< Previous28 American Nurse Journal Volume 15, Number 2 MyAmericanNurse.com Leading the way to professional well-being Report provides a road map for change. By Sharon Pappas, PhD, RN, NEA-BC, FAAN, and Cynda Rushton, PhD, RN, FAAN N URSES and other clinicians are deeply com- mitted to serving their patients with respect, fairness, and compassion. However, an accu- mulation of factors (including complex sys- tems, emotional exhaustion, depersonaliza- tion, and loss of professional efficacy) creates a widening gap between what nurses believe they should be doing and what they’re able to accomplish. The result is system stress and cli- nician burnout. A recent report from the Na- tional Academies of Sciences, Engineering, and Medicine (the National Academies) esti- mates that between 35% and 54% of U.S. nurs- es and providers, across all clinical disciplines and care settings, have symptoms of burnout. Addressing these factors and providing physi- cal, emotional, and institutional resources are critical to clinicians’ professional health. The National Academies’ report provides guidance that helps leaders with this process. Examining the evidence The National Academies convened an ad hoc 17-person committee, including nurses, physi- cians, pharmacists, and others, to examine sci- entific evidence about the causes of clinician burnout and its consequences, identify inter- ventions that support clinician well-being, and LEADING THE WAYMyAmericanNurse.com February 2020 American Nurse Journal 29 propose a research agenda to improve the knowledge base. The committee reviewed more than 4,000 articles, synthesized findings, and drafted a report that underwent external peer-review before it was finalized. The final report, Taking Action Against Clinician Burn - out: A Systems Approach to Supporting Profes- sional Well-Being, provides leaders with a road map to prioritize workplace improve- ments and establish interventions to prevent and mitigate burnout and foster professional well-being. The committee focused on a systems ap- proach that incorporates individuals, their activities, the technologies they use, and the environment in which they operate. The committee then developed a model that de- picts work system factors (external environ- ment, the healthcare organization, and care team interactions), recognizes that the indi- vidual is part of the work system, and con- siders individual mediating factors that in- fluence the presence or absence of burnout and professional well-being. (See A systems model.) Out-of-balance work system factors can contribute to burnout risk or positively impact professional well-being. The factors fall into two categories: job demands (workload, inad- equate staffing, administrative burden, moral distress, inadequate technology usability) and job resources (meaning and purpose in work, organizational culture, job control, autonomy, professional relationships, and social sup- port). Not all factors are easily modifiable, but some are responsive to interventions targeted at known work system factors (individual and organizational) that influence burnout and well-being. The National Academies’ committee pro- posed six goals for improving clinician well- being. G OAL 1 : Create positive work environments Nursing has a proven track record for achiev- ing positive hospital work environments. The American Nurses Credentialing Center Mag- net Recognition Program ® and many unit-lev- el initiatives provide significant organization- al impact. (See Expanding influence.) The American Association of Critical-Care Nurses has promulgated a well-established definition of a healthy work environment and created A systems model The National Academies of Sciences, Engineering, and Medicine developed the systems model of clinician burnout and professional well-being as part of its report on clinician burnout. Copyright © National Academy of Sciences. Used with permission.30 American Nurse Journal Volume 15, Number 2 MyAmericanNurse.com evidence-based standards that established the Beacon Award for Excellence ( aacn.org/nurs- ing-excellence/beacon-awards ). Other similar programs include the Emergency Nurses Asso- ciation’s Lantern Award ( ena.org/about/ awards-recognition/lantern ) and the Academy of Medical-Surgical Nurses’ PRISM Award® (amsn.org/practice-resources/amsn-prism- award). Expanding the impact of these stan- dards offers opportunities to focus organiza- tional attention and resources to benefit all clinicians. The design of any intervention to prevent and reduce burnout and promote professional well-being must align with organizational val- ues such as respect, justice, compassion, and diversity. What we know about large-scale change is that initiatives devoid of a ground- ing