Managing emotions, talent management, team management, management of the professional development of the people who make up the team is one of the tasks of the nurse manager. This requires a great deal of attention to detail, far beyond mere administrative or control tasks.

This week, we want to reflect on this idea, taking advantage of the text that has been sent to us through an email and which is not wasted, as it deals with many basic aspects in 500 short words. The mail says so:

It seemed like any morning, but it was going to be just a walk around the hospital. I came to feel helpless, helpless in the face of the situation, without strength, useless, even useless. How can any health professional make you feel all that in just thirty minutes. Perhaps because I’m still a child with many obstacles left in the world of work to deal with.

After those first 30 apathetic minutes, let’s say I entered, so to speak, my second phase: Rabia. I tried to get to everything before him, put on my gloves at full speed, walk faster and even anticipate what I was going to do. None of that worked. I remained a mere spectator.
That’s how I entered my third phase: despair. Overwhelmed by the situation and feeling a zero to the left every minute, I decided to step aside and stop being a lapdog. I took a breath and went back to the load.
And this is where my last phase comes in: learning. Yes, learning. Because although I saw everything very black at the beginning of the shift, I can say with complete certainty that it has been the mornings in which I have learned the most. I have been able to observe everything that should not be done in terms of nurse-patient treatment. I have spent the rest of the morning following this person, which camera records a documentary of animals, of those boring ones that are thrown into the 2. I was very impressed by the conversations I had with each patient. They used to be like a fully prepared script that repeated at a speed that it was impossible to understand. It transmitted stress, nervousness and doubts to the patient. After releasing his private lesson and before the patients could articulate a word, he had already vanished from the room. I had been told about «the Zamorano gazelle,» but I never thought there would be anyone faster. He seemed more like a machine, obsessed with his desire to make things perfect, even curing a simple dressing up to three times in the morning because a «little corner» had been wrinkled. In the meantime I was always by his side watching. I was in charge of greeting the patient and putting my best face to the situation that was happening in each room.
To conclude, I can take several positive readings of my day. The first is that the fable of the hare and the turtle is true, not because you go too fast you arrive earlier or in the best conditions. The second is that today I have learned what it is to be a «page» in every rule. And lastly, that the technical factor is important but lacks value without the human factor.

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