2013-2014 Online Question and Answers from the Candidates
Online Questions for President-Elect Candidates
Online Questions for Vice President
Online Questions for Secretary Candidates
Online Questions for Board of Director Candidates
Online Questions for Nominating & Leadership Development Committee Candidates
2013-2014 Online Candidate Questions
1) If elected, how would you promote AORN and perioperative nursing to other healthcare and nursing leadership organizations?
I believe our best promotion comes from partnering with other organizations and collaborating on initiatives that benefit both parties. We have built strong relationships with our surgical partners, such as ACS, ASA, AST, IAHCSMM as well as with industry. We have also built a strong relationship with ANA and many of our other nursing partners. These relationships allow us to showcase our strengths: patient safety work, teamwork, evidence based practice, informatics and education. With our Recommended Practices beginning to be accepted into the National Guideline Clearinghouse, our “specialty” standards are now becoming regulatory standards, which again broadens our impact as well as our credibility, and has potential implications beyond our specialty and our country.
As we partner with other organizations, we not only can broaden our reach for our own work, but will be able to learn from our partners and assist them with their initiatives, ultimately doing a better job of serving our members and improving patient care. Partnering with others strengthens our team approach as an organization, and is reflective of what we do every day to deliver excellence in perioperative care.
2) What skills, expertise and talent do you possess that will compliment your leadership style if elected?
I was involved in the Recommended Practices group for many years as we moved to the electronic platform and laid the groundwork for adding in evidence ratings to our important documents. I also have a rich background in PNDS, from the early development to our current Syntegrity. I understand the importance of this investment and my involvement makes me able to help navigate our potential with this unique area. Both of these product lines are key cornerstones to our organization.
I have experience in dealing with multimillion dollar budgets and navigating some of the choices and decisions that come with that responsibility. I know what it means to assemble a great team and use team members’ individual differences to strengthen the whole group. Because of my multihospital setting, I have a daily reminder of how important it is to have perspective from many different settings in making good decisions.
I was chosen to be part of a leadership development program recently that taught me many things but especially how to ask good questions. It is an area I continue to develop as I have seen the power that good questions have in opening up healthy dialogue and new ideas.
3) What do you see as the biggest challenge and the biggest opportunity in advancing the association?
We have a rich and strong history as an organization, and I think our biggest challenge is in understanding what we need to say “no” to so that we can say “yes” to new things. Like with everyone else in healthcare, we cannot continue to do business in the same way and survive, let alone thrive. We need to understand what our core business really is so that we can leverage it toward new opportunities, and have the courage to say no to some things that are not core areas for our organizational success. Our ability to invest in technical advances is dependent on our ability to continually reevaluate and manage our margin so we can continue our mission.
I believe that the opportunities lie in the younger generation and those that are not members, who generally respect us but do not find us essential to their daily work. We have much to learn from them about why we are not “indispensable” to their daily work. How can we deliver our information and support of their perioperative role in a way that is essential and valuable to them? Answering this will guide new directions for us.
Vice President Questions:
1) Using quality and outcomes as a basis, how would you describe the value of AORN membership and participation to hospital executives?
AORN membership improves quality and patient outcomes through equipping perioperative nurses, educators, and leaders with evidence-based practice knowledge and resources such as the AORN Perioperative Standards and Recommended Practices. Members have access to the latest clinical practice recommendations from the AORN Journal, Connections, Management Connections, and Periop Insider. Utilization of the AORN Patient and Workplace Safety Tool Kits provide best practice guidelines and implementation strategies for improving safety in the healthcare environment. Membership affords nurses the opportunity to expand their knowledge and attain national certification through continuing education as well as pursue advanced degrees through scholarship opportunities. Utilization of Periop 101 for perioperative orientation and residency programs ensures that novice perioperative nurses are equipped to provide safe, evidenced-based care to their patients. In addition, members gain innovative ideas through networking forums such as chapters, state councils, and specialty assemblies.
Jane A. Kusler-Jensen
The value of membership in AORN for your perioperative nurses is their being a part of a community of other nurses who share a passion for advancing perioperative nursing care. Patient and hospital outcomes are built on excellence in the quality of care provided to our patients. AORN provides its members the resources to facilitate in the provision of excellent quality care and a community in which to share their experiences. These resources are readily at hand and include: standards of perioperative nursing, recommended practices founded in evidence based best practices, clinical practice tools, ongoing education, networking, news and publications (including the AORN Journal). AORN members utilize these resources daily to practice the care our patients expect and deserve throughout the perioperative continuum.