in core values are likely to fail. Start by ex- amining how your organization’s values show up within its system, processes, and decisions related to clinician well-being. You may find that they have been applied only to patients, with less attention to living those values in the workplace. From this new perspective, work with other leaders in the organization to de- sign solutions anchored in its values and to recognize patterns that may contribute to or undermine their success. G OAL 2: Create positive learning environments The work environment can have an impact on new nurses’ resilience, sustainability in the workforce, and clinical performance during training. Nursing students, like other learners, thrive when they learn the skills they need to sustain themselves in their careers. Collabo- rate with other nurse leaders and educators to develop academic-practice partnerships that integrate clinical practice realities with mean- ingful contributions to patient care while stu- dents learn. Academic infrastructure invest- ment that supports learner well-being also must prioritize faculty and staff well-being and intentionally dismantle factors that contribute to burnout. Evaluating the learner in team competencies that support a healthy culture is another addition both for education and nurse residencies. By doing these things, organiza- tions can be one step closer to having psycho- logically safe cultures where help-seeking is the norm and not stigmatized because of fear of speaking up or asking questions. G OAL 3: Reduce administrative burden Explore the rationale for adopting policies that add to nurses’ administrative burdens, and talk with staff about what matters to them most and what gets in the way of ef- fective nursing practice. In addition, evalu- ate whether the organization has adopted a minimal dataset for nursing documentation that ensures nurses are required to docu- ment only what’s minimally required for safe patient care. G OAL 4 : Enable technology solutions Evaluate whether technology is optimized regularly. When organizations invest in sys- tems that support patient safety, clinical nurs- es must evaluate workflows before implemen- tation to ensure that they can be integrated into clinical practice. In addition, consider when technology might help alleviate stress by alerting nurses to critical patient changes or repeat testing. The functionality of technol- ogy must improve to reduce nursing cognitive burden by designing systems that comple- ment nursing practice and aid in improving patient surveillance. G OAL 5: Provide support Nurses pride themselves on being able to cope with whatever is put in front of them. However, all adaptive systems (and individu- als) have limits. Work to transform asking for help from a sign of deficiency and incompe- tence to one of insight and wisdom. Cultures of blame and shame limit progress. Nurse leaders can ask state boards of nurs- ing whether they’ve adopted the most recent evidence about required licensure reporting of treatment for depression and emotional problems. Guidance instructs boards to in- quire only about current impairment (not past treatment) to minimize nurses’ inhibition to seek and receive help. G OAL 6 : Invest in clinician well-being research Bring together researchers and nurse scientists to focus on measuring and improving clinician well-being. Many of the nursing studies in- cluded in the National Academies’ report are cross-sectional; longitudinal studies are need- ed to fully evaluate current programs. And a broader understanding of the impact of infor- mation technology on nurse well-being can Improving clinician well-being requires bold vision and leadership.MyAmericanNurse.com February 2020 American Nurse Journal 31 inform future electronic health record system designs. Most of the nursing workforce is made up of millennials, so consider their unique experiences. What creates burnout and well-being in this population? Are our current measurement tools valid across all generations? What could be learned that we don’t already know? Be bold Improving clinician well-being requires bold vision and leadership. Nurses have a history of creating and maintaining positive work environments, and the National Academies’ report provides additional direction for ex- panding and influencing interprofessional improvement that focuses on patients, fami- lies, and clinicians. Burnout is complex and multilayered, but organizational systems that help nurse leaders facilitate teamwork, col- laboration, autonomy, communication, pro- fessionalism, and adequate resources can revitalize a workplace. The result is meaning- ful, purposeful work that delivers value to patients. AN Sharon Pappas is chief nurse executive at Emory Healthcare in At- lanta. Cynda Rushton is the Anne and George L. Bunting Professor of Clinical Ethics at the Berman Institute of Bioethics and School of Nursing Johns Hopkins University at Baltimore. References Aiken LH, Clarke SP, Sloane DM, Sochalski J, Silber JH. Hospital nurse staffing and patient mortality, nurse burn - out, and job dissatisfaction. JAMA . 