Kendra Coles, DNP, RNC-OB, C-EFM, NEA-BC, is a seasoned nursing leader with over 20 years of experience in the field. For 17 years, she has been dedicated to women’s services and has a wealth of knowledge in managing inpatient and outpatient obstetric care. She also has a knack for communication and team empowerment. Coles is known for optimizing performance and outcomes for obstetric and neonatal populations, achieved through fostering collaboration and building multidisciplinary teams.
Since 2019, Coles has been Director of Women’s & Children’s Services at the University of Maryland Baltimore Washington Medical Center (UM BWMC). In this role, she oversees a team of 125 FTEs across various units, including Labor & Delivery, Postpartum, Pediatrics, and Special Care Nursery. Coles is responsible for strategic planning, equity, diversity, and inclusion initiatives and developing nurse leaders. She is committed to achieving organizational goals while maintaining fiscal responsibility and ensuring the highest quality and safety standards for patients and staff.
She’s highly skilled in change management and program development, which has been critical in introducing obstetric and newborn care services. Her expertise and leadership have made her a trusted figure in the field.
Coles’ contributions to the nursing field have earned her a spot in the Champions of Nursing Diversity Series 2024. This series highlights healthcare leaders who are prominent figures in their organizations and making significant changes in the nursing field.
Meet Kendra Coles, DNP, RNC-OB, C-EFM, NEA-BC, Director of Women’s and Children’s Services at the UM BWMC.
Talk about your role in nursing.
As the Director of Nursing for Women’s and children’s services, my responsibilities include the operations of obstetrics, newborns, and pediatric care. In this role, I have the honor of impacting the care that women receive during pregnancy and delivery, a newborn’s early days of life, and sick children who require hospitalization. The role requires leading health initiatives such as hypertension and hemorrhage management, safe sleep, and pediatric respiratory illness management.
As a health equity leader and advocate, I have led initiatives to reduce maternal morbidity and mortality and served on the Anne Arundel County Maternal Infant Health Task Force. I co-chair the Equity, Diversity & Inclusion Council at UM BWMC and train other nursing teams in leadership, communication, and staff empowerment to optimize performance and patient outcomes.
How long have you worked in the nursing field?
I have over 26 years of nursing experience and have been a nursing leader for 20 years. My clinical experiences include caring for patients in Labor and Delivery, Mother, Baby, and Nursery. I also have expertise in the operations of inpatient and outpatient care.
Why did you become a nurse?
I became a nurse because I genuinely wanted to care for others. I was raised in a family of five kids and watched my mom always care for someone in the home or family. Nursing is a noble and humbling profession that allows interpersonal reward.
What are the most important attributes of today’s nursing leaders?
Resilience, compassion, innovation, and grace. Today’s nurse leaders must be resilient as they face daily changes in healthcare. Compassion is needed to care for the patients, but it is also required for the care of the staff caring for others. Nursing leaders must develop and embrace new technologies and advances in clinical practices in a rapidly evolving healthcare system. As the nursing leader supports innovation, it’s through grace that you allow forgiveness and create an environment where learning occurs for team members. Grace can also be given to patients who desire to improve their health status and may not always have the resources to make the healthiest choices. We offer our patients new opportunities to be informed and empowered in their care through grace.
What does being a nursing leader mean to you, and what are you most proud of?
As a nursing leader, my task is helping others to help others. Nursing leaders can ensure our patients have the best outcomes by leading a team of professionals to their highest potential and encouraging their growth as caregivers. Nursing leaders drive changes that change lives. I’m most proud of starting an obstetric program at UM BWMC in 2009 and participating in its ongoing growth to improve maternal and newborn care in Anne Arundel County.
Tell us about your career path and how you ascended to that role.
My nursing career started in 1997 at the University of Maryland Medical Center, the University of Maryland Medical Systems’ academic hospital in downtown Baltimore, serving in Labor & Delivery. I simultaneously worked at another hospital in the region in the Mother Baby Unit. I found myself excited about the nursing profession and joined a nursing agency where I took on a variety of nursing contracts caring for obstetric and newborn patients. My interest in leadership began as a charge nurse at UMMC and grew into a senior clinical nurse role. I was offered an opportunity for frontline leaders to obtain a Master of Science in Healthcare Leadership & Management. I completed my Master of Science in Nursing in 2009 as UM BWMC started recruiting for their new OB program leadership and staff. As a brand-new manager, I recruited a phenomenal team to open the Pascal Women’s Center. In 2018, following the retirement of the director at the time and a national recruitment effort, I was chosen to advance into the Director of Nursing role.
