Floor nursing to Management?

[General E. Speaking, RN, RN]

I posted this in the Nursing Management section but didn't get much of a response so I thought I'd try here:

I am applying for a clinical coordinator position on the Telemetry Unit where I work. It is a new position and even if I do not get the job, it will be a great thing for our unit. I have been through one interview which went well. I have been at my hospital for 10 years. Besides payroll and scheduling, this position will include a lot of education. I am excited because I am also the Unit Educator of my unit. This is a supplemental position in addition to my full time status as floor/charge nurse.

Being at a facility for 10 years, you really get to know a lot of the people/doctors that you work with. I have thought a lot about my role as staff/charge nurse to manager and how relationships will change. I do feel confident that I will be able to do what is right for the unit despite my relationships with other staff members. I have been in a leadership role in the past due to my being unit educator and I am involved in a few committees and have been instrumental in making positive changes in our unit on behalf of our nurses. I help with new employee orientation and am a preceptor. I am usually the go-to-guy on my unit when they want something and I try very hard to get a resolution.

I do not have any mgmt experience. I am very excited about this new role. I have lots of ideas about improving our unit. I get along well with the staff. I know it will have challenges but I feel up for it. Hopefully, I am not being too optimistic and get myself into a position that I really despise.

I would like to hear your thoughts. Have you transitioned from floor to mgmt? What were your experiences? (good or bad)

Any advice??

[nursynurseRN]

Just make sure you don't forget how working on the floor was. I see a lot or nurses who transition and then they forget how hard it is sometimes on the floor. Make sure you keep a good moral on the unit and don't micromanage your staff... =)

[classicdame, MSN, EdD]

really know the policies that apply to your area of practice. Be familiar with the Nurse Practice Act as people will ask your opinion on things. Find out what the hospital's business plan is and then determine how you fit into that plan. As for morale, there are courses to take on teams and leadership, etc. but no matter what you do someone will have the attitude of "us against them". Bad attitudes are poison so recognize it and deal with it immediately.

[diane227, LPN, RN]

Remember the following: The rules are the same for everyone. Do not get involved in "he said- she said". Then people come in your office complaining about each other, get them in a room together with you as the facilitator and make them work it out. Never ever assume that what you are told is the truth. Fully investigate before taking action unless the problem is obvious such as the nurse broke the patients arm or killed the patient with an overdose of medication. Remember, you can usually suspend someone while you are investigating the matter. If you are in a union shop, know that union contract word by word because you will always have some employee who knows it better than you do. You will have a number of employees that you will spend all you time with. They are the problems or the tattle tells. Don't forget the rest of the people out there that are just going quietly by doing their work. Those are the people you need to focus on because they make up the bulk of your workforce. Get yourself a book called "101 sample write ups for documenting employee performance problems" by Paul Falcone. This book will teach you how to do progressive discipline and how to document it properly. It was my bible and it helped me several times when I terminated an employee who in turn grieved the termination. Using this book helped me have my ducks in a row. Know the nurse practice act for your state. Know your employee handbook if you have one. When you document an employee problem, when ever possible site the exact policy or part from the employee handbook that they failed to meet. Remember, there are very few times when you can fire someone on the spot. If the employee takes you to court for wrongful termination, the jury wants to see that you have made a good faith effort to assist the employee with what ever problem they had. For example, you have an employee who has poor communication skills and you get a lot of complaints of rudeness. You might give them some reading material (keep a copy of what you give them) send them to a customer service course, refer them to employee assistance etc. You will have to show that you made every effort to assist this employee in making an improvement before you terminated them.

When and if you get this job you will be making a very difficult transition. You will be promoted from within. This can be good or not, depending on how the staff feel about you already. You can be friends with people but you can never be afraid to fire your friend. I have had to fire a couple of mine. But your responsibility is to the patients and to the hospital and at work, everyone is just like everyone else.

[traumaRUs, MSN, APRN]

I will be honest in that going to management on the same floor where you work is difficult. It will be important:

1. Not to show favoritism. If you socialize with co-workers outside of work, ensure it stays off the floor.

2. Obtain the education to back up your position. Experience is wonderful, but an advanced degree will show your co-workers as well as your bosses that you mean business.

3. Know what your hospital's goals are....is it Magnet status? If so, be familar with those guidelines (and there are many).

4. Obtain national certification in your nursing speciality if you have not already done so. Again, this shows a higher degree of professionalism.