2) List two skill sets of the office of Vice President and give descriptive examples of each, highlighting evidence that you possess these two skills sets.
1. Demonstrated competency in performing past Board positions: During my term as AORN Secretary for the last two years, I have faithfully networked with members, chapters, state councils, and specialty assemblies to determine member needs so that I can accurately represent our diverse membership in the board room. I thoughtfully review the organization’s financial statements, strategic initiative dashboards, and member survey results to ensure that AORN remains a fiscally and organizationally vibrant association.
2. Ability to articulate a vision and participate in developing the strategic plan for the Association: This is the area where I believe my experience as a member of generation X brings the greatest value to the board room. We must develop creative avenues for members and non-members to access and engage in our association. I thrive on innovation and imagining new possibilities for the future of AORN, balanced with sound financial and strategic management.
Jane A. Kusler-Jensen
One of the skills which the Vice-President must be able to utilize is the ability to work collaboratively with multi-disciplinary professional groups. I have demonstrated this through my work in the clinical setting, as well as within AORN. My ability to build relationships with members of AORN, ANA, AMA, and the “C-Suite”, as well as to utilize excellent communication skills provides the group an active, diplomatic and level headed voice to resolve the issues at hand.
The second skill is a working knowledge of the AORN board room and the House of Delegates. As a past board member and Officer, this working knowledge is developed through time and a variety of experiences in the Board Room. I understand the complexity and nuances of both the business of AORN, as a multi-million dollar member organization, and the important relevance that AORN holds to our members.
1) List two key components of effective communication and how do you plan on applying them in the role of Secretary?
One important component of effectively communicating with others is delivering a message that is clear, to the point, well-structured, and focused on achieving a particular goal such as sharing important information. Soliciting feedback and being willing to listen to what others have to say is also a key component of communicating well. In the role of AORN Secretary, I would have the opportunity to communicate with AORN members on a regular basis by writing Board of Director updates for the AORN Connections. I will also take every opportunity to seek feedback from the members to hear about their thoughts, ideas, needs, and concerns so I can better represent them in the boardroom. I will continue to support the strong technology infrastructure that enables AORN to keeps the lines of communication with members open between face-to-face meetings and conferences.
Two key components of effective communication include objective listening and Consistency. In the information age, we send, receive, and process huge numbers of messages every day. Effective communication is about more than just exchanging information it’s also listening. Objective listening seeks and considers another’s point of view on issues allowing for compromise and consensus building. Consistency is also an important element in communication. A person communicating a message must ensure that it does not contain inconsistencies that would cause confusion to the listeners. The Secretary is responsible for the integrity of communicating House of delegate and the Board documents. I’ve demonstrated these skills through detailed written and verbal communication as a Board member and Chair of the Policy and Finance and Audit Committee. As your AORN Secretary, I will use my enthusiasm and knowledge to serve and represent you; therefore, I ask for your support.
2) List two skill sets of the office of Secretary and give descriptive examples of each, highlighting evidence that you possess these two skills sets.
The office of Secretary requires effective writing and time management skills. Within the last two years, I wrote an article that was published in Perioperative Nursing Clinics and another article that was published in the AORN Journal. I also have had several manuscripts accepted for publication in the new RNFA Core Curriculum book as well as a chapter in the upcoming 15th edition of Alexander’s Care of the Patient in Surgery. Each of these projects had rigorous editorial deadlines that had to be met while still fulfilling the responsibilities of my work and the responsibilities of my role as a current member of the AORN Board of Directors. I believe my ability to successfully meet these deadlines and fulfill other responsibilities demonstrates that I have the skills needed to effectively serve the membership in the role of AORN Secretary
The Secretary provides experiential input to all discussion. Because of my service on AORN’s Board and other nursing and community organizations, I bring experience in presenting alternative ideas and discussion. Leaders must possess critical thinking skills and the capacity to advocate and motivate. As a member of the Louisiana Supply and Demand Council, I’ve successfully collaborated with many state organizations on legislative issues and public policy endeavors. I have communicated my professional passion through involvement at my local chapter, state council, and national level and speaking opportunities across the country. Though my legislative grass roots efforts, I have validated the influence and value of the perioperative registered nurse on patient care to affect healthcare policy and decision- making. Motivation energizes people to achieve a common goal. As chair of the AORN Foundation Silent Auction Committee for three years, I have utilized my organizational skills to support an empowered inclusionary team.
