Perception of Professional Identity – Greg Macer
Each day I try to emulate the type of person I would like my staff to be to the patients. One example that comes to mind is that I try to do rounding a few times every day to both my staff, the medical staff and the patients. During this time I 
both give and receive many benefits.
I keep in touch and maintain established repours with consultants and create ones with Registrars and RMO’s. This builds their confidence in me as we discuss various issues with cases and/or equipment. From this they can then see that I generally know what I am talking about, am willing to listen and that I am reliable and have ability to investigate and get back to them which build confidence and makes me approachable for them. This, in turn, also allows me to establish their work patterns, abilities which knowledge I utilise to help organise theatre session planning and staff task allocations.
For my staff it gives them a presence and the ability to ask questions and expression concerns and other relevant feedback. This has saved me time in having to deal with issues that may have escalated further if left unattended. I also utilise this to assist in allocation and projection of nursing staff capabilities and well being.
Most of all I try to see the day patients prior to their discharge. I ask them are they happy with the service? are they getting all the information they require?
is there anything they are concerned about? this also makes them feel cared for and avail’s them the opportunity to feedback prior to issues escalating. Mostly the patients are surprised and grateful, and those with issues know that they have been listened to.
Now the hard bit is that I am often feeling inferior when speaking to medical staff, or inadequate in my knowledge to be able to grasp or help their concerns . At times I even wonder if they really listen to me and take on board what I am suggesting/asking them to consider or do. After all, any peri-op nurse can tell you, regardless of policies and bullying laws, medical staff can still be quite arrogant and intimidating.
For the Nursing staff I know they see me as a leader and look at me differently but I still feel like one of them. Within the opening article by MacIntosh (2003) it is affirmed that professional socializations stipulate expected and appropriate norms within the profession, however I do not see myself as how I used to see managers I have worked for in years past. Those distant unapproachable people you were to scared to even sit near. Times have changed I realise however I still have to act differently, be not as involved on personal levels and present more professionally.
As for “Conflict management” I feel the same as Sarah Brown, an unrealistic fear of being an imposter, yet I too utilise similar strategies prior to addressing issues.
The patients; I feel the same as for medical and nursing staff but to a lesser degree. However being a manager does help to make them feel that they are important and are happy that someone at that level has taken the time to visit them.
As a side issue it gets me out of the office now and then, I get to walk around for a bit.
I know that things are improving as there are less issue with problematic feedback as reflected within statistics. My staff inform me that they are glad to have an approachable manager that can discuss both profession and personal issues. Availability to attend education sessions have improved and skill mix has improved.
As a professional my achievement that I reflect on, is that regardless of having to postpone for many years to care for my family, I still could reach the goal of being a Registered nurse, get a degree, post grad qualifications and be a NUM. In this position I have the ability to build and lift a team and encourage real Quality of Care (even help Clinical Governance to achieve). I don’t think I am there yet but the journey is on its way. I think my parents taught me patients and family first as reflected in my biography.
The most challenging part however still remains that dreaded HR, difficult conversations and difficult personnel. I have improved and know what to do from a policy aspect and organisational requirement, unfortunately from experience. However some people just don’t get it and I believe should just find their dream elsewhere (but they don’t). Staff that are just difficult in so many ways and do not seem to care who or what they inconvenience. Generally within government employment it is either almost impossible to address or the task is so drawn out and time consuming that it creates extra work for a plethora of people and not worth their time in the long pursuit of a good outcome. This is challenging.
Feedback form a ‘critical friend’ as well as others that I have received has been generally positive and patients have often stated that they would recommend our services to others, which is good however being an operating theatre I would hope that’s not a literal aspiration? My peers have assisted me in being more professional at times and I welcome their feedback and kind reminders, this has support my transition into a management role. Other feedback provided is that I have proven to be trustworthy and honest in dealing with patient and staffing issues. I believe that my parents and wife have greatly enhanced my personal skills and ability to deal with others.
As an EN I always looked up to the NUM and thought that one day that is where I would like to be. If I could retire after reaching that goal I thought I would be happy. May sound odd now but that was my initial aspiration. As with all things time changes and so do we. I am very happy as a NUM but I would like to be more efficient, more effective and be in a better personal and professional position to help peers and patients. The article by Fagermoen (1997) summarised the concept of ethical philosophy, I do care about outcomes and I am interested in quality of care. Control of one’s self and education are paths to that goal. Being a Leader within health is an obvious place to be, and I love my job.
[MacIntosh, J].Reworking professional nursing identity. Western Journal of Nursing Research, 25(6), 725-741.
[Fagermoen, M. S.]Professional identity: values embedded in meaningful nursing practice. Journal of Advanced Nursing, 25(3), 434-441.
Recent Comments