Karen has over thirty years of diverse healthcare administration and consulting experience and has held top-level nursing and hospital administration positions in the US and abroad.
Karen assumed the Chief Executive role at Kirby Bates in 2003. She wanted to combine her experience and expertise in nursing and hospital administration with her experience in healthcare consulting to shape exceptional healthcare leadership teams and ultimately improve patient care.
Karen was previously the Senior Vice President for Patient Services at Boston University Medical Center, and Associate Director of Nursing at the University of California, San Francisco. In 1990, she entered the international healthcare arena as the Executive Director and Chief Operating Officer at Healthcare International, LTD, an international tertiary care hospital and hotel complex near Glasgow, Scotland that she helped to design, equip, staff, commission and then manage. She began her consulting career in 1995 as a Senior Consultant, and then a Director, at Harvard Medical International, an affiliate of Harvard Medical School, where she provided consulting services in India, Abu Dhabi, Spain and various other international locations.
Karen has published papers on topics important to nursing administrators, including variable budgeting, operating room productivity and alternative patient care systems. She is particularly skilled in organizational evaluation and re-design, program planning, variable budgeting and staffing, and facility design. She quickly evaluates an organization and/or department and develops cost-effective recommendations for improving structure, roles and outcomes.
Karen has a strong professional network. She has been a member of the American Organization of Nurse Executives (AONE) for over 30 years, is a Past President and current member of the Organization of Nurse Leaders of Massachusetts, Rhode Island and New Hampshire (ONL), a current board member of the Pennsylvania Organization of Nurse Leaders (PONL) and a Fellow in the American College of Healthcare Executives (FACHE). Karen is also on the board and active in On Nursing Excellence, Inc., a non-profit 501(c)3 organization devoted to expand the effectiveness, efficiency, wellbeing and recognition of the healthcare workforce and she is a member of the API Advisory Board.
Karen received her Bachelor’s Degree in Nursing from the University of Michigan, her Master’s Degree in Administration from the University of California, San Francisco, and she completed a Johnson and Johnson Nursing Executive Fellowship at the Wharton School in Philadelphia, PA. Karen is also board certified by the American Nurses Credentialing Center as Nurse Executive Advanced (NEA-BC).
M. Jane Fitzsimmons, MSN, RN
With more than thirty years of diverse healthcare leadership experience, Jane has expertise in executive search, leadership, and consulting. Prior to joining Kirby Bates in 2007, Jane held senior executive search positions with regional and international search firms. She has successfully managed executive and senior leadership searches for a broad range of healthcare organizations and systems across the country.
Jane has served in executive level positions as the Chief Operating Officer and Chief Nursing Officer in Massachusetts and Michigan. In these roles, Jane led the revitalization and turnaround of operations and patient care services. As the Vice President for Patient Care Policy for the Massachusetts Hospital Association, she worked directly with cabinet-level policy makers and provided leadership on state and federal policy. She has also established coalitions among health industry leaders and initiated action on critical healthcare legislative, regulatory and programmatic issues. Jane has consulted with healthcare organizations on leadership infrastructure, resource management, patient care services redesign, and achieving financial and quality imperatives.
Professionally active, Jane has served on a number of committees and boards for community, healthcare and professional organizations. She has presented at state and regional forums on a number of topics and has published in leading journals and publications. Jane is actively involved in the American Organization of Nurse Executives (AONE); the Organizations of Nurse Leaders MA, RI & NH, and the American Society for Healthcare Human Resources Administration.
Jane received her Bachelor of Science in Nursing from the University of Rhode Island and her Master of Science in Nursing from Boston University. She completed a post-graduate program in Health Policy at Harvard University and received certification in Health Care Mediation through Boston University School of Public Health. Jane is currently an Adjunct Faculty member at Emmanuel College School of Nursing and teaches Organizational Development in Healthcare in the graduate program.
