Camille Brockett, DNP, FNP-BC, AGACNP is a Clinical Associate Professor at the Nell Hodgson-Woodruff School of Nursing and the Interim Specialty Director for the Adult-Gerontology Acute Care Nurse Practitioner program. In this episode, Camille talks about her journey into academia (from senior clinical instructor through to a ranked faculty member) and how serving as an education leader requires skills that are a combination of leadership, mentorship, and collaboration in order to support both faculty and students. Her words of wisdom include "leadership, to me, is less about managing tasks and more about really connecting with people, whether those people are students, faculty, colleagues, and really just creating a sense of trust and collaboration among the people that you are leading. Taking the time to listen and understand what the needs are of the people that you're leading. So you can be an effective leader, you just don't want to be a leader in name, but you really want to be effective.", "don't forget to take care of yourself and also giving yourself grace. Not everything is going to work out perfectly all the time, all at once and as you want it. You want to be able to celebrate small wins, learn from your setbacks, and also trust that you are truly making a difference." and "Don't be afraid to use your voice. I think it's really easy for that imposter syndrome to take root sometimes in us, and just know that you are in a particular space at a particular time for a reason, right? Nothing is happenstance, and this is just my belief. And that you have something to offer, never feel like you have to prove yourself to someone or you have to change courses in order for someone to see you. Just stay the course. Do the best that you can be, know that you are worthy, you bring value to the table, and just be authentic to who you are and people will connect to that".

Resources

• Woodruff Health Educators Academy | Emory University | Atlanta GA
• National League for Nursing Home
• National Organization of Nurse Practitioner Faculties

Hello listeners, welcome to Educational Landscapes Lessons from Leaders. On today's episode, we are going to learn from Camille Brockett-Walker. Welcome to the show, Camille.

Hi there, how are you?

Really good.

Thank you for having me.

We are always delighted to have you. To get us going, what is your educational leadership title or titles?

Okay, well, I'm a Clinical Associate Professor at the Nell Hodgson-Woodruff School of Nursing here at Emory University, as well as the Interim Specialty Director for the Adult-Gerontology Acute Care Nurse Practitioner program. So the Acute Care NP program for short.

Okay, thank you. Yes, that was a mouthful.

I know.

So I would love to hear what do you do in those roles and maybe tell us a bit more about gerontology.

Sure, absolutely. So in my role as the specialty director for the Acute Care NP program, I have the privilege of really overseeing all aspects of the specialty of acute care in gerontology, which is the care of adult patients within the four walls of the hospital. So ensuring that this program runs smoothly and meets all of the highest standards of excellence that we've established at the School of Nursing. And so I work really closely with the Associate Dean of Education to set goals and metrics that really drive the success of the program and collaborate with internal and external partners, which is really critical to achieving those program outcomes. So it's been a very rewarding role for me thus far.

Wonderful. And I'm curious, how big is the cohort approximately?

So the cohort, it varies from year to year, but usually for one academic year we will have roughly about maybe 50 or so students.

Wow.

Yeah. So we have our traditional MSN, so Masters of Science in Nursing students that come through and start in the fall. And then we have our DNP students, so Doctorate of Nurse Practice, and then we have our post-grad certificate students. So these are students who are already nurse practitioners that they're coming back to school to add an additional certification for acute care. So it's many different cohorts that have different starting points, but it's been very rewarding like I said so far just being able to touch the lives of all those students.

Indeed, indeed. And I am curious, given all of these touch points, what skills do you use in your roles?

So the skills that I say I would use really it's a combination of leadership, mentorship and being able to collaborate to support both faculty and students. I focus on designing and evaluating evidence-based curriculum that prepares students really for the complexities of acute care, while also ensuring that our program is aligned with accreditation standards as well as the new healthcare trends. I think mentoring is a key skill that I have to do and just guiding faculty in their professional growth and supporting students as they navigate their academic and clinical journeys. And like I said before, I work really closely with clinical partners so that being able to collaborate with partners is very important in my role. So all of this I do just striving to create a inclusive environment for faculty, students and my clinical partners where everyone feels supported and really empowered.

That is wonderful, and I love that you brought up. I think sometimes when we hear these roles, we think of the student-facing side, but we're not always thinking about the faculty involved and how much support they need.

Right. Absolutely. And I think as a leader, like you said, especially of the academic program, we think of students, we want to make sure that the student experience is top-notch, but really you're leading faculty as well. You are developing a faculty team, and so it's important that you're also meeting the needs of your faculty and helping them grow in their roles so they can best help students too. So it's a multifaceted leadership.

Indeed, indeed. And so I'm assuming you didn't just pop out in this position, so what was your journey that led to this current role?

