June 22, 2025 • 22 mins
A blood-soaked pillow and a 14-year-old's helplessness forever shaped Lisa Coleman's approach to healthcare. Now Director of Critical Care at Jackson Memorial Hospital, Lisa shares the pivotal moment that ignited her nursing career and the values that guide her leadership journey.
Stepping into the Follow Brand Podcast, Lisa reveals the leadership challenges she navigated during the COVID-19 pandemic while managing a 30-bed critical care unit. With constantly changing protocols and diminishing staff resources, she created a culture of resilience that enabled her team to provide exceptional patient care despite unprecedented obstacles. This crisis management experience solidified her identity as a strategic leader who balances operational excellence with genuine empathy.
Lisa's leadership philosophy—"less noise, more voice"—empowers team members while ensuring clear communication in high-stakes environments. Through mentorship, she's transformed struggling nurses into confident practitioners, witnessing their growth over decades. This commitment to developing others has inspired her to create a formal mentorship program at Jackson Health System, designed to cultivate the next generation of nursing executives. The podcast explores how Lisa's Brand Blueprint Strategy assessment revealed she's already performing at the Chief Nursing Officer level, validating her capabilities and providing a framework for continued growth. For aspiring healthcare leaders, Lisa offers powerful guidance: "Be courageous to step out and take on those roles that you may not feel you're meant to be in." Subscribe to hear how trauma-informed leadership is reshaping healthcare from bedside to boardroom.
Thanks for tuning in to this episode of Follow The Brand! We hope you enjoyed learning about the latest marketing trends and strategies in Personal Branding, Business and Career Development, Financial Empowerment, Technology Innovation, and Executive Presence. To keep up with the latest insights and updates from us, be sure to follow us at 5starbdm.com. See you next time on Follow The Brand!
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome everyone to the Follow Brand Podcast.
This is your host, GrantMcGaugh.
We're going to take it all theway back to Jackson Health
System because I love the peopleat Jackson Health System.
They've been so gracious to meand have opportunity to work
with a lot of strategic leaders,people that are on that upward
trajectory, and I got a chanceto talk to a number of them, and
one of them is Lisa Coleman,and you've got to know Lisa
(00:23):
Coleman.
She has been a wonderful personto talk to and I'm going to
allow her to give you a littlesneak peek into what she's about
and what makes her tick intoday's healthcare realm.
So, Lisa, you'd like tointroduce yourself.
Speaker 2 (00:38):
Hi, I'm Lisa Coleman.
I am the director here atJackson Memorial Hospital.
I run the critical care unitshere.
I've been in nursing about 23years now and in leadership 12
years.
So I am here to share who I amand the knowledge that you have
(00:58):
shared with me about myself,very happy and excited about
talking about those things.
Speaker 1 (01:04):
I'm very happy and excited about talking about
those things.
I'm very excited for youbecause you share with me so
many different things over thelast four to six weeks that I
find very, very impactful, andit'll be impactful for the
audience and I want you to talkto.
This is one of the stories thatreally caught my attention and
that you described a moment fromyour teenage years that forever
changed your path.
(01:26):
I want you to tell us how thatexperience crystallized your
commitment to become a nurse andeventually, a system level
leader.
Speaker 2 (01:37):
Well, at the age of 14, my father was hospitalized
due to kidney failure.
He was relying on theventilator.
He was on dialysis and duringthis challenging time, I
witnessed the incredible healthcare providers they were giving
my father so much attention andcare, tirelessly working to
support him.
One moment that stayed with mewas when this is me at 14.
(02:02):
I noticed that he had bloodtrickling down his nose, staying
in the pillow, and for somereason, I couldn't take my eyes
off of that and I wanted someoneto address it.
No one did.
In that moment, I felt the deepdesire to care for him.
I wanted to provide the comfort, the care, the cleaning of him,
but I was paralyzed because Ididn't know about all those
(02:23):
tools and machines that he was,he was on.
I did not know what they wereat the time.
That ignited a passion withinme.
I vowed at that time that Iwanted to become a nurse.
I wanted to ensure that everypatient received the care that I
wanted to give my father fromthat moment.
This ensured me that, when Ibecame a nurse, that I would
(02:45):
never neglect my patient intheir most vulnerable moments.
So that's why I'm here today.
Speaker 1 (02:52):
Well, that's a great reason and that carried forth
from your teenage years to whereyou are right now, and during
that time you had to go throughwhat a lot of nurses had to go
through.
Which a lot of nurses had to gothrough is to lead during
COVID-19.
The COVID-19 crisis, whichrequired both emotional strength
and operational precision.
(03:13):
I want to understand what didyou learn about yourself during
that particular crisis and howdoes it shape the leader that
you are today?