Peggy Loughery, MSN, RN
Peggy has over fifteen years of diverse management and education experience in teaching, not-for-profit, and for-profit hospitals. Prior to joining Kirby Bates Associates, she held positions as nurse manager, nurse educator, and nursing supervisor. During her tenure as Nurse Manager, her unit was awarded Unit of the Year from Nursing Spectrum. Peggy also served as the Director of Staffing at the Medical College of Pennsylvania where she actively participated on the contract negotiation team and led the organization through a Nursing strike. In addition, Peggy has served as an interim manager and consultant in the areas of quality, staffing and scheduling. She has presented on clinical topics such as restraint reduction as well as patient focused care.
Since joining KBA in 2005, Peggy has conducted more than 200 leadership searches at organizations across the country. She has exceptional expertise in research and candidate development and has outstanding interpersonal skills. Peggy forms strong working relationships with clients and candidates and effectively meets client timelines by ensuring an efficient search process. Peggy also has a very broad and diverse professional network.
Peggy is a graduate of Hahnemann University/Drexel School of Nursing and completed her Bachelor's degree with honors at LaSalle University, Philadelphia, PA. She received her Master of Science in Nursing from Drexel University in 2018. Peggy is actively engaged in professional and community activities. She is a member of the Pennsylvania Organization of Nurse Leaders (PONL) as well as the Southeastern Pennsylvania Organization of Nurse Leaders (SEPONL).
Judy Hayes, MSN, RN, NEA-BC
Judy Hayes, MSN, RN, NEA-BC joined Kirby Bates in 2017 as Vice President of Executive Search and Interim Leadership. With 35 years of nursing leadership experience, Judy Hayes matches KBA clients with culturally complementary candidates.
Prior to joining Kirby Bates, Judy served as Vice President of Patient Care Services and Chief Nursing Officer at Brigham and Women’s Faulkner Hospital, a Partners Healthcare member. Before that, she was Director of Professional Practice Quality and Staff Development; Director of Utilization and Care Management; and held other leadership roles at hospitals throughout the region.
During her tenure, Judy developed special expertise in creating new systems and roles for facilitating the nursing department’s adoption of new technology, as well as new clinical roles. She also earned national recognition for patient satisfaction and quality results.
Judy earned a Bachelor of Science in Nursing at Saint Anselm College and was awarded a Master of Science in Nursing from Salem State University. She is board certified in Nursing Executive Administration by the ANCC and is a member of ONL for Massachusetts, Rhode Island, Connecticut, New Hampshire and Vermont, and AONE. Judy also serves as a member of the editorial board for Dimensions of Critical Care Nursing.
Livonne Engebrecht, BA
Livonne has been a Search Associate at Kirby Bates Associates since April 2015; she started her career in executive nursing recruitment in 1998. During her twenty years in recruitment, Livonne has developed expertise in a variety of skills, including careful listening for the nuances in the details. She respects the interests of clients and candidates, and strives to fully comprehend the goals and visions of the individuals and organizations that KBA serves. Your goal becomes her goal, your vision is her priority!
Livonne is passionate about her responsibilities at KBA, including presenting top tier candidates to our clients, and working with candidates as they explore the ideal next step in their career. It is her privilege to contribute to meeting the leadership needs at hospitals and healthcare organizations. Livonne admires and respects executive nurses for their expertise, education and dedication to delivering excellent patient care.
Livonne grew up on Long Island NY, has lived in Westchester County NY, Sonoma County CA and currently resides in Portland, OR. She received her Bachelor of Science in Psychology in 1990.
Erinn Riley joined Kirby Bates Associates as a Search Associate in February, 2015. She brings a strong background in recruiting, determination and enthusiasm. She has worked in the recruiting and marketing field for the past 13 years in the healthcare and corporate fields. She started her career with Medstaff Inc. for two years recruiting Nurses for the Army Medical Centers in San Diego & Hawaii. She then moved on and spent eight years at General Healthcare Resources where she built up the territories in Chester, Delaware, Philadelphia and Berks Counties handling the staffing, marketing and retention for the Allied Health Department. Wanting to gain more experience in the onboarding process she then began a career in the corporate field as the Talent Acquisition Manager at Connect America, the medical alert device company. There Erinn managed a team of three recruiters and handled the recruitment and onboarding process for all new candidates. Erinn earned her Associates Degree in Business Administration at Delaware County Community College in May 2005.
