ABSTRACT
Future chief executive officers (CEOs) in health care may very well be required to have clinical backgrounds. Nurses are in an excellent position to lead hospitals and health care systems through impending sea changes. Moving from the chief nursing officer to the CEO requires core leadership competencies and a framework to ensure success. This framework needs to include a self-assessment and a personal development plan. Lessons learned offered to aspiring CEOs include insights and tools to make getting to the top achievable.
Subject(s)
Career Mobility , Chief Executive Officers, Hospital/organization & administration , Leadership , Nurse Administrators/organization & administration , Nurse's Role , Organizational Innovation , Clinical Competence , Humans , Self-Assessment , Staff Development , United StatesABSTRACT
As nurse executives approach retirement, it is imperative to conduct succession management for our replacements, along with other key nursing leadership positions. Nurse executives are professionally obligated to consciously and strategically develop leaders. Start by identifying key positions. Conduct a migration risk assessment. Establish core competencies for executive-, director-, and manager-level positions. Identify top performers and conduct individual needs assessments. Develop individualized progressive development plans and identify associated critical success factors. Prioritize, coach, and mentor top performers. This article describes the implementation of a succession management plan and provides a framework for transitioning from leadership development to succession management.
