DiversityNursing Blog

Thank you to Pilar De La Cruz-Reyes, MSN, RN from the California Institute for Nursing and Healthcare for the content of this video.

Breaking the Barriers is a great compilation of nursing stories put together by the California Institute for Nursing & Health Care that show how everyday people can overcome adversity to follow the career of their dreams. The nurses in this video will inspire you and show to our young people how you really can achieve if you have the desire and passion for a career in nursing.

Once you watch this video, we would love to hear your feedback. Please comment here on our blog when you have a minute.

Four Innovative Initiatives to Attract and Retain Diverse Women

By Tina Vasquez for Evolved Employer

Recently, Working Mother Magazine released its 2011 list of the best places to work for multicultural women – essentially, a survey of the availability and usage of diversity programs, as well as the accountability of the managers who oversee them at top corporations. For the fifth year in a row, Pepsico has been named number one, along with with 23 other companies, all of which are committed to supporting women of color with strong diversity, leadership, and education programs. Here are four of the most innovative initiatives included on 2011 list, that help advance and retain diverse women.

IBM
IBM’s cutting edge Reverse Mentoring pilot program turned mentoring on its head. Ten senior executives were given the opportunity to choose a culture they wanted to learn more about and for 10 months, and multicultural women (who were primarily non-executives) from these cultures acted as their mentors, helping them better understand cultural differences. The need for the program was identified as a key initiative of the Multicultural Women’s Group at the company, whose mission it is to attract, retain, and develop women through mentoring, networking, fostering a sense of community, and exchanging information.

According to Angela Archon, IBM’s VP of systems and technology, the program promoted cultural sensitivity and adaptability and demonstrated the impact of globalization and why culture matters.

“The hallmark of the program was to increase knowledge and sensitivity around cultural differences and continuously improve global collaboration. It helped dispel myths; it provided clarity to issues related to stereotyping; and it increased cultural awareness,” Archon said. “Executive mentees gained knowledge about their mentor’s culture and how business is done in that culture and the multicultural women who served as mentors had the opportunity to build a relationship with an IBM executive and enhance their leadership capabilities.”

Deloitte
It should come as no surprise that the ever impressive Deloitte was featured on Mother’s list for the sixth year in a row.

This year, two of Deloitte’s programs were spotlighted on the list: Navigation to Excellence and the Leadership Acceleration Program. After an internal survey of almost 4,000 multicultural employees, the firm found that multicultural women desired more formal sponsorship, so Deloitte launched its Navigation to Excellence pilot program, a one-year program that matches female managers and senior managers of color with leaders who help them orchestrate a career plan, gain access to key assignments, and enhance their knowledge of what it takes to advance. The 18-month Leadership Acceleration Program even allows female partners and principals to shadow their sponsors on the job, receiving intensive mentoring and coaching.

To continue moving these types of initiatives forward, the firm has quietly invested $300 million towards the creation of a state-of-the-art learning and leadership development center that will open its doors this fall after two years of construction.

According to Barbara Adachi, the National Managing Principal for Deloitte’s award-winning Women’s Initiative, it was never the firm’s intention to be a leader, but awards and recognition such as those given by Working Mother, inspires them to keep moving forward.

“We’re our biggest critics and we’re our biggest motivators. We don’t do this for the publicity. Diversity is a business imperative here. I recently read that half the population will be comprised of minorities in 2050 and I strongly believe that by being diverse, we attract the top talent in the market and we better serve our clients,” Adachi said. “We’re not doing this because it’s the right thing to do, but because this is the way business should be done.”

Chubb Group of Insurance Companies
This is the third time Chubb has been featured on Working Mother’s list, but the company has a long-standing commitment to promoting diversity with decades old programs and initiatives in place. According to Trevor Gandy, Chubb’s chief diversity officer, in order to form lasting business relationships with customers and become a true global leader in the industry, the company must understand its customer’s “diverse cultures and decisional processes- and not merely their languages.” To do so, the company strives to create a diverse workplace through programs such as their Count Me In: A Culture of Inclusion micro inequities program. The program began over 10 years ago and aims to help the company educate their workforce on the often small details and behaviors that help build an atmosphere in which all employees feel they have a voice.