Speaker 2 (03:28):
My leadership during the COVID-19 pandemic was a
defining moment in my career.
At the time, I managed a 30-bedintermediate critical care unit
here at Rider.
During the peak time of thecrisis, we did implement a lot
of innovative protocols toensure our patient was safe, as
well as our staff, because wedidn't know what was coming at
us.
(03:48):
We didn't know how to handleand how to deal with it, so
everything was ever changing.
I stood in and I fostered aculture of teamwork resilience
among my staff nurses, which wascrucial during that time
because, not only facing thatCOVID crisis, nurses were
leaving to pursue opportunitiesto make more money, so we had to
(04:09):
deal with what we had to dealwith with the resources we had.
I learned to adopt, adaptrapidly to changing guidelines
and protocols, ensuring that myteam remained focused on the
cause of patient care andmotivated during these high
stressful times, the emotionalfatigue that I provided support
to my my staff.
Speaker 1 (04:30):
That is so important.
I mean, that's crisis, that'sthat's learning, trial by fire,
and you've got to keep the coolhead, keep together.
There's other people that arearound because it affected you.
It's not like you know.
The patient had uh, potentiallya COVID-19 or something like
that that it was an infectiousdisease.
Yourself, your staff yeah,there's a lot of intensity and
(04:52):
concern, uh, and intention thatthat's in the in the room.
Everything that you're doing.
You got through that and Iremember Jackson also being one
of the trials and bringing inthe vaccine and all the type of
thing.
I mean that was a real livemovie.
That, unfortunately, was notreal life and that's what was
(05:12):
happening.
We got through it we got throughit and when you look back at
that, you had it like I don'tsee how, why, but how we did it.
But we did, yeah, how you didwhat you did in that crisis, in
those moments that affected theentire world.
You know that wasn't just aJackson problem.
You know it was not where.
And so that brings me totalking about yourself.
(05:36):
We went through this programtogether your assessment, your
skills gap analysis, the brandblueprint strategy, your skills
gap analysis, the brandblueprint strategy.
There was a tagline that I wasable to discern from you, or
uncover and reveal, and thattagline was less noise, more
voice I want from your lens.
(05:58):
What does that mean to you inpractice and how do you apply it
when navigating, as we justtalked about, high stakes?
Speaker 2 (06:09):
leadership rooms or hospital board meetings.
Less noise, more voiceemphasized to me the importance
of clear communication andempowering my team members.
I don't have to be the loudestin the group.
I strive to create anenvironment where every voice is
heard, especially in highpressure situations.
This approach has guided myleadership style, allowing me to
(06:31):
force an open dialogue andcollaboration with my team, my
peers, my colleagues, so that wecan have essentially effective
patient care, and that's thebottom line effective patient
care.
Speaker 1 (06:44):
That's important.
Effective patient care andthat's the bottom line.
Effective patient care, that'simportant.
Effective patient care.
I want to see that.
Put that tagline out on youremail address so they're like,
yeah, she's somebody that youknow is clear, she has clarity
in what she's doing and nononsense type of person, but she
can communicate clearly.
I love that about you and whatyou're able to articulate to me
(07:07):
and then bring that forth Now.
I know that a lot of the nursesthey look at you and they
sometimes they see themselvesright that's happened and then
someone you know that theyadmire or they may aspire to
come.
Now you are centered in anurse-centered culture and you
have operational care excellencethat kind of comes through.
I want you to help usunderstand what does mentorship
(07:30):
mean to you and why is it such acentral pillar of your
leadership.
Speaker 2 (07:38):
The impact of being a mentor.
I have one story that capturesmy impact as a mentor story that
captures my impact as a mentor.
It involves precepting a newnurse in the critical care who
struggled with herself withself-doubt and emotional
challenges.
I have provided her tough love,encouragement, positive
reinforcement, emphasizing theimportance of compassion and
integrity in nursing.
(07:58):
Over 10 years, I've witnessedthis nurse transition from being
a thriving bedside nurse to nowan advanced nurse practitioner.
She demonstrates long-termeffectiveness of being mentored
by a nurse that cares.
So mentorship is very important, Very, very important.
Speaker 1 (08:19):
I've heard that theme over and over again.
I've interviewed a lot ofdifferent people over 200, 300
people along those lines andwhat you just said is echoed
throughout that mentorship andhow you impact another person's
life, whether you realize it ornot, that they're looking up to
you, they're following in yourfootsteps, they're paying
(08:42):
attention.
I think that definitelyilluminates you as a caregiver
and what you do on a everydaybasis to frame that mindset.
I think that's so important.
I wanna now talk about thebrand blueprint strategy.
