© 2017 Olivier Lamboray, La Gare a Papiers
In November 2015 the Executive Leadership Team in a Wisconsin hospital began a SEAM intervention. This paper describes the learnings of the Chief Nursing Officer after two years of intervention. The work led to changes in management practices, especially in time management and delegation. The article describes an important realization that the role of a leader is a group effort and not a solo effort. The author's self-discovery through the process was also important. In learning how to become a better leader, she wrestled with the reasons for overworking and micromanaging, as well as how to change these habits. To date, the intervention has been a journey of individual and group self-discovery that has resulted in more efficient management practices, better organizational culture, and more humane workplace.