Issue link: https://digital.copcomm.com/i/1111624
Working Nurse l WorkingNurse.com 35 April 29–June 10, 2019 Celebrating National Nurses Week Robert Mayberry RN, MPH, CFRN, EMT-P Director of Clinical Standards PHI Air Medical My first flight nursing job was in Detroit in 1986. Our unit was administratively self-contained, so each flight nurse was responsible for a specific duty often assumed by nursing managers in larger organizations. We frequently rotated these responsibilities, which gave us each a consistent but manageable piece of management experience. My first formal leadership position was running the simulation learning lab at a university medical school, which helped me refine my skills in education, finance and multidisciplinary col- laboration. My next position was as a clinical manager over- seeing air medical services in the Middle East, which provided me with exceptional leadership experience, including not only medical care, but also the challenges of communication, cul- tural differences and asymmetrical standards. ❖❖❖❖ ✲ Much of my day is spent in two distinct modes: tactical and strategic. Tactical items are the million day-to-day issues most directors are accustomed to, such as high-risk events, equipment problems, drug shortages, personnel issues and budget questions. Strategic work is usually carved out in one- to two-hour blocks and focuses on building infra- structure or forecasting. All these activities are done hand-in-hand with our subject mat- ter experts and clinical leadership. They are exceptionally good at what they do, so my purpose is really as a resource and problem-solver. I work directly for the vice president of ambulance opera- tions. My proximity to the business leadership allows me to keep clinical operations aligned with the vector of the organization. We have a decentralized workforce, and our clinical leader- ship team is seldom all physically together. I travel a fair amount, so my day can be anywhere we operate. Deborah McCoy RN, M.S., FACHE Vice President and Chief Nursing Officer Methodist Hospital of Southern California When I was in nursing school, I became intrigued by how one of my professors managed her insulin-dependent dia- betes while being a fulltime educator. After graduation, her strong influence led me to my first nursing position with the diabetes daycare center in Atlanta. This position was pivotal for me, as I began to think about how healthcare is delivered, how patients access the system and how they stay well between access points. Having formed my opinions about what healthcare delivery needed to look like, I moved into management pretty early in my career. My first management position was as coordinator for a perinatal program that focused on diabetes and preg- nancy. We developed a multidisciplinary program known as Sweet Success (which is still active today) to help women control their diabetes prior to conception in order to reduce the risk of birth defects. This turned out to be a turning point in my career. The pro- gram showed me that providing healthcare across the contin- uum and achieving the outcomes we are striving for takes a "village," with strong collaboration between nursing, medi- cine, support staff, social workers and the community. ❖❖❖❖ ✲ The CNO participates in strategic planning, sits on the hospital's executive team and participates in organiza- tional decision-making on topics such as practice changes and innovations in patient care. My current role is also strongly influ- enced by our nursing staff's recent decision to be represented by a collective bargaining unit, the California Nurses Association. Much time now and in the future will be spent collaborating with nursing leaders and staff on continuing to improve and promote research-driven, evidence-based professional nurs- ing practice and facilitating interdisciplinary collaboration to enhance the care of our patients. PORTRAIT OF A CNO