2001;288(16):1987-93. American Nurses Association (ANA). Code of Ethics for Nurses with Interpretive Statements. 2nd ed. Silver Spring, MD: ANA; 2015. nursingworld.org/practice-poli- cy/nursing-excellence/ethics/code-of-ethics-for- nurses/coe-view-only American Medical Association. AMA Principles of Med- ical Ethics. ama- assn.org/sites/ama-assn.org/files/corp/ media-browser/principles-of-medical-ethics.pdf Dempsey C, Lee TH. How great nursing improves doc- tors’ performance. Harvard Business Review. May 22, 2019. hbr.org/2019/05/how-great-nursing-improves-doc- tors-performance Halter MJ, Rolin DG, Adamaszek M, Ladenheim MC, Hutchens BF. State nursing licensure questions about mental illness and compliance with the Americans with Disabilities Act. J Psychosoc Nurs Ment Health Serv. 2019;57(8):17-22. Institute for Healthcare Improvement. “What matters to you?” Conversation guide for improving joy in work. ihi.org/resources/Pages/Tools/Joy-in-Work-What-Matters- to-You-Conversation-Guide.aspx Maslach C, Schaufeli WB, Leiter MP. Job burnout. Annu Rev Psychol. 2001;52:397-422. McClure ML, Poulin MA, Sovie MD, Wandelt M; Ameri- can Academy of Nursing, Task Force on Nursing Prac- tice in Hospitals. Magnet Hospitals: Attraction and Reten- tion of Professional Nurses. Kansas City, MO: American Nurses Association; 1983. McHugh MD, Kutney-Lee A, Cimiotti JP, Sloane DM, Aiken LH. Nurses’ widespread job dissatisfaction, burnout, and frustration with health benefits signal prob- lems for patient care. Health Aff. 2011;30(2):202-10. Moss M, Good VS, Gozal D, Kleinpell R, Sessler CN. An official Critical Care Societies collaborative statement: Burnout syndrome in critical care healthcare profession- als: A call for action. Crit Care Med. 2016;44(7):1414-21. National Academy of Medicine, National Academies of Sciences, Engineering, and Medicine. Taking Action Against Clinician Burnout: A Systems Approach to Pro- fessional Well-Being. Washington, DC: The National Academies Press; 2019. Rushton CH, Caldwell M, Kurtz M. Moral distress: A cat- alyst in building moral resilience. Am J Nurs. 2016;116 (7):40-9. World Health Organization. 2019. QD85:Burn-out an “oc- cupational phenomenon”: International Classification of Diseases. who.int/mental_health/evidence/burn-out/en/ In response to data about burnout and other indicators of clinician stress and dis- tress, nurses have taken seriously their eth- ical mandate to be wise stewards of their own integrity and personal resources and to positively contribute to ethically sound and healthy work environments. The search for positive nursing cultures that prevent nurse turnover was the genesis of the classic study by McClure and colleagues, published in 1983, which identified the characteristics of organizations that lead to better nurse recruitment and retention through the professional practice environ- ment. The findings led to the creation of the Magnet® program. Today, the American Nurses Credentialing Center Magnet Recognition Pro- gram® serves as a blueprint for positive work environments, and nurse leaders should consider the impact of nursing interventions on other clinicians and the overall healthcare work environment. Reports show positive outcomes for physician engagement when comparing hospi- tals that have received Magnet recognition to those that haven’t. In Magnet-recognized hospitals, most patient care systems are led by nurses, and the leadership nurses provide influences and impacts the entire organization. Nurses can leverage their influence by working across disciplines to lead authentically, practice shared decision making, and create a cul- ture of autonomy and dialogue that respects direct caregivers’ knowl- edge and capability. The result will be individual strategies aimed at fostering resilience and well-being coupled with systemic solutions that remove impediments. Expanding influence32 American Nurse Journal Volume 15, Number 2 MyAmericanNurse.com D EATHS BY SUICIDE affect people of every pro- fession but are especially relevant for nurses, who frequently take care of others at the risk of their own physical and mental health. In 2019, Davidson and colleagues conducted a land- mark national review of nurse suicides from 2005 to 2014. They found that nurses were more likely than the general public to have re- ported mental health problems, history of being treated for mental illness, and history