My role in the Canadian Healthcare System

As a Registered Nurse in Ontario, I am governed by the College of Nurses of Ontario (CNO). There are two acts of Legislation that affect practice as a Registered Nurse. The Nursing Act, 1991, along with the Regulated Health Professions Act, 1991, determine how the nursing profession is regulated in Ontario. The Nursing Act establishes the mandate of the CNO and defines the scope of practice for the nursing professions (College of Nurses of Ontario, 2020).

The College of Nurses of Ontario set standards of practice for Registered Nurses, Registered Practical Nurses as well as Nurse Practitioners. As a frontline staff member, I follow the standards set by the CNO to first and foremost protect the public and to ensure that my practice is up to date. Best practice guidelines are set by the College and expected to be maintained and put into practice by nurses. These guidelines are taught in school and as they are updated hospitals and other facilities establish that their practice manuals get updated as well.

I feel as though my role within healthcare has transformed slightly as I moved into a leadership position. Within the organizations I have worked for, the CNO standards are the guidelines that are followed. However, as a leader, my role has now moved to ensure that my staff are practicing within their scope of practice, following the best practice guidelines from the CNO, and protecting their patients. The CNO not only has practice standards but also ethical guidelines. I hold my staff accountable for their practice standards as well as practice guidelines. I am just as responsible as my staff are to ensure that all of them are following the College Guidelines.

When I transitioned into a leadership role it was important to me that I did not lose my identity as a nurse. It was a difficult transition for me when I started into leadership. I wanted to “fit in” at first as the After Hours Coordinator and I wasn’t sure how to balance the line between creating mutual respect versus a friendship. I learned different styles of leadership from coworkers and what was most effective to frontline staff.

While I was in the After Hour Coordinator role I was able to slowly transition into a stronger leader and one that recognized mutual respect and assertiveness were needed to be successful. I am the type of leader who creates relationships with my staff when I start into a new area. I feel as though setting your expectations is imperative but building trust with your team should take the front seat. I believe that no matter what your role in the healthcare field, we are all humans. I get to know my staff and what is important to them. I ask them why they went into nursing as a career. When my staff are having a rough day I remind them of their “why.” I think by creating a relationship that is personal and professional, you develop a rapport and level of trust with your staff that can move mountains when needed.

As my career has led me to a new organization with a new team to lead, I have taken the same values forward. I see incredible potential with my new team and I look forward to learning from a new set of leaders. Healthcare is ever evolving and to be a successful leader I believe we need to do the same.

References

College of Nurse of Ontario. (2020, February). Legislation and Regulation An Introduction to the Nursing Act, 1991. https://www.cno.org/globalassets/docs/prac/41064_fsnursingact.pdf

https://www.cno.org/en/what-is-cno/