Quote from j_tay1981
And my leads have said I'm great with building relationships with patients, and I also take great pride in that.
You should. Keep in mind that management values that, too.
I thought that I had been improving on delegation, but maybe I could do more...
Be careful about trying to change too much at one time... it's the 'too many moving parts' syndrome. If you change a bunch of things at once, it's (a) difficult to control them all, and (b) hard to know which change created a positive result.
Try to make incremental changes and set a couple of achievable goals each shift.
I really feel like my main issue is prioritization and than staying organized. When issues pop up during a shift, I tend to focus on the new stuff and back burner the older tasks. Not good.
No, really isn't good... but very easy to do.
As each new task presents itself, consider the urgency and importance (think ABCs, Maslow, and schedule) and prioritize the things that are both urgent and important a the top of your list.
Think about clustering care.
Really try to finish one thing or one group of things before moving on to the next.
Keep in mind that it's OK to tell a patient, "You'll have to hang on for a bit, I'm in the middle of something" and also to extract yourself from conversations with patients and other staff (which can suck much more time than we're sometimes aware of).
Don't let charting hang 'til the end of the shift. This was hard for me but forcing myself to stay on top of charting really helped me early on.
I really think the prioritization issue is a big one for you. Really work on trying to evaluate the urgency and importance of each task throughout the night and then realize that U/I > U/i > u/I > u/i but also recognizes that u/I can become U/I.
Again, set goals for yourself each shift (small, attainable ones) and then evaluate yourself against them.
It will get better, I promise you. As you need to spend less brainpower and energy on 'how' to do things, you'll free up bandwidth for 'what' things to do.