Bernadette Mazurek Melnyck, PhD, RN, CPNP/PMHNP, FNAP, FAAN, immediate past Dean and Distinguished Foundation Professor in Nursing, Arizona State University College of Nursing and Health Innovation, has been appointed the nation's first University Chief Wellness Officer at The Ohio State University and her office includes the roles of Associate Vice President for Health Promotion and Dean of the College of Nursing. Why is this position so unique? This kind of position is believed to be the first in the country at a university. Chief wellness officers can be found in many corporations to promote employee wellness and reduce health care costs. These positions are usually held by physicians and now, a nurse leader has created an inspirational leadership position at a very prestigious University that affords the challenge of both Academic leadership and Service to patient care and wellness.
Since Nursing Administration Quarterly is dedicating this issue to "Over the Top" CNO to CEO, I thought it would be interesting to interview Bern Melnyck and explore her perception of the attributes that led her to this level of executive appointment. She exudes self-confidence and entrepreneurial initiative and has a unique spirit of inquiry and expertise, which has been recognized by colleagues in nursing and medicine as indicated by her membership in The American Academy of Nursing and the National Academy of Practices and the United States Preventive Services Task Force as well as hundreds of invited keynote presentations and consultations.
As can be expected, a very busy person in transition to a new position and a move for her and her family from Tempe, Arizona, to Columbus, Ohio, Bern still found time to discuss questions for our readers, which may be helpful to others as more nurses are moving to chief executive positions. She wants people to know that it is possible to have both a rigorous career and wonderful family. Bern credits a loving, supportive husband and 3 understanding daughters as playing a key part of her career success. She admits that maintaining a healthy work-life balance is a continual challenge for her as she is so passionate about her career and dedicated to developing innovative leaders and transforming the quality of health care in order to ultimately improve the health of individuals throughout the nation and the globe.
1. What would you say are your most significant inspirational leadership traits?
I have the ability to create a futuristic team vision and get people to be excited and motivated to work through what I call "character building" times, in order to succeed in achieving the vision. Staying focused on that vision, passion, risk taking, and persistence through the "character builders" are other qualities that I am fortunate to possess, as they are necessary for any leader to succeed, and I bring incredibly persistent risk taking to accomplish the mission.
2. You are known for your entrepreneurial initiative. How do you initiate new and sometimes difficult directions?
I think that what is so critical for entrepreneurship and innovative leadership is being able to visualize initiatives that are the niche needs before others see them, and new directions. I use persuasion routinely and make an attempt to appeal with people's emotions in getting them excited about a new vision or initiative and consistently use data to make my case. If you are going to be successful in launching a new direction or initiative, you have to be able to present the case for change with solid data. However, most individuals are afraid of change, which is why the connection to emotions and helping people see the value of the change for them personally is so important.
3. What are the most significant managerial tasks you expect from your team?
It is essential that the individuals who I place on my team have the skills to execute our vision/strategic plans and motivate people on the team to achieve it. The essential resources must be provided and there has to be a positive, supportive, innovative organizational culture in order for the team to take risks and succeed. Being a visionary leader, leaders on the team have to know how to implement and follow through with the execution of the plan for change. They also must be solid leaders themselves, lead with enthusiasm, honesty, integrity, and a sincere interest in mentoring/advancing members of the team. Leaders must be good listeners and value the input of others on their team in order to build an effective team work. The team's goals must come before the individual goals because in order to accomplish big dreams, everyone on the team needs to be on the same page with a common vision, as we are going after bigger dreams and all have to be on the same page.
4. What are the attributes of a successful executive?
1. The ability to get their team excited about and to stay focused on the vision, regardless of the number of character builders they encounter.
2. So many leaders overly focus on process and details. Successful leaders are not bogged down in details or with fixing day-to-day problems. They must stay focused on the vision as well as support and mentor their team to accomplish that vision.
3. Innovation and risk taking. The most successful leaders in this country have a pioneer spirit, take the biggest risks, and encourage others to do as well.
4. Effective communication. Successful executives must have outstanding interpersonal skills and clearly communicate the vision, strategic plan, and expectations to their team.
5. An ability to create transdisciplinary and creative partnerships that are value added for all involved.
6. A leader must know his or her personal strengths as well as limitations, and be able to garner resources and assemble an effective team to complement his or her limitations in order to achieve success.
7. A great leader needs to be transparent and honest with impeccable integrity. He or she must walk the talk and lead by example.
Thanks to Bern Melnyck for sharing her perspective on executive leadership, and it is very clear that she has self-insight and certainly has self-direction. It will be interesting to follow her story as she engages in this new position of executive leadership at the Ohio State University.
-Barbara J. Brown, EdD, RN, FNAP, FAAN
Editor-in-Chief
Nursing Administration Quarterly