How do you explain medications, treatments, or healthcare situations without using a lot of medical or healthcare jargon?

"Patients come from various backgrounds and usually come with their own understanding of how healthcare works. Some are not familiar with certain medical terminology, so instead of hypertension, I use the term 'high blood pressure.' I also try to provide specific and relatable examples to help my patients understand their conditions and treatment options."

This is your chance to showcase your communication skills. Use this time to highlight how you can meet patients where they are, and present complex information to them in a way that connects with them.

I try to remember that medical jargon is best understood when explained at a 6-7th grade reading level. I've learned over the years that explaining things in lay terms and at a slow pace is the most effective way to teach patients. Otherwise, patients get lost in the translation and often times may not tell you they do not understand.

What is your experience in training and managing team performance?

"In my last role, I was a nursing supervisor at a residential community and managed a team of 5 CNA's. I created a culture of continuous learning and helped create many training and development opportunities for my staff."

Use this time to highlight any leadership or managerial roles that you have had in the past. This could include volunteer work and leadership positions that you may have held in your community. Be sure to give specific examples of ways that you have created and managed strong teams.

I spent over 10 years working in nursing management. I was the nurse manager of 3 different rehab units in which I was responsible for RN's, LPN's, and CNA's and the care they provided. Over the years I learned that one of the most important things to remember as a manager is that everyone is different and the ability to communicate in different ways is essential. I was able to get buy in from all the members of the team by listening to them and supporting them each individually.

What do you think are the major challenges you will face in this job?

"I think the biggest challenge for me would be learning a different patient demographic. This clinic serves a very large Hispanic population due to the location, so learning their needs and trying to learn Spanish will be a challenge, but it's one I'm sure will reap great rewards."

No company is perfect, so avoid providing a long list of things that are wrong with the company. Focus on the things you've already learned about the company. Try not to base this answer on gossip you may have heard.

One major challenge that I have experienced when starting a position as a new nurse manager is getting buy in from the unit staff. Staff are often skeptical of new managers making it difficult to implement changes on the unit. Once I break through those barriers, I am confident I can improve patient outcomes on the unit.

Please describe a typical day in the working life of a Nurse Manager.

"I always begin my day with a morning check with both my nursing staff and patients. I also try to check in with nurses who worked the previous shift. My mornings are usually filled with a mixture of leadership meetings and patient care. I also try to work on project plans and strategic goals."

This is a great time to hone in on how you structure your day as a nurse supervisor. It could begin with a team meeting, checking in on nurses and patients from the previous shift, etc.

My day begins with checking on the staff and patients for the day. I always look at the staffing ratios and acuity of patients on the unit. I round first thing in the morning and then throughout the day so I can see what is going on in the unit as well as have a presence for the staff to ask questions or for help with patient care. I take advantage of answering call lights to meet patients as well as help on the unit. Unit audits, meetings, and work on process improvement projects occur daily as well.

What do you feel you are uniquely bringing to the table as the new Nurse Manager?

"In addition to my clinical expertise in neurology (or whatever specific clinical setting you're applying to), I'm a very adaptive leader who is very compassionate, strategic, ambitions, kindhearted, and have a passion for my patients and my team."

The goal of this question is to reiterate to the interviewer why you are a great fit for this job. Be sure to summarize not only your best leadership and nursing qualities but also your core values and how you will be an asset to the company.

I am bringing several years of experience managing many different types of people. I work well in high paced and stressful environments and am great at staying organized and on task. I have a good ability to build relationships with the staff I work with which really helps with solving problems on the units. I am able to get buy in from staff on new processes and procedures. I utilize positive reinforcement whenever possible so that staff know I notice all the great things they do every day.

What do you find is the hardest part of being a nurse?

"For me, the hardest part of being a nurse is working with a patient that is near the end of their life. I tend to wonder if there is anything more that I could have done to help make their care better. I have to remind myself that I did all that I could to help them have the best quality of life and treatment."

Avoid saying things like 'lack of sleep' or 'difficulty maintaining positive relationships with doctors.' Feel free to be honest about the things you struggle with, but do it in a way that shows both your humanity and your leadership. As well, don't hesitate to talk about ways you try to make this part of the job better for yourself.

I find the hardest part about being a nurse is the attachment to patients. I think that this can also be the most rewarding aspect of being a nurse too! But, as a nurse you want the best outcomes for your patients and sometimes a patient doesn't improve the way you were hoping even though you have given them the best care possible. I can be hard on myself sometimes and often wonder if there was something that could've been differently for the patient.