Chubb also has a 29-year-old Minority Development Council whose mission is to advance the company’s business objectives by fostering the career development of people of color into leadership roles. Even more impressive, the company’s Women of Color strategy strengthens the bonds between women of color and their managers by providing them with meaningful feedback and structured development plans. The overriding goal, according to Gandy, is to prepare the company’s female multicultural employees to compete for leadership positions.

CA Technologies
Like Chubb, CA Technologies firmly believes that their business relationships in more than 140 countries drives their commitment to workplace diversity and it enables them to create, support, and sell the best IT management software.

The company’s Women in Technology Mentoring program is geared towards female employees that are in technical and quasi-technical roles within the company’s technology and development organization. The program was established to ensure that female employees are provided with the appropriate environment, knowledge, and sponsorship to achieve their full potential within the company. The company also supports the pursuit of higher education and provides up to $5,250 a year in financial assistance to eligible employees completing undergraduate and graduate level courses. CA Technologies also offers 15,000 online courses that employees can access. An adoption assistance program includes reimbursement of adoption-related expenses up to a maximum of $5,000 per child and $10,000 per family within a two-year period.

CA Technologies also aims to help working parents, so nearly 30 percent of the company’s North American employees participate in a full-time telecommuting or work from home program. The company also has Global Marketing and Finance associate rotation programs that were developed as a way to attract and develop entry level candidates and enable them to jump start their professional career with structured training programs, job shadowing, and access to mentors.

According to CA Technology’s VP of human resources, Beth Conway, the company is focused on fostering diversity both inside and outside the company.

“In addition to our efforts within the company, we’re also an active partner of the Anita Borg Institute for Women and Technology, a nonprofit organization dedicated to increasing the impact of women on all aspects of technology,” Conway said. “We also sponsor ABI’s annual Grace Hopper Celebration of Women in Computing conference in the U.S. and India. We’re dedicated to helping the leaders of tomorrow develop their talents and career paths by providing and encouraging a collaborative working environment.”

from Jacob Braude is vice president for strategic planning and director of the Saatchi & Saatchi Wellness Lab at the advertising agency Saatchi & Saatchi Wellness for Forbes.com

Health and wellness are becoming big all across marketing. Even carmakers are getting into the act. Ford, for instance, just announced plans to partner with WellDoc to build mobile health sensors into its cars. In the future your Focus won’t just get you from here to there; it will also monitor your glucose levels, adapt to a high pollen count, and even remind you to take your medicine.

But in the rush to make the most of health and wellness, there is a danger that companies will miss one of the most important aspects of wellness. It’s not technology, or supplemental ingredients, or even medicine. It’s friends.

In a talk he gave at the TED conference in 2006, Dr. Dean Ornish, who first became well known for talking up the benefits of diet and exercise in fighting heart disease, told a story about a year he spent studying under a well-known swami. As Dr. Ornish recalled it, the two of them were speaking to a room full of medical students when someone asked the swami to talk about the difference between illness and wellness. The swami went to the board at the front of the room and wrote “Illness” and “Wellness.” Then he circled the I in “Illness” and the We in “Wellness.”

It was a simple and profound way to make a point, and a recent series of studies have proven him right. Researchers have shown that what I call “we-ness” affects all aspects of our health and wellness, from how likely we are to survive killer diseases to how likely we are to carry some extra weight and how generally satisfied we are with our lives.

In one survey of almost 3,000 nurses diagnosed with breast cancer, researchers discovered that women who had fewer than 10 close friends were four times more likely to die of the disease than women with 10 or more close friends. That’s an increase in survival rate that any pharmaceutical company would be thrilled with. In another study, of men in Sweden, researchers discovered that the leading risk factor for heart attack after smoking was having only a few friends. More recent research has demonstrated that people living with a lifelong condition like heart disease do better if they share their experiences with others going through the same thing—even if those people aren’t their friends.

