Bill Klaproth: This is today in Nursing Leadership, a podcast from the American
Organization for Nursing Leadership.
I'm Bill Klaproth, and with me is Kristen Ray, nursing director for
Children's Mercy, Kansas City, as we talk about workforce wellbeing.
Kristin, welcome.
Kristin Ray, MSN, RN: Hi Bill.
Thanks so much for having me.
Bill Klaproth: You bet.
Excited to talk to you.
So, Kristen, let me start with this.
What inspired you to prioritize wellbeing in your leadership role?
Kristin Ray, MSN, RN: Well, I've been in the nursing profession
for about 20 years now.
just saying that out loud sounds crazy.
but in those 20 years I've spent about over half those years in leadership.
And what I really felt like that developed over time was like this
deeply personal passion for the wellbeing aspect of what we do.
In my time in leadership specifically, I had oversight over units of large spans
of control and small spans of control.
And what I can tell you is I have watched far too many incredible
nurses, and I mean, truly exceptional clinicians leave the profession, right?
And the reasons are varied, but the themes were.
Painfully consistent.
When we look at working in healthcare, working in nursing, being in nursing
leadership, and seeing people struggle with work-life integration,
challenges, burnout, disengagement, rigid scheduling practices, and
overwhelming administrative burden.
And I just couldn't stand by anymore and watch the profession that we love
lose more of its brightest people.
And so I wanted to help, and I
wanted to lead organizational
efforts that could genuinely move the mark on wellbeing so nurses
could come to work and experience joy and fulfillment and a sense of
purpose in what they do every day.
Bill Klaproth: I really like that.
So you saw a common theme that was causing nurses to leave the profession and decided
you wanted to do something about that.
So I'm sure other people recognize that.
And we have talked a lot about.
Work-life balance on this podcast.
A lot about burnout and things just like this.
So, Kristen, how can hospitals create structures that truly
support nurse wellbeing?
Kristin Ray, MSN, RN: sure.
And I'll tell you, it doesn't need to be a bunch of additive,
new, crazy, creative things.
Hospitals can really embed wellbeing into the fabric and
culture of their organization.
By doing small things that can make big differences, like reducing unnecessary
burdens, like how many clicks does it take to chart something and how
do we lessen those amount of clicks to get the nurses back to spending
more time at the bedside and less hoops to jump through to do their job.
we can offer more accessible resources.
We can create policies that, protect their time and protect some of
those PEth precious boundaries.
We need, for rest and recovery.
so some structural support might include things like developing a peer support
program, allowing some flexible scheduling pilots for different groups of people,
and incorporate wellbeing programs into more, of a mobile access so we can bring
wellbeing to where the work is being done and stop trying to pull people away and
hope, they show up to these offerings.
So we need to really work on wellbeing being a part of the professional practice
itself and not side pieces that we hope people choose to participate in.
Bill Klaproth: Right.
So as you said, it doesn't need to be added to, so it's not like we have
to install all of these new programs.
You said small things, we can make a big difference, You know, less hoops,
more resources, structural support, flexible scheduling, more mobile access.
So just doing little things like that certainly can.
Decrease the burnout And the burden that nurses feel sometimes.
So I know you're in leadership, so tell us then, from your point of view, what role
does leadership play then in normalizing conversations about stress and burnout?
Because I know you feel it and you said you saw it in your own nurses.
So from your point of view, how does that look?
Kristin Ray, MSN, RN: Yeah, I mean, I feel it.
I see it and I know everyone listening today, can understand
where I'm coming from on this.
And we as leaders set the tone for our team culture.
Okay, so if we can openly acknowledge the challenges as leadership, share our
own coping strategies, be vulnerable, and encourage dialogue with staff
to make them feel safer, not only discussing aspects of wellbeing,
but raising their concerns about it.
So we know that leadership, visibility and authenticity are critical in
our roles to do our jobs well.
So if we do that, And then we also have our own teams of nurses seeing leaders
prioritize wellbeing, it validates that caring for yourself is part of
being a great nurse for your patient's.
So.
We need to make it where it's not a culture of being optional.
And when you have time, take some PTO for yourself.
Reset.
Absolutely.