Board of Directors Questions:
1) What do you see as our Association’s role as a member of the Board relative to healthcare reform as it relates to perioperative nurses?
Holly S. Ervine
Change within health care is occurring on a daily basis. Amid budget decreases and technology advances, the requirement of extremely competent staff continues. As it is being implemented, the Affordable Health Act is confusing. The American health care system will no longer be the same. Demand for our services will increase as more Americans obtain health coverage. AORN’s duty to its membership is to remain at the table of health care reform, to be informed and relate information to members as it becomes available. As a Board member, I will be attentive, thoughtful, and knowledgeable regarding the changes, make decisions as to how it might affect perioperative nursing and disseminate this information to the membership. The proposed significant cuts to hospitals and surgery centers will have a direct effect on revenues which will affect their daily practice, so it will be crucial to stay informed.
Donna A. Ford
AORN is a leader in efforts to ensure patient safety, and maintaining patient safety is a critical consideration in the complex process of healthcare reform. As a respected professional nursing association and perioperative partner, I believe that AORN, through the leadership of the AORN Board of Directors, can collaborate with other associations to positively influence healthcare reform. Positive influences include: providing educational resources to engage perioperative nurses in understanding the complex process of healthcare reform, further development of evidence-based resources, and critical review of clinical practices through the evidence-rating process in Recommended Practices.
In collaboration with other professional associations and industry partners, AORN has a voice to leverage the interests of our patients and our nurses in the healthcare reform process. The AORN Board of Directors is in a key position to protect the interests of our patients and perioperative practitioners while helping to lead the way through healthcare reform.
Kathleen B. Gaberson
One essential function of the Association is to keep members informed about issues that will affect their practice and their patients. As the various provisions of the Affordable Care Act (ACA) have rolled out, AORN has kept members informed about healthcare reform through news stories and articles in PeriopInsider and the Journal and by providing speakers on this topic at previous AORN Congresses. Board members have a responsibility to encourage discussion about this important topic in the Board Room; among committees, task forces, and specialty assemblies; and during personal encounters with members at the Surgical Conference and Expo, Volunteer Leadership Conference, and state council and chapter meetings. The ACA is a reality, and Board members need to be well-informed about it and thoughtfully analyze and discuss possible effects on perioperative nursing so that they can recognize and correct misinformation that unnecessarily alarms patients and nurses alike.
AORN serves as a healthcare reform resource and advocate for the perioperative profession. AORN provides information to perioperative nurses through multiple venues, including on its website, Periop Insider, and the AORN Journal. AORN has also created the Center for Nursing Leadership, which includes a series of webinars on healthcare reform available to all members. These webinars provide information on the Affordable Care Act, strategies to deliver higher quality, less cost care, and forces that drive up healthcare spending. AORN also continues to provide speakers on healthcare reform and its impact on the perioperative profession at the Surgical Conference. The education of perioperative nurses and provision of tools to manage in the current healthcare environment are ongoing goals of the Association. In addition, AORN’s government affairs department advocates for perioperative nurses on state and federal levels, and provides updates and information on their webpage related to quality and healthcare reform.
AORN has the foundation to play an integral role in leading change for healthcare reform by continuing work on evidence based Recommended Practices, supporting the membership with scholarships for advanced degrees, embracing technology, fostering interprofessional collaboration and promoting leadership development. The BOD must understand each of these opportunities and determine how the potential growth of the organization will have a positive effect on patient outcomes, while improving efficiency and reducing the cost of care. Each of these opportunities support a portion of the healthcare reform law related to quality improvement efforts and prevention of complications. AORN will lead the way for perioperative nurses to actively participate in the inevitable changes to improve patient care and the nursing profession.
Beverly A. Kirchner
The AORN Board of Directors (BOD) should define its role in healthcare reform by using member input, by being fluid and versatile to react quickly to the changing healthcare environment and seek opportunities to be appointed to government committees, task forces and think-tanks that effect perioperative nurses and other nursing specialties. AORN’s BOD and leadership team must keep an eye on federal and state healthcare reform implementation and provide input to ensure nurses will continue to provide quality and safe care to patients. AORN’s BOD and leadership team should also work with other organizations such as the American Nurses Association and participate in their committees, task forces and think-tanks. The AORN BOD and leaders must take an active role in educating members on the impact of healthcare reform to nursing and patient care.
