A position in management allows Colleen Goode to do what she enjoys-work with people and help them accomplish the goals they have set for themselves. As chief nursing officer, with 1,200 nursing and other clinical staff reporting to her, she has plenty of opportunities.

In her 5½ years at University of Colorado Hospital, she has significantly improved employee opinion survey scores, creating a climate where staff members know that inquiry and critical thinking are valued.

One of her most significant accomplishments, she said, was working with staff to prepare the hospital to seek Magnet status. With Goode leading the process, the hospital was awarded that designation in January. "It means a lot to me, our staff and patients as well," she said.

While Goode no longer does hands-on nursing herself, she makes a point to be visible on the units, for example, making rounds often. "I think that is very important, one of the most important things I do," she said. "It gives you an opportunity to understand issues the staff is dealing with, to see them in their environment, and to talk to patients."

She is involved in multiple evidence-based research projects, both as a mentor and a researcher, and teaches graduate-level courses in research and management. She supports the involvement of the nursing staff in education and developed a new graduate residency program at the hospital.

Goode believes her leadership includes several important components. One is the hospital's council structure, which provides the opportunity for staff to be involved in decision-making-having input, for example, into how nursing practices are carried out. Another is the organization's clinical ladder, which provides opportunities for nursing staff to advance and still stay at the bedside.

One of Goode's biggest leadership challenges has been staffing.

"The shortage of health care personnel has affected everyone," she said, "although our Magnet status definitely helps with that problem." Goode also is known for successfully advocating for competitive salaries and benefits, which contribute to staff retention and recruitment, and for raising patient outcomes to impressive levels. She implemented a new online documentation system, incorporating nursing intervention classifications and outcomes into documentation of nursing activities.

Goode is involved in the opening of a new hospital on a new campus.
"That is an exciting, wonderful opportunity," she said, "but it is also a big challenge-to make sure we open a patient-friendly hospital with adequate staff to care for the patients."

Her leadership philosophy is simple: "Everything we do in nursing has to be done around the patient. We have to understand why we are doing it and how will it affect patient care and improve outcomes."