What is the most significant challenge facing nursing today?
The most significant challenge facing nursing is staffing shortages. Like many industries, especially health care, COVID-19 changed the workforce. Nurses experienced compassion fatigue, burnout, and difficulty finding work-life balance. They began to leave the bedside, searching for a less stressful environment or more profitable opportunities. Subsequently, the nursing shortage grew, and we continue to rebuild the nursing workforce.
As a nursing leader, how are you working to overcome this challenge?
Developing and introducing new nurses into the profession is an ongoing challenge. As a nurse leader, I have embraced programs such as the Academy of Clinical Essentials, an initiative developed and spearheaded by the UMMS Chief Executive Officer, which allows nursing students to partner alongside one of our experienced nurses and have early exposure to the art of nursing. We have modified our nursing preceptor program to enable our most experienced nurse to focus on a core group of new hires. We have customized our nurse residency program for the OB, Neonatal, and Pediatric specialties. We have integrated simulations as a core training component in team building and communication skills in high-risk situations. To help our teams address fatigue and burnout, we offer flexible staffing, relaxation rooms, and RISE support resources.
What nursing leader inspires you the most and why?
Rose L. Horton, MSM, RNC-OB, NEA-BC, FAAN, the Founder and CEO of #Notonmywatch Consulting Partners, inspires me. She is a Women & Infant health care executive leader at Emory Decatur Hospital, who believes nurses can change maternal morbidity and mortality. Horton called nurses to action by encouraging them to use their voices to support and advocate for others. She has been a strong influence for improving care during her tenure as the Association of Women’s Health, Obstetric, and Neonatal Nurses (AWHONN) president and while serving on the Synova leadership Board of Directors. I’m really inspired by her dedication to raising awareness about issues compounding black maternal health and how she successfully advocates for change.
What inspirational message would you like to share with the next generation of nurses?
No matter how hard your shift may seem, never forget why you became a nurse. Take every opportunity to serve and care for someone else because you never know the difference you make.
In the world of nursing, certifications and their corresponding designations carry with them the concepts of excellence, professionalism, and focused dedication to career growth. Not all nurses pursue certification during their years of service in healthcare, but many hear the call and take inspired action to achieve such a goal.
Making an effort to become certified in your nursing specialty is like doubling down on your skills and knowledge. Doing this takes discipline and forward-thinking, demonstrating that you care enough to show the world that nursing excellence and professional mastery matter.
Every year on March 19th, we celebrate National Certified Nurses Day to honor the nurses who take their careers to the next level by becoming certified. This celebration encourages us to take a moment to acknowledge the role that certification plays in strengthening the nursing profession while improving care and patient outcomes. Being certified is meaningful, and we make meaning by pausing for the cause of reflection and recognition of the nurses who choose this path.
Nursing Certification 101
According to the American Association of Critical Care Nurses (AACN), the first nursing certification was issued in 1945 to recognize nurse anesthetists. Certification boards began to be created in the 1960s, and the number of available nursing certifications continues to grow to this day.
Many nurses choose to pursue certification of their own volition, while some employers may encourage or even require nurses in specific specialty areas to become certified. Having your employer pay for and support your certification goals can be a desirable benefit, especially if your certification process has a financial cost you’d rather not bear yourself.
A 2021 Journal of Nursing Administration study states, “Nurse specialty certification is ’a mechanism for validation or formal recognition by documenting individual nurses’ knowledge, skills, and abilities specific to their specialty’. It is a form of individual credentialing above and beyond entry-level education and licensing. By pursuing specialty certification, nurses exhibit a commitment to professional growth and lifelong learning while establishing competency in a specialized area of care such as oncology or medical-surgical nursing. The intended outcome of certification in nursing is to improve safety, quality of care, and health outcomes for those using healthcare services.”
No matter what certification you choose to pursue, rest assured that being certified is something to be proud of and to clearly and proudly document on your resume as a mark of nursing distinction and professional mastery.
Why Should You Consider Becoming a Certified Nurse
As mentioned above, certification is a demonstration of dedication to your area of specialty nursing practice. Being certified can serve many purposes and brings with it a variety of benefits, including:
Marketability: Being certified can make you a stronger candidate in the job market, especially if it sets you apart from non-certified applicants for the same positions.
