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Wharton Nursing Leaders Program

DateLocationCostCourse
Oct 13, 2014 - Oct 17, 2014Philadelphia$4,250

Tuition includes lodging, breakfasts, snacks, and lunches.

Program Overview

As nursing leaders move upward in organizations, the decisions, the issues, and the projects become increasingly complex and multifunctional. This program's content is specifically designed to address this complexity and includes identifying the key stakeholders and influencing their behaviors, learning to manage resources, and knowing when to terminate a task force or project. Small group work is used to enhance the opportunities for learning and applying the lessons from the classroom.

Faculty members in the Wharton Nursing Leaders Program have been chosen not only for their expertise in a particular content area but for their vast experience working with senior clinician executives.

Impact & Experience

The program will teach participants to:

  • Develop essential financial skills, enabling them to communicate budgetary information to peers and staff.
  • Provide an awareness of the strategic issues facing the health care organization and the stakeholders within and outside the organization.
  • Develop critical analytical skills necessary to manage task forces or project teams.
  • Enhance their ability to manage resources, both human and financial, and to optimize clinical and administrative performance.
  • Explore the causes of poor decision making.

Wharton Nursing Leaders session topics include:

  • Planning for Execution
  • Hospital Finance
  • Stakeholder Mapping
  • Effective Decision Making
  • Team Building and Motivation
  • Managing People: Influence and Persuasion

Who Attends This Program

This program is for higher-level nurse managers who are preparing for the role of chief nursing officer (CNO). Specifically, an individual attending this program must meet two of the three following criteria:

  • Reports directly to the CNO of the organization
  • Has multi-unit fiscal and management responsibilities
  • Manages direct reports who have supervisory responsibility

To further leverage the value and impact of Wharton Nursing Leaders, we encourage companies to send cross-functional teams of executives to Wharton. We offer one of two exciting group benefits to companies sending four or more participants to this program.

Faculty

Program Logistics

Tuition includes lodging, breakfasts, snacks, and lunches. Hotel rooms are blocked for all participants at the Inn at Penn. Program consultants are available to provide more information on course specifics and discuss how this program might meet your needs. Please contact them by e-mail or by phone at +1.215.898.1776.

Plan Your Stay

Testimonials

Katie Boston-Leary

“The Wharton Nursing Leaders Program was one of the best programs I’ve ever been involved with — it was applicable, it was real, it made sense — everything about it was just amazing. On a personal note, I was in the Wharton program while serving in an interim role for the chief nursing executive position at my hospital. Just being able to hold your own in a room with such talent and intelligence gave me a lot of confidence — it helped me realize that this is the role I could do. The program has helped me with every day work challenges, from getting buy-in, to making the case for resources, to handling change management and day-to-day operations, to building trust with my staff. In fact, I plan to use some of the program’s tools with my own staff. I highly recommend this program to any nurse leader.”
Katie Boston-Leary, Chief Nursing Executive, SVP, Patient Care Services Union Hospital of Cecil County, Maryland, USA


Todd Stein

“As the SNO (Senior Nurse Officer) and the Department Head of the Primary Care Department for a U.S. Naval Air facility in Japan, I am responsible and accountable to the Officer In Charge for the coordination and efficient operation of all nursing and clinical services. Frequently, as acting Officer in Charge, I am responsible for all clinic operations and a staff of 110 personnel. Some 30% of our staff rotates every year to include leadership and even our Commanding Officer (CEO equivalent) will rotate to another duty station every two or three years. Our biggest challenge is not only managing this constant turnover of staff but also completing our military requirements, ensuring staff career mentoring and providing a true patient experience. The Wharton Nursing Leaders Program has given me an improved skill set to better manage organizational change, team performance and successful strategic planning. Specifically, I can better identify key stakeholders early when managing organizational change and not to be afraid to terminate a project if needed. I’m a better leader today because of the Wharton program.”
Todd Stein, CDR NC U.S. Navy, Senior Nurse Officer (22-year Navy veteran), Branch Health Clinic Atsugi, Japan


Gail Parazynski

“I am a Nursing Director of the intensive care units at Texas Children’s Hospital. My scope encompasses 88 beds of critically ill children and approximately 300 nurses. Being able to set goals with executive leadership to drive performance in a quality way is really a challenge while you’re running at full capacity. The Wharton Nursing Leaders Program helped me shift my focus from operations to strategy, as well as how to maximize team performance. I’ve also been able to network with peers and develop a variety of skill sets beyond clinical, from business acumen to emotional intelligence. I highly recommend the Wharton program to nursing leaders.”
Gail Parazynski, Nursing Director at Texas Children's Hospital, Houston


Joleen Lonigan

“The Wharton Nursing Leaders Program has helped me on a number of levels. I refer to the conflict resolution piece of the program daily in my role leading 180 nurses. The nurses in my department float to every division in the hospital, so I am constantly communicating to various hospital divisions, advocating for my nurses. Wharton emphasized the importance of clear and frequent communication. We always encourage the departments to engage nurses in a conversation, so they know their competencies, their comfort level and their limits. It’s critical to not assume that everyone is exactly the same.

I’m also responsible for several large projects at my hospital, from implementing a system-wide uniform program that affected 4,000 employees, to recruiting and onboarding new nurses, to evaluating patient satisfaction. Wharton’s project management piece was extremely relevant — how to successfully line up your strategic partners and get buy in from other divisions, including explaining why we should invest our efforts. Being able to roadmap that out and manage it from concept all the way through has been a key benefit of my Wharton experience. I learned that not all ideas should get implemented — that you need to be very mindful and intentional and make sure you have the evidence and support behind a new idea before moving forward.”
Joleen Lonigan, RN, MSN, NE-BC, Nursing Manager, Patient Care Resources, UC Davis Medical Center, Sacramento, CA

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