What types of patients did you deal with as a nurse? What is the typical volume of patients you handle each shift?

"While working in the Oncology Unit, I dealt with patients who had everything from lung cancer to cancer of the bones. Because I was a supervisor I had a smaller caseload of three patients because we were still a small facility, and I still had to be very hands-on and help provide patient care."

Remember that you don't stop being a nurse when you reach a supervisor level. Instead, you use your nursing skills more strategically. Sometimes being a nurse supervisor means having to take on a patient load if you are at a short-staffed facility. For this question, remember to focus on the balance between being in leadership and providing hands-on patient care.

I have worked in several different settings as a nurse including med/surg and telemetry, rehab, long term care, home care/ hospice, and community health. This has allowed me to gain experience with patients that range in acuity from acutely ill to chronically ill and everything in between. I have worked with 6-8 pts in the acute setting and up to 30 in rehab and long-term care settings.

If you were offered the job, what would you hope to accomplish in the first 90 days?

"I would partner with leadership and my team to get a better idea of what the more urgent issues are. Then I would focus on creating a project plan to tackle the issues and be sure to involve all stakeholders in the process and gather all of the information and data that I can."

Many companies have a 30-60-90 day performance review cycle. Since you are a new supervisor to the company, you should listen and try to learn the culture and the company's operations before trying to make any changes to any processes. You could start by making a small project plan.

Initially, I would spend time building relationships with the staff and listening to their concerns about the unit, along with gathering their ideas on ways to improve. Simultaneously I would also identify the highest priority issues regarding patient care and outcomes and begin root cause analysis into the issues. Ideally, I would have an action plan for the highest priority issue and have begun implementing it within the first 90 days.

What do you hope to gain from this position?

"In addition to improving my expertise in this _(insert specialized nursing field of your interest) clinical setting, I also have dreams of becoming a Chief Nursing Officer someday. So I think this position will help make me a better leader and push me towards my dreams."

For this answer, avoid focusing on external benefits such as compensation, flexible hours, etc. This is the time to do some soul searching and tell the interviewer about all the things you hope to accomplish.

I am passionate about improving the quality of care to patients and I feel as a nurse manager I am best positioned to help the most patients. On a professional level I am hoping to gain better outcomes for the patients on this unit. On a personal level I hope to further improve my communication, managing, and relationship building skills.

How do you keep up with the constant changes in the nursing and healthcare field?

"In addition to keeping up with my continuing education requirements for nursing certifications, I also teach workshops and classes on childbirth to new parents. I have an open dialogue with my team to understand their learning needs and interests and create training plans to help them succeed."

The interviewer wants to see that you are passionate enough about what you do. They want to hire someone who is empowered to want to learn all that they can to improve their craft. Talk about conferences, seminars, etc that you've attended or have been part of that have made an impact on you and made you a better nurse.

I enjoy listening to nursing podcasts while I am driving, especially when I am short on time. Reading journal articles and watching webinars has also been super helpful. As a nurse manager I am required to have monthly staff meetings. At each meeting I choose a topic that I feel would be helpful to update staff on and create a short educational piece during the meeting. This helps me stay up to date on changes as well as keeps my team up to date as well.

What interests you most about this facility and this particular clinical setting?

"Every since I was a student in nursing school, I knew that your cardiovascular clinic was where I wanted to spend the rest of my career. I did many clinical rotations and internships in various cardiovascular settings. Heart disease runs in my family, so I always knew that this was the area of nursing that I wanted to be in."

Talk about the specific clinical areas of nursing you feel you are most passionate about (pediatrics, trauma, oncology, etc) and how you feel the company's mission and clinical expertise complement those passions.

I have always enjoyed working with the elderly. I started out as a CNA where I was able to provide 1:1 ADL care with the residents and that is where my passion grew. I knew that I wanted to help them more as a nurse. I have strived to work as a registered nurse in a rehab center since I was a CNA. Rehab is an extremely rewarding environment to work in because you see patients come in at their worst and eventually get to home.

How do you maintain work-life balance when nursing gets stressful? How do you encourage your team to do the same?

"I always make sure that I take mental health days whenever I need to and encourage my team to do the same. I also prioritize healthy eating habits, regular exercise, good sleep, and quality time with friends and family. Taking care of myself is what makes me a better nurse and empowers me even more to give excellent patient care."