of previ- ous suicide attempts, placing them in the high- risk category for suicide. Studies report that nurses regularly experience burnout, emotional exhaustion, and psychological distress, leading many to suffer from depression. These studies reveal a critical need for prospective research to identify nurses at risk for suicide and to create a safety net in the workplace where we care for our own. So, what can we do better to help our nurse col- leagues struggling with mental illness, depres- sion, and known stressors for high-risk suicide? Be aware of the signs The first step in taking care of each other is knowing what to look for when it comes to symptoms of mental illness and distress. Every- one should feel confident in identifying warn- ing signs in a colleague. When nurses share 12- hour shifts, they frequently spend more time together than with anyone else in their lives, making them the ideal front line in picking up on changes in behavior or mood. Davidson’s study found that nurse anesthetists and retired nurses were at higher risk for suicide compared to other nurses. Also, we know nurses are more likely to use pharmaceutical methods for suicide, due to their access to medications. Remaining well-informed keeps everyone safe. When in doubt, reach out In 2018, the National Academy of Medicine re- leased the landmark paper “Nurse suicide: Breaking the silence” ( nam.edu/nurse-suicide- breaking-the-silence ) as a call to action. Suicide prevention requires a combination of increased organizational commitment and continued indi- vidual effort by colleagues equipped to recog- nize and discuss suicide with someone at risk. Organizations are making new strides to provide support to those in need, but in the meantime, fellow nurses who see symptoms can make an impact by reaching out, even if that person is already receiving professional help. Mental health and suicide aren’t comfort- able topics, but we can’t let fear of awkward- ness, social taboo, or timidity prevent conver- sations that can have lifesaving impact. Take advantage of available resources Perhaps the most important step is leaning on the many resources at our fingertips. Here are a few: •The Columbia Lighthouse Project: This pro- gram is designed to save lives by making the Columbia-Suicide Severity Rating Scale (C-SSRS) online training tools available. Visit cssrs.columbia.edu/ . •Healer Education Assessment and Referral (HEAR, visit medschool.ucsd.edu/som/hear/ Pages/default.aspx): This program is used by the University of California San Diego Health. During the rollout of HEAR, nurse respon- dents to the HEAR survey reported staggering rates of suicidal thoughts, with most at high risk but not receiving mental health treatment. •Zero Suicide: Sponsored by the American Psychiatric Association Learning Center, this well-established framework aims for a sys- tem-wide, organizational approach to create safer suicide care in health and behavioral healthcare systems. Visit zerosuicide.sprc.org . By taking care of each other and holding organizations accountable for support, we can help prevent nurse suicide. Identifying col- leagues at risk, starting a tough conversation, and implementing suicide prevention pro- grams can help us write a new future. AN Visit myamericannurse.com/?p=63551for a list of references. Wanda Montalvo is the executive director of Jonas Nursing and Vet- erans Healthcare and a Connecticut Nurses Association member. LEADING THE WAY Caring Counts Preventing suicide among nurses By Wanda Montalvo, PhD, RN, FAAN We can’t let fear of awkwardness, social taboo, or timidity prevent conversations that can have lifesaving impact. February 2020 American Nurse Journal 33 ANA ON THE FRONTLINE NEWS FROM THE AMERICAN NURSES ASSOCIATION nn Creating space for innovation34 American Nurse Journal Volume 15, Number 2 By Elizabeth Moore, MFA W hile the idea of innovation can conjure images of high-tech gad- gets and artificial intelligence, more often innovation is a result of changes in approach or philosophy that allow nurses to make an even greater impact on patient care. The American Nurses Association (ANA) “Leading innovation in nursing work- shop,” held in Silver Spring, Maryland, last fall, gave nurses a methodology to help them approach innovation in their practices. The innovation workshop is just one of the programs from ANA that aims to build a nursing culture of innovation. “We are sup- porting the growth of nurse-led innovation across our profession and at the national level to build a ‘healthier world through the power of nursing,’” said Oriana Beaudet, DNP, RN, PHN, vice president of innovation for the ANA Enterprise. “The complexity of healthcare re- quires nurses to be expansive in their thinking and with their actions across all levels of practice to transform the future of healthcare. I was once told, ‘Every nurse uses the science of nursing and the art of improv.’ The moment where knowledge and cre- ativity intersect is where innovation begins to emerge.” Culture change Christi Zuber, PhD, MHA, RN, brought her perspective and vast experience in the field of human-centered design as the workshop instructor. Starting out as a home health nurse, Zuber found that she loved look- ing at the context of her patients’ lives and figuring out ways to optimize their care. Zuber later served as an administrator in a children’s hospital where she fo- cused on implementing innovative patient- and fami- ly-centered care programs. She has since become an expert in the practice of human-centered design as an approach to innovation. Zuber often hears nurses say that although they’re creative and have many ideas, they feel stuck or un- empowered because innovation isn’t part of their or- ganization’s culture. “Leadership is really important for a culture of innovation, but those working on the frontlines or in middle management can take it upon themselves to build a real movement of innovation,” she said. In her research, Zuber termed these move- ments “microclimates for innovation,” which can have a profound impact on the organization and those who work within it. Microclimates for innovation, Zuber explained, arise from a key set of behaviors and conditions that ex- emplars have created to make innovation happen. A few of those include leveraging the aid of an advo- cate who provides the support needed to try things on a larger scale. Innovators make connections with people throughout their organization to build a sys- tem that helps them grow their capabilities from small, quick bedside hacks, for example, to larger projects with broader reach. They share stories and experiences with others to inspire them and build momentum for the work ahead. “Approaching inno- vation through the lens of human-centered design (also known as design thinking) provides you with a tangible methodology to make your innovation vi- sions a reality,” Zuber said. Innovating better patient care ANA offers RNs creative approaches to bring about change NURSING PRACTICE Christi Zuber February 2020 American Nurse Journal 35 “You can become part of microclimates or you can create them,” added Zuber, who is founder and man- aging director of Aspen Labs, a design and innova- tion consultancy practice based in Denver, with asso- ciates around the globe. “You can make an impact at the department level. Find peers, become an advo- cate, share stories, and people will see that you’re doing things in a different way. You might inspire an- other person or two, five, or 10 people—even an en- tire organization or practice. With the fluidity of net- works and social media, the sky is the limit.” Alternative way of thinking Nurses also can apply analogous thinking—using in- formation from another industry, for example, to find solutions to healthcare problems. “In thinking about how to get the influenza vaccine to more people, you might consider how restaurants use drive-throughs,” Zuber explained. “This is a tool in your methodology tool kit you can use. It helps to get us out of our men- tal valleys.” Learn more about nursing and creativity in Zuber’s article, “Creativity and innovation in health care,” in the January/March 2018 issue of Nursing Administration Quarterly . Speak up about accomplishments Nurses need to see the real power they have and ar- ticulate their value so they can insert their voices into conversations about innovation. “Don’t be shy about sharing your accomplishments and connecting with others to build real coalitions for change,” Zuber said. She also recommends that nurses invest in and build their leadership skills just as they do their clinical skills. “The more we show that there are nurses who are innovating and leading, the more nurses will see that they can do it, too,” Zuber said. Nursing perspective Workshop attendee Meenu Bansal, MSN, RN, CPN, clinical coordinator of products and technology, nursing professional practice, at Akron Children’s Hospital in Akron, Ohio, was recruited to her hospi- tal’s innovation center specifically to add a nurse’s perspective. She believes nurses are natural innova- tors because they’re accustomed to creating work- arounds on the job. “Nurses think creatively to make sure their pa- tients get the best care,” she said. Bansal was able to apply the tools she learned to the real-world envi- ronment. She is now working on several projects with the innovation center team, including one that’s in the prototype phase. “I love gener- ating ideas and helping narrow them down to what can