In her free time, Erinn has young twins, Jake and Ivy, that keep her and her husband very busy, but of course having a lot of fun chasing them around.
Shari Berenson joined Kirby Bates Associates as Operations Manager of Search Services in January of 2017. Her work for KBA is focused on ensuring operational efficiencies among the Retained Search team and coordinating logistics between clients and candidates during the interview phase.
Prior to joining KBA, Shari served as the Senior Executive Assistant to the Chief Product Officer for Progress Software, NC, supporting a global team. Shari’s career combines healthcare administrative and executive search experience that spans over 15 years. She served as Executive Assistant to the Chief Operating Officer and the Vice President of Operations at Lahey Beverly Hospital, and as Executive Assistant for two Boston‐based executive search firms: CT Partners and RM Nephew and Associates. In the latter positions, she supported senior partners in C‐Suite and Board recruitment.
Doris A. Sinkevich, MS, RN, CENP
Doris has over thirty years of nursing and healthcare leadership experience in acute care, behavioral health, and long term acute care settings including public and private hospitals, for-profit organizations and private industry. She has held senior nursing leader leadership positions at multiple hospitals along with serving as Chief Operating Officer and Chief Nurse at Beth Israel Deaconess Hospital-Milton, Westwood-Pembroke Health System and Walden Behavioral Care, all in Massachusetts. In addition, she has served as an interim Chief Nursing Officer and Healthcare Consultant in numerous hospitals throughout New England.
In 2015, Doris assumed the role of Executive Vice President, Interim Services at Kirby Bates Associates. She leads the service line that provides expert executive and service line interim leaders at times when organizations are in need of transitional leadership. With considerable experience in C-Suite positons and as having served as an interim executive, Doris brings a unique perspective in leading the highly effective KBA interim leadership program.
Doris has demonstrated proficiency in many settings that have required significant change. Her greatest skills are often demonstrated in situations requiring turnaround and restructuring to achieve exemplary outcomes. She quickly establishes positive working relationships within environments and through this is able to develop highly functioning results-oriented teams. She has fostered transformation in several organizations resulting in highly reliable performance, consistently achieving high value, quality improvement and cost efficiency.
Doris has been a long standing member of the American Organization of Nurse Executives (AONE) along with being a Past President, Board member, current member, and committee member of the Organization of Nurse Leaders of MA, RI, NH, CT, and VT (ONL). She has frequently served as a preceptor for nursing administration master’s degree students along with being a faculty member for review courses for the ANCC certification process. In addition, she is a member of the American College of Healthcare Executives. She has received recognition awards from a number of community groups including hospice and community life centers in reflection of her commitment to broaden the agenda of hospitals beyond the hospital walls.
Doris received her Bachelor of Science Degree in Nursing and her Master’s Degree in Nursing Administration from Boston University School of Nursing. She holds distinction in being in the inaugural group of nurse executives who received national certification as Certified in Executive Nursing Practice (CENP) through the American Organization of Nurse Executives (AONE).
Jacquie Acheson, AAS
Over the past thirty years, Jacquie has gained a strong background and many successes in administrative support roles in hospitals in MA, as well as customer service and operational support in the financial and sales industries. Jacquie joined Kirby Bates Associates in March 2016. She ensures that operational details of every interim engagement are efficiently managed to streamline activities for interim leaders, while meeting all onboarding requirements to the client’s satisfaction. Her expertise in organization, execution and attention to detail is exceptional and supports the expanding KBA interim service line.
Prior to joining Kirby Bates, Jacquie served in Executive and Senior Administrative support roles at Beth Israel Deaconess Hospital-Milton and Walden Behavioral Care in Massachusetts. She has served in other administrative support and sales positions at several Fortune 500 companies, along with being a founding partner in 1985 of a successful insurance inspection company.
