TRANSITIONS
The health care landscape is rapidly changing in an ever-expanding globalized world. These changes in the industry have created much uncertainty, often leading to mergers, acquisitions, and downsizing. These frequent occurrences in today's world ultimately result in changes in the executive suite. As a result, chief executive officer turnover has increased, influencing turnover in other executive and key leader positions such as that of the chief nursing officer.
HOW DOES THIS ALL CONNECT TO TRANSITIONS?
Traditionally, transitions are defined as a period of change from one state or condition to another, including changes in employment, education, relocation, and, ultimately, retirement. Recalling our earliest transitions brings us back to the days of our youth, where we transitioned from students to nursing professionals. From that point on, we have made transitions that advanced us and helped us work through both easy and more challenging lessons. Some of these changes have turned out to be gems. Others weren't that wonderful but nonetheless have made the journey both unique and exciting. The transitions from student to graduate and from mentee to mentor define us, continuously shifting our lenses to better prepare us for our future while assisting us in what we do and how we do it.
In our professional lives, transitions, whether planned or unplanned, are frequently associated with a myriad of emotions. Planned transitions, whether through promotion internally or outside the organization, occur frequently. These are often at the will of the individual because they lead to continued professional development and advancement in their chosen field. This is also the case when experienced nursing executives plan to change career paths and attempt new endeavors.
In the event of an unplanned transition, an individual is exposed to an array of emotions, ranging from anger to disbelief. He or she experiences increasing anxieties about the process of searching for employment and, ultimately, joining a new group of colleagues.
One of the most important jobs during any transition is to manage your personal expectations along with those of others, including the boss. This is done by building and focusing on your personal strengths while enhancing and expanding a professional network.
Transitions require adaptability and the ability to work through emotions in order to be best prepared for new opportunities. However, the key to a lifetime of probable transitions is the everlasting network of colleagues and friends you create over the course of your professional career. In addition, the invaluable lessons learned from previous work experiences and past hardships contribute in unimaginable ways, laying the framework for future success.
In this issue, contributing authors, each an outstanding nurse leader and/or nurse executive, have shared their very personal learnings from their own transitions. As a reader, you will gain knowledge from their individual experiences and will discover that there are many similar moments (AHA! moments) in the lives of transitioning nurse leaders.
-Joyce Batcheller, DNP, RN, NEA-BC, FAAN
RWJ Executive Nurse Fellow Alumna
Nurse Executive Advisor, Leadership
The Center for the Advancement of
Healthcare Professionals, AMN Healthcare
Adjunct Professor, Texas Tech University
Health Sciences Center School of Nursing,
Lubbock, TX
Consultant and Educator, Nursing
Knowledge Center
-Franklin A. Shaffer, EdD, RN, FAAN, FFNMRCSI
President and CEO
CGFNS International, Inc
Philadelphia, Pennsylvania