Career mobility: Some employers may value nursing certifications very highly, with certified nurses more likely to advance on the organization’s clinical ladder or into positions of greater responsibility, including nursing leadership.
Respect and recognition: Certification can elicit in others a sense of respect for and recognition of your professionalism, expert knowledge, and skill.
Personal/professional pride: Certification may elicit pride in your expertise, mastery, and accomplishments as a dedicated nurse.
Certification is a feather in your nurse’s cap. It marks you as a nurse focused on career growth and expert skill and knowledge. By being certified, you benefit not only your career but also inspire others to follow in your footsteps and contribute to the improved quality of patient care, not to mention strengthen your employer’s organizational profile.
Certification Speaks Volumes
Having one or more nursing certifications speaks volumes about your professionalism and desire to develop yourself as a nurse of integrity and mastery. Being certified says a great deal about you, and your certifications can enhance your ability to advance your career in any direction you’d like to go.
Some nurses may sit on their laurels and do the bare minimum, while others may seize the day and take every opportunity to develop themselves professionally. Only you can decide if the path to certification is right for you based on your perception of the benefits of certification and the value of that process to your career.
In recognition of Certified Nurses Day, let’s acknowledge those nurses who’ve stepped up to the plate and taken on certification as a prospect worthy of their attention and hard work. And if you’re already certified, give yourself a pat on the back for going the extra mile and showing the world that you’re a nurse who wants to be the best you can be.
Barbara Bosah, MS, RN, PCCN, is a highly skilled nurse manager in the thoracic and surgical intermediate care unit and vascular progressive care unit at the University of Maryland Medical Center (UMMC), downtown campus in Baltimore, MD.
With over 14 years of experience leading care teams for patients with complex medical conditions, she is passionate nursing leader who fosters dynamic and supportive work environments that encourage continuous learning and professional growth.
Bosah has been recognized for leading several important nursing initiatives at UMMC that have positively impacted quality and patient experience.
She is particularly proud of her role as a founding leader for the Academy of Clinical Essentials initiative. This revolutionary academic-practice partnership model has been implemented at the University of Maryland Medical System (UMMS) and has resulted in intentional support for new graduate nurses as they prepare for and transition into clinical practice.
Bosah’s contributions to the nursing field have earned her a spot in the Champions of Nursing Diversity Series 2024. This series highlights healthcare leaders who are making significant changes in the nursing field and are prominent figures in their organizations
Meet Barbara Bosah, MS, RN, PCCN, nurse manager in the thoracic and surgical intermediate care unit and vascular progressive care unit at the University of Maryland Medical Center.
Talk about your role in nursing.
I am the Nurse Manager for the Surgical and Thoracic Intermediate Care & Vascular Surgery Progressive Care units. Our unit specializes in providing care for some of the sickest patients within the Maryland region. These patients are admitted to our unit after undergoing surgery. As a Nurse Manager, I lead our team of dedicated nurses. Our primary focus is to provide high-quality and patient-centric care. This involves ensuring that all staff members are well-trained and equipped to handle the complex needs of our patients.
Additionally, I oversee the allocation of staff and financial resources to ensure the effective operations of our unit. By carefully managing these resources, we can maintain a safe environment for our patients while delivering exceptional care. Our team is committed to staying up-to-date with the latest surgical and thoracic care advancements. We regularly participate in professional development activities and collaborate with other healthcare professionals to provide the best possible outcomes for our patients. My role as the Nurse Manager involves overseeing our unit’s day-to-day operations and creating an environment that promotes collaboration, excellence, and compassionate care.
How long have you worked in the nursing field?
Nursing is my second career. Before pursuing nursing, I obtained my Bachelor of Science in Business Administration with a focus in Marketing and a minor in International Business from the University of Louisville in Louisville, KY. Following my passion for healthcare, I furthered my education and earned a Bachelor of Science in Nursing from Bellarmine University in Louisville, KY.
In 2005, I began my nursing career at UMMC as a new graduate nurse in the Surgical Intermediate Care Unit. Over the past 19 years, I have dedicated my professional life to serving patients at UMMC, gaining valuable experience, and honing my nursing skills. I take great pride in my journey from business administration to nursing and the diverse skillset it has provided me. Through my years of experience at UMMC, I have developed a deep understanding of the healthcare industry and a genuine passion for delivering high-quality care to those in need.