That's something we wentthrough together.
I wanna understand what wasyour biggest aha moment in
(09:05):
realizing that you were alreadyperforming at the level of a
chief nursing officer.
Speaker 2 (09:13):
Engaging in the brand strategy process has changed my
perception of myself as anexecutive.
It has helped me understand thesignificance of my leadership
style and the impact that I haveon the organization, the
culture and our mission here.
I now see myself as a keyplayer in our organization in
shaping an innovative healthcare system with us all here, in
(09:34):
shaping an innovativehealthcare system with us all
here.
I did not know that of myselfwhen you guys compared me to
others that are in similarpositions like under me, above
me and to see that what I'mdoing right now is compatible
and comparable to executivesthat's been in the business for
10, 15 years as a leader inthose positions.
(09:57):
So I'm honored and at times I'mhumbled too, because it's it
says a lot and I appreciate theprogram that it brought that to
surface and I understand that Iam capable of being an executive
as I already am, but moving itforward.
Speaker 1 (10:15):
Yeah, you have the bravitas of what it takes to
lead at that level.
You know these types offrameworks.
They don't lie right.
They're showing you the exacttruth and you're compared on a
national level in what thatlooks like, with the skill sets.
You're bringing to the table,the tools that you already have
and, more importantly, themindset that you have.
(10:36):
Now I want to understand, nowyou've gone through everything,
how are you building yourexecutive visibility and thought
leadership today, and what doesstrategic positioning look like
for Nerds Executive in 2025,right now, and what do you feel
is beyond?
Speaker 2 (10:57):
So branding is important.
So I will take what I'velearned and brand myself and put
myself on a platform where I amseen.
I can bring attention to myorganization.
I can build what we have inthis organization strategically
by aligning with theorganization and aligning with
(11:17):
others outside the organizationnetworking, learning, a constant
learning and a constant way oftaking from others and bringing
and building your own, or evenexpanding myself and building my
brand, as you have taught me.
Speaker 1 (11:35):
It's so important that brand visibility.
When I talk about brand, I'mtalking about the person, about
who you are, how you bring tothe table every day.
A lot of times the promotiongoes to someone else and
sometimes we don't evenunderstand why, and most of the
time because people, whether werealize or not, they like to
work with people that they like,they know, they trust.
(11:56):
Well, we've got to have anarrative around that right,
Especially key stakeholders,people that you're going to be
working with or who can help usachieve our goals.
And when they see that in youand you've made it visible to
them, you then have an advantageover others who have not.
(12:19):
And our studies have told usthat most executives today,
nursing executives alike theyjust they keep themselves in a
smaller circle of reach andbecause of that, when
opportunities come around, theirname is not called.
I think in your case, you arenow saying hey, I'm Lisa Coleman
(12:39):
, this is what I'm bringing tothe table.
Talk to me, Bring me in,because I can share the
knowledge that you need toachieve your goals.
Now, as we look at that and welook at healthcare, leadership
that we know often demands abalancing empathy.
You've got to have empathy, butyou've also got to have
(13:00):
accountability.
My question to you would be howdo you create psychological
safety for your teams whilestill driving high performance
and patient outcomes?
Speaker 2 (13:15):
My balance are operational excellence with
empathy, by prioritizing thewell-being of my staff and
fostering a supportiveenvironment.
My experience in the criticalcare have taught me that
compassion is just as importantas efficiency.
I mean I encourage my team tocontinue to contribute ideas and
foster a collaborativeenvironment which leads to
(13:35):
continuous improvements inpatient care.
So that's the bottom line,Always ending with patient care.
Speaker 1 (13:42):
And so you've got the right focus and you understand
topside and then at the bedside,what it takes to be effective
and what leads to those outcomesGoing back to even your origin
story, that you make it a pointto make sure that every patient
is cared for, that if somebodywalks into that room, that
they're not going to be takenback by what they may experience
(14:06):
.
And you work in life and deathsituations on a daily basis and
we have to make decisions thatcould be detrimental or it could
be a positive outcome,depending on what that looks
(14:27):
like.
And you've got to teach othershow to look at these things,
because you can't do it all byyourself.
Now I know that you've begun toarchitect a mentorship pipeline
and you're starting to exploresome national speaking
engagements.
I want to understand whatdrives this next phase of your
brand and what kind of legacy doyou hope to leave.
Speaker 2 (14:52):
My brand.
I want to develop a mentorshipprogram here at Jackson because
if it was not for a mentor, Iwouldn't be in the position I am
in right now.
So something that's a step upof what I am currently doing
(15:12):
right now is to develop amentorship program where I pair
up those that need to bementored with professionals
that's already in the game and,you know, be the mentor of that
program, so that we can continueto support each other, uplift
each other and build more nurseexecutives from ground up.