potentially work,” she said. “Using the human- centered design model introduced in the workshop reminds me that even though business and technolo- gy are valuable, we always need to start with the us- ers and their values. It also helps us see the bigger picture.” — Elizabeth Moore is a writer at ANA. Innovation resources from ANA Visit ANA’s web portal Innovation in Nursing and Healthcare (nursingworld.org/practice-policy/in- novation-in-nursing), which includes ANA’s Inno- vation Roadmap, innovation framework (see framework, at left), and sections on nurse innova- tion highlights, resources for future nurse innova- tors, upcoming events, and awards. “The innovation roadmap: A guide for nurse lead- ers” covers the characteristics of innovation and the components of innovation and team collabo- ration. The roadmap is available for download at nursingworld.org/globalassets/ana/innovations- roadmap-english.pdf ANA’s online course bundle, “Creating an innova- tion culture and design thinking,” provides tools for exploring creativity in nursing and building your problem-solving skills, and a mastering de- sign-thinking module that will help stretch your imagination. The two courses in the bundle, “Creativity in nursing—America’s best kept secret” and “Creat- ing a culture of innovation: De- sign thinking and why it matters to nurses,” are presented by Karen Tilstra, PhD, a licensed ed- ucational psychologist and co- founder of several innovation labs. The bundle can be com- pleted at your own pace. To learn more and register, visit nursingworld.org/continuing-ed- ucation/creating-an-innovation- culture-and-design-thinking. Meenu Bansal36 American Nurse Journal Volume 15, Number 2 A NA Enterprise Chief Executive Officer Loressa Cole, DNP, MBA, RN, FACHE, NEA-BC, has been named one of Mod- ern Healthcare’s “100 Most Influential People in Healthcare.” This awards and recognition program honors individuals in healthcare who are deemed by their peers and an expert pan- el to be the most influential in the field. Modern Healthcare also honored Cole on its 50 Most Influential Clinical Executives list earlier this year. An accomplished healthcare leader, Cole was appointed as the ANA Enterprise CEO in 2018 and is active in many professional orga- nizations. Previously, she served as the American Nurses Credentialing Center executive director and executive vice president, president of the Virginia Nurses Association, and currently is a member of the American Organization for Nursing Leadership, the Virginia Organiza- tion of Nurse Executives, and the American College of Healthcare Executives. The “100 Most Influential People in Health- care” honorees come from all sectors of healthcare, including hospitals, health sys- tems, insurance, government, vendors and suppliers, policy, and trade and professional organizations. Cole and fellow honorees are high- lighted in the December 9, 2019, print edition of Modern Healthcare and online at ModernHealthcare. com. Nurses Making Policy: From Bedside to Boardroom , co-published by ANA and Springer Publishing Company, was named a 2019 Book of the Year by the American Journal of Nursing . The book, edited by ANA Past Presi- dent Rebecca Patton, DNP, RN, CNOR, FAAN; former ANA Board Member and American Nurses Foundation Chair Margarete Zalon, PhD, RN, ACNS-BC, FAAN; and Ruth Ludwick, PhD, RN-BC, APRN-CNS, FAAN, is a practical how-to guide written to help advanced students and nurse leaders develop health policy com- petencies to advocate for patients from the bedside to the larger political arena. The book examines the pivotal role of nurses involved in health policy, making it an essential resource for nurses pursuing advanced education and desiring to enhance their expertise in making policy and facilitating change. Read more at download.lww.com/wolterskluwer_vitalstream_com/PermaLink/ AJN/A/AJN_2019_12_04_AJN_0_SDC1.pdf. A merican Nurses Association (ANA) President Ernest Grant, PhD, RN, FAAN, participated in the Men in Nursing campaign, published by Media Planet as a supplement to USA Today in December 2019. The supplement raised awareness of resourc- es for men in nursing to provide support and advance their careers. “As the first man elect- ed president of ANA, I’m so proud of all the men who step up and bring their skills and voices to this vital profession,” Grant said. In his article, “Shattering myths about men in nurs- ing,” Grant expressed the need to promote realistic images of nurses and increase the diversity of nurs- ing across ethnicities and genders. Currently, about 9% of nurses in the United States are men. Grant al- so noted the high representation of men in nursing as nurse anesthetists. “A nursing workforce with strong diversity ensures that all