Making a Successful Transition From Clinician to Manager

presented by Kim Corral, RN, BSN, MA Ed, COS-C and Tina Marrelli, MSN, MA, RN, FAAN

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Financial: Tina Marrelli is an employee and share holder of Marrelli and Assoc. Inc, with book sales. Tina Marrelli is a share holder with book sales of Innovative Caregiving Solutions LLC. Tina Marrelli is an author who receives book royalties from Sigma Theta Tau International Publishing. Tina Marrelli receives compensation from MedBridge for this course. Kim Corral is an employee and share holder of Chelta, Inc Kim Corral receives compensation from MedBridge for this course. For both instructors there are no financial interests beyond the production of this course.
Non-Financial: Tina Marrelli and Kim Corral have no competing non-financial interests or relationships with regard to the content presented in this course.

Satisfactory completion requirements: All disciplines must complete learning assessments to be awarded credit, no minimum score required unless otherwise specified within the course.

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Video Runtime: 33 Minutes; Learning Assessment Time: 24 Minutes

Making a successful transition from clinician to manager can be fraught with concerns and missteps. Understanding the transition from peer/coworker/colleague to manager brings a new level of skills needed for success. This fundamental course takes the position that clinicians can make this transition with guidance, support, and a great orientation/onboarding experience. What, then, does this information look like in action? This course seeks to identify some of the common concerns, address some of the important roles and responsibilities, and provide an example and key strategies to help make this transition successful for both the new manager and the organization. This is the first course in a four-part series on clinical management and supervision. Please continue to Introduction to Clinical Management and Supervision upon completion.

Meet Your Instructors

Kim Corral, RN, BSN, MA Ed, COS-C

Kim is a registered nurse with a master's degree in education and more than 30 years of home health experience. She is an experienced leader in home health care, having held both clinical and operational positions at regional and national levels for large corporate home health organizations. She brings a passion for providing the clinical…

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Tina Marrelli, MSN, MA, RN, FAAN

Tina Marrelli is the president of Marrelli and Associates, Inc., a publishing and consulting firm working in home care for more than 30 years. Tina is the author of 13 books, including the Handbook of Home Health Standards: Quality, Documentation, and Reimbursement (6th edition, 2018). Other books include A Guide for Caregiving: What's Next? Planning…

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1. Welcome to the Role of Manager: What Is That Role, Exactly?

The role of a manager is very different from that of a visiting clinician or other roles in home care and hospice. Though organizations may vary regarding the components or areas of the manager role, there are structural and operational elements that are a part of any organization. This foundational first chapter sets the stage for the information that follows. What is a manager? What are the skills that might be brought to this new role for success? Who and what am I managing, exactly? A practical definition of "manager" will be presented, as well as what that title implies. Foundational information, including getting started in your role and establishing yourself as the new nurse manager, will be presented. What are the metrics for success? One of the difficulties can be “leaving” your peers and colleagues behind. This too will be addressed.

2. People Skills: Performance and Pitfalls

This chapter delves into the area of human resources. Your orientation, with a solid review of the organization’s policies, procedures, and HR processes, is key to your success. The people, what make these roles great, can also bring challenges to neophyte managers. Communication with people and its effectiveness is key to success. What are some of the common pitfalls in addressing interpersonal challenges and behavior? Areas addressed include coaching and counseling, having difficult conversations, and the manager’s role in culture and performance. Everything a manager conveys in the written word, such as memos, policies, emails, and texts, projects personal and organizational culture and style, so it is essential that communications be effective and clear. There are many stories about difficult managers and their teams. With this in mind, know that most people leave jobs because of their managers, so managers have a key role in retention. This chapter makes the case for “might for right”: the idea that the manager role is employed for the good of the team, the organization, and the patients and families served.

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