WHO`S IN YOUR INNER CIRCLE?

     We all want to be successful in EMS. But success is about more than just carrying out responsibilities or meeting output criteria. Success is also about a positive image and forward momentum. How can you achieve this as a street provider or entry-level officer? Consider establishing your own board of directors.

     A personal board of directors - more specifically, an inner circle of advisers - is an unofficial assembly of trusted individuals we turn to for confidential advice and leadership guidance.¹ Such a body need not have any formal organization; rather, its existence may only be known to you as you navigate the daily hurdles of your job or education.²

Who Should You Recruit?
     Who should qualify for membership? The ideal candidates would be individuals wise in their respective fields, capable of reading the landscape and with insight into your personality. They should understand emergency medical services and be able to appreciate the dynamic relationships that influence it. Some may already be friends or acquaintances; some may have yet to be met. Regardless, all of them should be capable of promoting your personal and professional growth.

     Consider who would be appropriate for membership from a bottom-up perspective. Certainly a line officer in your organization could make the list, but be sure it's an individual who commands respect above and below their position-someone who has walked in your shoes or understands your organization's plan for those in your position. If you can identify such a person in your agency but do not personally know them, seek to develop a relationship. This will broaden your horizons and help you meet and establish additional relationships with mid-level and senior leaders.

     Who among your department's training division is effective at personalizing the education experience? The ability to dynamically instruct often comes from lengthy experience as a street provider. Such a person can guide you through many "What if...?" scenarios and help develop your on-scene critical-thinking abilities.

     Look to major hospitals serving your area (and consider academic medical centers, even if they're some distance away). Who are the medical and nursing leaders within their emergency departments? Look beyond organizational titles and consider the "go-to" persons. These may be a staff physician or intensivist interested in prehospital or critical-care transport, a nurse or clinical coordinator for a particular shift, or a senior staff nurse who has risen to the top of the hospital's clinical ladder. They should be willing to engage your questions, guide you toward evidence-based practice, help you research topics and encourage your professional growth.

     As you look to hospitals, consider chaplains or counselors whom next-of-kin (and sometimes staff) turn to during times of grief. Such persons are well trained in therapeutic communication and can teach you how to be an active listener and effective communicator.

     Consider leaders outside your organization. Perhaps an acquaintance who works in the human resources department of another company can help you appreciate a corporate perspective on interagency issues.

     Understanding the political landscape both within and outside of your organization is valuable, particularly if you're interested in learning how to influence the decision-making process. Therefore, consider a local or state political official, lobbyist, policy advisor or someone experienced in shaping legislation or policies.

     Conferences and trade shows are enriching experiences where you can hone your understanding of patient care and professionalism from experts. Such events are fertile ground for networking with educational and administrative leaders who, through their experience and insight, can provide a global perspective of where EMS is headed.

     Bottom line, for membership on your personal board of directors, choose individuals who are able and willing to further your growth professionally and personally, even if it means taking the hammer and chisel to your character to chip away at the rough spots. Your inner circle should not be a committee of yes-persons. It should be an honest body of individuals whom you trust and who take interest in you; people who are willing to counsel you in your career, champion your efforts, tell you the difficult truth, share the tools needed to climb the ladder of achievement, and cheer you every step of the way. In addition to developing character, you can expect these relationships to grow into mentoring relationships and professional references for future employment (with such openings possibly created by the very persons you consult!).

References

1. McClellan B. Need Advice in '02? Turn to Your Own Board of Directors. St. Louis Post-Dispatch, Jan. 1, 2002.
2. Sullivan E. Becoming Influential: A Guide for Nurses. Upper Saddle River, NJ: Pearson Education, 2003.

James L. Jenkins, Jr., BA, NREMT-P, is a healthcare educator with 21 years' experience in EMS. He has served as a policy aide to Virginia Governor James S. Gilmore III and as a senior hospital development consultant. Contact him at jim.jenkins.jr@gmail.com.