Jacquie received her Associate of Applied Science in Office Administration from Katharine Gibbs in Boston in 2006.
Pamela DeCampli, MSN, RN, NEA-BC
Pam has over thirty years of broad management experience in university teaching hospitals, private not-for-profit hospitals, and for-profit community hospitals. She has held senior nursing leadership positions at Thomas Jefferson University Hospital and Pennsylvania Hospital in Philadelphia. She was the Vice President for Patient Care Services/Chief Nursing Officer at Graduate Hospital and the Chief Operating Officer at Medical College of Pennsylvania.
Pam has served on the Nurse Advisory Council of the Hospital Association of Pennsylvania and was an Adjunct Assistant Professor at MCP Hahnemann University for over six years. She has also been a Clinical Instructor at Thomas Jefferson University and the University of Pennsylvania, and a Clinical Associate at the Villanova University College of Nursing. She is a Past President of the Pennsylvania Nurses Association (PNA) Philadelphia County District and has served on multiple PNA committees and boards. She served as President to the Board of the Southeastern Pennsylvania Organization of Nurse Leaders in 2013. She is an active member of the American Organization of Nurse Executives, the Association of Perioperative Nurses, and the American College of Healthcare Executives (ACHE) and was on the Board of the local ACHE Chapter for 6 years. Pam currently serves on the Board of Directors for Good Shepherd Rehabilitation Network and on the Board of Consultors to the Villanova University School of Nursing.
Pam received her Bachelor of Science Degree in Nursing from Indiana University, Indianapolis, IN and her Master of Science in Nursing Administration from Villanova University in Villanova, PA. She is certified through the American Nurses Credential Center as a Nurse Executive Advanced.
Pam is particularly skilled in assessing organizations and developing practical approaches for enhancing both the quality and financial performance of services provided. She is also adept at identifying operational opportunities within the perioperative service line. As the Executive Vice President for Value Added Services at Kirby Bates Associates, Pam leads the consulting and coaching service lines. She is a skilled professional, certified coach, and is frequently engaged to mentor and coach healthcare leaders. She has also given multiple presentations on managed care, pricing strategies, quality measurement, contemporary management models, and other leadership related topics as well as a published author in the area of executive coaching.
Lorrie Favret Anderson
A knowledgeable sales and marketing healthcare industry professional, Lorrie has broad experience in business development, sales management, new product launches, and start-up business leadership. She began her career in the pharmaceutical sales industry with Lederle Laboratories and Wyeth in 1993. Lorrie distinguished herself as a reputable leader and effective sales professional with her ability to build trust and promote strong, long-lasting customer relationships by partnering with them and understanding their needs. Lorrie has worked with personnel from a wide variety of healthcare organizations including community hospitals, academic medical centers, and independent physician offices and managed care organizations.
Lorrie’s start-up experience began in 2007 as Director of Business Development with Vestagen Protective Technologies, delivering advanced performance textile technologies to the medical market, focused on reducing hospital acquired infections. She then served as Director of Marketing for Agile Health, a start-up digital patient engagement organization offering a suite of trusted behavioral change programs using interactive text messaging.
Lorrie earned a BA in Political Science with French and History minors from the University of Alabama where she lettered in Waterskiing and served in the legislative and executive branches of Student Government. Lorrie is an avid runner, likes to travel and is a devoted school and church volunteer. She and her family live in Central Florida.
Jennifer Insua, BS
Over the past fifteen years, Jennifer has held various positions in hospital administration and healthcare human resources. Jennifer joined Kirby Bates Associates in September 2007. She is responsible for the operation of all office and human resource functions and financial management.
Prior to joining Kirby Bates, Jennifer served as a Human Resources Recruiting Assistant at Tenet Healthcare’s Philadelphia Regional Corporate office. She also served as the Administrative Assistant to the Chief Nursing Officer and the Vice President of Clinical Services at Graduate Hospital in Philadelphia, and the Executive Assistant to the Chief Executive Officer at Elkins Park Hospital in Elkins Park, PA.