Having friends isn’t just about long life. It’s also about quality of life. Highly publicized work by James Fowler and Dr. Nicholas Christakis found that having a friend who became obese made you 57% more likely to become obese as well. Researchers are discovering that both good and bad habits spread socially—not just weight issues but all aspects of health and wellness, including dietary and exercise habits and stress levels. The importance of friends to a person’s health and wellness has become so accepted that in a March 2011 interview with the Los Angeles Times, the U.S. surgeon general said, “We can’t look at health in isolation. It’s not just in the doctor’s office. If you have a healthy community, you have a healthy individual.”

Given all that, it’s not surprising that a study by the RAND Center for the Study of Aging identified “social contacts and family” as the No. 1 factor affecting life satisfaction. This was a robust study, conducted in both the U.S. and the Netherlands. There were differences between the two countries in other life satisfaction elements, such as job, income, and daily activities, but the people of both countries agreed that social contacts and family had the greatest effect on how satisfied they felt.

Fiat’s new eco:Drive system makes the most of the feel-good aspect of we-ness. It began with a wellness product that lets you in put your driving habits to a program that will teach you to blow less carbon into the environment by changing the way you drive. It became a we-ness product when Fiat created Eco:Ville, a virtual town modeled on the company’s hometown of Turin. Software permits you to join Eco:Ville, but only if you’ve changed the way you drive and improved your carbon footprint.

Another marketing-related innovation that builds on the connection between we-ness and everyday health and wellness is the Nike+ system. Nike took a health product—smart running shoes that can record your distance and pace and sync the data to your iPod—and made it a we-ness product by incorporating massive social integration in the form of running teams, geographic challenges and automatic posting of runs to social networks like Twitter and Facebook.

Asthmapolis, an organization that is just getting off the ground, connects we-ness to improving health for chronically ill patients by attaching a small GPS-enabled device to rescue inhalers. With today’s medications, asthma can often be well controlled but isn’t, because people rely too much on their rescue inhalers. Using Asthmapolis technology, whenever someone uses their inhaler, the time and location of use are recorded, creating a searchable map and timeline of their treatment habits that can be shared with friends, family, and physicians.

All these innovations make use of social technologies to weave we-ness into products that have a flavor of health or wellness. But we-ness doesn’t mean just plugging social media into whatever you’re selling. Coke recently rolled out special vending machines in Argentina to promote International Friendship Day. Most of us don’t associate Coke with health and wellness (sorry, Coke), but the company’s smart use of we-ness deserves to be recognized. The vending machines in Argentina were so tall that only by getting a boost from a friend could you put money in. When you did, you were rewarded with two Cokes—one for you and one for your partner.

We-ness is a part of all of our lives, so much a part that we sometimes take for granted just how good connecting with other people feels. Research proves that it doesn’t just feel good; it’s good for us. If you’re in the health and wellness market, or you’re ready to take the plunge, you will do well to include some aspect of it into what you’re selling.

Margaret Stineman spent many of her formative years in the slow classes that were then the domain of children who were, as she delicately puts it, "not achieving."

Born with a severely deformed spine and shoulders, she endured 15 operations as a child on her eyes, internal organs, and misshapen bones. She spent much of her adolescence in a body cast, making her the object of ridicule. Problems with the muscles that control her eyes severely limited her vision. People around her did not think she was capable of much, and she agreed.

How that child - functionally illiterate when she left high school - became an artist and then a doctor and then a respected researcher and then a member of the prestigious Institute of Medicine is a remarkable story of serendipity, determination, motherly devotion, and well-timed mentoring.

Then there's the emotional alchemy. A set of circumstances that would have made many people angry, bitter, or at least deeply insecure seems instead to have forged a woman who is, at 58, confident, profoundly thoughtful, joyful, and serene.

Joel Streim, a longtime friend and research collaborator at the University of Pennsylvania, called her "one of the special people of the world." Just as Stineman focuses on her own strengths rather than weaknesses, he said, she sees other people's abilities and "has a real talent . . . to make them more creative and innovative."