So yeah, I have been in academia now for about six years. And when I first started at the school of nursing, I came in as a senior clinical instructor, so not yet a ranked faculty member. So I was really working hard on my scholarship and my service and things like that that would get me to the point where I would be ready to be a ranked faculty as an assistant professor. So when I finally did become an assistant professor, I was actually also offered the role of Assistant Director of the Acute Care Nurse Practitioner program. So I took that on and I found that my role was really student-facing, so I interacted a lot with students, I was on campus a lot with students, so very student-facing while the current director at the time focused more on programmatic things, just the overall program.

And so about a year ago I was asked if I would take over the program in its entirety as the specialty director. And although if I look back, I would say I probably hesitated for just a sec, but then I had to really be confident in the skills that I had learned over the past years and know within myself that you know what Camille you're ready to take on this role. And so I did just that. And so not just only being student facing, but also the administrative piece of this role and taking on more of that and being able to be a strategic thinker about where I wanted this program to go. So that's how I've gotten into this position. And like I said, it's been very rewarding and it's really helped me stretch and grow as a leader.

Wonderful. And I'm always curious when people pick specialties, why Acute Care and Gerontology?

I know. Well, it's interesting that you asked that because I, so my certification, I'm an adult gerontology acute care nurse practitioner and I'm a family nurse practitioner, so family nurse practitioners tend to work more so in the outpatient setting. But I have always practiced clinically in the hospital, and so I wanted to make sure that my clinical interests and my certification were in alignment. So even I went back and got my acute care certification after doing my family nurse practitioner, and I just liked the fast-paced nature of acute care and you just never know what you're going to get when they walk through the door. And even if a patient is admitted to the hospital, things change very rapidly. So I just liked that fast-paced nature of acute care.

Okay, thank you. So as you think back to your beginning in these leadership roles, what do you wish you knew before stepping into those roles?

I wish I had known just how complex and dynamic leadership in academia specifically can be. I think balancing responsibilities like curriculum management, faculty mentorship, student support, while also navigating relationships with clinical partners and administrative teams requires just a lot of change and a lot of the ability to adapt rather, right? So it's so many different moving parts. And then I quickly learned that leadership isn't just about having great ideas, it's about really understanding people, building trust and being able to go with the flow of change and also understanding that change takes time, especially in academic systems, it doesn't happen overnight. So being patient with that change.

Also, I think it's important that one is able to set boundaries and prioritize self-care. I think the demands of a leadership role can be very overwhelming regardless what area you're leading in, but it can be very overwhelming and it's easy to lose sight of your personal well-being while focusing on everyone else. So looking back, I think these lessons have really shaped me into just being a more thoughtful and resilient leader and one who really strives to have balance and compassion and clarity as I go about my day.

That is so important and I appreciate you bring that up because I think about that and how easy it is to get swallowed up in supporting everybody and forgetting to support ourselves.

Absolutely. Yes, absolutely. Before you know it, you're working in the middle of the night and answering emails, student emails, writing all the things, and you really have to take a pause, take a break and be like, you know what? I'm going to put this phone down, I'm not going to check my email for the weekend. And really put boundaries in place for others and for yourself.

Indeed. Indeed. Thank you. So recognizing, as you said, the complexity that goes into a leadership role, what continuing professional development do you do in order to keep up with the needs?

And because my time I feel like is so limited, it's important for me to really prioritize ongoing professional development in ways that I think are truly meaningful and practical. So I regularly attend conferences like the National Organization for Nurse Practitioner Faculty Conference and other nursing forums that help me stay up to date on the trends in nurse practitioner education and in leadership. I think these events, they not only help me stay informed, but they also provide opportunities for me to connect with other colleagues who are in this space and for us to share ideas.

Also, I participate in leadership programs such as the National League for Nursing. They have a lead program that's specifically focused on leaders and then the Woodruff Health Educators Academy. Those have been really instrumental in helping me to grow as a leader and they've taught me just how to be a better mentor and how to be a better support to my faculty and also how to strategically plan, excuse me, in my program. So those have all been very instrumental in hopefully keeping me a good leader.

Wonderful. And so building on that mentoring and support aspect you talked about, what advice would you give someone interested in doing the same type of leadership roles you've had?

I would advise for individuals to really start building strong, genuine relationships. Like I said, leadership to me is less about managing tasks and more about really connecting with people, whether those people are students, faculty, colleagues, and really just creating a sense of trust and collaboration among the people that you are leading. Taking the time to listen and understand what the needs are of the people that you're leading. So you can be an effective leader, you just don't want to be a leader in name, but you really want to be effective. So I think it's important that we listen closely to our constituents. Also embracing continuous learning, no matter how prepared you feel, leadership changes. It's not a sprint, it's a marathon. So just being ready to continuously learn, seeking out mentors. You as a leader, yes, you are mentoring and you have mentees, but you also need to seek out a mentor for yourself so you can continue to grow.

