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Browse PlansLinda M. Shell
DNP, MA, BSN, RN, DNS-CT
Dr. Linda Shell is an advanced practice nurse, consultant, and educator with a passion for developing leaders, delivering quality care, and challenging the status quo of long-term care. As principal of lindashell.com, she collaborates with organizations across the country on education, leadership development, post-COVID recovery, workforce challenges, dementia programming, and sleep improvement.
Dr. Shell currently serves as the president of the board of the American Association of Post-Acute Nursing Education. She has also served on the boards of LeadingAge of Minnesota and the Minnesota Gerontological Society. She has been instrumental in the development and delivery of numerous leadership programs across the country, including Minnesota LeadingAge Leadership Academy and Volunteers of America Leadership University. She also serves as adjunct professor of nursing at Bethel University in St. Paul, Minnesota.
As author of the proprietary, evidence-based SurTHRIVE Leadership learning platform, she has touched the lives of thousands of leaders through numerous keynotes and local, state, and national workshops, seminars, and conferences. She is known for her engaging and inspirational style. She can be contacted at [email protected].
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Courses with Linda M. Shell
Browse Course CatalogAlzheimer’s Disease and Related Disorders for Home Health Providers
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Alzheimer’s Disease and Related Disorders for Home Health Providers
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Video Runtime: 112 Minutes, Learning Assessments: 42 Minutes
This training program has been approved by the Florida Department of Elder Affairs and is in compliance with Section 400.4785 (1)(f) FS. and rules 58A-8.001 and 58A.8.002, F.A.C.
Almost one in three home care clients have been diagnosed with Alzheimer's disease and dementia-related disorders, which makes it essential for home health providers to have the necessary skills to care for these clients. A person living with Alzheimer's dementia will have unique needs at different stages of the disease, and this course will help providers respond appropriately to those needs. This course assists the home health provider in developing skills that will help support family caregivers during the various stages of Alzheimer's dementia. It is intended for home health providers, including home health aides, nurses, physical therapists, occupational therapists, speech language pathologists, social workers, case managers, and others providing direct care to those living with Alzheimer's dementia in home health and hospice.
Almost one in three home care clients have been diagnosed with Alzheimer's disease and dementia-related disorders, which makes it essential for home health providers to have the necessary skills to care for these clients. A person living with Alzheimer's dementia will have unique needs at different stages of the disease, and this course will help providers respond appropriately to those needs. This course assists the home health provider in developing skills that will help support family caregivers during the various stages of Alzheimer's dementia. It is intended for home health providers, including home health aides, nurses, physical therapists, occupational therapists, speech language pathologists, social workers, case managers, and others providing direct care to those living with Alzheimer's dementia in home health and hospice.
Alzheimer’s Disease and Related Disorders for Residential Care Providers
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Alzheimer’s Disease and Related Disorders for Residential Care Providers
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Video Runtime: 59 Minutes, Learning Assessments: 30 Minutes
This training program has been approved by the Florida Department of Elder Affairs and is in compliance with Section 400.4785 (1)(f) FS. and rules 58A-8.001 and 58A.8.002, F.A.C.
Many individuals with Alzheimer's disease and dementia-related disorders reside in nursing homes. It is of the utmost importance that caregivers have the skills to provide care for this unique population of those living with the disease. This course will teach caregivers about the progression of Alzheimer's and dementia disease, basic communication skills, management of problem behaviors, and useful communication strategies for persons living with Alzheimer's or dementia. Caregivers will also learn strategies and techniques for promotion of independence in activities of daily living, creation of a safe and secure environment, approaches to ethical conflicts, development of therapeutic activities, and skills for working with families. There is also an important discussion for the caregiver on the causes of stress in caregiving along with actions they can take immediately to prevent burnout. This course is intended for nursing home providers, physical therapists, occupational therapists, speech language pathologists, nurses, social workers, and others whose responsibilities require them to have direct contact with persons living with Alzheimer's disease or dementia-related disorders in home health, hospice, long-term care, and skilled nursing facilities.
Many individuals with Alzheimer's disease and dementia-related disorders reside in nursing homes. It is of the utmost importance that caregivers have the skills to provide care for this unique population of those living with the disease. This course will teach caregivers about the progression of Alzheimer's and dementia disease, basic communication skills, management of problem behaviors, and useful communication strategies for persons living with Alzheimer's or dementia. Caregivers will also learn strategies and techniques for promotion of independence in activities of daily living, creation of a safe and secure environment, approaches to ethical conflicts, development of therapeutic activities, and skills for working with families. There is also an important discussion for the caregiver on the causes of stress in caregiving along with actions they can take immediately to prevent burnout. This course is intended for nursing home providers, physical therapists, occupational therapists, speech language pathologists, nurses, social workers, and others whose responsibilities require them to have direct contact with persons living with Alzheimer's disease or dementia-related disorders in home health, hospice, long-term care, and skilled nursing facilities.