Part of what makes a good nursing supervisor is self-awareness. Knowing your limitations and knowing when to take a step back and breathe is one of the most critical skills you can have. Use this time to talk about the importance of mental, emotional, physical, and spiritual health and their impact on team morale which also impacts the quality of patient care.

Burn out is huge among nurses so finding time to do the things I enjoy is essential. I really enjoy spending time outdoors whether it's going for walks or lying on the beach in the sun, so I try to make time for those things. Self-care looks different for everyone, so I encourage my team to find time to do the things that they enjoy at least a couple times per week. I encourage them to get enough sleep leave their work at home so they can enjoy their time off.

How would you describe your leadership style?

"I consider myself to be a strategic, compassionate, and empathetic leader with a passion for building high-performing teams. I believe in creating a culture of coaching and continuous feedback and making sure my team has everything they need to thrive."

Think about the qualities that make YOU a good leader. Consider if you are a more direct or more collaborative leader. You can also mention qualities such as enthusiasm, strong business acumen, etc. When you answer this question, be sure to ask about the culture of the workplace because it may or may not be aligned with your leadership style. Be honest about who you are as a leader.

I describe my leadership style as supportive, open, and honest. I believe strongly that a manager needs to lead by example and hold myself to a very high standard. I treat all my unit staff with respect and listen attentively to their concerns. I am honest with staff when I am not able to do something they request but am always willing to assist them in finding a solution that is realistic.

How do you effectively lead your team during times of change?

"My facility recently transitioned from manual documentation of patient care to electronic documentation. To ensure that my team was properly trained, I collaborated with our IT department to hold various hands-on training sessions for those who were not as computer savvy. We also created training manuals and did mock documentation sessions as well."

Times of change can be anything from your facility being acquired or merging with another, leadership changes, or even technical changes. Every company and every department within a company goes through change, and it's your responsibility as a leader to ensure that your team is not only prepared for change but can also thrive during times of change.

I have found that the most important thing about leading a team during change is educating them on why the change is important. I ensure that I have communicated with staff clearly what the change/ changes are but also WHY we need to make the changes. I listen to their concerns before we begin making the change and check in with them frequently during the implementation to see how things are going. Once I know what the concerns are regarding the changes, I brainstorm with the staff on how to improve the changes.

What are the most difficult aspects of managing a team of nurses? What are the most rewarding?

"The most difficult aspect of managing a team of nurses is that everyone has come from different clinical settings, so everyone has a different approach to patient care, which can be both a challenge and a great benefit. The most rewarding part of managing a team of nurses is getting to do life with them at work every day and building strong relationships as well as coming together to save lives."

There are different team dynamics that come with managing nurses who come from various backgrounds and clinical settings. Be sure to give specific examples of how you've dealt with both the challenges and the rewards of leading such a diverse team.

One of the most difficult aspects of managing a team of nurses is the difference in personalities. Nurses can have very strong personalities and often believe very strongly in the way they are doing things. It is important to remember to keep an open mind because just because someone does something differently than you doesn't mean they are necessarily doing it wrong. The same thing that can be difficult can also be the most rewarding. Nurses come from different work backgrounds and cultural backgrounds, and I get the privilege of working side by side and learning from them every day.

How do you balance nursing priorities with management priorities?

"As a nurse supervisor, I've had to lead code teams and make difficult staffing situations. I also have to determine patient assignments, and I try to ensure they are assigned fairly and align with both the clinical and character strengths of my team."

As a nurse supervisor, it's important to remember that you don't stop being a nurse just because you are in a management role. Being a strong nurse supervisor requires both strong clinical skills and strong leadership skills, and it is essential to know how to use both skills the right way in the right context.

I have learned to being very organized is essential. I prioritize patient care first and foremost to ensure patient safety. But I also delegate when appropriate so that I am able to complete my managerial tasks. I often have a to do list for each day to keep me on task.

How do you stay organized with documentation and record keeping? What do you do when the nurses you supervise don't adhere to same organization process as you?

"I always make sure to bring my iPad (or whatever electronic advice issued by your employer) to every patient visit, make sure that I have all of the patient's records documented correctly, and verify that information with them. I always train my team on the importance of documentation of patient care, and I try to coach them on organization processes that work best for them."

Walk the interviewer through your step-by-step process for ensuring patient information and notes from patient care are entered correctly. Talk about patient management systems you've used and any training you may have done on electronic healthcare management. You can even talk about your process for ensuring accurate documentation when you have limited time between patients.

