We've all been moved by the legacy of the late Congressman and civil rights hero John Lewis, his courage, moral compass, and perseverance inspiring us. Congressman Lewis lived by his words, from marching over the Edmund Pettus Bridge to legislating in the halls of Congress. Has his quote, "Get in good trouble, necessary trouble," resonated with you as much as it has with me? I can't help but think of its meaning to us as nurse leaders. Is there such a thing as good trouble in nursing? I think so.
At first, I related the concept to a book I recently read, Rebel Talent: Why it Pays to Break the Rules at Work and in Life. By now, you think I'm one of those rebellious folks who causes trouble whenever possible. My mother might agree, and I hope my bosses don't; however, it's important, even essential, that we as leaders are courageous in following our own values and allowing our staff to do the same. I'm talking about being brave-different from being disobedient or insubordinate-although those adjectives can be used to mislabel any questioning of the rules.
And, oh, do we have rules. Tomes of policies, plus the unwritten rules of engagement based on organizational politics and values. These certainly can't be taken lightly, and rebels generally aren't tolerated. However, we can and should tolerate curiosity, questioning, innovation, listening, and diversity of opinion. These are hallmarks of engagement, the foundation for positive change and great outcomes. It doesn't happen without a bit of good trouble.
Let's look at good trouble in a positive way, not as synonymous with rebellion or mutiny. As authentic leaders with moral-ethical courage and self-awareness, among other attributes, we can fight the fights worth fighting. Rose Sherman, editor of Nurse Leader, wrote about good trouble recently as well. She asks us to think about how we feel when we watch a leader who demonstrates personal courage; most likely, we trust that leader more.
Let's commit to trust, courage, authenticity, and diversity. Change doesn't occur from accepting the status quo or unspoken dissention. This can be done with transparency, curiosity, and respect without creating ire. Five years ago, I wrote about finding courage using the story of the Cowardly Lion, urging you to develop comfort with courage as a moral imperative. The need is still there. Using self-reflection, we can find our fears and rout them out. Cowardice doesn't look good on leaders.
Seek out dissent and use it to inspire and motivate change. I know, we have organizational dynamics that can either constrain or abet transformation. You must learn how to work within them and, of course, timing is everything. It doesn't preclude necessary trouble. You can be smart while being courageous and reaching out for divergent thinking.
Get in good trouble. Believe in yourself and what's right. And don't be silent about it. Congressman Lewis was considered the conscience of Congress. You're the conscience for patients and nursing, as reflected in the innovative thinking you'll find in this Safety Solutions issue. There's a world both inside and outside of nursing that needs your help.
[email protected]