Grit – The power or passion and perseverance
Angela Duckworth’s research investigated how to predict whether someone will succeed; have the perseverance to follow through. What she found was that it is not just talent or money which determines if an individual is successful, it is those individuals who have grit. She describes all the different components of grit, is it something someone is born with or can it grow, can it grow from one’s own personal endeavors or does there need to be an outside influence? All these questions she gives a detailed review with real life examples. She has even developed a grit scale to help identify those individuals with passion and perseverance….grit. I believe having grit is a trait all DNP students portray and it carries over professionally because grit is a trait needed when implementing any organizational change.
This was my first time as a preceptor for interprofessional education. The IPEC learning experience is one I would have valued when I first went to nursing school; so, I was glad to see this educational opportunity from the preceptor end. Being able to look at the various disciplines perspectives was illuminating. You can see how these perspectives play out in the hospital. I have had multiple experiences with being preceptor, but this was my first experience as a virtual preceptor. With being a virtual preceptor, I learned to take advantage of the times the students invited me to their group meetings. It is so much easier to form preceptor/preceptee relationships in person versus virtually. Also, the timing for choosing to be a preceptor is important. Next time, I will select a period of time where school and work are more conducive to having time available for the students.
Removing drama from the work place is no easy feat. For some, drama makes everything more interesting, for others it is a waste of time. Leaders need the skills to redirect the dramatic conversations; to coach their team members on how to have self-reflection. The book No Ego by Cy Wakeman offers data on the amount of time wasted related to drama and gives leaders strategies for how to decrease drama in the workplace. She addresses the issue with open door policy as well as the expectation that leaders have direct control over engagement surveys. Additionally, she provides guidance for how to hold others accountable which has become a lost art in the workplace. I found this book interesting and believe it can be useful for leaders.
Developing my authentic leadership skills is a recent interest of mine. I was introduced to authentic leadership concept when performing an clinical inquiry project for how to develop leaders. This work led me to Bill George’s Linked-In learning Self-Awareness, Authenticity, and Leadership and his book Discover Your True North. The LinkedIn learning was a great introduction for being an authentic leader and the book was a helpful tool for developing one’s authentic leadership skills. One who is authentic knows themselves, they have learned from their past experiences (crucibles) and continuously strive for self awareness and development. If you are someone who wants multiple examples of authentic leadership then this is the book for you. For me, I enjoyed the exercise questions at the end of each chapter which helped me hone on on the different authentic skills.
By utilizing the Gallup Organizations StrengthsFinder, it gave me the ability to identify my “top five” signature themes. My themes include 1. Strategic, 2. Achiever, 3. Relator, 4. Responsibility 5. Learner. Being able to identify my themes, I can apply these various talents to my DNP project and project team. Due to the complexities of working in a large academic medical center, implementing change is challenging. My strongest talent, strategic, will help me and my DNP project team navigate the complexities of the organization in a timely fashion. Strategic theme involves the innate ability to sort through the clutter and find the best path to move a process forward. This will allow me to clearly communicate the process for change to my project team. Once the team understands how to move forward, they will advocate the change to a larger network of stakeholders to make the change a success.
For my 2nd theme, achiever, I am known for my hard work and productivity. This works well for independent projects. However, working on a team and implementing change on a larger scale, I will need help from my project team to set realistic goals of achievement. For this, I will need those on my project team with high work ethic and communication skills; who can speak up if the project goals become overzealous. As a relator, my 3rd theme, I value close relationships with others. For my project team, I can choose those I have strong working relationships. This is achievable because I select my project team, but it is not necessarily achievable with all those individuals needed to implement a change. It is important with those on my project team as well as myself, to build healthy, trusting working relationships with those involved with my DNP project development and implementation.
With the responsibility theme as my 4th theme, I take a psychological ownership over the things I set out to do and I seek honesty and loyalty. I believe the honesty and loyalty needs to go both ways so when I choose members for my project team, I want those team members who can give and receive honest feedback. The ability to give one another feedback results in minimal communication barriers. This is important to keep the project flowing smoothly. Lastly my 5th theme is learner. As a learner, I want to learn and continuously improve. This theme highlights the DNP essentials, particularly, the DNP essentials I, II, III and VIII. Any process improvement involves learning the current process and looking out into the literature and learning what is the best evidence to implement as the new process. I will need those members on my project team to be vulnerable and open to learn a new way of doing things which may challenge the current culture of the organization.
Strengths Based Leadership: Great Leaders, Teams, and Why People Follow ( Rath & Conchie, 2009)
This quality and safety issue breakdown began from a serious safety event (SSE) occurring from the absence of monitoring while a patient was off their home unit for diagnostic testing. For this SSE, I lead an interprofessional team of content experts to determine root cause and to develop a hospital wide solution to prevent these types of events from occurring again. DNP Essential VI which involves the interprofessional collaboration for improving patient and population health outcomes applies to this quality and safety issue. The team discovered the root cause stemming from a transportation order placed for cardiac monitoring removal to prevent the delay of the diagnostic test.
Most of the literature which exists on patient transportation involves intensive care or pediatric patients. The Pennsylvania Patient Safety Reporting System published the most beneficial resource regarding safe transport of the non-ICU patient; which focused on handoff communication and transportation teams (Huber, 2010).
Huber C. (2010). Safe intrahospital transport of non-ICU patients. The American journal of
nursing, 110(11), 66–69. https://doi-org./10.1097/01.NAJ.0000390531.14314.1c