Speaker 1 (15:36):
That is so important.
Thank you for doing that,because that's what's needed in
today's world of sharing theknowledge and experience and
expertise that you have.
And, along those lines, becausethere's so many people that are
in the nursing world, they maynot understand exactly what it
takes.
So I want to ask what do youfeel the biggest misconceptions
(16:02):
about what it takes to be achief nursing officer, and what
advice would you give those whoare just starting their
leadership journey?
Speaker 2 (16:12):
The biggest advice I would.
The biggest misconception isthat it's an easy job.
It is not.
It is a very grueling positionto be in.
The advice I would give is toput forth your best effort and
(16:33):
put heart in everything that youdo and you know.
Never doubt yourself and becourageous to step out and take
on those roles that you may notfeel like you're meant to be in.
Speaker 1 (16:52):
So resilience.
Resilience is so importantbecause there's so much
resistance in the world.
You're going to come acrossthat, but then you have to have
enough faith in yourself, enoughenergy enough to say you know
what.
I can see that light forward.
I see where we can go beyond itand understand how to pivot and
(17:12):
get to the goals that you'veset for yourself.
I see that in you.
Now here's the question, andI'm sure there are others now
listening to this podcast andI'm asking this question on
their behalf, and what I mean bythat is, if a board member or a
system leader is listeningright now, today, what do you
(17:34):
want them to know about?
Who Lisa Coleman is as anexecutive change agent and a
voice for the future ofhealthcare?
Speaker 2 (17:45):
I would want them to know that I will be an executive
who values compassion,collaboration, operational
excellence.
My goal is to create a positiveimpact on both staff patient
care and I am committed to leada team with integrity and
purpose.
That's what I would want themto know about me.
Speaker 1 (18:03):
I think that's so important to understand Now when
we walk through our Brave BrandBlueprint Strategy.
You got your own SWOT analysis.
You understand yourself onanother level.
I want you to help usunderstand.
You know you're before state.
Now you're after state.
If someone else were to take upthis program, what do you think
(18:25):
they're going to gain?
Speaker 2 (18:26):
from it, they're going to gain a lot of knowledge
about themselves that they didnot know.
I know I am a nurse leader.
I am now understanding that Iam a nurse executive.
The title is a nurse directorat this point, but walking away
from this, I feel like now I canwalk and feel like I am a nurse
executive.
(18:46):
I will claim the role right now.
You will learn a lot aboutyourself.
The assessment was an absoluteamazing tool that I appreciate.
I'm going to be looking at itall the time to you know.
Keep ensuring myself that I amthe nurse executive that I want
to be.
So I would recommend thisbranding program for everyone,
(19:13):
because it will bring somethingout of you that you've never
known you had.
Speaker 1 (19:16):
Oh man, I love that statement and I love how you
just said about re-utilizing thebrand blueprint strategy.
It's not a one off, it'ssomething you can look at as a
strategic manuscript, if I wouldsay.
You can say am I on track?
So three months from now, wheream I at?
(19:37):
And if you're not where youthink you need to be, the
manuscript will tell you ifyou're off center, right your
GPS to the next level.
I know because of the work thatI've done that if you follow the
plan it's a 90 percent I wouldsay percentile rate that you
(19:58):
will achieve your goal.
I mean, if you do everythingthat is there, you will get to
your desired state, what I callthe north star, your north star.
You were one of the only peoplein my entire pro I've never
seen this before and I think Ishared this with you as we went
through the skills gap analysisportion that you had like a
(20:20):
perfect scoring at each of thefive levels we were looking at
and like that's never happenedbefore.
So I had to go back and do itlike two or three times to make
sure like, all right,something's not right, but
because in your area ofexpertise you were scoring
higher than was expected foryour station, and what you told
(20:44):
me and what you told yourselfagain, is that you're ready for
that next level.
You are a chief nursingexecutive and it's just a matter
of performing at that level andmaking yourself more visible
and accessible to those leadersthat actually need your
expertise in the room and I'llsay this on record because I
have so much respect for whatyou do.
(21:05):
I still can't imagine, because Isee it on the news.
It comes on.
You know people going toJackson Trauma Center.
They're going to the RiderTrauma Center.
This is where a lot of traumayou know that's happened in the
community ends up on your watch,right, and then you go through
that process of trying to healthem, trying to save their life,
(21:28):
do all those things.
I still don't understand howyou do that every day and do it
at your level.
Just give us a little bit moreinsight.
What does it take to actuallyoperate for you on a day-to-day
basis?