But how can we model that behavior, are leading, are leaders sending
out emails on their days off
and at 11, PM outside of their working hours, are we modeling
what it looks like to take great care of our sa, our ourselves?
So staff feel like they can do that too.
Bill Klaproth: So when people see leaders such as yourself validate
wellbeing, like
not
emailing at nine at
night and
taking care of yourself, that sends a big
message
then.
Kristin Ray, MSN, RN: absolutely.
Bill Klaproth: So are there other small everyday practices that.
can help leaders And staff sustain wellbeing?
Kristin Ray, MSN, RN: Oh, A hundred percent.
and I'll actually
say that simple, consistent practices often make the biggest
difference because they're more likely to become habits over time.
So leaders have the ability to encourage, short breaks, some simple gratitude
practices, maybe some quick connection exercises at huddles, or to open up a team
meeting and maybe even quick wellbeing check-ins when they're out rounding on
the unit with teams, or if they have time to do one-on-one with their staff.
So even these small gestures like recognizing effort
or listening intentionally.
And attentively,
this can help staff feel seen and supported And what I consider
kind of these quote unquote micro practices actually can boost
wellbeing big time in the long run.
Bill Klaproth: I like how you said that the micro practices, so as you said,
simple, consistent, practice of these small things can really make a big
difference,
so so that, that makes a lot of sense.
Okay.
On the flip side then, how about a bigger program or an initiative that you've done?
Do you have an example of that that's made a difference?
Kristin Ray, MSN, RN: I'm really proud of, a new offering that I started over
the past year, at my hospital where we.
Introduced the idea of commonality groups and I knew that the nurse manager,
nurse director role was the first
role I wanted to target with hopefully finding some meaning in this work.
so commonality,
is a fancy word of saying, Hey, we're gonna get some people
together for a shared meal and a
protected time of reflection.
So what we
did was we spent six months where we would meet once a
month over a lunch hour.
Okay.
And talk about wellbeing related concepts and how they were impacting
their work here at the hospital.
and So this group of 10 nurse leaders together came together.
Again for that once a month for six months in hopes that by discussing these
things and sharing, not only shared experiences, but potentially solutions to
some common things that were creeping up in these groups would reduce isolation,
isolation and strengthen connection.
And it did just that.
I had few, a few people remark on the fact that it was their favorite
quote unquote, meeting of the month.
They would high five each other in the hallway when something really
good happened or when one of them had, a professional accomplishment.
and they came excited to be there every time.
And you and I both know, and all of our listeners know,
you don't keep coming to something, if
it's not effective
or it's not working.
And I had great retention throughout
the program.
Really boosted morale, really boosted connection, which we know
are directly related to wellbeing.
Bill Klaproth: Commonality,
is that what you called
Kristin Ray, MSN, RN: Commonality.
Bill Klaproth: Common.
Wow.
I love that.
That's, That is replacing the, term lunch And learn Then I guess.
Kristin Ray, MSN, RN: and it truly is
Bill Klaproth: Commonality.
I love it.
That.
Is so cool.
so thank you for sharing that.
And earlier you mentioned a term embedding wellbeing, which I thought
I've never heard that before.
Embedding wellbeing.
So let me
return to that.
Since you're dropping all these new phrases on us, common
sat
Kristin Ray, MSN, RN: Trying to keep you on your toes,
Bill Klaproth: and you're, and you're, doing it.
You are, you are accomplishing that.
I love it.
So what advice would you give to new leaders about embedding wellbeing.
that term into their practice?
Kristin Ray, MSN, RN: The best advice I
can truly give is to start
small and be consistent.
Some people feel the overwhelm of needing to fix a thing like burnout, by redoing a
bunch of things and large scale projects.
And to be honest, no one has time or sustainable effort for that.
So we have.
Got to find a way to start smaller and funnel and narrow the scope of some
of these, big ideas we have to impact wellbeing so we can start small with
activities like I mentioned before.
really actively listening to what matters most to your staff.
Taking the time for some small.
Meaningful recognition in your department or on your unit.
And then of course, modeling, aspects of work-life integration that are healthy.
And not telling your staff to do one thing, but you as
the leader do something else.
So if you can do these small things over time,
they build that culture or they embed
wellbeing into that culture, where it's actually woven into
the leadership on your unit.