Now a professor of both physical medicine and rehabilitation and epidemiology whose work has focused on measuring and compensating for disability, Stineman does not like talking about her physical problems. But she recently gave a rare speech to colleagues at Penn about how she had made it in academia, and now hopes her story will help fellow health workers see the potential in their patients.

Stineman's journey to the upper levels of medical research began with art. Bored in school, unable to see well, and plagued by medical problems, she turned inward and expressed her private world by painting and sculpting. In early adaptations for her handicaps, she used templates and mirrors to compensate for a lack of depth perception. Some of her teachers noticed her talent, and it got her into Temple University's Tyler School of Art.

Soon after art school, Stineman won a prestigious scholarship that would have sent her to Rome to paint for two years. She said members of the selection committee rejected her after she had a physical. "They didn't want to send a crippled person to represent the United States," she said.

She was crushed at first, but then looked at the problem from another angle - a defining quality of both her life and art.

"I was hurt. I was upset. I was angry," Stineman said. "This transformed into something that was so beautiful: a recognition that I must be smart or I wouldn't have won this thing. I must be smart. Something must have been missed. That's when I had the wake-up of my life."

For a while, she rejected art - she saw it as too emotional - and threw herself into the discipline and rules of science. Stineman's dream, and she knew it was probably an impossible one, was to become a doctor. Engineering was her fallback.

Her inventor father worked as a machinist at Drexel University. She enrolled as a special student there, taking one class at a time. "I decided that I would do absolutely anything to learn," Stineman said. "I was so infatuated with the fact that I could go from barely knowing arithmetic to getting an A in calculus just because I had applied myself."

She met what might have been her Waterloo in biology. She did well on the fill-in-the-blanks part of a test but flunked the essay.

"You can't spell," the professor told her. "You have no sense of sentence structure, and you can't formulate your ideas. Are you from a foreign country?"

Instead of taking offense, Stineman took an English-as-a-second-language class.

"This professor really saved my career," she said.

After using her art portfolio to talk about visual perception, she got into Hahnemann Medical College. It was a lot harder to keep up there. She almost quit, but some key professors helped her at crucial moments. Because Stineman learns better through hearing information - and can process it quickly - than by reading it, her mother read her textbooks into a special tape recorder that Stineman then played back at high speed.

She brought a different perspective to the care of people with disabilities. "I felt as a child they kept trying to fix me," she said, "but nobody was helping me to learn how to live with the way I was."

Stineman can walk short distances, but usually uses a motorized wheelchair or cart. Patient reaction, she said, ranges from dismay - "Now even my doctor's disabled" - to "Oh, my God, if she can do it, I can do it."

She reconciled with art after she recognized the creativity in science.

One day, she was fascinated by how a spherical bottle stopper inverted the landscape outside her window. She decided to write a mathematical formula explaining why that would happen. Yes, that's her idea of fun.

"I painted the image, and then I used mathematics to solve the image. This has been what has driven my whole life," Stineman said. "If you want to understand something, whether it is human nature, whether it is a scientific problem, use many different ways of looking at it."

Her facility with math and computers led to her biggest claim to fame: She helped design the system Medicare began using in 2002 to decide how much to pay for rehabilitation care for individual patients.

She remembers the responsibility she felt going to work the day the hospital began using the new system. "I was practicing medicine under rules that had come out of my head," she marveled.

As Stineman waited for the elevator, she said the prayer she says each day about her patients. "May I have the strength to see what I need to see, to know what I need to know, so that I can care for you in the best possible way."

Stineman, whose long brown hair is streaked with gray, focuses on research now. She is in charge of three large National Institutes of Health grants aimed at identifying the most helpful rehabilitation services after stroke and leg amputations and at helping older people stay in their homes. Although lung problems reduce her stamina, she is known as a tireless worker. A computer that speed-reads documents out loud makes it possible for her to handle the work.

She stands only 4-foot-9, barely tall enough to see over a lectern. She estimates she'd be 9 inches taller if she had a normal spine. She often props herself up with her knees and elbows to sit upright.