Jennifer received her Associate Degree in Science from Camden County College, Blackwood, NJ and her Bachelor of Science from Drexel University, Philadelphia, PA.
Betsy joined Kirby Bates in 2014 after serving for five years as a Research Specialist for an executive search firm serving children’s hospitals nationally. Her responsibilities include: electronic marketing; formatting and revision of candidate resumes; researching organizations and resources; database and mailing list maintenance; and assistance with coordination and travel of candidates and staff.
Prior to beginning her career in search, Betsy spent 14 years at the University of Pennsylvania’s School of Medicine as an Analyst and Manager in Administration and Finance. She attended the University of Pennsylvania’s Wharton School of Business from 1989 – 1994
Preparing your references is a crucial part of your job search and you should have your references ready before your first interview. Picking your references requires more than choosing three or four people in your past who you think can speak about your work ethic or skills. Your references can make or break your chances of getting the job you want, so it pays to invest some time in choosing them. Suitable references include current or former colleagues, former superiors, peers, subordinates, members of the medical staff, professors or instructors and individuals that you have worked with in other capacities, such as volunteer projects and organizations. Once you have identified the individuals you would like to use as references, it is important to follow these guidelines: Make sure you have the individual’s permission to use them as a reference. Talk to your references first and make sure they will contribute to your reputation in the right ways. Inform them of your career goals. Outline the characteristics you want them to highlight should they be contacted by a potential employer, and then ask them if they agree. Remind them of instances that exemplify these desirable traits. If your prospective reference disagrees with this assessment of your virtues, find someone else. Ask them the best time and means for people to contact them, so you can provide this to prospective employers. Keep them informed of each time that you use them as a reference.
The Interview -Your Time to Shine
Congratulations, your resume and cover letter worked! You’ve landed an interview! There is no need to dread the interview. With a little preparation and confidence, you will be ready to shine.
Research the organization. Employers are extremely impressed by candidates who have obviously done their homework. Prepare for questions. Think of possible questions you will be asked during the interview. Be prepared to discuss your strengths and how your skills and experience will contribute to their organization.
Questions you are likely to get from the interviewer include:
Tell me about yourself
What would you like to know about our organization?
Why do you want this job?
What do you find most attractive about this position?
Why should we hire you?
Learn as much as you can about the person interviewing you. This will make you calmer as well as demonstrate to them that you really want the job. Be able to articulate why you want the job. Hiring professionals ask this question more often than not. Learn how to calm yourself down. If you feel yourself getting rattled in or before the interview, take a deep breath and calm yourself. Be able to express, specifically, the marketable skills you have to offer the organization. If the interview will be conducted over the phone, prepare your surroundings. Pick a location with the fewest distractions possible.
Dress professionally. Appearances do count. For more info, click here
Don’t arrive late. Give yourself time to mentally prepare for the interview by arriving 15-20 minutes early. Maintain a positive attitude. Be polite and courteous to everyone you meet. Let the interviewer get to know you. Don’t make the mistake of not sharing enough information during the interview. If the interviewer is unable to gain an accurate picture of your qualifications it defeats the whole purpose of the interview. Feel free to ask for clarification before answering a question. Take some time to formulate your answers before you speak. Focus on the interview. Don’t get off the subject by talking about unnecessary information that wasn’t asked. Make sure you answer all questions asked during an interview. Ask questions. An interview is as much about you getting to know them as vice versa. This also keeps the interview more conversational, thus less stressful. Before going to an interview, have a list of questions about the position and the organization prepared that you would like answered. This demonstrates your interest in the position and the answers you get will help you determine whether the job and the organization are right for you. You should create your own list of questions, based on what’s important to you, but here are some that can help you get started.
What is your nurse/patient ratio and hours per patient/day?
How is the staff scheduled?
What are the current challenges that your organization faces?
Why did the last person leave the position?
How long has the position been vacant?
What were the results of the last accreditation survey?
When is the next survey scheduled?
Is call required for this position?
If so, what are the call requirements?