I stay organized by saving electronic records in specific folders on my computer/ laptop/ electronic device. I have file folders in my office that I keep hard copies of things when needed. I make sure that I save things immediately when done so I don't forget. I also file papers frequently so that they are not piling up in my office. The first thing I do when I find a nurse isn't following a process or policy is investigate what actually happened. I then interview the nurse to get their side and find out why they did not follow the policy. If required, I educated the nurse on the policy and why it is important to follow. If I find that after the nurse has been properly educated on the process and is still not following it disciplinary process may need to be started.

What would you do if a patient complained to you about one of the nurses under your care?

"I would first sit down with the patient and get all of the information and documentation that I can. I always make sure that I'm asking the right questions and keeping a level head. I would then sit down with my nurses in a respectful and non-accusatory setting to get their account of what occurred. After I've gotten both sides of the story along with any documentation, I can then proceed with the best course of action."

When you answer this question, focus not only on your coaching style but also on your investigation and problem-solving skills. If a patient complains about one of the nurses on your team, it's your job to gather all of the information and facts before deciding whether or not this patient's claims are valid. This is called evidence-based performance management.

I begin with interviewing the patient. I listen attentively to their concern and obtain as much information as possible from them regarding the complaint. I would then interview the nurse. It's important to stay unbias and calm during the interview so the nurse doesn't feel attacked or accused. I discuss with the nurse the patients concern using objective information as much as possible and get their side of the story. Once I have both sides of the complaint, I will complete an investigation and determine if the complaint is warranted or not.

Imagine that, during your shift, multiple patients are having emergencies at once. How would you address this situation? Please explain your reasoning.

"If multiple patients are having emergencies all at once, I tell my team that it's all hands on deck. I would try to jump in when I could and delegate when I have to. When a patient's life is on the line, there is not a lot of time to hold a team meeting, so I have to think fast but still be calm and rational."

The purpose of this question is to test your approach to crisis management, and having multiple crises all at once is as intense as it can get. But don't get overwhelmed; take your time and think through your actions and processes.

In situations like this it is important to stay calm. I will try to triage/ prioritize the most critical situation first and delegate to other staff that are able to assist with all the other emergencies. People often panic when there is an emergency going on and it's important for the person leading the team to stay calm and think rationally. It's also important for 1 person to be directing staff so that there is not confusion about what is needed and who is doing it.

Explain how you deal with a patient who is aggressive and refuses medication.

"I first try to see if I can get to the root cause of the patient's aggression. I talk to them first to see what their concerns are and try to ease their fears. But sometimes, despite their aggression, they still have to take a certain medication if they have a serious condition."

Talk about any methods you use to calm a patient down. Consider if the patient is fearful, if they understand their need for medication, what the root cause behind their aggressiveness is. These are questions to think about when asked this interview question.

I try to find out why the patient is being aggressive and why they are refusing medications. More often than not there is a reason for their behavior, and we just need to find out what it is. I will try to reason with them and educate them on why they need the specific medication because they may not understand that either. Finally, sometimes it's best to let the patient cool down and try to discuss with them a little bit later when they are more willing to listen. If all that fails, we need to have a discussion with the physician to determine the best course of action.

Can you describe a time you implemented a new program of study?

"While working a pediatric oncology clinic, I developed a quality of life program made up of medical social workers that focused on helping kids still be kids despite their terminal illnesses. Having a very caring group of nurses, my team really embraced the program and our patients and families felt a very positive impact from our nursing staff."

The interviewer is asking this question because they are looking for candidates who demonstrate creative thinking skills as well as current knowledge of clinical nursing practices and procedures. They'll also be looking to hear that you can successfully implement a new training for your staff in your answer.

Another example from my time spent as a nurse manager in sub-acute rehab, I developed and implemented a fall prevention program on my unit. Part of the program consisted of each morning performing a safety huddle to discuss at risk patients and what was currently being done to keep them safe. This program consisted of an improved fall risk assessment upon admission and after every incident with individualized interventions put into place prior to a fall actually happening. Also included in the program was structured activities and times when staff interacted with the patients. Each incident was thoroughly investigated, and root cause analysis determined. Our units fall rate dropped dramatically.

Have you experienced a time when you were unable to train clinical nursing staff in the use of a new piece of equipment?