She does special exercises and eats an organic vegetarian diet. Although she has had suitors, Stineman said she had never loved anyone enough to curtail her work. She relaxes in a Zen garden her mother created at the house where she lives near the university. She said she had dealt with the pain in her life by creating art, writing music, and keeping journals.

During her recent speech to coworkers, Stineman used self-portraits to explain the evolution of her art and her psyche. A high school effort shows a pretty, intense-eyed girl's face framed by dark, ill-defined hair. There's no body, and the work lacks perspective. Another early, harsher piece shows her twisted body lying on a table in a bare room with a pit.

In 2004, she did a painting of her face and body as an adult with an X-ray-like rendering of her curving spine highlighted.

Two years later, she added her white lab coat, stethoscope, and gold caduceus with the word courage carved in it. Finally, Stineman had put it all together, proudly.

"My body is a vehicle for my mind, and I can wear this coat and I can take care of others," she said, displaying the painting on a screen.

"Was I disabled or was I gifted or am I both?" she asked. "Are we all both? I believe we are."

We want to hear from you. What do you think about Dr. Stineman and her ability to overcome all the obstacles in her life?

This question comes up frequently and is asked quite often by nurses, "Should I carry malpractice insurance?" Many nurses are covered under their own individual liability insurance carrier. Many more are not. I am.......... are you??

Nurses can be sued at any time, for any reason. Often, allegations brought against you are unfounded, but just being named in a lawsuit gives one pause and can be one of the most stressful times in your life. The nurse feels embarrassed and fears damage to a perfect reputation.

Your employer's policy may cover you, but only up to a point. Remember: Your employer's policy is created to fit their specific needs and protects them first.

You may even be told (by your employer HR) that you do not need your own policy. What they do not tell you is that they want you to be represented by their attorneys. They do not want "outside" representation for they know that their best interests will not be first and foremost. Carrying your own policy will ensure you personal attorney representation when you need it and this attorney will be concerned with only protecting YOUR needs and YOUR best interests.

All malpractice insurance policies have limits of liability. If you are only covered by your employer's insurance, other defendants employed at your entity may and probably do share your liability limits under the same policy. If you as well as others are named in a suit, your legal costs, including any settlement, could exceed your employer's shared liability limits. This would mean out-of-pocket expenses for you!!

The following are a few individual carriers:

    Nurses Service Organization (NSO) - www.nso.com - #1 carrier for Nurses with free online quotes
    www.hpso.com
    www.cnahealthpro.com
    www.cmfgroup.com
    Marsh Affinity - www.proliability.com
    www.seaburychicago.com - not in all States
    Liability insurance can also be purchased through CNA by going to the American Nurses Association website - www.nursingworld.org
    And, some Home Owners insurance policies will have stipulations for liability insurance.

It is up to the individual nurse how much liability to carry. $1,000,000/$6,000,000 coverage premiums are approximately $90/year in most States for the RN and $90/year for the LPN - NSO.


Another benefit of carrying individual coverage which extends beyond your employer's limits:

    License Protection

Many Carriers reimburse you up to a certain amount if you are defending disciplinary charges with your Board of Nursing (BON).


And, many policies also address the following (not all inclusive):

    libel
    slander
    charges of confidentiality violation
    assault on the job

So, do you carry your own individual liability insurance??

Small price to pay for peace of mind...

Diversity is a welcome challenge as it is an opportunity to learn and be a better leader at CentraState.

Any Monday through Friday, you'll find Jeffrey Anderson and Hazen Yu in their positions as Administrative Coordinators /Nursing Supervisors for CentraState Healthcare System in New Jersey. Jeffrey works the 3:00-11:00pm shift and Hazen works the 11:00pm - 7:00am shift. Recently, Pat Magrath of DiversityNursing.com had a conversation with these experienced and dedicated Nurses to find out what they had to say about their nursing experiences.