Speaker 2 (21:41):
Well, I believe that being a trauma-informed leader
as well as a critical careleader is crucial more than ever
during these times inhealthcare, acknowledging the
emotional and psychologicalchallenges faced by our staff,
the patients promoting we haveto always promote a culture of
understanding and support, andthat's essential for effective
(22:04):
care and that's essential for me, as a leader, to continue to
lead.
Speaker 1 (22:09):
That is wonderful.
And where did you get?
Did you go to Miami DadeCollege for your nursing?
Speaker 2 (22:14):
Actually I did.
My initial career was Igraduated from Florida State
University and I majored indietetics.
I was a dietitian for thehealth department here in Miami.
But again, my passion at firstwas always nursing.
So I tried that out and then Ichanged.
(22:35):
I went to school, I graduatedfrom Miami-Dade with an ASN my
associate in nursing and fromthere I developed to where I am
right now.
But I did start out my nursingeducation at Miami-Dade College.
I did
Welcome everyone to the Follow Brand Podcast.
This is your host, GrantMcGaugh.
We're going to take it all theway back to Jackson Health
System because I love the peopleat Jackson Health System.
They've been so gracious to meand have opportunity to work
with a lot of strategic leaders,people that are on that upward
trajectory, and I got a chanceto talk to a number of them, and
one of them is Lisa Coleman,and you've got to know Lisa
(00:23):
Coleman.
She has been a wonderful personto talk to and I'm going to
allow her to give you a littlesneak peek into what she's about
and what makes her tick intoday's healthcare realm.
So, Lisa, you'd like tointroduce yourself.
Speaker 2 (00:38):
Hi, I'm Lisa Coleman.
I am the director here atJackson Memorial Hospital.
I run the critical care unitshere.
I've been in nursing about 23years now and in leadership 12
years.
So I am here to share who I amand the knowledge that you have
(00:58):
shared with me about myself,very happy and excited about
talking about those things.
Speaker 1 (01:04):
I'm very happy and excited about talking about
those things.
I'm very excited for youbecause you share with me so
many different things over thelast four to six weeks that I
find very, very impactful, andit'll be impactful for the
audience and I want you to talkto.
This is one of the stories thatreally caught my attention and
that you described a moment fromyour teenage years that forever
changed your path.
(01:26):
I want you to tell us how thatexperience crystallized your
commitment to become a nurse andeventually, a system level
leader.
Speaker 2 (01:37):
Well, at the age of 14, my father was hospitalized
due to kidney failure.
He was relying on theventilator.
He was on dialysis and duringthis challenging time, I
witnessed the incredible healthcare providers they were giving
my father so much attention andcare, tirelessly working to
support him.
One moment that stayed with mewas when this is me at 14.
(02:02):
I noticed that he had bloodtrickling down his nose, staying
in the pillow, and for somereason, I couldn't take my eyes
off of that and I wanted someoneto address it.
No one did.
In that moment, I felt the deepdesire to care for him.
I wanted to provide the comfort, the care, the cleaning of him,
but I was paralyzed because Ididn't know about all those
(02:23):
tools and machines that he was,he was on.
I did not know what they wereat the time.
That ignited a passion withinme.
I vowed at that time that Iwanted to become a nurse.
I wanted to ensure that everypatient received the care that I
wanted to give my father fromthat moment.
This ensured me that, when Ibecame a nurse, that I would
(02:45):
never neglect my patient intheir most vulnerable moments.
So that's why I'm here today.
Speaker 1 (02:52):
Well, that's a great reason and that carried forth
from your teenage years to whereyou are right now, and during
that time you had to go throughwhat a lot of nurses had to go
through.
Which a lot of nurses had to gothrough is to lead during
COVID-19.
The COVID-19 crisis, whichrequired both emotional strength
and operational precision.
(03:13):
I want to understand what didyou learn about yourself during
that particular crisis and howdoes it shape the leader that
you are today?
Speaker 2 (03:28):
My leadership during the COVID-19 pandemic was a
defining moment in my career.
At the time, I managed a 30-bedintermediate critical care unit
here at Rider.
During the peak time of thecrisis, we did implement a lot
of innovative protocols toensure our patient was safe, as
well as our staff, because wedidn't know what was coming at
us.
(03:48):
We didn't know how to handleand how to deal with it, so
everything was ever changing.
I stood in and I fostered aculture of teamwork resilience
among my staff nurses, which wascrucial during that time
because, not only facing thatCOVID crisis, nurses were
leaving to pursue opportunitiesto make more money, so we had to
(04:09):
deal with what we had to dealwith with the resources we had.
I learned to adopt, adaptrapidly to changing guidelines
and protocols, ensuring that myteam remained focused on the
cause of patient care andmotivated during these high
stressful times, the emotionalfatigue that I provided support
to my my staff.