Residential Care Training for Alzheimer’s Disease and Related Disorders
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Residential Care Training for Alzheimer’s Disease and Related Disorders
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Video Runtime: 178 Minutes, Learning Assessments: 59 Minutes
This training program has been approved by the Florida Department of Elder Affairs and is in compliance with Section 400.4785 (1)(f) FS. and rules 58A-8.001 and 58A.8.002, F.A.C.
Many individuals with Alzheimer's disease and related disorders reside in nursing homes. It is of the utmost importance that caregivers have the skills to provide care for this unique population. This course includes an overview of Alzheimer's disease and dementia, basic communication skills, management of problem behaviors, and strategies for communicating with persons living with Alzheimer's or dementia throughout the progression of the disease. The course is intended for nursing home providers, including physical therapists, occupational therapists, speech-language pathologists, nurses, social workers, and others whose responsibilities require them to have direct contact with persons living with Alzheimer's disease or dementia-related disorders in home health, hospice, long-term care, and skilled nursing facilities.
Many individuals with Alzheimer's disease and related disorders reside in nursing homes. It is of the utmost importance that caregivers have the skills to provide care for this unique population. This course includes an overview of Alzheimer's disease and dementia, basic communication skills, management of problem behaviors, and strategies for communicating with persons living with Alzheimer's or dementia throughout the progression of the disease. The course is intended for nursing home providers, including physical therapists, occupational therapists, speech-language pathologists, nurses, social workers, and others whose responsibilities require them to have direct contact with persons living with Alzheimer's disease or dementia-related disorders in home health, hospice, long-term care, and skilled nursing facilities.
Leadership for Non-Managers Part 1: Overview of the Informal Role
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Leadership for Non-Managers Part 1: Overview of the Informal Role
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Video Runtime: 58 Minutes, Learning Assessments: 31 Minutes
An informal leader is a person within an organization who is viewed as someone that others listen to and follow due to their experience and reputation among peers. Informal leaders do not hold official positions as a managers, but people choose to follow them, and they often influence others' decisions. Informal leaders can be inspirational, engaging, and collaborative, and they frequently exist among therapists, nurses, unlicensed assistants, housekeepers, and others in non-management roles. These informal leaders tend to focus on others rather than themselves and have the innate ability to lead others, particularly during change. They are essential in the health care setting for delivery of quality care and increased levels of customer satisfaction. This course is focused on development of the leadership skills and advancement of those in non-management or informal leadership roles.
An informal leader is a person within an organization who is viewed as someone that others listen to and follow due to their experience and reputation among peers. Informal leaders do not hold official positions as a managers, but people choose to follow them, and they often influence others' decisions. Informal leaders can be inspirational, engaging, and collaborative, and they frequently exist among therapists, nurses, unlicensed assistants, housekeepers, and others in non-management roles. These informal leaders tend to focus on others rather than themselves and have the innate ability to lead others, particularly during change. They are essential in the health care setting for delivery of quality care and increased levels of customer satisfaction. This course is focused on development of the leadership skills and advancement of those in non-management or informal leadership roles.
Leadership for Non-Managers Part 2: Navigating the Informal Role
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Leadership for Non-Managers Part 2: Navigating the Informal Role
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Video Runtime: 55 Minutes, Learning Assessments: 29 Minutes
An informal leader is a person within an organization who is viewed as someone that others listen to and follow due to the person's experience and reputation among peers. Informal leaders do not hold official positions as managers, but people choose to follow them, and they often influence people's decisions. They can be inspirational, engaging, and collaborative, and frequently exist among therapists, nurses, unlicensed assistants, housekeepers, and others in non-management roles. For example, informal leaders in nursing or therapy are often those with a high level of clinical competency who are recognized as experts. Their influence can be used in a positive or obstructive way. These informal leaders tend to focus on others rather than themselves and have the innate ability to lead others, particularly during stressful times. They are essential in the health care setting for delivery of quality care and increased levels of customer satisfaction. This course is a continuation of Part 1 and is focused on the development of advanced leadership skills for those in non-management roles.