Both men agree that what they love about CentraState is the opportunity for growth in their careers and the support they receive from hospital leadership. They stated that the leadership at the hospital provides excellent strategic planning, is very knowledgeable, and they consistently do the right thing for the employees and the patients. It is because of the leadership, many nurses are loyal to CentraState and have worked there for years. Jeffrey and Hazen are good examples of career growth within the hospital as Jeffrey has 9 years and Hazen has almost 14 years of tenure.

In preparation for our chat, both men did not consider gender as a focus of diversity.  They were aware women dominated the field, however they did not look at gender as an area of diversity. When they think of diversity, it is "cultural" diversity that comes to mind. Jeff and Hazen were able to come up with 20 different countries that are represented in CentraState's employee population.

They describe the community they serve as quite diverse. The community includes all the cultures employed by CentraState as well as many others. As a result of the cultural diversity, both Hazen and Jeff have learned about several different cultures and experienced several different languages.  Jeff and Hazen agree that diversity is a welcome challenge as it is an opportunity to learn and be a better leader. As Supervisors, they are keenly aware of the importance of understanding a patient's culture. Because their own nurses are so diverse, they often take time with their staff to get a better handle on a particular patient's culture and customs.

To meet the needs of the patient speaking a different language, several resources are available to the staff. One of the resources is the Language Line. This is a service that is used to translate any language via a certified interpreter. CentraState has been proactive and paid for staff members to be certified as language interpreters so they will be on hand to interpret a patient's symptoms and offer medical instructions. While Hazen and Jeff confirm the importance of communicating with a patient in the patient's language, they stress the delivery is just as important. They point out how you handle yourself - your tone of voice, posture, whether there should be eye contact or if it's acceptable to touch a patient -- is just as relevant in the communication process.  

When they visited www.DiversityNursing.com, they noticed an article about mentoring. They realized how each of them had been a mentor to the other. When Hazen was in the float pool, Jeff was in the ER. Jeff got to know Hazen and mentored him in the ER. When Hazen became Administrative Coordinator a year or 2 before Jeff, Hazen mentored Jeff in the Administrative Coordinator position. Mentoring for them has been a 360 degree cycle.

Both men also value CentraState's commitment to education. They have attended numerous seminars including a seminar on Leadership. Because Hazen and Jeff love what they do at CentraState, they encourage other men to consider Nursing as a career.

When asked if they felt they were treated differently because they're men, both responded they do the same work as their female colleagues and there is no difference in how they are treated.  Both noted that communication with women is different than it is with men and this difference has actually helped them in their personal lives. Jeff and Hazen are confident they got where they are in their careers because of their skills, education and hard work, not because of their gender. They have gained the trust and respect of their colleagues.  

Diversity is alive and well at CentraState.  Every year nursing staff receive a mandatory diversity packet that covers many areas including cultural competence and communication. They are tested on this information and encouraged to use it in their daily work.

Pat Magrath of DiversityNursing.com had a recent phone meeting with him for this eNewsletter. It turns out he is a member of the National Association of Hispanic Nurses (NAHN) NYC Chapter, and they met 2 years ago when he visited the DiversityNursing.com booth at the NAHN Annual Conference in San Antonio, Texas.  He stopped by our booth last year as well at the NAHN Conference in Washington, DC.

After visiting the DiversityNursing.com booth, he thought about registering for the Award, but was discouraged because "he never wins anything". When he saw how easy it was to register, he decided to do it. He's glad he did and encourages everyone to register "because you never know what will happen"! He said "This came at the right moment".

To find out the identity of our 2011 Award Winner and to learn more about his experiences as a nurse, please CLICK HERE.

from the Robert Wood Johnson Foundation, a discussion was started that bears more dialogue. We want to hear from you. What do you think? Is it an age thing? A gender thing? An ethnic thing? If you are a nurse, how do you use Social Media?