I believe that the core mission and vision of AORN need not change in view of health care reform, rather we should adapt and be flexible enough to meet whatever changes come our way. As a member of the board of directors I see the role of the association continuing to provide education, products and services that help members remain true to practicing safe, quality care.
Over the past several years the reimbursement landscape has changed to a more value based and quality focus. As one of the highest cost areas in our organizations, perioperative services continues to be scrutinized and challenged to increase efficiency and productivity while reducing costs. Patient safety must continue to be a top priority and where AORN resources can have the greatest impact. Continued research and shared data collection will strengthen AORN’s influence on how nursing addresses these changes.
Dawn Myers Yost
AORN will have to present leadership and innovation to assist its membership in timely adapting to the daily, monthly, and yearly changes that are taking place in healthcare. By using comparative effectiveness research, this process will assist patients, consumers, clinicians and policy makers to make informed decisions to improve healthcare. Accountable Care Organizations (ACO) will focus on reduction of never events, hospital acquired infections and hospital re-admissions. In addition the ACOs will support systems that provide shared-savings, quality improvements, and coordination of care delivery systems. Other ACO healthcare reforms supported will include patient centered medical homes that use medical information technology to improve care coordination, quality, patient safety, efficiency, population and public health. The patient centered medical homes will engage patients and families while maintaining privacy and security. AORN role will be to seek out innovative leaders that are willing to share their successful care transitions models and interventions.
2) Communication is key to a successful organization. Describe ways to improve board to member communication.
Holly S. Ervine
Being connected to the membership is an important task of the Board of Directors. I have several thoughts on how this can be improved. One way is to have members of the Board assigned to different states so members can get acquainted with their Board member, send questions directly to them, and relay their reply to their chapter members. There could also be an area in Connections where questions can be posed and answers given by Board members. We still have a number of members who are not technologically proficient, but read their Journals monthly, are vitally interested in the Association and have questions they want answered. I also think Board visits are extremely essential, as face to face dialogue is vital. The success of any organization depends on a knowledgeable, informed membership. If elected, I will use my position on the Board to facilitate the achievement of this goal.
Donna A. Ford
Board to Member communications can be improved by using existing communication modalities, improving timeliness and transparency of communication, and facilitating two-way dialogue with members. AORN members currently receive communications in a variety of ways, such as AORN publications, email, OR NurseLink and other social media, and face-to-face and telephone communications. Rather than increase the number of modalities used, I suggest using OR NurseLink as the primary tool to improve Board to Member communication.
Using OR Nurse Link, the Board can have dialogue with membership and allow ongoing conversation about Board activities. The Board can solicit members' opinions and provide updates about the status of the Association. This forum increases transparency allowing members to pose comments and questions to the Board and receive responses in a timely manner. Updates can be posted from Board meetings, conference calls and other Board business, which also would improve timeliness and transparency for AORN membership.
Kathleen B. Gaberson
ORNurseLink is an effective way for members to communicate about issues that affect their practice. Board members who regularly monitor Member Talk categories will be well-informed about members’ questions and concerns and respond to them by providing information when possible. Board members also need to keep the Board informed about members’ suggestions, questions, and concerns so that the Board, leadership team, and staff can discuss them and take appropriate action as needed. But not all members use ORNurseLink, so Board members need to use multiple means of communicating with members. By attending chapter and state council meetings and actively participating as liaison to committees, task forces, boards, and specialty assembly coordinating councils, Board members can keep these organizational units and self-governing organizations informed about Board actions and plans and actively solicit feedback and suggestions from members. It is this active two-way communication that strengthens organizational effectiveness in meeting member needs.
AORN recently held a well-attended town hall meeting conference call. This meeting provided a valuable mechanism for the board to communicate with members. Holding these meetings quarterly between our annual meetings would allow the board and headquarters staff to share important information. These calls provide time for members to ask questions of each presenter to clarify information presented, and to discuss other topics they might be interested in. As a current board member, I communicate information to the committees and specialty assemblies that I am the liaison for during our conference calls. This is a monthly opportunity for board members to reach out to members. It also provides a venue for board members to do environmental scans to find out the issues and concerns of the membership, and to share those concerns with other board members and headquarters staff. The board is always available by email or phone for questions.