Why did you become a nurse?
I choose to pursue a career in nursing because I find fulfillment in assisting patients and their families during difficult times. I thrive in situations where the outcomes are unpredictable, and I can provide the necessary support and guidance. It is gratifying to ensure that their journey through the hospital is as seamless as possible, and I strive to treat each patient and their family with utmost respect and care.
My approach involves delivering high-quality, empathetic, and compassionate services. Moreover, I believe in establishing a personal connection with them and valuing them as individuals rather than just patients. They become part of my extended family in my care, and I am committed to meeting their needs and advocating for their well-being.
What are the most important attributes of today’s nursing leaders?
I firmly believe that nursing leaders are crucial in addressing staffing challenges. They need key attributes to be effective. First, they must be transformational leaders who inspire and empower their staff. A clear vision is essential for navigating complex situations and guiding teams towards success. Accessibility promotes open communication and collaboration. Empathy fosters a supportive work environment.
Lastly, a passion for mentoring and developing nurses is essential for continuous growth. By embodying these attributes, nursing leaders can lead their teams, inspire excellence, and drive growth.
What does being a nursing leader mean to you, and what are you most proud of?
I am honored to serve as a nurse leader, particularly as a minority nurse leader, at UMMC. I have the privilege of contributing to the future growth and development of new nurses entering the profession and mentoring experienced nurses to strive for advancement in their careers, whether as a clinical nurse, an Advanced Practice Provider, or a nurse leader.
While I thoroughly enjoy working with patients and their families, I am incredibly proud of the exceptional team I work with on the Surgical & Thoracic IMC and Vascular Surgery PCU. Our team demonstrates remarkable resilience and delivers outstanding patient care while supporting one another. The collaboration and teamwork within our team are truly impressive, as we care for some of the most critically ill patients in the Maryland Region. I am inspired to come to work each day because of the unwavering dedication of this remarkable team, as each staff member contributes to the mission and vision of UMMC. I am incredibly proud and humbled to be their leader.
Tell us about your career path and how you ascended to that role.
I started my career as a new graduate nurse in the Surgical Intermediate Care Unit. Initially, I was still determining what my career path would be. However, I approached each day with dedication and focused on providing the best possible care to my patients. Although I was unsure if there was room for growth as a nurse then, I was determined to make the most of my past experiences and leverage my background in business and marketing. I set goals and developed a vision for my career to ensure that I had a clear direction. One area that I had always been passionate about was quality and performance improvement.
Fortunately, my nurse leader, Cindy Dove, MSN, RN, Director at UMMC, recognized my passion and took me under her wing. She became my mentor and played a crucial role in my leadership development. Thanks to her guidance and support, I was able to advance through the Professional Advancement Model (PAM) from Clinical Nurse I to Senior Clinical Nurse II, and I currently hold the position of Nurse Manager.
This journey has spanned 19 years, during which I have continuously grown professionally and personally. Looking back, I am grateful for the opportunities to expand my horizons and make a difference in nursing. I am excited to see what the future holds and how I can continue contributing to nursing.
What is the most significant challenge facing nursing today?
One of the most critical issues currently confronting the nursing profession is the persistent problem of staffing constraints and burnout. This challenge has been further exacerbated after the COVID-19 pandemic, which has left nurses exhausted and overwhelmed. The shortage of qualified nursing staff has put immense pressure on healthcare systems, leading to increased workloads and reduced quality of patient care. The demanding nature of nursing work, coupled with the long hours and high stress levels, has dramatically increased burnout rates among nurses. This not only affects the well-being and job satisfaction of nurses but also directly impacts patient outcomes and overall healthcare system effectiveness.
Therefore, addressing staffing constraints and burnout is of utmost importance to ensure the sustainability and effectiveness of nursing care in the present and future. Efforts should be made to implement strategies such as increasing the recruitment and retention of nurses, improving working conditions, and providing adequate support and resources to prevent burnout and promote the well-being of nurses. By addressing these challenges, we can create a more resilient and robust nursing workforce that can deliver high-quality care to patients and contribute to the overall improvement of healthcare systems.
As a nursing leader, how are you working to overcome this challenge?
As a nurse leader, overcoming the challenges in nursing has been quite difficult. It requires a lot of patience, as sometimes it may seem like no end in sight. However, it is important to remain hopeful and continuously review the current best practices to combat these constraints effectively.
