This paper explores how this new role would affect my personal life, and identifies a number of possible ward problems and possible approaches for tacking these problems are suggested. These include expectations from the team that I should do more hands on work, instead of planning; the problem of interpersonal conflicts, e.g. between nursing and administration teams, and complexity compression. One problem case in particular, that of an underperforming nurse colleague, is examined in more detail using the control (ie checking and quality control) management process.
The first challenge that will face me upon taking up this responsible position will be the need for me to make personal adjustments to the new role. It is not easy to suddenly become a person who is held responsible for others in a team, and I anticipate both a high workload and an increase in stress caused by the fact that I will encounter new issues that I have not had to deal with before. It will make sense for me to scale down family and free time commitments as far as possible for the first few months so that I can keep focussed on the job. It would be a good idea to plan a specially rewarding holiday for my first leave period a few months down the line. The transition into the nurse manager role is difficult if one attempts it alone, and yet discussing personal worries or problems with members of the ward team would not help them to trust my judgement. It has been suggested (Belcher, 2006) that it is a good idea for new managers to actively seek out a mentor figure who is not in the same immediate area of work, but who knows the organization and the general demands of the role. This author suggests locating someone with good chemistry, clarifying what the mentor is expected to do, and using that mentor to find out all the ins and outs of the larger organization, including shortcuts to the people who hold key information or who have power in particular areas (Belcher, p. 150-151).