Lead! : Becoming an Effective Coach and Mentor to Your Nursing Staff

Lead Becoming an Effective Coach and Mentor to Your Nursing Staff Patty Kubus, RN, MBA, PhDBecome an inspirational nurse leader Straightforward, practical, and useful And we simply don t have enough of that kind of tool for leaders. Tim Porter-O'Grady, DM, EdD, ScD"(h)," FAAN, Senior Partner, Tim Porter-O'Grady Associates, Inc.Coach Mentor Motivate This management resource for nurse leaders is packed with communication strategies and proven methods to help elevate the performance of any nursing staff. It is written to inspire both new and seasoned nurse leaders to become role models within their organizations. "Lead " provides specific ways to coach and mentor staff, including dealing with negative performance and keeping top performing staff committed and engaged.Benefits: Acquire management skills that aren t taught on the floorFeel comfortable having difficult conversations about negative staff behaviorReduce the stress of having to take disciplinary actionKeep your staff engaged by rewarding and celebrating their accomplishmentsGain respect and admiration from your staff by setting realistic expectations for behavior and holding staff accountableLearn the art of providing constructive feedback to staff from engaging real-life scenariosIncludes downloadable leadership development worksheets, tips, and toolsTable of Contents: Chapter 1: The Path to Becoming an Authentic Leader Understanding authentic leadership Self awareness Values Values identification exercise Motivation Strengths and limitations WeaknessesChapter 2: Organizational Culture Understanding organizational culture Types of organizational culture Culture identification Strong vs. weak culturesChapter 3: The Importance of Trust What is trust? How to build, sustain, and repair trustChapter 4: Hiring the Best Looking at the big picture Know who you are looking for Ability, Motivation, Opportunity, Culture The hiring process The art of interviewingChapter 5: Setting Goals and Expectations Determining your goals and expectations Goals and expectationsChapter 6: Coaching and Mentoring Interpersonal Communication Avoiding communication problems The case for listening Planning non-verbal communicationChapter 7: Feedback Why feedback is important Deciding when to provide input How to give feedback How to communicate feedback Building a feedback cultureChapter 8: Coaching for Desirable Behavior Benefits of coaching The coaching process Skills and behavior of good coachesChapter 9: Constructive Coaching Importance of constructive coaching How to keep people open to constructive Feedback and coaching Delivering constructive feedback and coaching Create a development plan Barriers to coaching effectivenessChapter 10: Managing Confrontations What is a confrontation?Chapter 11: Performance Appraisals Nobody likes doing performance appraisals, so why bother? Staff self-appraisals Steps for conducting performance appraisals Manager trainingChapter 12: Coaching and Mentoring Through Change The case for organizational agility Why do people resist change? The change process Coaching and mentoring through a change processChapter 13: Celebrating Success Why celebration and recognition are important How to celebrate and recognizeChapter 14: Developing Future Nursing Leaders Identifying potential Leadership development programs MentoringChapter 15: Developing Yourself Leadership self development actions"