One way to address these challenges is by actively listening to the concerns and needs of the bedside staff. We can create a more supportive and empowering work environment by advocating for their needs and ensuring that their voices are heard. Additionally, reviewing and implementing wellness programs specifically designed to support the staff is crucial. Encouraging participation from the entire team by forming task forces can help us successfully enact these changes.
Furthermore, it is essential to focus on the recruitment and retention of nurses. By actively promoting the profession and fostering a healthy work environment, we can attract and retain talented individuals passionate about providing high-quality care. This can ultimately contribute to our nursing practice’s overall success and improvement.
What nursing leader inspires you the most and why?
The saying “It takes a village to raise a child” resonates with me as I reflect on my journey from being a new graduate nurse 19 years ago at UMMC. Throughout my career, I have been fortunate to have the support and guidance of numerous UMMC leaders who have inspired me. Being a nurse goes beyond the technical aspects of the job; it involves working with phenomenal stakeholders and partners across various departments such as Rehab (Physical Therapy & Respiratory), Case Management, Hospital Operations, and Pastoral Care. However, I must highlight the significant impact that the Surgery and Neuroscience division’s nurse managers, Cindy Dove and Ruth Lee (VP of Patient Care Services), have had on me. Their leadership and dedication have been a constant source of inspiration, and I consider them part of my extended family within the hospital.
What inspirational message would you like to share with the next generation of nurses?
As a proud member of Delta Sigma Theta, Inc., the quote by our dynamic Soror Nikki Giovanni resonates with me, and I hope it will inspire you!
“A lot of people resist transition and therefore never allow themselves to enjoy who they are. Embrace the change, no matter what it is; once you do, you can learn about the new world you’re in and take advantage of it.” – Nikki Giovanni
Is there anything else you’d like to share with our readers?
I am incredibly grateful and deeply honored to have this fantastic opportunity to share my journey with you. It fills my heart with immense joy to connect with you and inspire you. I want to emphasize the importance of staying true to yourself and embracing self-love. Remember, you can shape your destiny and create the life you desire. Cherish every moment of your journey, and let your inner light guide you towards greatness.
Springer Publishing launched a new monthly health care podcast series, Conversations About Health Care Delivery in the United States, featuring discussions with prominent experts, innovators, and leaders in the health sector available on Spotify, Apple Podcasts, and Amazon Music starting on March 7.
The podcast series is hosted by Jim Knickman, the former Robert Derzon Chair at the NYU Wagner Graduate School of Public Service, and Brian Elbel, MPH, Professor of Population Health and Health Policy at NYU Wagner and the NYU Grossman School of Medicine. The series dives into complex and challenging issues affecting the U.S. health care system, its workforce, and the populations interacting with it, covering topics like health management, public health, health behavior, population health, healthcare quality, and health economics.
Knickman and Elbel engage with guests who are leaders in the health sector, from aging services to health policy, to learn more about the key drivers shaping the health care system, challenges and complexities related to health inequities, and the exciting career opportunities available to future health care professionals and leaders.
The podcast series is a companion to the 13th edition of Jonas and Kovner’s Health Care Delivery in the United States, as each episode has ties to essential concepts, challenges, complexities, and themes in the textbook.
Podcast Episode
How the U.S. Health Care Systems is Preparing for the Demographic Cliff features Ramsey Alwin, President and CEO of the National Council on Aging, and Kathleen Cameron, Senior Director of the National Council on Aging’s Center for Healthy Aging.
The episode offers an in-depth discussion about the demographic shift, how the roles of families and social systems have evolved, federal and state-level programs for seniors, social isolation and inequities in the aging population, healthy aging, and exciting career opportunities in aging services.
The podcast series also features a supplemental instructor guide for anyone using the textbook that provides learning activities, discussion questions, and other guidance to engage with each episode, delivering practical and engaging content to learners and professionals in the health care space.
Meet Kimberly Williams, DNP, MSN, RN, NE-BC, Director of Nursing Operations at The Bass Center for Childhood Cancer and Diseases at Stanford Medicine Children’s Health.
Talk about your role in nursing.
I am the director of nursing operations at The Bass Center for Childhood Cancer and Diseases at Stanford Medicine Children’s Health. As the director of nursing operations at a world-class pediatric hospital, I hold a multifaceted role encompassing numerous responsibilities. My role extends beyond the provision of patient care and involves strategic decision-making and ensuring the overall efficiency and effectiveness of the Center’s nursing operations. To do so effectively, I partner with over 180 nurses throughout the Bass Childhood Cancer Center’s various departments, including hematology, oncology, stem cell transplant, and the Center for Definitive and Curative Medicine. We deliver compassionate, high-quality care to our young patients and their families.