Perioperative nursing covers such a broad range of individuals, like patient care, their communication style should be individualized. The nursing process may be used for formulate a plan to improve board to member communications. First, an assessment of the type of information the membership would find useful should be generated by a survey tool offered in multiple formats. The survey tool would also diagnosis the memberships preferred type of communication, which could be stored in the members profile for use in disseminating communications in the future. A communication plan would be developed based on the survey responses for implementation over the next year. An evaluation at the end of the year, sent in the members’ preferred communication format would be reviewed for the next years plan development.
Beverly A. Kirchner
The AORN Board of Directors should solicit information from members before suggesting ways to improve communication between the board and members. One method to assess communication effectiveness is to create a member survey that would take less than 3 minutes to complete, addressing current forms of communication such as Periop Insider, blast emails, the AORN journal and ORNurseLink. New options for mass communication must also be addressed in the survey. One suggestion is to implement a phone tree software that calls each member and gives them an option to hear a message or decline the message. Once the survey is completed and data analyzed, then opportunities will be identified. I will participate in creating and implementing a communication plan that would meet member needs.
Technology today allows us many options for communication with the benefit of immediate responses. We have the ability to reach more of the membership on a personal level by leveraging cost effective tools such as video conferencing, Facebook and even Twitter. The use of town hall meetings via the web has given more members the ability to receive current association business information in a timely manner and I would like to see this expanded. Having the ability to e-mail questions or comments directly to the board via standardized AORN email addresses can help the membership interact with the board on a more personal level.
There are chapters and states already combining resources to reach a greater number of members. These options could be expanded to include regional meetings or even virtual board visits to encourage member interaction with the officers and board members of AORN.
Dawn Myers Yost
AORN Board of Directors will need to continue to enhance its progression in advancing in social medias (twitter, Facebook, my space, LinkedIn and others) using these rapidly changing technologies to advance the mission, vision, values, and goals of the organization. In addition, they will need to continue to provide communications via the AORN journal, newsletters, webinars, surgical conferences and vendor and product expos. Engaging in all forms of communications must be used to engage all generations of members and potential members. The AORN Board of Directors and staff offer communication insights about the business and activities of AORN to the members via journal articles, webinars, reports at committee meetings and conference calls. In addition the Executive Leadership series offers timely information, data, interventions and working care models for leader to follow or adapt to their organization.
1) Out of 40,000 members, this year we had 136 names submitted to run for office. What strategies would you use to increase the number of nominations?
The first strategy I would use to increase members knowledge regarding the process of running for National office would be providing the following the educational possibilities. A NLDC webinar, a journal article written by NLDC members, a yearly presentation by the NLDC at the Surgical Expo. Another strategy would be personal contact with members who have expressed an interest in national office and are seeking information regarding their possible candidacy. These potential candidates could be identified by other AORN members or through their AORN activities. I would also ask previous candidates who have either won or lost elections to describe their experience. This would give the membership a personal connection to those individuals and another avenue to ask questions. Lastly, developing a mentorship program that would provide potential candidates a safe place to ask questions, explore and strategize ideas, and obtain guidance as they consider running for national office.
Kathy Greer Bertalon
It appears our present tactics to motivate others to run for office has lost its effectiveness.
First an assessment must be made to determine why more people are not submitting for office.
The assessment data must come from various age groups and demographics. What motivates a 25 year old nurse is very different from what motivates a 45 year old.
Methods of communication and message style could vary to appeal to different age groups.
We must try new methods and evaluate results often to make adjustments along the way. This should be a continual process that changes as our member demographics change.
Health Care reform is changing perioperative nursing. AORN is key to survival of our perioperative role and patient protection through a strong and diversified ballot. NLDC must be sensitive to this and adjust accordingly.
An important strategy to encourage nominations for national office is to appeal to the strong sense of community among perioperative nurses and invite their collective wisdom through the promotion of local colleagues to national leadership positions. Our message must be compelling, descriptive and explain why AORN is worthy of a potential volunteer's time. We need to place emphasis on the skills and valuable experiences the volunteer will gain and create a motivating environment by encouraging new ideas and considering all options that will assist members in taking that first step to seek office. Mutual respect, the ability to listen, and exchanging ideas form a foundation of success to serve. As a member of the NLDC I will actively listen to members as I travel around the country and encourage recruitment by using my personal skill of leading by example and showing local members that they can do the same.