An informal leader is a person within an organization who is viewed as someone that others listen to and follow due to the person's experience and reputation among peers. Informal leaders do not hold official positions as managers, but people choose to follow them, and they often influence people's decisions. They can be inspirational, engaging, and collaborative, and frequently exist among therapists, nurses, unlicensed assistants, housekeepers, and others in non-management roles. For example, informal leaders in nursing or therapy are often those with a high level of clinical competency who are recognized as experts. Their influence can be used in a positive or obstructive way. These informal leaders tend to focus on others rather than themselves and have the innate ability to lead others, particularly during stressful times. They are essential in the health care setting for delivery of quality care and increased levels of customer satisfaction. This course is a continuation of Part 1 and is focused on the development of advanced leadership skills for those in non-management roles.
The Art of Customer Service in Health Care
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
The Art of Customer Service in Health Care
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Video Runtime: 17 Minutes
Excellent customer service is essential for positions that involve interactions with people. In the long-term setting, customer service goes beyond just good quality service; it involves creating a positive experience for residents, patients, and families, helping them feel valued and respected. Long-term care providers often gain new customers through word of mouth from those who have had positive experiences with their organizations, or they can lose potential customers because of negative reviews. In today's world of social media, both positive and negative online reviews can influence the decision of a customer to do business with your organization. This customer service course is for all staff and will discuss the importance of creating a positive customer experience in the long-term care setting, including specific strategies for addressing problems when customers complain.
Excellent customer service is essential for positions that involve interactions with people. In the long-term setting, customer service goes beyond just good quality service; it involves creating a positive experience for residents, patients, and families, helping them feel valued and respected. Long-term care providers often gain new customers through word of mouth from those who have had positive experiences with their organizations, or they can lose potential customers because of negative reviews. In today's world of social media, both positive and negative online reviews can influence the decision of a customer to do business with your organization. This customer service course is for all staff and will discuss the importance of creating a positive customer experience in the long-term care setting, including specific strategies for addressing problems when customers complain.
Seven Steps of Effective People Management
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Seven Steps of Effective People Management
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Video Runtime: 19 Minutes
The work environment of health care has dramatically changed over the last few years, with increasing amounts of turnover and lower levels of employee engagement. This evolving workplace generates increased stress and demands supervisors with high levels of people management skills--skills that not only engage employees but support the vision of the organization and positively impact customers. Many supervisors are experts in their fields of discipline but have not had education to support their success in a supervisory role. Gallup studies indicate that the working environment created by the supervisor is the most influential factor for an employee's decision to engage in the work or leave the organization (2017). This course will offer seven essential steps for supervisors that will assist in creating a positive work environment, engaging employees, and achieving quality outcomes for customers.
The work environment of health care has dramatically changed over the last few years, with increasing amounts of turnover and lower levels of employee engagement. This evolving workplace generates increased stress and demands supervisors with high levels of people management skills--skills that not only engage employees but support the vision of the organization and positively impact customers. Many supervisors are experts in their fields of discipline but have not had education to support their success in a supervisory role. Gallup studies indicate that the working environment created by the supervisor is the most influential factor for an employee's decision to engage in the work or leave the organization (2017). This course will offer seven essential steps for supervisors that will assist in creating a positive work environment, engaging employees, and achieving quality outcomes for customers.
Powerful Teams: The Engine That Drives the Organization
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Powerful Teams: The Engine That Drives the Organization
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Video Runtime: 68 Minutes; Learning Assessment Runtime: 15 Minutes
Team building in the workplace has traditionally not been a priority for most organizations. With challenges in staffing turnover and retention, organizations have chosen to dedicate their valuable energies and resources to other areas of the operation. However, with increasing changes, challenges, and dynamic work environments, teams play a critical role in maximizing outcomes and optimizing the use of resources in the organization. In simple terms, effective teams are an integral part to overall organizational success and longevity. This course will provide an overview of the role of the team and key characteristics of effective teams, and will discuss the importance of cohesive team members. This course is for health care professionals in all settings and is designed for beginning to experienced team leaders at all levels and disciplines of health care organizations.
Team building in the workplace has traditionally not been a priority for most organizations. With challenges in staffing turnover and retention, organizations have chosen to dedicate their valuable energies and resources to other areas of the operation. However, with increasing changes, challenges, and dynamic work environments, teams play a critical role in maximizing outcomes and optimizing the use of resources in the organization. In simple terms, effective teams are an integral part to overall organizational success and longevity. This course will provide an overview of the role of the team and key characteristics of effective teams, and will discuss the importance of cohesive team members. This course is for health care professionals in all settings and is designed for beginning to experienced team leaders at all levels and disciplines of health care organizations.