As the chair of the Patients and Families Committee on the house-wide Diversity, Equity, and Inclusion Council, I actively address health disparities, advocate for culturally sensitive care, and promote diversity, equity, and inclusivity within the healthcare system. I also mentor aspiring nurses, guiding and empowering them to pursue their dreams and overcome obstacles.
Tell us about your career path and how you ascended to this role.
My path progressed with a series of fits and starts. As a parent, I had to juggle motherhood, a full-time job, and my academics, so it took me roughly six years to obtain my BSN. Upon graduating from Texas Christian University in 2001, I settled into my first nursing role at Cook Children’s Healthcare System on the medical/surgical floor. Still, I always had my eyes on becoming a PICU nurse. After a year there, I transferred to the PACU to get some experience in intubation and sedation. I then transferred to the PICU, where I worked as a nurse and a charge nurse. There, I got the desire to return to school and obtain my master’s. I completed my MSN in 2010 from the University of Phoenix. Afterward, I accepted a job as a nurse manager, where I spent eight years before taking a leap of faith and accepting a position at Stanford Medicine Children’s Health as a patient care manager for The Bass Center for Childhood Cancer and Diseases. I worked in that role for about two years before taking the interim role of director of nursing operations. I have now been in that role for a little over three years.
It’s been a long journey, beginning as a Black, economically disadvantaged girl from a small town outside Pittsburgh, Pennsylvania. Growing up, I faced numerous challenges that could have hindered my progress. However, I was fueled by a burning desire to make a difference, overcome limitations, and pursue my dream of becoming a nurse. I rose above my circumstances to succeed in nursing, and my experience culminated in a leadership position at Stanford Medicine Children’s Health, serving as a testament to determination, resilience, and the power of education.
How long have you worked in the nursing field? Why did you become a nurse?
Sometimes, others can see something within us that we may not recognize.
I have been in nursing for almost 25 years and came into this field by happenstance. I was a single mother of three rambunctious boys at the time, working as a clerk in a children’s hospital. One of the physicians I worked with recognized that I had the qualities and potential to excel as a nurse. She would often tell me I should consider going to nursing school. For over a year, she kept encouraging me and was determined to get me to take one class. I finally agreed. I will never forget the first class I took, Psychology 101. I received an ‘A’ in that course. All I needed to confirm that I could do anything I put my mind to. I owe a lot of gratitude to that doctor. Her encouragement motivated me to pursue a new path and passion, creating a better future for myself and my family. Looking back, I feel that my journey is a true testament to the transformative power of mentorship.
What are the most important attributes of today’s nursing leaders?
I want to be intentional in answering this question from the lens of a Black nurse and DE&I advocate. I feel the most essential attributes of today’s nursing leaders include cultural competency, advocacy, mentorship, and community engagement.
To truly provide equitable, compassionate care, we must recognize and respect the unique cultural dynamics and challenges faced by the diverse communities we serve. As leaders, we must be attuned to these nuances through cultural learning, which equips us to deliver holistic care, meeting each patient’s and their family’s psychological, emotional, spiritual, cultural, and individual needs.
Advocacy is a crucial attribute for leaders in the nursing profession today. We can promote patient rights, ensure patient safety, empower patients with the needed information to make informed decisions, and more through advocacy.
As I mentioned before, mentorship has the power to change lives. When I came into the field, few Black nurses were in any leadership roles. I was often the only Black leader in more rooms than I’d like to remember. And this was the catalyst for my commitment to promoting and supporting up-and-coming nurses and diversity within the profession.
The last attribute I’d like to touch on is the importance of community engagement. People don’t know what they don’t know. As the eyes and ears of some of our most vulnerable populations, we must embed ourselves within our communities to promote community health initiatives, provide educational resources, and collaborate with community leaders to address health disparities and promote health equity.
What is the most significant challenge facing nursing today?
One of the most significant challenges facing nurses today is the persistent disparities and inequities in healthcare access and outcomes among marginalized populations. One key challenge is the need for more diversity within the nursing profession. While progress has been made, nursing continues to struggle with achieving a workforce that reflects the racial, ethnic, and cultural diversity of our communities. A homogenous nursing workforce can limit patients’ ability to connect with and receive culturally sensitive care from healthcare providers who understand their unique needs and backgrounds.