Engaging Nursing Students in Social Media

While SBU has been offering a nursing informatics course for seven years, in the last two years, it has been expanded to include social media. In fact, the course has been transformed. Schmitt requires all her students to do all their work for the class online, attend at least one live chat and create their own Twitter accounts and blogs. The final group projects for the course are put up on SlideShare. “It’s essential for nurses to understand and be familiar with social media,” Schmitt says. “The majority of people get their advice from the internet and as nurses, we need to know what is and isn’t a valid source of information. What’s more, it’s important to realize that, today, informatics is more than emergency medical records and HIPAA violations.”

Schmitt also believes strongly in encouraging nurses to use social media to share information and their ideas. “Nurses are the largest group of health care professionals and the largest group of health care educators. I had all these students doing wonderful work, but they were writing for an audience of one. By blogging they can showcase their work. I want to encourage more nurses to blog because the internet is where people go for health care information.”

Learning to use new technology, especially technology that is widely used by clients and patients is, to Schmitt, an important part of training to be a nurse. But she does see some resistance. “I like to say that social media is like White Castle,” she says. “You either love it or hate it, but in the end, you’ll develop an appreciation for it.” Schmitt also finds that her students are reaping unexpected rewards from their online experiences, “when they get comments on their blogs or their tweets get retweeted, it’s a testament to their depth of knowledge and recognition of work well done.”

Like Baumann and Kelley, Schmitt sees great potential for social media in nursing. She believes that to some extent, the technology may well still be in its infancy. “Social media gives us a place to discuss things openly,” she says. “It can be a place to design research studies and find solutions. It can give nurses a greater voice. This is where nurses can speak up about policy and health care practice and make change.”

From Boston.com
By Deborah Kotz

(What do you think? Is this a good idea? Do employers have the right to do this?)

Mass. police and fire departments won’t hire smokers. And the Massachusetts Hospital Association raised eyebrows last November when it announced that it was refusing to hire smokers, but it relies on the honor system — not nicotine screening — for enforcement.

Crittenton CEO Lynn Orfgen told CNN that the move saves the hospital in health care costs, “and it’s setting a good example for the community, and I just think it’s the quote-unquote ‘Right thing to do.” Doctors and other Crittenton employees who already smoke can keep their jobs.

Orfgen adds that the hospital is working on helping promote healthy lifestyle choices like weight management programs for overweight employees like herself. I’m wondering whether the hospital eventually plans to bar prospective employees based on their weight since that, too, causes a spike in health care costs.

What do you think? Should workplaces be able to bar workers for smoking like they do for those who use illegal drugs? Or do you think it’s discrimination?

Angela Adjetey, RN, MPH, MA, FAACM
Graduate Student at Vanderbilt University,
School of Nursing, MSN, Health Systems Management
Clinical Nurse Specialist Women’s Oncology Unit,
Memorial Sloan-Kettering Cancer Center

Special Author for DiversityNursing.com

I recently attended a conference where the topic of mentoring aspiring nurse leaders was discussed.  The message of the presentation was that it is personally and professionally important to have both mentors and role models for all aspects of life. I realized I had successfully incorporated excellent mentors and role models into my professional development as well as my growth as a person. Choosing a mentor has always been part of my professional career plan.   Marilyn K. Bedell (2005), states that nurses need guidance and help to grow and to develop new cognitive, clinical, and technical skills. She noted that many nurses in leadership positions are concerned about the development of novice nurses and those in the process of making career transitions. She emphasized it is critical for nurses in leadership positions to learn about mentoring and its use as a tool to develop the next generation of nurse leaders.

Mentoring is a science and an art. Through mentoring nurses are guided, taught, and influenced in their chosen profession. It is a relationship between a novice and an experienced professional. The experienced professional teaches professional survival skills and methods through guidance, counseling, and critiquing the novice, while encouraging specialization and advancement in the profession.   The role of a mentor is to develop the unique abilities of the protégé. The mentor helps the protégé feel safe and comfortable while asking questions, seeking advice, or talking through a situation.  Role modeling as opposed to mentorship is often a one-way relationship. There is no commitment from the role model to guide and counsel. It tends to be a passive process in which a person watches and then copies the model. Role modeling relies on imitation and does not encourage the development of the unique qualities of the individual. No formal discussions occur to verify why the role model performed a certain way in a specific situation (Bedell, 2005).