What would be my primary challenges if I were selected for this position?
What is your management style?
How often are performance reviews conducted and what is your process?
How does this organization feel about continuing education?
How would you describe the culture here?
What can you tell me about the person to whom I would report?
Don’t criticize a former employer–that makes recruiters wonder if the problem is with you. Be prepared to talk about past experiences. Many interviewers ask such situational questions as “What was the most difficult task you have ever faced?” or “Describe a situation that required teamwork.” Anticipate these questions and have an idea beforehand and be prepared to answer them.
Successfully Answering Ten Difficult Job Interview Questions
Your prime objective during a job interview is to successfully bond with the interviewer as you market yourself. You must be cordial, pleasant, smile, have a firm handshake and most importantly, listen to what the interviewer is saying and asking. Job interviews are not events that allow for standard responses. Every question has a purpose and is designed to elicit specific information. You need to answer the questions honestly while being sensitive to the interviewer’s real goal, i.e. to determine if you and your beliefs/style match with that of the people, organization and job that you are seeking. Applicants who solely focus on their own needs and how the job meets their expectations will not be successful in the interview. Put your interviewer at ease with you, get to know what s/he values and expects of the individual in this role, what type of person s/he thinks will be successful and why, etc. Bring pertinent/appropriate questions to the interview. Organizations want people who have goals, values, aspirations and experiences which match theirs, but also want candidates that demonstrate their interest in the organization and role through their questions.
1. Tell me about yourself
The goal of this question is to determine if you are optimistic, pessimistic or fatalistic. It is also designed to see if you are egocentric. This is usually an opening question and does not require great depth. Be brief but cover the following areas: your early years, your relevant education, work history and recent career experience.
2. Why do you want to work for us?
If your answer is “because it’s close to where I live and because I get tuition benefits”, chances are you will be eliminated immediately. Relate your answer to their mission, goals, reputation, etc.–anything that shows you did your homework and that you want to match with their strengths. Although the other answers may be more ‘honest’, they are benefits and are not enough reason to keep you motivated and effective.
3. Why should we hire you?
Talk about the match between their needs and your abilities. Remember to talk about your energy and capacity to get a job done. Mention some career accomplishments and how those experiences can be brought to bear on their position.
4. What do you look for in a job?
The words “job security” should not leave your lips! Organizational opportunities are what you should be seeking. Most people in leadership positions want to make a contribution to their work setting and to be recognized for them, or to have specific experiences that match with their long-term goals.
5. What is your definition of a__(job title)_____?
Today this is tough to answer because every organization has defined a given job title differently. The ad or the job description or other materials should give you clues about the correct answer. If you are unsure, talk about how this is changing and ask for their definition, then comment upon it.
6. How long would it take you to make a meaningful contribution here?
This is tricky because you want to pull your weight from Day 1, however you might not be able to make a major change for 6-12 months depending upon the job’s complexity. On the other hand, organizations moving at a fast pace don’t want to hear that you won’t entertain any changes until you’ve had time to fully assess the situation and might get something implemented much later than they need it.
7. What important trends do you see in health care?
This question is designed to assess your interest, your vision, how current you are with the professional literature and your reaction to change. The best way to be prepared for this is to remain current in your professional knowledge, to read, to attend seminars and to network. Be able to talk about what is happening in other areas of the country, what is occurring legislatively, who is the current guru in a specific topic, what trends you have proactively prepared for in your current setting, etc.
8. Why are you leaving your current job?
This will be probed closely, especially if you were terminated. Be brief, to the point and as honest as possible without hurting yourself. Do not be defensive! Taking a “we agreed to disagree” approach might work well. If you are leaving of your own accord, explain why you are choosing this as a transition time. If you were laid-off in a downsizing, say so. But always talk of the positive things about your current or former employer/company.
9. What do you think of your current boss? How would s/he describe you?
This question probes your relationship with authority figures and how you view them, seeks further information about whether or not this was a factor in leaving your current position, gets at your strengths and limitations and at how well you know yourself. Ask questions about the management style of your “potential boss” to determine whether or not this will be a good fit for you.