Additionally, biases and discrimination persist within the healthcare system, impeding equitable care delivery. Implicit biases can influence decision-making, communication, and patient interaction, leading to disparities in treatment and outcomes. Moreover, the challenge of healthcare access persists for marginalized populations, including racial and ethnic minority groups, low-income individuals, LGBTQ+ communities, and those with limited English proficiency. These populations face significant barriers, including lack of health insurance, geographic disparities, and social determinants of health, contributing to healthcare inequity.
As a nurse leader, how are you working to overcome this challenge?
As a Black nurse leader, I strive to create inclusive and welcoming healthcare environments.
While often difficult to navigate, we can overcome many challenges by advocating for policies and practices that address these systematic barriers.
Nurses can foster culturally sensitive, competent care by actively listening to patients’ concerns, promoting patient autonomy, and respecting patients’ values and beliefs. As mentioned earlier, I am chair of the Patients and Families Committee on the house-wide Diversity, Equity, and Inclusion Council at Stanford Medicine Children’s Health. In this role, I advocate for inclusive policies and practices that value and support diversity, prevent discrimination, and cultivate an inclusive workplace that celebrates different perspectives and ensures equitable opportunities for professional growth. Through organizational partnerships, Stanford Children’s is addressing some of these challenges by developing nursing-focused education programs that emphasize DE&I as fundamental components of the curriculum. This ensures that our workforce, especially nurses, are clinically skilled and culturally educated. Ongoing diversity training, mentorships, and continued education opportunities can promote nurses’ understanding of diverse patient populations and foster inclusive practices.
Despite the numerous obstacles within our profession, I am confident that with continued education and systemic support, nurses can play a vital role in advancing health equity and reducing disparities in healthcare.
What nursing leader inspires you the most and why?
There are so many who inspire me. When I look at the history of Black nurse leaders, the first person that comes to mind is the remarkable contributions of Mary Eliza Mahoney. Mary Eliza Mahoney (1845-1926) was the first African American registered nurse in the United States. Mahoney’s resilience and dedication to overcoming significant adversity in pursuit of her nursing career during a time of racial discrimination and inequality had a lasting impact on nursing and continue to inspire nurses of all backgrounds to this day.
However, the nurse leader who inspires me the most is my sister-in-law, Dr. Shakyryn Napier, DHS, RN, CPN, NEA-BC, LSSYB, and the Director of the Heart Center at Cook Children’s Healthcare System. Dr. Napier is one of the few Black nurse leaders I’ve enjoyed working alongside for most of my career. She possesses exceptional humility, demonstrating intense sincerity in her interactions with others. What sets her apart is her unwavering commitment to professional and personal mentorship. She invested her time and energy into me and was one of a few Black nurse leaders who recognized my potential, even when I doubted it myself. She believed in me and played an integral role in my leadership development.
Is there anything else you would like to share with our readers?
I want to share a personal experience reaffirming that I am truly walking in my purpose.
Four months ago, my father was diagnosed with stage IV lung cancer that metastasized to his bones and spine. About a month after his diagnosis, my 35-year-old son underwent an above-the-knee leg amputation. The experience of sitting on the other side of healthcare as a daughter and a mother has profoundly touched me and deepened my understanding of humility, compassion, mercy, and grace. As I provide support to my father and son during these difficult times, I am witnessing firsthand the physical, emotional, and psychological toll that illness and disability can have on families. This experience has enabled me to approach my role as a nurse leader with an even greater depth of compassion and understanding. Humility is a crucial quality in healthcare, as it allows us to recognize our limitations and biases while respecting the diverse perspectives and needs of those we care for. My experience has humbled me, reminding me of life’s vulnerability and fragility. Through my experience, I hope to provide a comforting presence, lend support, and cultivate stronger connections with patients and families navigating their difficult journeys.
Lastly, I’d like to emphasize the importance of self-care. Please seek support when needed, as our careers and personal lives can also affect our well-being. When prioritizing well-being, we can provide better compassionate care and leadership to those who need it.
Kimberly Cook, RN, BSN, is a highly accomplished nurse leader with a 30-year career in the healthcare industry. She graduated from the University of Virginia with a nursing degree and became a nurse in the Army early in her career. During wartime, Cook showed her dedication and commitment to patient care, which instilled in her a profound sense of duty, resilience, and an unwavering ability to thrive under pressure.
