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Leadership Development and Elections Committee - Region 4 Candidate 

Melane Marsh Brian Rogers
MSN, RN, CEN
Pennsylvania
bsroge2@gmail.com

 

 


Why do you seek a position on the Leadership Development and Elections Committee?

In 2010 I started my journey with ENA. Initially, I did not fully appreciate what the ENA meant to Emergency Nurses – it was simply a means to attain CEU’s. Occasionally I perused the website seeking specific information. That was it. Finally, I realized that I needed to get more involved and in 2016 I began to reach out and attend regular chapter meetings in Tennessee.

I attended my first PAENA chapter meeting in 2018 and quickly learned that my local chapter wanted to dissolve. With the help of some of the more senior state leadership, I volunteered to work to revive the chapter, and I truly learned what the ENA represented. In 2018 I also went to my first national ENA conference, and I was finally hooked. For the first time, I understood what ENA meant to ED nurses around the world. Over the years my involvement has deepened by joining committees at the national level, being elected to the state board, and finally becoming president-elect for our state. I have the talent and knowledge to help at the international level and I’m looking forward to identifying and recruiting like-minded people who can help ENA continue to expand.

How does your academic, professional background and experience within ENA make you a qualified Leadership Development and Elections Committee Candidate?

I am currently an Advanced Clinical Education Specialist and, in my role, I coordinate a course for new ED nurses. Using blended learning, I guide their development as ED Nurses and help them navigate their new environment. I believe that using this format and using my experience from working in various ED settings I can relate to both new and more experienced ED nurses.

My journey with the ENA really started when I helped to reinvigorate our Chapter which was preparing to dissolve. I was able to recruit some top-tier talent and with their help we transformed our chapter into a successful organization. I have joined our state board and have been actively seeking younger talented ED nurses to ensure that our state continues to thrive. Building and maintaining relationships is a key component of my personal and professional success and I believe that sets me up to be a productive and active member of the ENA.

Outline the specific skills you bring, or contributions you hope to make to the ENA Leadership Development and Elections Committee.

One of my best attributes is my ability to remain calm in the face of crisis. I believe that is a significant factor in guiding the success of my ED career. When others would run circles in the face of a code or trauma, I was the quieting presence in the room. I am able to stop, think and then act.

Naturally I am a nonjudgemental listener. I appreciate that as a nurse I should always strive for this and that it can be a struggle for many of my colleagues. I'm very fortunate to have this innate ability.

I take constructive criticism very well. By listening to other people and truly working from their recommendations, I have become a better educator and leader for my ENA chapter. I hope to continue this as I become president of my state next year.

Provide a narrative that exemplifies how you demonstrate the Leadership Development and Elections Committee Competencies.

Recently I was chosen to be on a committee within my organization to review our systems orientation process for new ED nurses. Along with educators from all 43 of our hospitals we reviewed documents from all the facilities and evaluated them to redefine our orientation process. The hope is that regardless of where a nurse enters the system, they will receive the same training.

We meet via Zoom or TEAMS and we also talk individually and in our subgroups.

I was chosen for this role by my supervisor because I am one of the only educators in our region to see all new hires. I volunteered to lead one of the subgroups that was involved in looking at crisis intervention training. Sadly, we quickly recognized that any changes we sought couldn't be made at our level and I had to make the recommendation that we send our concerns to a more hospital wide development group.

Through this process I've collaborated with a number of colleagues and leaders within my hospital system, I've learned to communicate with our regularity department, and I've become more global in my thinking.