patients and populations re- ceive optimal, empathic care that improves health literacy,” Grant said in the article, de- scribing nurses’ role in patient education. Grant also encouraged efforts to recruit more men into the nursing profession, noting the need to start early to create awareness of male role models in nursing and provide programs for high school students to learn about the opportu- nity to pursue nursing as a career. Read the supplement at educationandcareernews. com/campaign/men-in-nursing. ANA President Grant shares perspective in Men in Nursing campaign ANA Enterprise CEO among healthcare’s most in昀uential ANA book Nurses Making Policy receives accolades RECOGNITION Ernest Grant Loressa Cole February 2020 American Nurse Journal 37 IN BRIEF T he American Nurses Associa- tion (ANA) together with Johnson & Johnson launched SEE YOU NOW, a podcast that shines a light on the nurses chal- lenging the status quo as change catalysts in health and innovation. The podcast premiered January 28 to kick off the Year of the Nurse in 2020. “Nurses combine hands-on patient ex- perience, resourcefulness, and innate innovative mindsets that need to be broadly recognized, harnessed, and celebrated,” said Lynda Benton, senior director of corporate equity at Johnson & Johnson. “SEE YOU NOW aims to bring insights gained by nurses through di- rect patient care and across all aspects of the healthcare system to a broader audience, sparking ideas for future innovations in listeners wherever they may be in their careers and around the world.” SEE YOU NOW will prompt listeners to see nurses as they may never have before—as leaders, innovators, and entrepre- neurs with the power to improve patient care and help strengthen health systems. The podcast is host- ed by nurse economist and tech en- thusiast, Shawna Butler, MBA, RN. “Nurses are actively creating new solutions to redesign care delivery to meet the emerging needs of peo- ple and communities across the healthcare continuum,” said ANA Vice President of Innovation Oriana Beaudet, DNP, RN, PHN. “SEE YOU NOW acknowledges nurses’ rich his- tory of effecting change and show- cases the indisputable impact of the nursing profes- sion on the world we live in.” SEE YOU NOW is available for download on Apple Podcasts, Google Podcasts, Stitcher, and Spotify. For more information, visit seeyounowpodcast.com and follow the social conversation at #SeeYouNow. T he American Nurses Association (ANA) con- gratulates nurses for maintaining the #1 spot in Gallup’s annual Most Honest and Ethical Pro- fessions Poll for the 18th consecutive year. The Amer- ican public rated nurses the highest among a host of professionals, including medical doctors, dentists, and pharmacists. Nurses taking the top spot in Gallup’s most recent poll comes as ANA celebrates the “Year of the Nurse” in 2020, which was designat- ed by the World Health Organization (WHO) in honor of the 200th birth anniversary of Florence Nightingale. “I am extremely proud that nurses everywhere have been bestowed this won- derful accolade by the people whose lives they touch every day,” said ANA President Ernest Grant, PHD, RN, FAAN. “The fact that nurses have been consistently voted the most honest and ethical professionals is a testament to their commitment to patients and the greater good. We’ll work hard to keep their good faith throughout 2020 and beyond. I couldn’t think of a better way to enter into the Year of the Nurse.” According to the poll, 85% of Americans rated nurses’ honesty and ethical standards as “very high” or “high.” The second highest-rated professionals, engineers, were rated 19 percentage points behind nurses. “Gallup announcing nurses as the most trusted pro- fession is not only another reason to celebrate nurses during the Year of the Nurse, but also an opportunity to shine a light on this noble profession,” said Grant. “This milestone celebra- tion offers a platform to raise the visibility of nurses and increase the capacity of the nursing workforce. Nurses occu- py many roles in our so- ciety and are on the frontlines when it comes to immunizations, natural disaster preparedness, shaping health policy, and advocacy. For this reason, nurses are critical in improving the landscape of health and healthcare because an effective health- care system is one that values all nurses.” ANA will promote inclusivity and wide engagement of all nurses throughout the Year of the Nurse. This includes expanding National Nurses Week to a month-long celebration to elevate and celebrate the profession with all nurses and the public. Learn more at pages.nursingworld.org/yearofthenurse. New innovation podcast spotlights untapped nurse potential Nurses declared most honest, ethical for 18 years straightNext >