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N 479 Professional Development Grid/Plan

Name: Felicia Coiner

Date: Fall 2015

In 3-5 years I see myself working as a medical-surgical RN at Keesler AFB and beginning my BSN to MSN degree.
Area
Direct
Patient Care
Leadership

Unit Related
Leadership

Strengths
-Patient advocacy
-Collaboration skills
-Professionalism
-Bedside manner

Weakness/ Opportunity for
Improvement
-Time management
-Reduced confidence due to limited
of clinical experience
-Opportunity for improvement: use
evidence-based practice throughout
career

-Listening and caring about the
staff’s needs while making
decisions
-Present myself as a
professional and good role
model

-Resorting to behaviors that are
considered normal among a group
but not best-practice
-Balancing own responsibilities
while handling those of a charge
nurse

Professional
Nursing
Development:
Organizations,
Journals/
Certifications

Short term goals/ strategies
Present-2years
Goal: Utilize evidence-based
practice while caring for all patients

Long term goals/ strategies
3-5 years
Goal: Improve time management
abilities

Strategy: Review current research
monthly and speak with nurse
manager about new evidence-based
techniques
Goal: Work as a charge nurse and
gain experience in higher leadership

Strategy: Develop an effective
‘brain sheet’ and establish a daily
routine to guide my care and still
allow for prioritization
Goal: Become a nurse manager

Strategy: Shadow a charge nurse
and learn all the responsibilities

Goals:
-ACLS Certification
-Decide on and obtain a specialty
certification
-EKG/ECG Certification
Strategy:
-Take the respective courses to
obtain certification

N 479
Book Selection
(based on
strengths and
weaknesses)

-Autonomy and True
Leadership: Fey (2011) sums
up leadership by saying “Being
a good boss means hiring
talented people and then getting
out of their way…Contrary to
what I believed as a little girl,
being the boss almost never
involves marching round
waving your arms and chanting
‘I am the boss!’” (pg. 5). To
me, this view of leadership
emphasizes how important

-Perfectionism: The book identified
a need for a balance between hard
work and time management. Fey
(2011) summarized by saying that
“the show doesn’t go on because it’s
ready; it goes on because it’s 11:30…
it will never be perfect” (pg. 123). I
could improve my work by not focus
so much effort into making
everything perfect. Balance is key.
-Motivation:
The book reminded me that the
leader is in charge of maintaining

Strategy: Express interest to
hospital management of higher
leadership goals. Demonstrate
leadership skills by volunteering to
help others with service leadership.
Join committees and take a
leadership role within committee.
Goals:
-Certification to administer
chemotherapy agents
-Obtain Clinical Specialist
Credential for the Master’s
Prepared RN (CCNS)
Strategy:
-Take the RN chemotherapy
administration course and the
CCNS course.

Leadership
Shadowing
Experience

Professional
Activity/
Community
Service

autonomy is to my leadership
style. I find it valuable to allow
staff to have autonomy to make
decisions. Leadership is more
than being just a figurehead
who declares their leadership (I
am the boss!). Leadership is
about making sure your group
has the resources, guidance,
and support they need to
complete their tasks.
-Positivity and Flexibility: I
strive to always remain positive
and flexible when I encounter
stressful and unpredictable
situations. Fey (2011)
emphasizes the importance of
maintaining a good attitude
when she states “in real life
you’re not always going to
agree with everything everyone
says. But the Rule of
Agreement reminds you to
‘respect what your partner has
created’ and to at least start
from an open-minded place.
Start with a YES and see where
that takes you” (pg. 84). To me,
this quote and its
complementary paragraph
illustrate the importance of
remaining positive during an
imperfect situation and having
the flexibility to take the next
step, in relation to the changing
scenario.
-First exposure to opportunities
within the hospital for
leadership higher in the chain
of command
-Demonstrative of a good
leadership role model within
the step-down unit
-Achieved hours with multiple
professional activities and
experienced diverse
opportunities
-Gained interprofessional

their group’s motivation. Fey (2011),
in her comedic way remarked “you
can’t boss people around if they
don’t really care” (pg. 86). This is the
comedian’s way of you cannot lead
people if they are not invested in
your mission.

-Did not get to spend all day with the
nurse manager. I spent a portion of
the day with the charge nurse, who
was in ratio so it was difficult to see
advanced leadership requirements.
-Did not get to see all meetings and
expectations of nurse manager due to
brief exposure
-Did not get any new certifications
-Did not count for any continuing
education activities
-Only a few hours per event so did
not get in depth experiences with

Education:
Cont. Nrsg.
Educ. and/or
plans for
Higher Educ.

experience with Code Blue
blast
-Got insight to the structure and
expectations of the VA
interviews
-Motivated
-Values to the importance of
higher education

each activity

-Financial constraints
-School burnout
-Air Force commitment
-Desire for a family

Goals:
-Complete Kaplan NCLEX review
course
-Pass NCLEX
-Pursue additional educational
opportunities through certifications
and skill labs
Strategy:
-Attend all Kaplan NCLEX online
review sessions and complete all
examinations.
-Ask Air Force about skill lab
offerings and research available
certifications

Goals:
-Complete Master of Science in
Clinical Systems Leadership (RN
to MSN)
Strategy:
-Obtain information from the
University of Arizona College of
Nursing prior to move and voice
plans to obtain Master’s with the
Air Force early on in career