A Interview With A Nurse Leader Interview

A couple of days ago, I got the chance to interview one of my dad’s friends, Nate, about his experiences with interviews. Currently a Nurse Practitioner, he has had over ten different jobs in his lifetime, ranging from a managerial position at KFC to an emergency room nurse. Just like his past jobs, the types of interviews that he has been in have been wildly different. He has even conducted a few interviews himself. Soon I will be participating in important, career-defining, interviews and it is important that I understand the ropes of an interview. I asked him only a couple of questions, but I got detailed answers and invaluable insights from the mind of both a successful interviewee and

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“Since we are a small unit composed of mostly RNs, I sit down with my staff and we go over the budget together. It gives the staff a sense of proprietorship. This way I feel we are sharing the responsibilities and it helps them to understand why we cannot afford a piece of equipment at this time. I can usually depend on someone to think out of the box. Once we went “dumpster diving” for office supplies as one employee suggested. It is actually the hospital’s warehouse for materials nobody wanted. We savaged enough office supplies for the year and was able to purchase a high cost item the unit needed. Plus it was a team building effort.”

One of the major functions of a nurse manager is managing a budget and allocating resources necessary to manage the unit or facility effectively. “Major steps in the budgeting process include gathering information and planning, developing unit budgets, developing cash budgets, negotiating and revising, and using feedback to control budget results and improve future plans”(Yoder-Wise, 2012, p. 244). The nurse manager must be able to accommodate variances and acclimate the budget in both the projections and up-to-date expenditures. Proficiency in managing a unit level budget is essential for both a favorable variance and optimal patient outcomes. Budgeting entails reviewing revenues and expenses, staffing costs, supplies, and capital equipment costs (Contino, 2001). This case study examines personnel, overtime (OT), supplies, travel, equipment, and staff education and the manner in which management can address these factors.

American Association of College of Nursing (2012).White Paper on The Role of the Clinical Nurse Leader Retrived from: http://www.aacn.nche.edu/publications/white-papers/cnl

Throughout this clinical semester, I have worked with several different registered nurses (RNs) and have been able to develop mentoring relationships with many of the staff on the unit. During our time together, I interviewed several of my nurse mentors and elicited information regarding their nursing experiences and the culture of the environment in which they work. The following conversations provide a summarization of my nurse mentors’ responses to the selected interview questions.

Scholarship. During my interview for UMMC I was asked if I had a bachelor’s in nursing to which I replied no. I was hired with the agreement that I would pursue my degree with two years of working. This isn’t the ideal way someone wants to continue his or her education. It leaves a bad taste in your mouth feeling forced to pay for more education when you are already licensed as a registered Nurse. At first you feel as though all of the hard work you put into your ADN program is worth pennies because you don’t have BSN next to your name. But then you realize, nursing is no easy task. It requires all that we have learned in this program; the valued ends, presence, praxis, self-care, leadership, advocacy and now scholarship. Having completed

For my interview, I spoke with one of the Nurse Practitioners (NP) that I interact with while working my shift at the hospital. I will call her Terri Smith because although I asked to use her quotes in my paper, I did not think to ask for permission to use her actual name. Where I work, many of our internal medicine physicians are hospitalists. During the night, they are covered by the umbrella of Quest Care. There are several NPs that work under the afore mentioned physicians and are there, on-call, when needed for their clinical expertise. It is nice, because even though I can’t develop much of a relationship with the doctors whose patients I work so hard to take care of, I get to have the opportunity to grow strong bonds with the NPs that I see almost every shift.

This Nursing leadership interview was conducted with Gessy Targete-Johnson, who is currently the Director of Nursing Family Birthplace at Memorial Miramar Hospital. I decided to conduct my interview on her, due to the fact that this is a career goal I wish to accomplish. She has been in the Nursing Field for over 25 years. Gessy decided to enter the nursing field because, she has compassion for others and she wanted to make a difference in lives. She started out as a Labor & Delivery Nurse in 1991, she later went on to pursue her Bachelor’s Degree in Nursing, followed by her Master’s Degree immediately after. Gessy thrives on being productive, and she quickly learned the meaning of the word perseverance. In 2001, she was promoted to Nurse Manager in Labor & Delivery, and worked in that position for 8 years. While maintaining an active role in this area, she also went back to school for her ARNP license. In 2009, she became the Director of Nursing Family Birthplace at Memorial Miramar Hospital.

When was the last time you were in the hospital or a loved one was in the hospital, and ever wondered where the nurse is, and they haven 't returned for hours. You finally push the assistance button several times, and they open the door and hurriedly say, “I will be right back”, then you don 't see them for a while again. When they come back to check up on you, you explain to them what you need, and then they send in a less qualified staff member to assist you. At this point, you become very annoyed and frustrated not to mention scared to be admitted in the hospital to begin with. Little do you know, your nurse has ten other patients and other non-nursing tasks that they are responsible taking care of. They have been working a double shift and are extremely exhausted, and a large stack of charts that they will have to do before their shift is over. As a patient, you now become frustrated and are not happy about this; as a nurse, they are just as frustrated as you are, not only because the amount of work they have but more importantly they can 't deliver the appropriate care they long to give. For most hospitals they do not hire enough registered nurses for reasons that are good and bad. This is an issue that needs to be addressed not only locally but nationally and on a constant basis. When there are too many patients for one registered nurse to attend to, nurses become exhausted, mistakes are made, and patients are unsatisfied. A minimum nurse to patient ratio needs to be

As the charge nurse of the acute care, the nurse interviewed is in charge of 6 employees in that specific department, but on the weekend she leads the entire hospital. Although being a nurse leader has its challenges, it’s great when everyone works together to achieve their goals and it becomes very fun. In regards to a budget, she has to conduct one for her responsibilities in infection control. This comes with many obstacles as it is hard to predict the budget for the entire year, and this was never taught to nurses in school or as part of job training (R. H., personal communication, November 12, 2016).

The knowledge of and experience of and Advanced Practice Registered Nurse (APRN) can be of value when examining core competencies. This paper will discuss the nine core competencies stated by The National Organization of Nurse Practitioner Faculties (NONPF). To gain a more complete understanding of how the core competencies integrate into practice an interview of an APRN was conducted. Additionally, an analysis of selected NONPF core competencies will be discussed and how they apply to the roles of the APRN. The paper will end with a conclusion of key points and benefits from interviewing an APRN.

Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.

I had the pleasure of interviewing one of our dynamic director, Mrs. Beth Rozak, MBA, BSN, RN. As the current director of the Neonatal ICU and Pediatrics at SSM St. Mary’s Hospital Medical Center in Madison, WI, Beth have had serve in many roles in the organization. Employed at St. Mary’s for the past 15 years, she started out as a nursing assistant/monitor watcher on 8 south west (medical floor). After obtaining a Bachelor of Science in Nursing (BSN) from Edgewood College, in Madison, Wisconsin, she then transfer to 4 east (a medical, cardiac unit). Where she worked for a few years before transferring to ambulatory nursing (a staff nurse on the surgery and procedure center unit). After earning her MBA from Warden University, she took on the

In 1990 the interview guide for nurse manager was introduced on the basis of the “continuous quality improvement” and “right sizing”. With the reduction in the layers of administrators more weightage was given on the proper screening and selection of the first line managers. The unit culture was the way to go ahead. Managers creating culture integrated with incremental change was valued.