My first experience with role modeling and mentoring occurred when I was a young girl. My parents helped 2 missionaries run a clinic in Ghana, West Africa. When I grew up, I wanted to be like my mother and the 2 ladies who provided care at this clinic. My first encounter with mentoring was in 1996. I attended a meeting of the Black Nurses Association of Charlottesville, Virginia, a chapter of the National Black Nurses Association.  I was invited by David Simmons, RN, MSN, who nurtured me as a student nurse and showed me the impact a nurse leader can have on a person.  I wanted to be like him and was motivated to develop the skills he demonstrated.  He showed me all the characteristics I consider helpful throughout my career.  His desire to help me was evident. He demonstrated effective coaching, provided me with advice, and demonstrated how networking can improve my nursing and leadership skills.

In 2004, I was selected as a participant to attend the Oncology Nursing Society/ National Cancer Institute sponsored Cancer Prevention and Early Detection Institute for nurse educators, academic staff and clinicians from institutions which historically serve black and minority patients.  I met Dr. Sandra Millon-Underwood, RN, PhD, FAAN professor at the University of Wisconsin-Milwaukee (UWM) at this event. She motivated me to be a mentor for other nurses as well as an advance practice nurse.  I modeled my career path based on the experience I had with her during my time at the institute. She is the reason why I became an advance practice nurse. Dr. Million-Underwood’s work with nursing research, cancer prevention and control, cultural diversity in health care, her perspective of health care systems, and serving as the founding Director of the UWM House of Peace Community Nursing Center attracted me to cancer care, public health, and health systems management.

Other nursing leaders I consider role models include the Director of Acute Care services, Mary Dowling, and Nancy Kline, Director of Nursing Research at Memorial Sloan-Kettering Cancer Center.  Both Mary and Nancy have been instrumental to my advancement in nursing.

Sabeeha Rehman (FACHE) is my mentor and I am her protégé. She is the President and founding member of the New York Metro Chapter of the National Autism Association, and served as a hospital executive in New York, New Jersey, and Saudi Arabia. I met Sabeeha through the American College of Healthcare Executives (ACHE) mentor/protégé program as a member of the ACHE and Healthcare Leaders of New York.  She created a safe mentoring environment where I feel free to be honest. She meets with me as often as she can and is always available to me. She also shares her experiences with me.  We remain interested in each others work and advancement, and celebrate one another’s successes both professionally and personally. She also shares my interest in patient safety, staff development, and quality assurance and improvement which has supported my current professional endeavors.

Alice Gianella, RN, MA, the Director of Nursing Continuing Education at MSKCC, is another nurse I consider my mentor.  Alice spends time with me and provides me with insights into my nursing career whenever needed. Mary M., Gullatte, PhD, RN, APRN, BC, AOCN, FAAMA Associate Chief Nursing Officer at Emory University Hospital Midtown is another mentor of mine.  Mary actually came to see me during my first podium presentation. She provided me with the moral support I needed during this experience.   She listens to me in a nonjudgmental manner allowing me to achieve insights into my developmental goals. My involvement with organizations such as AONE and the Oncology Nursing Society has provided role models to emulate in my continued development.  I attended the AONE Aspiring Nurse Leader Institute and learned a great deal about nursing leadership. Being part of the Fellows of the ONS Leadership Development Institute (LDI) also served as a road map to my mentoring and role modeling experience, and a guide to leadership.

Most importantly, I have been my own advocate in seeking guidance from all my mentors and role models.  I realize, in addition to the nursing theories which guide our practice, role models and mentors have a great impact on how we view our professional development and continued advancement.

I realize mentors, organizational involvement, and role models have greatly impacted my career as a nurse. Without the influence of all individuals mentioned in this article, I would not have achieved most of what I have done in my career.

References

Bedell, K. M. (2005). Mentoring: Promoting the development of nurses. In M. M. Gullatte (Ed.), Nursing management: Principles and practice (pp. 349-352). Pittsburg, PA: Oncology Nursing Society.