10. Describe some of your accomplishments…..
This is a question designed to elicit your values and where you derive personal and professional satisfaction. Thoughtfully consider your answer in light of today’s job market and expectations. Be prepared to speak to 2 to 3 major accomplishments in your current position or a trend of 3-4 accomplishments that span your career. If you have derived great pleasure by increasing the size of your department, an answer like this might cause you difficulty if the organization will be asking you to do more with less. This is where your prior knowledge of the organization can assist you in describing accomplishments which are similar to their opportunities.
Anticipate the Following Interview Questions for Nursing Leadership Roles
1. What interested you in this particular position? What excites you the most about the role? 2. What would you hope to achieve in this role? 3. What are your overall career goals for the next 3 – 5 years and how will this position help you to reach those goals? 4. Describe your experience with models of nursing care delivery (e.g. Case Management, patient focused/centered care). 5. Describe your experience with professional practice elements (e.g. career ladder, shared governance, self-scheduling, peer review, professional developmental models, etc.). 6. Why did you become a nurse? What do you enjoy about it? Describe your philosophy of nursing. 7. Describe the practice “climate” you would want to establish if you were selected for the position. What specific techniques do you utilize to motivate staff? How do you develop/mentor staff that report to you? 8. What has been your relationship with physician leaders in your current and previous positions? What have been some challenges you faced in working with physicians and how did you handle them? What would physicians tell us about you? 9. Describe your relationship with nursing administration. How do you handle differences of opinion? How do you explain these to the staff? How would your current boss describe you? How would non-nursing peers and others in hospital administration describe you? 10. What has been your experience with advanced practice groups, e.g. clinical nurse specialists, NP’s and educators? What special leadership issues do you think are present with these groups? How would nursing peers/colleagues describe you? 11. How have you encouraged the staff in your area to further their professional practice? What would the nursing staff say about you? 12. How would you describe your leadership/management style? Given some of the things we’ve told you about this area of responsibility, what would be some of the management techniques you would utilize initially and why? Describe your current organizational structure. 13. What are your ten key strengths? What areas have you identified as needing development and what are you doing to achieve those objectives? 14. Describe some of your professional accomplishments. 15. Describe your experience with budget preparation and administration. Are you good at financial management? How have you handled any incongruence between the needs of the unit and cost containment? How did you explain this to the staff and physicians? 16. What has been your experience with Performance Improvement, committees, regulatory agencies (JCAHO, State), research, etc? 17. Describe some of the special challenges you have dealt with between groups you have worked with or managed. How have you handled these? What different techniques have you utilized (e.g., team building, conflict resolution)? Describe your approach to team building. What makes a good team member and a good team leader? 18. What do you enjoy most about being in a leadership or management role? What are your favorite “management functions”? What are your least favorite? 19. What type of people do you enjoy working with and why? What type of people do you typically hire? What is your process for evaluating and developing your staff to their maximum potential? 20. What important lessons have you learned so far in your nursing career? Always ask questions at the end of the interview. In fact, ask if your skills and abilities meet their needs. This gives you the opportunity to clarify concerns and provide additional information to quell these concerns. Let the interviewer know that you want the position at the end of the interview.
Follow Up-Don’t Forget to say ‘Thanks’
Make some notes about the interview right after you leave. Send a thank you letter ASAP to each interviewer. Every person you talk to at an interview should receive a thank you note. Write them immediately after the interview while everything is fresh in your mind. The letters should be in the mail the next day. Start off the letter by thanking them for spending their time with you. In a quick, concise sentence tell them why you are still interested in the position. Restate what you believe are their needs and demonstrate how you plan to fill them. Add something specific about how you were treated or something they said. This will let them know that you listened carefully to them throughout the interview. Your letter should be enthusiastic, but be sure the tone is consistent with the tone of your behavior during the interview. Use this opportunity to mention anything you may have forgotten, emphasize points you want the interviewer to remember and reiterate your interest in speaking with them again.