Building Powerful Teams
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Building Powerful Teams
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Video Runtime: 80 Minutes; Learning Assessment Runtime: 15 Minutes
Effective teams have been shown to improve patient outcomes, boost employee morale, and increase job satisfaction. However, team building is not a simple one-time activity that can be done in advance of a specific project, but rather an intentional, methodical process that requires time and attention. Identifying how teams work best and why they fail is mission critical to the success of any organization. The risk of not addressing these success factors is significant and will limit growth and impact all areas of the organization. This course will provide all professionals in any health care setting a foundation for exploring the process of building a team and creating specific conditions for team effectiveness and high performance, and specific tools for enhancing communication with team members.
Effective teams have been shown to improve patient outcomes, boost employee morale, and increase job satisfaction. However, team building is not a simple one-time activity that can be done in advance of a specific project, but rather an intentional, methodical process that requires time and attention. Identifying how teams work best and why they fail is mission critical to the success of any organization. The risk of not addressing these success factors is significant and will limit growth and impact all areas of the organization. This course will provide all professionals in any health care setting a foundation for exploring the process of building a team and creating specific conditions for team effectiveness and high performance, and specific tools for enhancing communication with team members.
The Impact of Effective Teams
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
The Impact of Effective Teams
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Video Runtime: 54 Minutes; Learning Assessment Runtime: 15 Minutes
Much of the work in health care organizations is done in teams--quality team, clinical team, leadership team, etc.--without the specific role and impact of these teams being defined. Most teams are expected to demonstrate significant progress toward improved outcomes without clear purpose and measurable goals (i.e., how do we know when we are successful?). The team leader is often held to the impossible task of being accountable for the goals of the team without individual accountability for the work of the team. This course will discuss the process of identifying the purpose and role of the team, developing shared accountability amongst team members, and identifying key performance indicators for which the team is accountable. The impact of turnover in a team and effective ways for engaging new team members will also be discussed. This course is for all health care professionals in any setting.
Much of the work in health care organizations is done in teams--quality team, clinical team, leadership team, etc.--without the specific role and impact of these teams being defined. Most teams are expected to demonstrate significant progress toward improved outcomes without clear purpose and measurable goals (i.e., how do we know when we are successful?). The team leader is often held to the impossible task of being accountable for the goals of the team without individual accountability for the work of the team. This course will discuss the process of identifying the purpose and role of the team, developing shared accountability amongst team members, and identifying key performance indicators for which the team is accountable. The impact of turnover in a team and effective ways for engaging new team members will also be discussed. This course is for all health care professionals in any setting.
Employee First Culture and the Changing Workforce
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Employee First Culture and the Changing Workforce
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Video Runtime: 64 Minutes; Learning Assessment Runtime: 17 Minutes
One of the impending challenges facing health care providers today is the need for quality staff. Increased regulations, decreased funding, smaller pools of employees for hire, and expanding job opportunities have had a significant impact on recruitment, retention, and employee satisfaction. Over the last few years, person-centered care models have gained a strong foothold in health care organizations. How about the development of a culture focused on employees first? The research suggests that a positive working environment is a key component of employee satisfaction. Employee first culture does not mean that patient care is not important, but rather that the focus on the well-being of employees first allows the staff to naturally put more emphasis on the well-being of patients. This course is for health care professionals in all settings and will discuss the emerging trend of employee first culture, key characteristics of an employee first culture, examples of how non-health care providers have implemented it with success, and potential barriers to success.
One of the impending challenges facing health care providers today is the need for quality staff. Increased regulations, decreased funding, smaller pools of employees for hire, and expanding job opportunities have had a significant impact on recruitment, retention, and employee satisfaction. Over the last few years, person-centered care models have gained a strong foothold in health care organizations. How about the development of a culture focused on employees first? The research suggests that a positive working environment is a key component of employee satisfaction. Employee first culture does not mean that patient care is not important, but rather that the focus on the well-being of employees first allows the staff to naturally put more emphasis on the well-being of patients. This course is for health care professionals in all settings and will discuss the emerging trend of employee first culture, key characteristics of an employee first culture, examples of how non-health care providers have implemented it with success, and potential barriers to success.