Um.
And not treated like such an add-on.
Bill Klaproth: Yeah, I like that so start small, listen small, meaningful
recognition goes a long way,
et cetera.
I
think really good.
I went to a It was at a healthcare marketing
conference, and they had a speaker up there and he was talking about
doctors' scores, and they had a doctor who was scored lowly that he
didn't have much of a bedside manner.
So long story short, They said basically start with the human.
go to business, end with the human.
And he's like, This is not gonna work.
This is terrible.
He did it.
and he was amazed at the difference it made.
And they said, do that with your own staff too.
Start with the human.
Don't just go right into Business.
How was your weekend?
Did you do anything fun?
How is the family?
And then just listen to that person.
So just a little thing like that, start with the human, can make a big difference.
And I think that's exactly what you're saying, Kristen.
This is.
has really been fascinating.
Kristin Ray, MSN, RN: Yeah, bill and I love the human business, human model.
I have read up on that.
And as much as it is so important to start with that human aspect, ask 'em about
the wedding they attended last weekend, asking how their new grandson is doing.
I mean, it takes such minimal effort, but that connection
is so directly related with.
People's intent to stay and positive team dynamic and cohesion.
And then of course, closing with the human aspect is just as important.
How many times our meetings or huddles ended so abruptly to get
back to everything we're doing?
What can we
do to finish those connections with something meaningful and purposeful?
Again, not crazy hard and doesn't take a lot of effort, but yield
significant outcomes on the backend.
Bill Klaproth: Great outcomes on the backend.
We talk a lot about nurse retention, on this podcast, doing the things
that you're talking about, Kristen certainly helps with that too.
We need to keep our nurses in the workforce.
So This is an added benefit of nurse retention too, is
that right?
Kristin Ray, MSN, RN: Absolutely.
Bill Klaproth: Yeah, I think it's really good.
Well, this has been awesome, Kristen.
You have been dropping the knowledge on us today.
Thank you so much.
so let me ask you this last question.
If, our listeners listening right now, remember one thing about workforce
wellbeing, what should it be?
Kristin Ray, MSN, RN: Okay, in the simplest tagline I can possibly
give for this answer It is not an option Supporting nurse wellbeing.
Supporting nurse leader wellbeing.
should no longer be optional.
it.
is essential if we want to keep great nurses in the workforce, if we wanna
keep great leaders in their role.
If we want to continue to provide safe, high quality care that our patient's
deserve, we need to create a thriving workforce with wellbeing at the center.
And.
I just want people to know, don't feel like you need to fix it all at once.
There are gonna be many things in the wellbeing landscape that
as a leader will be out of your influencer control, and that's okay.
We're gonna make space for that stuff.
Don't start there.
Instead, ask yourself, what can I do?
What matters most to me as a nurse leader?
What matters most to my team?
And don't assume if you don't know, ask And then go on to say, okay,
what can I do today that would make my day or week 10 to 15% better?
As a nurse leader, what would make.
My team's day or week, 10 to 15% better if I did this.
Don't be afraid to try new things And then keep moving in a positive direction.
Bill Klaproth: I love it.
I'm ready to
go.
Kristin Ray, MSN, RN: Bill, let's, let's, do
it.
We can change the world,
bill.
Bill Klaproth: ready to come work for you.
This is amazing.
Oh my gosh.
Drop the mic.
This is
Kristin Ray, MSN, RN: Oh, if I could drop the heads, if I could drop
the headset right now, I would.
Bill Klaproth: I love it.
Not an option.
It's essential.
Kristen, this has been awesome.
Can you come on like every quarter and just pump us up with your
leadership
tips?
This would.
be
awesome.
Kristin Ray, MSN, RN: bill, my major is in
nursing leadership, my master's degree.
But if it.
was in, being a
hype girl and pumping people up, that would be my minor.
Bill Klaproth: I love it.
I love it.
Kristen, thank you so much.
This has really been informative and I know everyone listening.
Definitely got something out of this.
so thank you
again for your
time.
We appreciate
Kristin Ray, MSN, RN: Yeah.
So happy to be here.
Thanks again for having me.
Bill Klaproth: You bet.
And once again, That is Kristen Ray.
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Thanks for listening.