Speaker 1 (04:30):
That is so important.
I mean, that's crisis, that'sthat's learning, trial by fire,
and you've got to keep the coolhead, keep together.
There's other people that arearound because it affected you.
It's not like you know.
The patient had uh, potentiallya COVID-19 or something like
that that it was an infectiousdisease.
Yourself, your staff yeah,there's a lot of intensity and
(04:52):
concern, uh, and intention thatthat's in the in the room.
Everything that you're doing.
You got through that and Iremember Jackson also being one
of the trials and bringing inthe vaccine and all the type of
thing.
I mean that was a real livemovie.
That, unfortunately, was notreal life and that's what was
(05:12):
happening.
We got through it we got throughit and when you look back at
that, you had it like I don'tsee how, why, but how we did it.
But we did, yeah, how you didwhat you did in that crisis, in
those moments that affected theentire world.
You know that wasn't just aJackson problem.
You know it was not where.
And so that brings me totalking about yourself.
(05:36):
We went through this programtogether your assessment, your
skills gap analysis, the brandblueprint strategy, your skills
gap analysis, the brandblueprint strategy.
There was a tagline that I wasable to discern from you, or
uncover and reveal, and thattagline was less noise, more
voice I want from your lens.
(05:58):
What does that mean to you inpractice and how do you apply it
when navigating, as we justtalked about, high stakes?
Speaker 2 (06:09):
leadership rooms or hospital board meetings.
Less noise, more voiceemphasized to me the importance
of clear communication andempowering my team members.
I don't have to be the loudestin the group.
I strive to create anenvironment where every voice is
heard, especially in highpressure situations.
This approach has guided myleadership style, allowing me to
(06:31):
force an open dialogue andcollaboration with my team, my
peers, my colleagues, so that wecan have essentially effective
patient care, and that's thebottom line effective patient
care.
Speaker 1 (06:44):
That's important.
Effective patient care andthat's the bottom line.
Effective patient care, that'simportant.
Effective patient care.
I want to see that.
Put that tagline out on youremail address so they're like,
yeah, she's somebody that youknow is clear, she has clarity
in what she's doing and nononsense type of person, but she
can communicate clearly.
I love that about you and whatyou're able to articulate to me
(07:07):
and then bring that forth Now.
I know that a lot of the nursesthey look at you and they
sometimes they see themselvesright that's happened and then
someone you know that theyadmire or they may aspire to
come.
Now you are centered in anurse-centered culture and you
have operational care excellencethat kind of comes through.
I want you to help usunderstand what does mentorship
(07:30):
mean to you and why is it such acentral pillar of your
leadership.
Speaker 2 (07:38):
The impact of being a mentor.
I have one story that capturesmy impact as a mentor story that
captures my impact as a mentor.
It involves precepting a newnurse in the critical care who
struggled with herself withself-doubt and emotional
challenges.
I have provided her tough love,encouragement, positive
reinforcement, emphasizing theimportance of compassion and
integrity in nursing.
(07:58):
Over 10 years, I've witnessedthis nurse transition from being
a thriving bedside nurse to nowan advanced nurse practitioner.
She demonstrates long-termeffectiveness of being mentored
by a nurse that cares.
So mentorship is very important, Very, very important.
Speaker 1 (08:19):
I've heard that theme over and over again.
I've interviewed a lot ofdifferent people over 200, 300
people along those lines andwhat you just said is echoed
throughout that mentorship andhow you impact another person's
life, whether you realize it ornot, that they're looking up to
you, they're following in yourfootsteps, they're paying
(08:42):
attention.
I think that definitelyilluminates you as a caregiver
and what you do on a everydaybasis to frame that mindset.
I think that's so important.
I wanna now talk about thebrand blueprint strategy.
That's something we wentthrough together.
I wanna understand what wasyour biggest aha moment in
(09:05):
realizing that you were alreadyperforming at the level of a
chief nursing officer.
Speaker 2 (09:13):
Engaging in the brand strategy process has changed my
perception of myself as anexecutive.
It has helped me understand thesignificance of my leadership
style and the impact that I haveon the organization, the
culture and our mission here.
I now see myself as a keyplayer in our organization in
shaping an innovative healthcare system with us all here, in
(09:34):
shaping an innovativehealthcare system with us all
here.
I did not know that of myselfwhen you guys compared me to
others that are in similarpositions like under me, above
me and to see that what I'mdoing right now is compatible
and comparable to executivesthat's been in the business for
10, 15 years as a leader inthose positions.
(09:57):
So I'm honored and at times I'mhumbled too, because it's it
says a lot and I appreciate theprogram that it brought that to
surface and I understand that Iam capable of being an executive
as I already am, but moving itforward.
