Director Leadership Competencies
Good morning Director Team Leads,
Thank you again for leading the Leadership workgroup for Directors! Attached you will find the “raw data” for subdomains Respect in the Workplace, Decision Making, and Transformation and Innovation, from the July 11th LDI on tab 5B. Your team is also tasked with creating new measurable actions for the missing subdomains: Systems/Adaptative Thinking and Change Management. The final draft of the ANM Leadership competency to reference is attached.
Team Lead will collaborate with their team members (identified at the post LDI debrief) to review the feedback and work to streamline into comprehensive SMART competencies. Please feel free to include Directors (or Nurse Managers for the NM groups) who did not attend the LDI or who did not sign up for the work group.
attached is the final draft of the ANM AONL Competencies. This resource is designed to support you in developing the Director-level measurable indicators.
When drafting your competencies, be sure to:
- Include how you will equip the NMs with the tools, time, and guidance needed to meet their measurable indicators
- Include measurable indicators specific to your Director role and scope using the AONL Nurse Executive Competency guide (attached)
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Director Leadership Competencies
Respect in the Workplace
To foster a respectful work culture, Directors will model inclusive leadership by holding quarterly listening sessions and anonymous surveys to capture staff perspectives. Directors will train NMs in conflict resolution and respectful communication using role-play and simulation-based modules. Measurable indicators include reduced HR grievances by 15% and 90% NM completion of civility training within six months.
Decision Making and Innovation
Directors will implement shared governance structures that involve NMs in decision-making processes. A measurable goal includes facilitating bi-monthly NM-led strategy meetings to encourage ownership. Directors will equip NMs with time during leadership development days to work on innovative solutions for patient care or operations. Indicators include at least one NM-initiated project presented at quarterly leadership forums.
Systems/Adaptive Thinking
For adaptive thinking, Directors will mentor NMs through change scenarios during monthly leadership huddles, emphasizing interdepartmental collaboration and systemic awareness. Each NM will complete a systems-thinking training module and apply it to one real-time department issue. Progress is measured by documented root cause analyses submitted by NMs and improvement plans endorsed at the Director level.
Change Management
To support successful transitions, Directors will guide NMs using structured change management frameworks such as Kotter’s 8-Step Model. Initially, they will assist in identifying departmental opportunities for change and aligning those changes with organizational goals. In addition, Directors will ensure that NMs receive the tools, dedicated time, and mentorship needed to develop and implement these changes effectively.Furthermore, each NM will be responsible for creating a department-specific change management plan, including stakeholder identification, communication strategies, and timelines. To ensure accountability, measurable indicators will include 100% submission of individualized change plans for at least one initiative annually.Moreover, Directors will facilitate post-implementation debriefs to evaluate outcomes, address challenges, and recognize successes. As a result, improvements can be implemented based on both NM and staff feedback. Ultimately, this structured approach promotes agility, encourages shared ownership of change, and strengthens the leadership capacity of NMs across all units.