Throughout her career, Cook has held various management positions where she consistently demonstrated exceptional leadership qualities. She rose through the ranks quickly, earning the respect and admiration of her colleagues, staff, and executive team. Her visionary mindset has enabled her to drive positive change and implement innovative strategies within healthcare.
Cook holds the Director of Nursing Administration Staffing position at the University of Maryland Capital Region Health, a member organization of the University of Maryland Medical System. In this role, Cook leads a team of dedicated professionals, tirelessly ensuring that the right resources and personnel are available to deliver quality patient care.
Meet Kimberly Cook, RN, BSN, Nurse Director, Nursing Admin/Staffing at the University of Maryland Capital Region Health.
Talk about your role in nursing.
As the Director of Nursing Administration/Staffing, I hold a key leadership position responsible for overseeing the nursing administration and staffing functions within UM Capital Region Health. My key responsibilities include the following:
Provide strong leadership and guidance to the nursing administration and staffing team.
Develop and implement strategic goals, objectives, and policies related to nursing administration and staffing.
Foster a positive and collaborative work environment that promotes teamwork, respect, and professional development.
Develop and execute staffing plans to ensure optimal allocation of nursing staff across all departments and shifts.
Collaborate with unit managers to monitor and maintain appropriate staffing levels based on acuity and workload demands.
Implement effective scheduling practices to ensure adequate coverage and adherence to the Collective Bargaining Agreement and budgeted financial targets.
Prepare and manage the nursing administration and staffing budget, ensuring efficient resource allocation.
Manage and assess daily productivity and labor management.
Monitor and control staffing-related expenditures, identifying cost savings without compromising patient care.
Monitor and evaluate staff performance, providing regular feedback, coaching, and recognition.
Collaborate with quality management teams to identify improvement areas and implement initiatives to enhance patient outcomes.
Oversee the recruitment and selection process for staff and agency staff.
Onboard new staff and agency staff.
Manage all agency staff recruitment, onboarding, and billing.
How long have you worked in the nursing field?
> 32 years
Why did you become a nurse?
I attended a Catholic high school where volunteering was a requirement to graduate. I volunteered at a local hospital because it was close to my school. Prior to volunteering, the field of nursing had not crossed my mind. However, observing the fantastic work of nurses during my volunteer service triggered that “ah ha” moment, where I realized that Nursing was the profession I wanted to pursue.
What are the most important attributes of today’s nursing leaders?
There are several important attributes of today’s nursing leaders. The one that is most important for me is adaptability and resilience. The healthcare industry is continuously evolving, and nursing leaders must be adaptable to embrace change and lead their teams through transitions. They should be resilient in the face of challenges, remaining calm and composed while leading others.
What does being a nursing leader mean to you, and what are you most proud of?
Being a nurse leader involves inspiring and influencing others towards a common goal. I am most proud when I can create and sustain effective teams while fostering a positive work environment where staff feel supported and valued.
Tell us about your career path and how you ascended to that role.
My Career began as an Army nurse. After leaving active duty, I remained a federal employee working in a military hospital. My first job was as a manager of two 40-bed Med Surg Units. After several years in a managerial role, I transitioned to nursing supervisor. As a Nursing Supervisor, I had a keen sense of staffing and how it applied to budgeting and productivity. The role of the Director opened, and I was asked to step into the role based on my previous work and reputation.
What is the most significant challenge facing nursing today?
The biggest challenge in nursing today is our ability to change and adapt as healthcare changes. Since Covid, we have had to be creative with staffing to care for our patients. However, we must remember to care for our staff in the same frame.
As a nursing leader, how are you working to overcome this challenge?
By keeping the organization’s goals in sight, but always remaining humble and empathetic.
What nursing leader inspires you the most and why?
General Hazel Johnson-Brown was the first African-American woman to become a General in the United States Army and the first African-American Chief of the Army Nurse Corps. Her accomplishments and impact have had a profound effect. Her success demonstrated that black women could achieve the highest leadership positions with determination, perseverance, and skill.
What inspirational message would you like to share with the next generation of nurses?
Nursing can be challenging at times, and there may be moments when you feel discouraged. However, it’s essential to recognize that even the most challenging days present valuable personal and professional growth opportunities. Keep moving forward confidently, knowing that tomorrow will bring a fresh start.
