Leveraging Your Passionate Mission
I excitedly spoke with several colleagues ater this WallStreet meeting, asking whom we might know that would beinterested in such an exciting opportunity. Ater all, this wouldbe the perect role or the business-savvy chie nursing executive.Talk about the corner oce—it does not get bigger than this, orso I thought. Yet those niggling eelings o insecurity began tosurace during the course o these conversations, those age-oldinsecurities about our abilities and sel-perceptions and businessknowhow. “What intellectual capital do I possess that investorsmight nd valuable?” “I know how to talk with my C-suitecolleagues, but can I use those same skills with investors?” “Howdo I know how to valuate this intellectual capital you claim Ipossess?”
What Is Intellectual Capital?
As your guides to the corner oce, we are suggesting that thecall to action is one o articulating our intellectual capital (IC)and repurposing this valuable commodity or the larger businesscommunity. As health care leaders, we have the requisite skillsto invite ourselves to the table, but as our corner oce executivenurses contend, we need to walk tall and demonstrate thecondence that emanates rom our capabilities. Now is
the time to impose our own glass ceiling on nurse leaders withthe interest, aptitude, and tenacity to enter uncharted territory,whether that be a well-deserved seat in the corner oce, WallStreet, the State House, at the highest levels o our military, oras an entrepreneur. Rhonda Anderson agrees: “One o the mostpivotal things and something I would suggest is that people reallyneed to be aware o not waiting or those things to be comingat them, but always scanning the universe in our industry aswell as nonindustry areas, because the other areas drive whatour industry does, meaning the benet purchasers drive whatwe need to be doing in terms o giving value to them and theirmembers.”