Developing an Employee First Culture Part 1: Getting a Great Start
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Developing an Employee First Culture Part 1: Getting a Great Start
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Video Runtime: 71 Minutes; Learning Assessment Runtime: 12 Minutes
Employee First Culture is characterized by a working environment that is focused on a commitment to the well-being of staff and the building of relationships. Because of the trend toward person-centeredness and the focus on workforce development, providers are recognizing a new approach to the Golden Rule (i.e., if we are asking staff to treat others in a person-centered, caring, committed way, then providers should treat staff in a similar way). Because care delivery must be so consistent, it is imperative that employees are the first level of care provided by the organization, and that they are thereby able to share that care model with residents/patients. This course provides an in-depth discussion of the key characteristics of an employee first culture for all professionals in any health care setting. It will offer information on conducting an assessment of baseline status to determine a starting point for an organization. A discussion of the role of the leader in making this paradigm shift and defining a goal for success is also included.
Employee First Culture is characterized by a working environment that is focused on a commitment to the well-being of staff and the building of relationships. Because of the trend toward person-centeredness and the focus on workforce development, providers are recognizing a new approach to the Golden Rule (i.e., if we are asking staff to treat others in a person-centered, caring, committed way, then providers should treat staff in a similar way). Because care delivery must be so consistent, it is imperative that employees are the first level of care provided by the organization, and that they are thereby able to share that care model with residents/patients. This course provides an in-depth discussion of the key characteristics of an employee first culture for all professionals in any health care setting. It will offer information on conducting an assessment of baseline status to determine a starting point for an organization. A discussion of the role of the leader in making this paradigm shift and defining a goal for success is also included.
Developing an Employee First Culture Part 2: Achieving Great Outcomes
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
Developing an Employee First Culture Part 2: Achieving Great Outcomes
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Video Runtime: 58 Minutes; Learning Assessment Runtime: 15 Minutes
This course for all health care professionals in any setting is Part 2 of the series on developing an employee first culture. Creating an employee first culture is vital because residents/patients so tangibly experience the personal side of the staff. Giving employees an open, accommodating work environment and a listening ear is the only way this information can be learned and applied by leaders. Health care is inherently stressful, with everyday tasks often being thankless and/or uniquely challenging. The stakes are high since human lives are in the balance. In this course, a discussion of the characteristics of trust, communication, building community, and having fun as part of an employee first culture are discussed. An overview of each characteristic, why it is important, and how to make it happen will be offered. A methodology for monitoring the process will be included.
This course for all health care professionals in any setting is Part 2 of the series on developing an employee first culture. Creating an employee first culture is vital because residents/patients so tangibly experience the personal side of the staff. Giving employees an open, accommodating work environment and a listening ear is the only way this information can be learned and applied by leaders. Health care is inherently stressful, with everyday tasks often being thankless and/or uniquely challenging. The stakes are high since human lives are in the balance. In this course, a discussion of the characteristics of trust, communication, building community, and having fun as part of an employee first culture are discussed. An overview of each characteristic, why it is important, and how to make it happen will be offered. A methodology for monitoring the process will be included.
SurThriveLeadership: Discovering Your Leadership DNA
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
SurThriveLeadership: Discovering Your Leadership DNA
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Video Runtime: 99 Minutes; Learning Assessment Time: 34 Minutes
"Leadership starts at the top" is a common theme heard particularly during challenging times, reflecting the critical role a leader plays in creating a positive work environment. To be effective, leaders must start with a realistic portraiture of their leadership style, including strengths, gaps, knowledge, and experience. This strengths-based approach helps leaders see themselves and others as they really are. Ancient wisdom tells us to love others as we love ourselves. This simply means that leaders must be able to embrace their own unique leadership DNA and learn to build on it. By maximizing one's innate talent, a leader can have an impact through positive, powerful contributions.
"Leadership starts at the top" is a common theme heard particularly during challenging times, reflecting the critical role a leader plays in creating a positive work environment. To be effective, leaders must start with a realistic portraiture of their leadership style, including strengths, gaps, knowledge, and experience. This strengths-based approach helps leaders see themselves and others as they really are. Ancient wisdom tells us to love others as we love ourselves. This simply means that leaders must be able to embrace their own unique leadership DNA and learn to build on it. By maximizing one's innate talent, a leader can have an impact through positive, powerful contributions.
