Driving Engagement Through Continuous Learning in Nursing

by Britt DiNatale , RN

“Everyone needs a coach” is the argument of surgeon, author, and thought leader Atul Gawande. In a compelling New Yorker article and Ted Talk Gawande contrasts two schools of thought regarding professional development. In one approach, which is common in Gawande’s field of medicine, individuals are expected to take sole ownership for their education and growth. Consequently, this group risks hitting a point of stagnation as they strive for excellence from a singular vantage point. On the other hand, as is commonly seen in the world of sports, even the best of the best are assumed to still have a coach - someone who offers training, support, and a unique external point of view that is essential to finding continuous ways to improve. 

The concept and practice of continuous learning and development resonates deeply within the nursing profession. In a complex and dynamic healthcare environment, it is essential to make continuous learning a part of your professional standard. Nurses, as specialists in their own right, must actively seek out opportunities to enhance and grow their unique decision-making, problem-solving, and care delivery skills. 

Learning and development is also tied to nursing engagement. For example, Korn Ferry recently reported that Gen Z, in particular, is “highly motivated by career progression” with 76% of Gen Z workers viewing learning and development as a significant factor in their workplace engagement. If continuous learning and development is something nurses both seek and need, then it will consequently drive improved engagement and, by extension, have an impact on patient care goals around quality, safety, and experience. 

When new to practice nurses begin their clinical careers, they are paired with a preceptor as a standard part of the onboarding process because we know and understand the quantifiable value of this guidance. However, the need for learning and connection doesn’t end when the preceptor signs off on the new nurse being ready to practice independently. In fact, I remember those first months of practicing independently as some of the most stressful days of my nursing career. In many ways, I felt isolated and unsure of when a question was warranted and how my need to ask might appear. 

It wasn’t until I had matured as an individual and a professional that I sought out my own mentors and coaches, reaping the benefits of those relationships and guidance. Coaching and mentoring is a unique form of personal connection, which is a key factor driving engagement. It signals to an individual that they are valued by having an opportunity to grow and advance their skills. It also supports people feeling seen and heard, which is an essential ingredient of an engaged team member. 

As a facilitator of the Nurse LEAD Program, I get to experience the magic of a peer learning environment that fosters collaboration, inspires growth, and builds a strong group of leaders who learn and support one another.  Simply focusing on a shared topic and discussion question in a group setting leads to the development of both skills and connections simultaneously. It allows nurses to tap into each other’s strengths and experiences, building camaraderie around the challenges and shared goals involved in delivering excellent patient care. 

Nursing is not for the faint of heart, and it’s not because of exposure to bodily fluids. The ability to keep learning and moving forward in the face of exhaustion and burnout requires a strong sense of connection and purpose. We know that organizations that invest in building that connection see remarkable results from  their intentional work via tangible outcomes like engagement and patient communication scores.

How can you support your nurses’ desire to feel that their voice is heard? Consider incorporating peer learning, coaching, and mentoring opportunities into your structure to see the difference it can make. It might be just the “I believe in you” that your nurses crave.