Huston_Leadership Roles and Management Functions in Nursing,

Chapter 16 Educating and Socializing Staff in a Learning Organization

413

Coaching may be long term or short term. Short-term coaching is effective as a teaching tool, for assisting with socialization, and for dealing with short-term problems. Long-term coaching as a tool for career management and in dealing with disciplinary problems is differ ent and is discussed in other chapters. Short-term coaching frequently involves spontaneous teaching opportunities. Learning Exercise 16.5 illustrates how a manager can use short-term coaching to guide an employee in a new role.

LEARNING EXERCISE 16.5

Paul’s Complaint P aul is the charge nurse on a surgical floor from 3:00 pm to 11:00 pm . One day, he comes to work a few minutes early, as he occasionally does, so that he can chat with his supervisor, Mary, before taking patient reports. Usually, Mary is in her office around this time. Paul enjoys talking over some of his work-related management problems with her because he is fairly new in the charge nurse role, having been appointed 3 months ago. Today, he asks Mary if she can spare a minute to discuss a personnel problem. Paul: Sally is becoming a real problem to me. She is taking long breaks and has not followed through on several medication order changes lately. Mary: What do you mean by “long breaks” and not following through? Paul: In the last 2 months, she has taken an extra 15 minutes for dinner three nights a week and has missed changes in medication orders two times. Mary: Have you spoken to Sally? Paul: Yes, and she said that she had been an RN on this floor for 4 years, and no one had ever criticized her before. I checked her personnel record, and there is no mention of those particular problems, but her performance appraisals have only been mediocre. Mary: What do you recommend doing about Sally? Paul: I could tell her that I won’t tolerate her extended dinner breaks and her poor work performance. Mary: What are you prepared to do if her performance does not improve? Paul: I could give her a written warning notice and eventually fire her if her work remains below standard. Mary: Well, that is one option. What are some other options available to you? Do you think that Sally really understands your expectations? Do you feel that she might resent you? Paul: I suppose I should sit down with Sally and explain exactly what my expectations are. Since my appointment to charge nurse, I’ve talked with all the new nurses as they have come on shift, but I just assumed that the old-timers knew what was expected on this unit. I’ve been a little anxious about my new role; I never thought about her resenting my position. Mary: I think that is a good first option. Maybe Sally interpreted you not talking to her, as you did with all the new nurses, as a rejection. After you have another talk with her, let me know how things are going. Analysis The supervisor has coached Paul toward a more appropriate option as a first choice in solving this problem. Although Mary’s choice of questions and guidance assisted Paul, she never “took over” or directed Paul but instead let him find his own better solution. As a result of this conversation, Paul had a series of individual meetings with all his staff and shared with them his expectations. He also enlisted their assistance in his efforts to have the shift run smoothly. Although he began to see an improvement in Sally’s performance, he realized that she was a marginal employee who would need a great deal of coaching. He reported back to Mary and outlined his plans for improving Sally’s performance further. Mary reinforced Paul’s handling of the problem by complimenting his actions.