When I first read this question, my mind went to more traditional leadership conversations related to supervision or managing performance. However, using the module’s definition of an intentional leadership conversation as a purposeful exchange to improve safe, competent, ethical, and compassionate care, an example from when I worked in long-term care came to mind.

In the LTC home where I worked, there was an expectation that all residents were up and dressed for breakfast, which required some to be woken up quite early. I noticed one resident seemed to really struggle with the early wake-up time and would often fall asleep in his chair before, during, and after breakfast.

I spoke with the RPN about whether this routine was actually supporting the resident’s needs. We discussed alternative options, such as whether he could eat in his pajamas or sleep longer and have breakfast set aside. We then made a plan to speak with the resident and his family.

To me, this was an intentional leadership conversation because it was focused on improving the resident’s care. It challenged a routine and opened up a conversation about balancing the policy/expectation with the resident’s needs and quality of life.

An example of an intentional leadership conversation that happens weekly in the office I work at is that on Mondays we have a team meeting for the prenatal clinic. Thee team members meet about 45 mins before the start of seeing patients to go through each patients chart and discuss any tests to be ordered, any concerns we may have on each patient, their birthing plans, if a delivery happens there is a short discussion on that and who will follow-up with them and baby. The team meeting includes two nurses, and at least 4 doctors that deliver the babies in our town. These meetings are very helpful for everyone on our team to have the most up to date information on each pregnant person we follow. This way if anything happens all involved are up to date. As the nurse at these meetings we do the planning, prepare the charts and make notes to order tests, update the charts with new information, make sure the referrals go out if patients get more complicated in the pregnancy we refer to a more high risk centre for the delivery.
I feel that these meeting are an integral part of the running of the prenatal clinic as smoothly and accurately as possible with the focus of patient care and effective team work and communication.

I’ve had many intentional leadership conversations. Most relevant to this course and course content would be daily huddles. Even though we are a primary care clinic, every morning we come together as a team and discuss the day ahead. It includes the front receptionist, RPN, physiotherapist, NP and counsellor (if they are working there that day). We plan our day and organize ourselves to best care for the patients. If a patient is seeing two or more providers that day, we try to schedule it so the patient won’t need to wait as long. Huddles are great team building experiences and focuses our care on the patients themselves. Our communication style is open and honest, so everyone feels they can bring up areas of concern.

I tried to respond to Alexandra’s post but it’s not working. I tried to post it again and it errored saying I already posted the same.

Teresa

Think of a time you had an intentional leadership conversation.

A new UCP has worked with the evening shift for a few weeks. Coming in to their shift this one evening, they decided to not follow the training and scheduled tasks. Instead of taking over the 1600 1700 & 1800hrs med pass from the nurse on duty, they chose to pull the 2000hr medications. This was to support their completing their tasks on time.
The intentional leadership conversation I had with the UCP asked why they started the 2000 hrs med pass and not complete the first med pass. Then explained that the med pass is initiated by the RPN but is taken over by the UCP upon their arrival. and provided logical reasons why this is done and how their change to the flow can cause medication errors.
The next shift, the UCP attempted to repeat their 2000hrs med pass preparations and I reminded the UCP that this was not acceptable and to maintain the rhythm and flow of their tasks as they were trained so as to not create opportunities for med errors and disrupt the entire team as a result. Compliance was immediate.