Redefining Nursing Leadership: Coaching in Action
When Jacque Hollingshead stepped into her role as Intensive Care Unit Nurse Manager at Mary Greeley Medical Center, she knew she wanted to lead differently. With a background in nursing, a passion for learning, and Coaching certifications from ATD and ithrive31, she brought a fresh mindset to a high-pressure environment.
Rather than relying on authority, Jacque embraced the Coaching mindset—an approach rooted in curiosity, connection, and shared ownership. In this Q&A, she reflects on how shifting from “being the boss” to being a coach transformed her leadership and the culture of her team.
Q1: Tell us about your leadership journey and transition to the ICU.
Before becoming ICU Nurse Manager, I served as Manager of Learning and Development, where I earned Coaching certifications and was mentored by Dorene at ithrive31. That experience helped me define the leader I wanted to be—one who leads with intention, empathy, and empowerment.
Stepping back into a clinical leadership role after nearly six years away from the bedside was both exciting and challenging. The ICU team was high-performing, with a strong culture of accountability. My challenge wasn’t managing performance—it was figuring out how to support opportunities for improvement while honoring the team’s strengths.
The Coaching mindset helped me show up not as someone with all the answers, but as someone who could create space for others to lead, grow, and thrive.
Q2: How has the Coaching mindset changed the way you lead?
Coaching shifted my focus from giving answers to asking better questions. It helped me stay grounded in moments of conflict or complexity and created more room for collaboration and trust. I’ve learned to lead with curiosity—and the results have been powerful.
Q3: Can you share an example where Coaching made a difference?
Early on, we were over budget in staffing. Rather than dictate solutions, I asked the team to help problem-solve. They were already thinking about the issue and proposed a workload-based staffing model using patient acuity. The team created a scoring system that helped balance assignments and reduce overstaffing—without compromising patient care. Their ownership and engagement blew me away. It showed that when people are empowered, they rise to the occasion.
Q4: Why is this approach important in nursing leadership?
Nurses are often promoted for clinical expertise, but that doesn’t always translate into effective leadership. Coaching helps leaders pause, listen, and create space for others to lead. That’s critical in high-performing teams. When nurses feel heard and supported, they’re more engaged—and that directly impacts patient care.
Q5: What does it mean to lead the whole person?
People bring more than skills—they bring values, emotions, and goals. I try to honor that by asking simple but powerful questions like, “How are you really doing?” or celebrating personal wins. These small actions build trust and show people they matter. And that culture of connection shows up in our engagement scores, which are now among the highest in the hospital—and even nationally.
Q6: What results have you seen since leading with a Coaching approach?
Personally, I’ve become a more grounded and intentional leader. For the team, the results have been remarkable. We’ve met our financial goals, avoided increases in preventable harm, and sustained strong patient engagement. Our team has even taken the lead on updating ICU protocols to reflect the latest standards. Most importantly, I see ownership and pride every day. If you asked the team how I lead, I hope they’d say—with curiosity, care, and trust.
The Bottom Line
In a field where quick answers are often expected, Jacque’s story reminds us that the most powerful leadership often starts with slowing down, listening deeply, and empowering others. Coaching isn’t just a tool—it’s a way of leading that creates sustainable impact for teams, patients, and leaders themselves.