Speaker 1 (10:15):
Yeah, you have the bravitas of what it takes to
lead at that level.
You know these types offrameworks.
They don't lie right.
They're showing you the exacttruth and you're compared on a
national level in what thatlooks like, with the skill sets.
You're bringing to the table,the tools that you already have
and, more importantly, themindset that you have.
(10:36):
Now I want to understand, nowyou've gone through everything,
how are you building yourexecutive visibility and thought
leadership today, and what doesstrategic positioning look like
for Nerds Executive in 2025,right now, and what do you feel
is beyond?
Speaker 2 (10:57):
So branding is important.
So I will take what I'velearned and brand myself and put
myself on a platform where I amseen.
I can bring attention to myorganization.
I can build what we have inthis organization strategically
by aligning with theorganization and aligning with
(11:17):
others outside the organizationnetworking, learning, a constant
learning and a constant way oftaking from others and bringing
and building your own, or evenexpanding myself and building my
brand, as you have taught me.
Speaker 1 (11:35):
It's so important that brand visibility.
When I talk about brand, I'mtalking about the person, about
who you are, how you bring tothe table every day.
A lot of times the promotiongoes to someone else and
sometimes we don't evenunderstand why, and most of the
time because people, whether werealize or not, they like to
work with people that they like,they know, they trust.
(11:56):
Well, we've got to have anarrative around that right,
Especially key stakeholders,people that you're going to be
working with or who can help usachieve our goals.
And when they see that in youand you've made it visible to
them, you then have an advantageover others who have not.
(12:19):
And our studies have told usthat most executives today,
nursing executives alike theyjust they keep themselves in a
smaller circle of reach andbecause of that, when
opportunities come around, theirname is not called.
I think in your case, you arenow saying hey, I'm Lisa Coleman
(12:39):
, this is what I'm bringing tothe table.
Talk to me, Bring me in,because I can share the
knowledge that you need toachieve your goals.
Now, as we look at that and welook at healthcare, leadership
that we know often demands abalancing empathy.
You've got to have empathy, butyou've also got to have
(13:00):
accountability.
My question to you would be howdo you create psychological
safety for your teams whilestill driving high performance
and patient outcomes?
Speaker 2 (13:15):
My balance are operational excellence with
empathy, by prioritizing thewell-being of my staff and
fostering a supportiveenvironment.
My experience in the criticalcare have taught me that
compassion is just as importantas efficiency.
I mean I encourage my team tocontinue to contribute ideas and
foster a collaborativeenvironment which leads to
(13:35):
continuous improvements inpatient care.
So that's the bottom line,Always ending with patient care.
Speaker 1 (13:42):
And so you've got the right focus and you understand
topside and then at the bedside,what it takes to be effective
and what leads to those outcomesGoing back to even your origin
story, that you make it a pointto make sure that every patient
is cared for, that if somebodywalks into that room, that
they're not going to be takenback by what they may experience
(14:06):
.
And you work in life and deathsituations on a daily basis and
we have to make decisions thatcould be detrimental or it could
be a positive outcome,depending on what that looks
(14:27):
like.
And you've got to teach othershow to look at these things,
because you can't do it all byyourself.
Now I know that you've begun toarchitect a mentorship pipeline
and you're starting to exploresome national speaking
engagements.
I want to understand whatdrives this next phase of your
brand and what kind of legacy doyou hope to leave.
Speaker 2 (14:52):
My brand.
I want to develop a mentorshipprogram here at Jackson because
if it was not for a mentor, Iwouldn't be in the position I am
in right now.
So something that's a step upof what I am currently doing
(15:12):
right now is to develop amentorship program where I pair
up those that need to bementored with professionals
that's already in the game and,you know, be the mentor of that
program, so that we can continueto support each other, uplift
each other and build more nurseexecutives from ground up.
Speaker 1 (15:36):
That is so important.
Thank you for doing that,because that's what's needed in
today's world of sharing theknowledge and experience and
expertise that you have.
And, along those lines, becausethere's so many people that are
in the nursing world, they maynot understand exactly what it
takes.
So I want to ask what do youfeel the biggest misconceptions
(16:02):
about what it takes to be achief nursing officer, and what
advice would you give those whoare just starting their
leadership journey?
Speaker 2 (16:12):
The biggest advice I would.
The biggest misconception isthat it's an easy job.
It is not.
It is a very grueling positionto be in.
The advice I would give is toput forth your best effort and
(16:33):
put heart in everything that youdo and you know.
Never doubt yourself and becourageous to step out and take
on those roles that you may notfeel like you're meant to be in.
