Sit in on report.
Update the white board.
Make a mental list of patients who will potentially be discharged.
Glance at my emails from the past 12 hours to see if there's anything that I need to address now, or can it wait.
Listen to my voicemails.
Update the time cards to reflect any sick calls for the past day.
Go to leadership safety huddle.
Check in on staff to see how they're doing, do they need anything.
Round on patients to make sure everything is okay, do they need anything.
Update my spreadsheet for the past day's shifts to reflect patient census and staffing in order to get a daily PI tally.
Address any incident reports that have been filed, do I need to address anything with a staff member? Do I need to involve executive leadership?
A staff member has decided to accept a job in another state - need to submit a "request to post" her job. Log into the HR portal to see if there are any new applicants for the open positions we have.
Someone from some company that offers a product specific to OB would like to send me samples - read about the product online, tell them sure, we'd love to see samples.
Address the issue of why item XYZ is not getting restocked on the unit. Call central supply. Get it sorted out.
Check in with the nurses and the unit secretary to find out if the patients we thought would get discharged actually have d/c orders. Find out the physician in question is not planning on rounding until lunch. Call provider, tell him he needs to round this AM because patient wants to leave and we need the bed.
Check in with those nurses who do have discharge orders, find out where they are in the d/c process - do they need help with anything to get the patient out the door.
Clinical manager meeting - discuss new initiatives and new processes that are going to be implemented.
Look at our current census and staffing - suggest to charge nurse that she send a nurse home because we are now overstaffed for our census.
Look into a 38-week induction of labor that's on the book for later in the week - read through patient chart to make sure she's medically qualified for an induction before 39 weeks (per our policy). Call the provider to get clarification on her medical diagnosis. Run it by the head of OB, decide it's not eligible. Call provider back and tell her that she needs to reschedule it until after the patient is 39 weeks. Listen to her rant and complain for 10 minutes.
Look at staffing for next two shifts. Realize we're short a nurse for our current patient census. Send out a group text, asking if anyone is interested in picking up an extra shift.
Charge nurse is getting slammed in triage, take one of her triage patients.
A woman walks into the unit at 8 cm, screaming in pain. Help charge nurse get her into a labor room. Grab the IV start kit and throw in an IV, pull out emergency delivery meds from Pyxis and put them in the patient room. Ask the patient's nurse what else I can do to help her. Check over the infant warmer supplies to make sure everything is stocked and in working order. Ask the tech to set up a delivery table quickly and put it in the room.
Break the unit secretary, who hasn't had lunch yet. Sit at the desk and answer phones/buzz people in. Hold a baby who's at the nurse's station crying and parents are outside smoking.
Once everything settles down a bit, go back to my office and look over my emails. Email HR, asking where they're at with finding a traveler for us.
Complete 2 annual performance evaluations.
Have a closed door conversation with a nurse regarding a med error that took place, come up with a written plan together on how she is going to improve her practice, as this is her second error in just a few months.
Sit in on afternoon shift report.
Update the white board.
Find out if any patients have a late discharge. Ask the nurse where she is in the process.
Try to catch up on emails.
Update time card edits.
Check in with the evening charge nurse. Everything under control? Okay if I go home?
Do it all again the next day, with individual variations.