career path has made me an industry "unicorn," with nursing leadership experience in inpatient, ambulatory, hospi- tal and health plan settings. I became an RN during a nursing shortage and was accepted into labor & delivery as a new grad, becoming a charge nurse after nine months. Around the same time, two physicians I worked with recruit- ed me as the clinical administrator of their busy OB/GYN practice. I quickly began to learn the business side of health- care, which was invigorating. Back on the unit, I realized that I'd become the kind of team member who complained about our structure, but wasn't strongly committed to moving the needle. I finally realized I could either be part of the problem as a complainer or con- tribute to the solution as a leader, so I decided to apply for a vacant RN night shift manager position. I later became a case manager for high-risk OB members of a local healthcare insurer, an L&D travel nurse, a house supervi- sor and then manager of case management. A headhunter then poached me for the same job elsewhere, followed by top-tier roles at different health plans. ❖❖❖❖ ✲ Much like a CNO, I'm primarily responsible for operations, administration and regulatory compliance. Approximately 80–90 percent of my typical workday is spent in meetings. Most of my meetings are internal, but I also collaborate with hospitals, skilled nursing facilities, vendors and other insurers. My very large nursing team uses their clinical judgment and knowledge to help our organization make business decisions. We like to say our ultimate goal is to ensure that the right head (i.e., the patient/member) is in the right bed (the right level of care) at the right time, receiving the right services. PORTRAIT OF A CNO