Name: Ann M. Mayo, DNSc, RN, CNS, FAAN
Current Position: Professor
Current Affiliation(s): Hahn School of Nursing & Health Science, University of San Diego
Area(s) of Specialization: Gerontology
Professional Education: DNSc, MSN, BSN, ASN; J. A. Hartford/Claire M. Fagin postdoctoral fellowship
Certifications: Ann M. Mayo, DNSc, RN, CNS, FAAN, received the Brenda Lyon Leadership Award from the National Association of Clinical Nurse Specialists at their 2013 annual meeting in San Antonio, Texas. This award recognizes an individual who has attained national recognition as a CNS leader. Through publications, presentations, and participation in national forums, the individual has helped improve healthcare delivery, especially as it relates to CNS practice. The individual has been successful in mentoring others to become successful leaders. Dr Mayo was asked to share her thoughts regarding leadership, mentorship, and CNS practice.
Describe your definition of leadership and why it is so important for clinical nurse specialists (CNSs) to provide leadership today in healthcare.
Leadership is exemplified by CNSs every day. It first involves being able to understand the goals of our organizations, nurses we work with, and patients we care for. The next step involves developing and communicating strategic plans to best meet the needs of these 3 groups, and finally, and most importantly, engaging others to support and actively participate in working on those strategic plans with you as a leader.
What uniquely qualifies CNSs to serve in this capacity? As CNS faculty, what are the curriculum components you feel best prepare CNSs to be leaders?
Curricula that support knowledge and skill development applicable to the NACNS's 3 spheres of influence competencies prepare CNSs to be very effective leaders.
Define your view of a mentor.
A mentor is a role that evolves. Typically, a mentor is someone who voluntarily expends time and energy getting to know the mentee, assessing for potential growth opportunities, and skillfully and strategically placing the mentee in situations that promote professional growth. Over time, a strong mentor-mentee relationship is evidenced when the mentee attains achievements even beyond what was envisioned by the mentor.
What do you think it takes to mentor others to become leaders?
An investment in time is critical to fulfilling a mentor role. Potential opportunities to mentor other nurses are everywhere, but the mentor should spend time reflecting on how he/she could actually facilitate professional leadership growth for the mentee. For some mentees, it may mean needing support to return to school for an advanced degree; for others, it may mean facilitating networking opportunities for a new position in a new organization.
What do you perceive are the key issues for CNS practice today?
Specialization is key to the CNS role. I believe we will need to determine how our specializations will be operationalized under the new Consensus Model for advanced practice nursing before others determine this for us or even might eliminate specialization as has happened to the psychiatric mental health specialty for CNS practice.
What can CNSs do or how do you see CNSs leading nursing in regard to these key issues?
Clinical nurse specialists need to be active members of NACNS. NACNS is our core advanced practice nursing national organization. Because NACNS is committed to advancing CNS education, practice, and regulation, becoming active members of NACNS, CNSs can all determine the future of CNS practice.
What do you enjoy or value most about the role of a CNS?
The variety the role offers is what I most enjoy about the CNS role. We have so many opportunities to lead major efforts to improve patient care. Practicing within the 3 spheres of influence means that no 2 days are the same. All CNSs are key to advancing evidence-based practice nursing care. Our PhD-prepared CNS researchers are generating new knowledge that is addressing gaps in nursing knowledge. As partners, all CNSs can improve healthcare quality, safety, and cost in any healthcare setting.
What advice would you give a new CNS starting out in this role who would like to identify a mentor?
There are many willing CNS mentors across the United States, and a mentor may not be in one's immediate geographic location. If a mentor is not readily available, I would recommend the new CNS contact NACNS for assistance. It is important for the new CNS to consider what type of development is needed. For example, if leadership in a specific setting is desired, this would important to identify. If research mentoring is desired, this would also be important to identify. Whether discussing mentoring with a CNS directly or contacting NACNS for referrals, it would be important to have some specifics identified.