OR Manager - April 2020 - 8

Leadership
Continued from page 7
son it was not his intention to have
what he said come across the way it
did. It ended up being a productive conversation
and taught him a lot about
what his own tendencies were, and it
changed how he coached people to receive
feedback.
Wyatt says he highly recommends
having a mentor to connect with after
receiving feedback like this. " You need
trusted colleagues to help you and say,
'hey, you received this feedback, but
that is not who you are; that was a onetime
event,' or 'yeah, I'm sorry, I should
have told you years ago that you have
a tendency to do this, and it's not perceived
well.' "
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Professional development should
not stall
" One of the things about professional
development that we have to remember
for our staff and for ourselves is that we
all start as babies, " says Wyatt. " We
cannot expect the same level of development
from brand-new staff, brandnew
nurses, and brand-new leaders that
we do from veterans. "
A process is needed to help OR leaders
coach, mentor, and model professional
development, and at the same
time, stunted development cannot be
allowed.
" The bigger problem is not that we
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don't recognize when people are young
as professionals and that they have a
lot to learn. It's when we look at those
who have been nurses for 35 years and
accept behavior from them that would
have been expected from a new nurse, "
Wyatt says.
For example, he had a manager he
worked with for 6 years, and he still
thought of her as a new manager. That
is an example of stunted development
because she was not developing past a
certain point.
It is important to recognize that everyone
is on a journey, but sometimes
8
OR Manager | April 2020
people stall, and sometimes they completely
stop in their development. Wyatt
says he believes it is easier to assist
those who have stalled than those who
have completely stopped.
" It is incredibly difficult when you
have people who have stopped to get
them moving in their development
again, " he says.
Professional development has to
be intentional and goal focused. It requires
a fundamental change in habits
and how people think about and portray
themselves.
People need to think of professionalism
as branding, he says. " A brand is
something that people think of when
they see you or hear your name, and
you want to make sure the words they
think of are associated with professionalism. "
Professionalism
is an intentional
growth journey, he says. " You will never
be done. " ✥
-Judith M. Mathias, MA, RN
References
Cooper W O, Spain D A, Guillamondegui
O, et al. Association of coworker
reports about unprofessional behavior
by surgeons with surgical complications
in their patient. JAMA Surg.
2019;154(9):828-834.
Hickson G B, Pichert J W, Webb L E,
et al. A complementary approach to
promoting professionalism: Identifying,
measuring, and addressing unprofessional
behaviors. Acad Med.
2007;82:1040-1048.
Mathias J. Peer feedback helps promote
professionalism in the OR. OR
Manager. 2017;33:1,15-17.
Webb L E, Dmochowski R R, Moore
I N, et al. Using coworker observations
to promote accountability for
disrespectful and unsafe behaviors
by physicians and advanced practice
professionals. Jt Comm J Qual
Patient Saf. 2016;42(4):149-161.
Wyatt D A. Professionalism in the OR:
What does it look like? OR Manager
Conference. 2019.
www.ormanager.com
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OR Manager - April 2020

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