Speaker 1 (16:52):
So resilience.
Resilience is so importantbecause there's so much
resistance in the world.
You're going to come acrossthat, but then you have to have
enough faith in yourself, enoughenergy enough to say you know
what.
I can see that light forward.
I see where we can go beyond itand understand how to pivot and
(17:12):
get to the goals that you'veset for yourself.
I see that in you.
Now here's the question, andI'm sure there are others now
listening to this podcast andI'm asking this question on
their behalf, and what I mean bythat is, if a board member or a
system leader is listeningright now, today, what do you
(17:34):
want them to know about?
Who Lisa Coleman is as anexecutive change agent and a
voice for the future ofhealthcare?
Speaker 2 (17:45):
I would want them to know that I will be an executive
who values compassion,collaboration, operational
excellence.
My goal is to create a positiveimpact on both staff patient
care and I am committed to leada team with integrity and
purpose.
That's what I would want themto know about me.
Speaker 1 (18:03):
I think that's so important to understand Now when
we walk through our Brave BrandBlueprint Strategy.
You got your own SWOT analysis.
You understand yourself onanother level.
I want you to help usunderstand.
You know you're before state.
Now you're after state.
If someone else were to take upthis program, what do you think
(18:25):
they're going to gain?
Speaker 2 (18:26):
from it, they're going to gain a lot of knowledge
about themselves that they didnot know.
I know I am a nurse leader.
I am now understanding that Iam a nurse executive.
The title is a nurse directorat this point, but walking away
from this, I feel like now I canwalk and feel like I am a nurse
executive.
(18:46):
I will claim the role right now.
You will learn a lot aboutyourself.
The assessment was an absoluteamazing tool that I appreciate.
I'm going to be looking at itall the time to you know.
Keep ensuring myself that I amthe nurse executive that I want
to be.
So I would recommend thisbranding program for everyone,
(19:13):
because it will bring somethingout of you that you've never
known you had.
Speaker 1 (19:16):
Oh man, I love that statement and I love how you
just said about re-utilizing thebrand blueprint strategy.
It's not a one off, it'ssomething you can look at as a
strategic manuscript, if I wouldsay.
You can say am I on track?
So three months from now, wheream I at?
(19:37):
And if you're not where youthink you need to be, the
manuscript will tell you ifyou're off center, right your
GPS to the next level.
I know because of the work thatI've done that if you follow the
plan it's a 90 percent I wouldsay percentile rate that you
(19:58):
will achieve your goal.
I mean, if you do everythingthat is there, you will get to
your desired state, what I callthe north star, your north star.
You were one of the only peoplein my entire pro I've never
seen this before and I think Ishared this with you as we went
through the skills gap analysisportion that you had like a
(20:20):
perfect scoring at each of thefive levels we were looking at
and like that's never happenedbefore.
So I had to go back and do itlike two or three times to make
sure like, all right,something's not right, but
because in your area ofexpertise you were scoring
higher than was expected foryour station, and what you told
(20:44):
me and what you told yourselfagain, is that you're ready for
that next level.
You are a chief nursingexecutive and it's just a matter
of performing at that level andmaking yourself more visible
and accessible to those leadersthat actually need your
expertise in the room and I'llsay this on record because I
have so much respect for whatyou do.
(21:05):
I still can't imagine, because Isee it on the news.
It comes on.
You know people going toJackson Trauma Center.
They're going to the RiderTrauma Center.
This is where a lot of traumayou know that's happened in the
community ends up on your watch,right, and then you go through
that process of trying to healthem, trying to save their life,
(21:28):
do all those things.
I still don't understand howyou do that every day and do it
at your level.
Just give us a little bit moreinsight.
What does it take to actuallyoperate for you on a day-to-day
basis?
Speaker 2 (21:41):
Well, I believe that being a trauma-informed leader
as well as a critical careleader is crucial more than ever
during these times inhealthcare, acknowledging the
emotional and psychologicalchallenges faced by our staff,
the patients promoting we haveto always promote a culture of
understanding and support, andthat's essential for effective
(22:04):
care and that's essential for me, as a leader, to continue to
lead.
Speaker 1 (22:09):
That is wonderful.
And where did you get?
Did you go to Miami DadeCollege for your nursing?
Speaker 2 (22:14):
Actually I did.
My initial career was Igraduated from Florida State
University and I majored indietetics.
I was a dietitian for thehealth department here in Miami.
But again, my passion at firstwas always nursing.
So I tried that out and then Ichanged.
(22:35):
I went to school, I graduatedfrom Miami-Dade with an ASN my
associate in nursing and fromthere I developed to where I am
right now.
But I did start out my nursingeducation at Miami-Dade College.
I did
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