SurThriveLeadership: Increasing Emotional Intelligence
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
SurThriveLeadership: Increasing Emotional Intelligence
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Video Runtime: 70 Minutes; Learning Assessment Time: 48 Minutes
The personality of a leader is formed through development of intellectual quotient (IQ) and emotional quotient (EQ), or emotional intelligence (EI). IQ is stable by adulthood but EQ is always in process. EQ impacts decision-making and behavior, thereby providing growth opportunities for development of leadership skills. Research indicates the most successful leaders are not those with a high level of intellect, but rather those with high levels of EQ. According to Goleman (2002), the four domains of EQ are: self-awareness, self-regulation, social awareness, and relationship building. These domains enable a leader to generate optimism, build trust, inspire others, and inspire an environment of collaboration.
The personality of a leader is formed through development of intellectual quotient (IQ) and emotional quotient (EQ), or emotional intelligence (EI). IQ is stable by adulthood but EQ is always in process. EQ impacts decision-making and behavior, thereby providing growth opportunities for development of leadership skills. Research indicates the most successful leaders are not those with a high level of intellect, but rather those with high levels of EQ. According to Goleman (2002), the four domains of EQ are: self-awareness, self-regulation, social awareness, and relationship building. These domains enable a leader to generate optimism, build trust, inspire others, and inspire an environment of collaboration.
SurThriveLeadership: Engaging and Inspiring Others
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
SurThriveLeadership: Engaging and Inspiring Others
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Video Runtime: 93 Minutes; Learning Assessment Time: 50 Minutes
It is essential that leaders understand the role of leading others, since without followers, there is no leadership. The workforce of today is very different from that of previous generations and demands a higher level of leader. Leaders must be adaptable, flexible, passionate, and collaborative. Employees want to be actively engaged in every aspect of the work. Communication skills and conflict management are essential to the leadership role. This course focuses on the role of the leader in building trust, understanding generational differences, conflict management, coaching for development, and communication.
It is essential that leaders understand the role of leading others, since without followers, there is no leadership. The workforce of today is very different from that of previous generations and demands a higher level of leader. Leaders must be adaptable, flexible, passionate, and collaborative. Employees want to be actively engaged in every aspect of the work. Communication skills and conflict management are essential to the leadership role. This course focuses on the role of the leader in building trust, understanding generational differences, conflict management, coaching for development, and communication.
SurThriveLeadership: Role of the Leader in Guiding Change
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
SurThriveLeadership: Role of the Leader in Guiding Change
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Video Runtime: 57 Minutes; Learning Assessment Time: 48 Minutes
Change happens within organizations at all levels, requiring leaders to be skilled in navigating the challenges of the change process. A variety of evidenced-based models exist that can be used to guide these organizational changes. To be successful at change management, leaders must be able to break down barriers and build on the strengths of the team. This course will discuss the change process, potential reasons for resistance, evidenced-based change models, the role of innovation, and specific strategies for success in guiding organizational change.
Change happens within organizations at all levels, requiring leaders to be skilled in navigating the challenges of the change process. A variety of evidenced-based models exist that can be used to guide these organizational changes. To be successful at change management, leaders must be able to break down barriers and build on the strengths of the team. This course will discuss the change process, potential reasons for resistance, evidenced-based change models, the role of innovation, and specific strategies for success in guiding organizational change.
SurThriveLeadership: Becoming a SurTHRIVELeader
Presented by Linda M. Shell, DNP, MA, BSN, RN, DNS-CT
SurThriveLeadership: Becoming a SurTHRIVELeader
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Video Runtime: 100 Minutes; Learning Assessment Time: 39 Minutes
The health care environment is rapidly changing, resulting in a challenging and tumultuous work environment. To navigate the ever-changing landscape, leaders must be resilient, allowing for flexibility and adaptability to new ideas and innovative approaches. Leaders must develop the skills for influencing others and engaging them in the change process. Research demonstrates a correlation between improved quality, increased customer satisfaction, and employee engagement when leaders demonstrate resilient characteristics. Resilient leaders are resistant to burnout, experience less stress, and exhibit overall better health. This course will provide participants with specific actions they can take to build resilience and become a SurTHRIVELeader. It also includes tips on helping teams enhance their resiliency.
The health care environment is rapidly changing, resulting in a challenging and tumultuous work environment. To navigate the ever-changing landscape, leaders must be resilient, allowing for flexibility and adaptability to new ideas and innovative approaches. Leaders must develop the skills for influencing others and engaging them in the change process. Research demonstrates a correlation between improved quality, increased customer satisfaction, and employee engagement when leaders demonstrate resilient characteristics. Resilient leaders are resistant to burnout, experience less stress, and exhibit overall better health. This course will provide participants with specific actions they can take to build resilience and become a SurTHRIVELeader. It also includes tips on helping teams enhance their resiliency.
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