ONS Career Guide ONS CAREER GUIDE 2018.web

publications to allude readers and prospec- tive authors. When reviewing publishers, be wary of quick turnaround times (a timeline of several weeks rather than several months could be a red flag) or grammatical and ty- pographic errors in already published work. In a worst-case scenario, if you submit your work to these types of publishers and they close, your hard work could be lost forever. For more information on which publications are suspected of ethical misconduct, refer to the adjunct to the Directory of Open Access Journals: docs. google.com/spreadsheets/d/183mRBRqs- 2jOyP0qZWXN8dUd02D4vL0Mov_kgYF- 8HORM/edit#gid=1650882189. Before you submit your work, be sure that the publisher’s or journal’s expectations align with yours. “Talk to colleagues and other people who have published” to get more information on journals and their reputations, McGee said. Author Guidelines and Resources Reviewing author guidelines can be a head- ache when all you want to do is submit your work for publication, but those guidelines are there to help, not harm. “Author guidelines are not there to make your life a misery,” Katz said. “They are there to help you. If author guidelines aren’t there, it can lead to irritation and can complicate the process.” “Don’t get upset if revisions are needed,” McGee said. “It’s rare for a manuscript to get accepted with no edits.” “We want the feedback to you to be helpful and constructive,” Katz added. When you do get edits and suggestions back, it’s best to turn around the updated work quickly because “if you sit on it, it can become overwhelming,” Katz said. One of the most important points to remember is to seek assistance if you’re having trouble. Feel free to get advice from fellow colleagues, editors and journal staff, or industry-related publications. ONS peer-reviewed journals such as the Clinical Journal of Oncology Nursing (located at cjon.ons.org/content/cjon-authors) and the Oncology Nursing Forum (located at onf.ons.org/onf-authors) do not request author fees and can be great resources to start getting comfortable with the publish- ing process. n Katz, A., Carr, E., & McGee, L. (2018). Impact your profession by publishing. Session presented at the ONS 43rd Annual Congress, Washington, DC, May 18, 2018. https://ons.confex. com/ons/2018/meetingapp.cgi/Session/1612 14 ONS 2018–2019 CAREER GUIDE Leadership in Nursing: Is It Your Calling? W hat really makes a great leader? In order to be an effective leader, one needs to be able to motivate and influence others to contribute toward organizational success. As companies, em- ployees, and policies change, so do leaders and ways they motivate their team. “Employees are not static,” said Marcy Adams, MBA, RN, BHA, national direc- tor at IQVIA in Durham, NC. “We don’t manage employees the same way we did a year ago, five years ago, 10 years ago. We don’t manage employees the same way we did yesterday. “Managers don’t always make good leaders, and leaders don’t always make good managers,” she added. To figure out if you have leadership skills, Adams said that you must look at your moral authority. “What is your character? Are you able to do what’s right in the absence of rules?” Adams asked. Employees can be tempted to do the wrong thing, and this is where leadership comes in. Leaders will focus on their peo- ple, while managers set out to focus on the tasks that need to be completed. In addition to moral authority, if you do take up a leadership role, Adams said that the difference between poor leadership and great leadership is attitude. Attributes of a leader’s attitude include: • Has a visionary outlook • Communicates effectively • Has a plan and goals • Is decisive • Wants to make a positive difference • Embodies a passionate sense of purpose • Is crazy enough to think he or she can change the world • Chooses leadership—not appointed or given a position • Has a tenacious sense of courage and determination • Starts with self-confidence • Essential core leadership values include: • Integrity • Responsibility • Compassion • Forgiveness Leaders also understand that it has various roles and “that the coloring of the picture can come in many different shades,” Adams said. Fundamental leadership competencies include: • Social intelligence • Interpersonal skills • Emotional intelligence • Prudence • Courage • Conflict management • Decision making • Influence • Political skills • Competence When having a crucial conversation, lead- ers must clarify expectations of both the manager and employee: • What do you want? • What are you doing? • How is this working? • What is the plan? • What options have you considered or not considered? After clarifying your team’s expectation, be sure you identify the needed outcome, make it their plan, and tie rewards to results of the plan. If results are not done as promised, move them out, and have them realize that it is not personal. Adams concluded that leadership can come from the bottom up, not just the top down, and that a title does not make a leader. A leadership role may have managerial parts, but remember that management is a job and leadership is a calling. n Adams, M. (2018). Leadership is a personality: Management vs. Leadership. Session presented at the ONS 43rd Annual Con- gress, Washington, DC, May 19, 2018. Retrieved from https:// ons.confex.com/ons/2018/meetingapp.cgi/Session/1616

ONS Career Guide ONS CAREER GUIDE 2018.web | Page 14