I have been engaged in nursing education for most of my professional life, teaching pre-licensure and graduate students (masters, PhD, and DNP) at a hospital school of nursing and three universities, one of which was in an academic health center. I have taught in classrooms, hospitals, clinics, and online. I directed a graduate community health program for 10 years and served as dean of nursing and executive vice president and chief operating officer of a complex research university for 18 years. I have seen students, curricula, pedagogy, and regulations change. However, I have not seen many nurses advance in their institutions. Although nurses are chairs and deans, not many are provosts, vice presidents, presidents, chancellors, or health system presidents.
Glass ceilings still exist.
Why?
It is certainly not lack of educational preparation, competence, or unwillingness to accept responsibility. Here’s what I think:
- We feel unprepared to assume leadership positions in the academic hierarchy, no matter the number of transcripts, diplomas, or certifications because we value experience. And we can honestly say that we have not had a similar job at another institution. Because there are few role models in top positions, comparison and mentorship are limited.
- Not many of us are “politically” connected. Appointments and promotions can unfortunately be about who you know, not what you know. The “old boys” do not know us and do not think of us in executive roles.
- As a former member of executive search committees at three universities and three health systems, I’ve seen how female nurses’ resumes are different from male colleagues. They do not reflect a pattern of upward mobility or records of holding similar positions at less complex organizations. Search committee and board chairs take a risk when they appoint nurses to top jobs. If the candidate is a minority or a woman, they may face discrimination.
But nurses in leadership positions bring different voices, ideas, and viewpoints to policy tables. We advocate for social justice, holistic education, and care practices. We have little patience with the status quo or with disrespectful or dishonest behavior. We also advocate for adequate space, strong administrative support, and access to the appropriate technology.
How did I crack the glass ceiling? I put myself out there—I leaned in, as they say. I took advantage of every opportunity to prove my skills, like becoming president of my Sigma chapter. I worked hard to earn the trust and support of everyone I met.
This is as close of a formula that I can give:
- Have a goal and a plan.
- Study the backgrounds of people who hold aspirational positions. What was their trajectory?
- Develop a resume that can be easily modified.
- Address your letter of interest to a person, rather than to whom it may concern, and reflect the talents and skills identified in the job description.
- Use social media judiciously. It will be examined if the organization is interested in you.
- Study the backgrounds of those who will interview you.
- Be prepared. Appearance and first impressions are important.
- If you are selected, do the job to the best of your ability. Be a visionary, a mentor, a leader, and an agent of change.
Oh, and one last thing: Don’t let the sound of that glass starting to crack stop you from pushing your way through it. Let your confidence protect you—and the glass won’t hurt you as it falls around you.
Sister Rosemary Donley, PhD, APRN, FAAN, is a Professor of Nursing and the Jacques Laval Chair for Justice for Vulnerable Populations at Duquesne University in Pittsburgh, Pennsylvania, USA. She served as Sigma’s president from 1975-1981 and is a member of Sigma’s Epsilon Phi Chapter.