"I once had to train my nursing staff on using an electronic healthcare system (EHR) that I wasn't familiar with. So I reached out to my supervisor to ask for their input. We were able to partner with both HR and IT to create a training plan for me. They also gave me a supervisor's guide so that I could train my team properly."

Because technology in healthcare is constantly improving and changing over time, interviewers are looking for supervisor candidates who can acknowledge their shortcomings and demonstrate a willingness to stay current with new technologies. Talk about a time where you had to go the extra mile to be the subject matter expert on a new piece of equipment you and your staff would be using moving forward.

When I worked in a community health center a pulmonary function testing machine was ordered but no training set up on how to use it properly. I contacted the company and found that they offered free training with the purchase of the machine. I was able to schedule in person training for staff so that they could properly use the machine.

Describe a time when you anticipated potential problems with a patient and you conducted preventative measures.

"I once had a patient who was experiencing symptoms of MS, but luckily they were still mild. So I analyzed the patient's medical history and put together a care team of specialists and social workers to make sure that the symptoms were managed and that the patient could still have a strong quality of life."

Focus on your step-by-step process of problem-solving, risk management, and preventing potential issues before they happen. Examples could include recognizing symptoms of a particular disease early on and putting together a care team to deliver the best care.

While I was working in subacute rehab we had many patients who were fall risks and we put preventative measures in place. One thing that I am very proud of is having low falls on my units because we were really good at putting those preventative measures in place. These were always individualized and included things like scheduled activities, toileting programs, and safety devices.

Give me an example of a time you improved efficiency in clinical operations. What was the outcome?

"I created a clinical rotation program at our facility for student nurses. Our team of nurse leaders would take turns mentoring nursing students and helping them through their rotations. It was such a success that we hired many of the nursing students after they graduated and passed their licensure. Building a pipeline of clinical talent by partnering with local universities helped solve our staffing shortage."

This can be a pretty loaded question, but try not to be overwhelmed by trying to think of a big spectacular thing you did to improve efficiency. Improving efficiency can also come through small improvements made over a longer period but still made a great impact.

We were having a lot of issues during early morning medication pass and discovered that it was very difficult to complete with the current number of nurses that we had. We were able to create an 8-hour shift that started earlier than the day shift that provided assistance to the midnight shift during this very busy time. It was an excellent way to help the nurses and the patients at the same time and the staff loved it.

Retaining skilled nurses can be a challenge to manage. What steps have you taken in the past to improve retention? How effective were the changes?

"I'm a firm believer in providing work-life balance for my team. My first step in improving retention is to communicate with my team to see where there are barriers and how we can overcome them. Some of the retention methods I implemented in my last role included flexible shifts, shift differential pay for nurses working overnight, a generous PTO policy, team building activities, and more. As a result, we saw a 20 percent increase in nurse retention."

Being a nurse can be a very exhausting job physically, mentally, and emotionally, and many nurses suffer from burnout. Give specific examples of methods that you have used to retain nursing talent and maintain a healthy work environment for them to thrive and provide high-quality patient care.

I have found that a large part of staff leaving has to do with dissatisfaction in their position and not feeling appreciated. I have always believed that positive reinforcement goes a long way and I try to compliment nurses on the work they are doing regularly. When I notice a staff member is becoming burned out or seems unhappy in their job, I will approach them to discuss. Maybe they are picking up too much overtime? Or maybe there is a process or something on the unit I can improve to make their jobs just a little bit easier. When I was scheduling I always tried to figure out a way to approve PTO because everyone needs that time off. I have found that my efforts were very effective on staff retention, so much so I had many staff members requesting to come work on my unit.

Tell me about a time you had to give a member of your team a negative performance review. What was the outcome?

"Last year, I had a newer nurse that was really struggling with patient documentation in our EMR. After a few fellow nurses and one of the physicians brought the issues to my attention, I did some further investigating prior to writing my review. After finding some areas for improvement, I included a performance improvement plan as part of her review. The plan involved some 1:1 coaching from myself and one of our experienced nurses on the unit. During my actual review with the employee, I kept things very positive and reaffirmed that I had was confident in her ability to improve. From that moment forward, the employee put a lot of effort into improving her documentation and continues to be great in that aspect to this day."

Think about a time a staff member was not meeting the performance expectations of their job. Describe the situation to the interviewer. Give specific examples of how you coached this team member and other methods you tried to help them succeed. If possible, talk about the time and effort you put into writing the review to make a positive impact on the team member.