I think it is great how our current and past leaders reach out to AORN members at various meetings, workshops, and networking events. I suggest that this continue as they will remain an invaluable resource in guiding our organization for the years ahead. Personal communication, emails, journals, websites, and social media will also need to remain an integral piece of the nominating puzzle, as we are all unique in how we prefer to receive and process information and requests. The positions need to be marketed thoroughly in regards to talent deemed necessary, time commitment throughout the year, and benefits of being nominated. To increase nominations, one strategy could be a point value system, where members who nominate candidates receive points that can then have some monetary value and be redeemed through AORN. Another strategy is to devise a contest of some sort, like a chapter challenge.
Brenda G. Larkin
This year’s number of submissions represents less than 1% of AORN membership. This may have resulted from lack of member’s knowledge or other unknown factors. I believe a central strategy using several tactics and multiple methods of communication would increase involvement at all levels. One strategy would be for the NLDC to roll-out a solid mentoring and coaching program pairing interested members with a current leader. Articles highlighting member’s paths to leadership should be published in the Periop Newsletter. Each year NLDC could contact each chapter to consider which of their local leaders may be ready to move forward in AORN. The NLDC could conduct a webinar aimed at promoting member involvement. We must take best evidence from nurse residency programs, which mentor new nurses, and translate them to fostering our member’s growth and development. It is the NLDC’s obligation to make this journey attainable for all who desire it.
In order to increase nominations we must emphasize that our leaders can help transform and influence the future healthcare system. It is essential we strengthen our strategies for developing leaders. I would encourage the NLDC to develop a formalized approach utilizing present and former leaders. We must also communicate to the membership regarding candidacy and its functions, especially to those who are new to AORN’s organizational model of governance. While communication to the membership via technological resources is important, there is nothing that can have more impact than personal interaction. While this can naturally occur at a conference, there are still many members to reach who cannot attend. For this gap, I would use a collaborative networking approach by setting up an Ambassador Program. As I have travelled around the country, it brought my road map to life. I encourage adopting “Sister Chapters” to deepen our connection to one another.
Darlene B. Murdock
To increase the number of submissions for candidacy for national offices I suggest a strategy of appealing directly to chapter leaders and specialty assembly coordinating council members via e-mail or ORNurseLink. Invite these already established perioperative leaders to attend short informational webinars to learn specifics about becoming a national leader. During Leadership and Surgical Conference & Expo offer informational sessions about holding a national office and let national officers talk frankly about their candidacy and national office experience and about what holding a national office entails. Allow time for a long Q&A session. Also add a tab on AORN’s website under ‘Get Involved’ entitled ‘Become an AORN Leader’ so that potential candidates will have access to candidacy information at all times.
Barbara A. Wiemann
I would like the National Board officers to continue their visits to local chapters, and when they do, have the officer write down names of individuals they meet during their visit; individuals that are active within the local chapter that may be potential candidates. These names are then submitted to the NLDC; the NLDC can follow up with an inquiry phone call or email.
Another idea is to have the NLDC review chapters that do not submit names for potential candidates. The NLDC can make a personal contact with each local President to see if they know of any potential candidates within their chapter. The NLDC member can make a personal inquiry to the names they receive. The NLDC members can also make personal visits to local chapters (within their own state or nearby states) to meet and solicit active members for potential candidacy.
2) What strengths do you possess that will enhance your being a member of the NLDC and describe how these strengths will allow you to develop and present a strong National ballot?
My first strength that I would utilize would be the process of consensus building to develop the strongest National ballot. I would seek out a variety of opinions, network with AORN leadership, other members of the NLDC, and AORN colleagues. As a leader, I have used these qualities to make the best decisions. The second strength that I would employ is the willingness to ask the hard questions of potential candidates concerning their skills, knowledge and strengths to lead AORN into the future. This is critical to AORN as healthcare continues to change. Lastly, is my passion and commitment to AORN as an organization. I have a strong desire to put forth the best National ballot to lead this organization. I will seek candidates that been on the front lines of patient care and those who have led organizations that provide evidence-based practices that enhance optimal patient outcomes.
