• Joyce Batcheller, Linda H Yoder, Patricia S Yoder-Wise, and Samantha Williams.
• Author Affiliations: Executive Nurse Advisor, Leadership (Dr Batcheller), The Center for the Advancement of Healthcare Professionals, San Diego, California; Adjunct Professor (Dr Batcheller), Professor and Dean Emerita (Dr Yoder-Wise), Texas Tech University Health Sciences Center School of Nursing, Lubbock; Associate Professor (Dr Yoder), The University of Texas at Austin School of Nursing; President (Dr Yoder-Wise), The Wise Group, Lubbock, Texas; Education Programs Coordinator (Ms Williams), AMN Healthcare, Austin, Texas.
• J Nurs Adm. 2019 Jan 1; 49 (1): 24-27.

AbstractThe traditional role of the chief nursing officer (CNO) is expanding to include new clinical areas and patient populations. Chief nursing officers find themselves challenged to balance both system and site priorities, compounded with the expectation to lead their organization during a merger, acquisition, or hospital closure and the changes in healthcare reimbursement. Chief nursing officers must anticipate emerging issues and be prepared to manage those issues. They are at high risk politically when a new chief executive officer is named and when hospitals are having financial concerns. How do we lead in times of turbulence? How can we ensure that high-potential candidates are prepared for the CNO role and what are the most critical competencies they will need? To address these concerns, we created a Chief Nursing Officer Academy (CNOA) that is designed for new and aspiring CNOs. This article provides an overview of the CNOA and a program evaluation of the outcomes for the participants.

19 keywords...

hide…