I got my annual performance appraisal the other day. I was pleased with the outcome.
At the end of the evaulation, employees have the opportunity to make a comment. Here's mine for this year:
This has been the most rewarding year of my professional career. My transfer to <The New Place> has proven to be a positive move forward. I have been given the opportunity to truly test myself and my abilities, and in so doing, found I have strengths and abilities I did not even realize I had. <My New Boss'> leadership has made all of this possible. <She> allows me, and indeed all of her staff, the safe and secure environment in which personal and professional development can occur. <She> has allowed me to seek out the best way for me individually to meet our common goals. In our profession, a leader's ability to not only focus but to amplify our capabilities is a rare gift, one I hope <Our Hospital System> appreciates fully.
I look forward to another year.
Since all of our evaluations are electronic documents, for a laugh, I pulled up my performance appraisal for my previous year (a really bad year filled with direct conflict with my superiors and my peer charge nurses):
A lengthy and exhaustive response to the issue of insubordination regarding the placement of charts during patient care is already on file and I won't repeat it again here. Suffice it to say that I have, on a regular basis, been at odds with leadership that, in my opinion, does not seriously consider the negative impact of its decisions on the emotional, spiritual and professional well-being of all staff.
Regarding my new position at <The New Place> (surprisingly, another leadership position as Telemetry Night Shift Charge), I can only say that I will not ever compromise on my belief that the most serious challenge we face as nurse leaders is not only patient satisfaction, but also that we must address the constant flow of nurses who have left the profession for issues other than patient acuity. In other words, we are losing too many peers to matters of conflict with leadership. A more sensitive and empathetic approach is in dire need. It is here where I hope to fill a void, and add value to my employment with <The Network>.
The "issue of insubordination" was one dayshift that I was asked to come in to take care of a patient on a ventilator, and I made the decision to keep the chart near the room (where I can observe the patient) rather than at the desk. They sent me home for it (well, as much as it was the straw that broke my camel's back, I probably was the straw the broke their camel's back as well). From then on, it basically was a fire fight to get out of there. It took another six months of intense conflict (some of which I must have enjoyed, in some sick way) before my transfer to another hospital was granted.
But what a difference a year has made. While I do have quite a few bad days (recorded for posterity here and in living color for your amusement), most of my days are good ones.
My personal goal for the year will be to improve my relationship with the physicians. It has degraded so much that I can hardly speak to some of them, and I am sure the feeling is mutual. I am particularly concerned about my relationship with our hospitalist group. To be unable to hold a civil conversation with the group that is the attending physician of 3/4 of our patients is not good.
Oh well. I consider it a milestone that I never did go to the parking deck and paint over the lettering that says "Physician Parking Only". I see progress in that.