Kathy Greer Bertalon
I have been a member of AORN for many years. Throughout those years I have made many wonderful friendships with perioperative nurses throughout the United States and Puerto Rico. My involvement with AORN on state and national levels have increased my access to and ability to know and be known by many additional perioperative nurses and AORN members.
This network of people, from present and former AORN leaders to facility staff members provide a wealth of information needed to assure strong communication networks, providing valuable input as the NLDC strives to assure a strong ballot and balance of perioperative nurses from all generations.
I think out of the box. Change is constant and I enjoy finding ways to keep ahead of changes. We need leaders who question present status, embrace change and have a clear vision of the future of our organization.
My gifts as an educator and manager provide me with personal strengths that will assist in moving AORN through healthcare changes. I am passionate about my profession and organization and will make choices and take actions in accordance with my morals and values. I am organized and will set definitive goals and follow concrete action plans. You have to know your destination before you can map out a plan to get there. I believe in positive attitudes which attract exciting opportunities and possibilities. My leadership skills include being able to clearly and specifically communicate my vision, goals, intentions, and expectations, with the ability to listen to what people are consciously or unconsciously communicating. I want to motivate others to greatness by recognizing each person’s value. I will continue to educate and improve myself and be receptive to information from my peers.
Strengths I possess are that I choose to willingly commit time and energy to passions I believe in. I believe in our perioperative profession and AORN! I enjoy a challenge and seek to find solutions. I work to see ideas translated into reality; have a strong work ethic and a great ability in long range planning. I have a very outgoing, friendly & confident personality. I am a self-starter who is detail oriented, and thorough in all I do. These strengths allow me to interact and network with ease and confidence. I value existing relationships, as well as creating new ones. Networking with other AORN members offers growth and opportunities, both professionally and personally. These qualities have benefited my active involvement with my local chapter and would serve me very well on the NLDC. I will commit to continuously search for our future leaders based on the organization’s needs.
Brenda G. Larkin
Critical listening is a strength that I rely on consistently. As a Clinical Nurse Specialist, I am often leading interdisciplinary groups to achieve critical clinical successes that will affect many. It is this key strength that allows me to sit in a room of diverse individuals and to summarize all members’ thoughts to gain consensus. It helps me discern when others are ready for leadership steps. I have had the pleasure of mentoring a several staff RNs from council member to local chair positions and most recently, one into a system chair position within our own governance structure. I have been able to promote others to lead within our local AORN chapter as well, supporting the growth of two past presidents. I will use my listening, consensus building, and mentoring strengths within my broad networks in AORN to promote future candidates, who best represent our needs as an NLDC member.
I have made connections that can be drawn upon to find solutions to shared issues at work, generate new ideas for our association's needs as they evolve and just to share a laugh. This type of collaborative networking is a part of me that lends itself to the type of "work" required of a member of the NLDC. I have a forward focus with deep roots that values our past. I also think outside the box to find innovative solutions. I am organized, work well with others and have a sense of diplomacy, discretion and a genuine interest in furthering the values and mission of AORN. My commitment to maintaining the excellence and relevance of our association is paramount. The natural curiosity I possess along with the inclination to develop the resources around me will lead to solutions that are viable and sustainable as we continue to unfold our future.
Darlene B. Murdock
I will bring a mindset that is focused and futuristic to the NLDC. My experience as a member of the career ladder board at my facility has allowed me to use my ability to see the potential in others and help them develop, as well as, channel their potentials successfully. I am sure that this experience coupled with my involvement in AORN locally and nationally will allow me to bring a positive energy to the NLDC. This will assist in the development and presentation of a strong National ballot in years to come. I'm an achiever with a passion for the advancement of perioperative nursing and ready to serve as a member of the NLDC.
Barbara A. Wiemann
I have several strengths that would serve the committee well. I am very active in the local chapter and know how the organization works. I am dedicated to our profession, active and knowledgeable of our clinical practice, and I manage surgery schedules and understand the needs of the perioperative nurse. I am loyal and have a strong work ethic, dependable, a good listener and critical thinker, can delegate appropriately depending on the need, and can anticipate the needs of the surgeon as well as my coworkers. These qualities work well with interactions among members and the NLDC and also between the NLDC and the Board Officers. These qualities I have in my personal life and work environment will prove helpful when looking for future leaders.
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