• Leadership Letter – The Power of Influence

    As an executive leadership coach, I often hear leaders express frustration that their direct reports “don’t do as directed.” Even compassionate leaders assume clarity and repetition should be enough. It rarely is. Influence—not authority—is the true driver of behavior change. People choose to follow leaders they trust and believe in. Influence begins with relationships grounded…

  • NOBC Letter from Leadership – Lisa Sundean

    Care is, perhaps, the most fundamental fiduciary duty for board governance leaders in healthcare. Exercising sound judgment in decision-making based on expert knowledge and staying abreast of current political and regulatory circumstances, the duty to care aligns with nurses’ ethical obligation to care. Without care for others, the fiduciary duties of loyalty and obedience are…

  • NOBC October Letter from Leadership: Kimberly Harper

      Dear Colleagues and Friends, As we look around today’s environment, we see many examples of ethics at play. Needless to say, the examples we see are not all created equal. Some, we might wish to emulate and others we would not, but it does point out to us the importance of ethical behavior at…

Leadership Letter – The Power of Influence

As an executive leadership coach, I often hear leaders express frustration that their direct reports “don’t do as directed.” Even compassionate leaders assume clarity and repetition should be enough. It rarely is.

Influence—not authority—is the true driver of behavior change. People choose to follow leaders they trust and believe in.

Influence begins with relationships grounded in trust. Trust is built through listening, reliability, integrity, and appropriate vulnerability. These behaviors create psychological safety and credibility—the foundation for meaningful influence.

I believe all leaders should use coaching strategies in their leadership practice. A coaching mindset means approaching conversations with curiosity, listening without judgment, and seeking to understand others’ perspectives. Through understanding, leaders learn what truly motivates individuals and teams.

Coaching also raises self-awareness—for both the leader and others. Self-awareness is the engine of influence. When relationship-building, trust, coaching, and self-awareness align, influence increases and meaningful progress becomes possible.

For nurses serving on boards—or preparing to serve—these principles are essential. Board members rarely lead through positional authority; they lead through relationships and influence. Nurses bring a powerful and indispensable perspective on patient care, health equity, and system performance. To ensure that nursing’s voice shapes governance, nurses must step forward with credibility, curiosity, and courage—asking powerful questions and building relationships that elevate boardroom dialogue. By listening deeply, reflecting with empathy, and inviting diverse perspectives, nurses can become trusted board members to help shape decisions—and ultimately policies, strategies, and organizational culture—in ways that improve health and advance equity, even without formal authority.

Reflection question: How might your influence increase if your next board or leadership conversation began with curiosity and active listening rather than direction/telling?

Susan Hassmiller, RN, PhD, FAAN

International Coaching Federation Certified Executive Coach

www.sulucoaching.com

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