Although at times negative performance reviews are necessary, I always make sure I include positive things the staff member is doing also. I once had a nurse who was really struggling with time management and because of this her documentation was lacking and her ability to complete everything in her shift and get out on time was a large issue. She was so caring and compassionate and spent a great deal of time on patient education. Upon further investigation I found that she was spending so much time on education it was causing her to get behind on everything else. When I sat down with her I started with all the positives and emphasized how great of job she was doing in other areas. I discussed with her my concerns and together we came up with a way for her to complete her pt education in smaller time frames each time she visited the patient instead of all at once to improve her time management. The outcome ended up being very positive because she realized she can still educate the way she wants too and still get her other tasks done.

Tell me about a difficult case you handled as a nurse. How did it help you become a better nurse and how will you use these skills to support your team?

"One of the most difficult cases I've ever had was working as a pediatric hospice nurse and having to educate the parents as well as my team on how to provide proper end-of-life care to a terminally ill child."

Tell the interviewer about a challenge you have faced on the job. This could be a difficult staffing decision you had to make because a member of your team did not provide adequate patient care or a situation with a difficult patient in which you had to coach your staff on the proper response.

One of the most difficult cases I've handled as a nurse was a young woman in her 20's who was on dialysis and nearing the end of her life from being addicted to drugs. It was extremely difficult to see her struggle with the addiction and facing the reality of what it had done to her body. At the same time, it was very sad seeing her family grieve for the short life she had and how they perceived she ruined it. This helped me become a more empathetic nurse and to realize that patients come from all different backgrounds and stories. I use this every day when dealing with nurses and patients. It has helped me be more understanding and patient with everyone I come into contact with.

Describe a time when you were particularly proud of your healthcare team. What was your role in this situation?

"There are countless moments that make me proud of my team and proud to be part of this community. One of my most memorable moments was hearing one of my nursing staff deliver excellent patient care education to the family members of a very serious patient using all the information she had learned in our training."

Describe the circumstances and actions step-by-step. describe what happened to make you feel proud. Tell the interviewer what your role was and who was involved. End your response by describing the result.

My team makes me proud every day! But I have to say that working through Covid-19 has made me the proudest. Every day staff came work not only knowing the dangerous situation they were putting themselves in but also knowing that they would be treating the sickest patients as well their patients dying every day. My staff never wavered and continued to put on their most compassionate and brave faces and came to work every day to make sure those patients got the care they deserved.

How do you deal with conflicts between team members? What are some guidelines you put into place to keep peace among your team?

"As a leader, I don't wait until problems explode and start impacting patient care before I get involved. I try to identify potential conflicts before they happen. I always remain calm, communicate with both parties, suggest solutions, and encourage my team to always be respectful of each other."

Managing conflict between team members is part of the job of every leader. Conflict resolution is easier when you understand the causes of conflict and remember that open communication is always key.

I find that the best way to deal with conflicts is to discuss as a team. I usually will hear both sides of the story and then schedule a meeting with myself and the team members and often times HR as well. This way we can all discuss together and come to a solution instead of the back and forth he said/ she said. I encourage team members to discuss their concerns among themselves first and try to solve the problem on their own. I always expect them to treat each other with respect and dignity and keep all conflicts professional.

Describe a time you and a doctor had to collaborate. Was there conflict? If so, what did you do to resolve the issue?

"At my previous facility, I was working on the cardiovascular floor, and the cardiologist on call disagreed with me about the proper care for a patient who had just had double bypass surgery. We managed to use our creative differences as an advantage and gave the patient the treatment which resulted in a successful recovery."

Although the relationship between doctors and nurses can get tough at times since doctors tend to have the reputation of being difficult to work with, avoid focusing on the negative aspects of your relationship (questioning his character, shifting blame, etc).

I once worked with a doctor who did not believe strongly in mental health treatments. I had an elderly stroke patient that was extremely depressed and needed to be treated. The doctor initially declined so I was persistent and educated in my response back to him. Once he realized that I was presenting evidence-based information to him there was no way he could continue to deny the patient treatment. The patient was treated for their depression and did very well.

Nurse Supervisor Interview Questions

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1. How do you explain medications, treatments, or healthcare situations without using a lot of medical or healthcare jargon?
2. What is your experience in training and managing team performance?
3. What do you think are the major challenges you will face in this job?
4. Please describe a typical day in the working life of a Nurse Manager.
5. What do you feel you are uniquely bringing to the table as the new Nurse Manager?
6. What do you find is the hardest part of being a nurse?
7. What types of patients did you deal with as a nurse? What is the typical volume of patients you handle each shift?
8. If you were offered the job, what would you hope to accomplish in the first 90 days?
9. What do you hope to gain from this position?
10. How do you keep up with the constant changes in the nursing and healthcare field?
11. What interests you most about this facility and this particular clinical setting?
12. How do you maintain work-life balance when nursing gets stressful? How do you encourage your team to do the same?
13. How would you describe your leadership style?
14. How do you effectively lead your team during times of change?
15. What are the most difficult aspects of managing a team of nurses? What are the most rewarding?
16. How do you balance nursing priorities with management priorities?
17. How do you stay organized with documentation and record keeping? What do you do when the nurses you supervise don't adhere to same organization process as you?
18. What would you do if a patient complained to you about one of the nurses under your care?
19. Imagine that, during your shift, multiple patients are having emergencies at once. How would you address this situation? Please explain your reasoning.
20. Explain how you deal with a patient who is aggressive and refuses medication.
21. Can you describe a time you implemented a new program of study?
22. Have you experienced a time when you were unable to train clinical nursing staff in the use of a new piece of equipment?
23. Describe a time when you anticipated potential problems with a patient and you conducted preventative measures.
24. Give me an example of a time you improved efficiency in clinical operations. What was the outcome?
25. Retaining skilled nurses can be a challenge to manage. What steps have you taken in the past to improve retention? How effective were the changes?
26. Tell me about a time you had to give a member of your team a negative performance review. What was the outcome?
27. Tell me about a difficult case you handled as a nurse. How did it help you become a better nurse and how will you use these skills to support your team?
28. Describe a time when you were particularly proud of your healthcare team. What was your role in this situation?
29. How do you deal with conflicts between team members? What are some guidelines you put into place to keep peace among your team?
30. Describe a time you and a doctor had to collaborate. Was there conflict? If so, what did you do to resolve the issue?

Nurse Supervisor Interview Questions

1. How do you explain medications, treatments, or healthcare situations without using a lot of medical or healthcare jargon?

2. What is your experience in training and managing team performance?

3. What do you think are the major challenges you will face in this job?

4. Please describe a typical day in the working life of a Nurse Manager.

5. What do you feel you are uniquely bringing to the table as the new Nurse Manager?

6. What do you find is the hardest part of being a nurse?

7. What types of patients did you deal with as a nurse? What is the typical volume of patients you handle each shift?

8. If you were offered the job, what would you hope to accomplish in the first 90 days?

9. What do you hope to gain from this position?

10. How do you keep up with the constant changes in the nursing and healthcare field?

11. What interests you most about this facility and this particular clinical setting?

12. How do you maintain work-life balance when nursing gets stressful? How do you encourage your team to do the same?

13. How would you describe your leadership style?

14. How do you effectively lead your team during times of change?

15. What are the most difficult aspects of managing a team of nurses? What are the most rewarding?

16. How do you balance nursing priorities with management priorities?

17. How do you stay organized with documentation and record keeping? What do you do when the nurses you supervise don't adhere to same organization process as you?

18. What would you do if a patient complained to you about one of the nurses under your care?

19. Imagine that, during your shift, multiple patients are having emergencies at once. How would you address this situation? Please explain your reasoning.

20. Explain how you deal with a patient who is aggressive and refuses medication.

21. Can you describe a time you implemented a new program of study?

22. Have you experienced a time when you were unable to train clinical nursing staff in the use of a new piece of equipment?

23. Describe a time when you anticipated potential problems with a patient and you conducted preventative measures.

24. Give me an example of a time you improved efficiency in clinical operations. What was the outcome?

25. Retaining skilled nurses can be a challenge to manage. What steps have you taken in the past to improve retention? How effective were the changes?

26. Tell me about a time you had to give a member of your team a negative performance review. What was the outcome?

27. Tell me about a difficult case you handled as a nurse. How did it help you become a better nurse and how will you use these skills to support your team?

28. Describe a time when you were particularly proud of your healthcare team. What was your role in this situation?

29. How do you deal with conflicts between team members? What are some guidelines you put into place to keep peace among your team?

30. Describe a time you and a doctor had to collaborate. Was there conflict? If so, what did you do to resolve the issue?