And then I think at the same time, like I said, don't forget to take care of yourself and also giving yourself grace. Not everything is going to work out perfectly all the time, all at once and as you want it. You want to be able to celebrate small wins, learn from your setbacks, and also trust that you are truly making a difference. Even when it feels like you aren't, you would be surprised that there are people watching you and feeling the impact of your actions even when you don't think that they are and you truly are making a difference. So reminding yourself of that even on the difficult days.

Very wise words. Thank you. And you talked about leadership and how it's ever evolving and changing. And so building on that, how do you view succession planning?

I view succession planning really as one of the most important aspects of leadership. I think it's more than just filling roles, it's about nurturing and preparing the next generation of leaders who can continue to build upon your work as an individual and really as the organization as a whole. I think in my role, I focus on identifying potential leaders early and mentoring them and really giving them opportunities to take on challenges that will help them to grow. So whether that is committee work or exposing them to other leadership opportunities, or if I'm writing something, bring them on board, let's do this manuscript together and having them take a lead in that, or just even being a sounding board for them as they go through their journey, their own leadership journey. I want to make sure that others feel supported and comfortable and just really ready to step into those bigger roles when the opportunity arises.

Thank you. And now as I think about all of that work that you've been doing, I'm excited to hear what has been one of your greatest successes thus far?

I think just really leading and helping to shape the Adult-Gerontology Acute Care NP program. I think when I took on this role, I had a vision for it myself. I didn't want it to just run as it had been. And so I had my own vision for the program and really bringing that vision to reality. And I think what really made me successful in this role is just being able to collaborate with some really amazing people and the support that I've received from both faculty and students have been, it's really been amazing. And I think building a strong and trusting relationship with your team is key, and creating a safe space for us all to learn from each other. I don't know everything. Just because I lead this program doesn't mean that I know it all. I think that it's important to really see the value and what each individual brings to the table, brings to the group and be open to their ideas so we can make the program or make whatever it is that we're leading the best best it can be.

So I just think, like I said, just really taking this program forward and bringing my vision and really seeing that play out has been one of my greatest successes.

Thank you. So as you said, we don't always know everything. So what would you say your biggest growth opportunities are right now?

I would say just improving my overall leadership skills, especially when it comes to navigating complex challenges and really advocating for change at the institutional level. As I take on more responsibilities, I really want to strengthen my ability to lead on a broader scale and have strategic vision. I always say that in any group, there are those who are creative and can think big and think at a macro level. And then there are those who are more micro working people, they are hands on the ground, boots on the ground and they carry out the vision. But I think for me, I am working on being a strategic thinker and I think it takes a level of creativity to be a strategic thinker. So I'm working on that.

And then another area where I see some room for growth in myself is really just in my research and scholarship, particularly in the areas of diversity and nursing education. I'm really passionate about creating a more inclusive space and I believe that there's an opportunity to contribute in that space and bring more diversity to nursing education. And I think I'm also focused on being a better mentor as well, particularly to those who are just starting in their career or for clinicians who are thinking about making that transition into academia. It's a different world, being in academia. So coming from the hospital, coming from the bedside and transitioning into this role can be a bit jarring. And so just being a support system for those individuals to where they can feel comfortable in their transition and we can retain them into this space and not just recruit you here, but also how can we keep you in this academic space.

Thank you. All such important elements that I think we should all be growing. Thank you. So as you think about your experiences today, what do you love most about your work and what you do?

So many things, but I think that I love most is the opportunity to really make a meaningful impact on students and faculty. And helping to really shape the next generation of nurse practitioners and seeing them grow into confident and compassionate clinicians and leaders themselves I think is incredibly rewarding. The relationships that I've been able to build with students as they navigate their academic and their clinical journey has really been fulfilling. I still get phone calls and text messages from students who have long graduated who they remember a conversation that we had when they were in school, or they call me if they're trying to negotiate contracts and what do you think about this? What do you think about that? And really staying connected to students beyond the time that they're with me in the program has really been very fulfilling and I really love that part of my job.

So as long as that is there, I think I'll probably be ready to stay here forever just because I love that student interaction and just seeing your babies, it's almost like akin to a mother and children, just seeing your babies just go out there into the world and really do great things. So I love that.

Lovely. Lovely. Thank you. So overall, as you think about your experiences to date, what would you say your current passions are around education? Or what is your educational philosophy?

I think that my true passion really lies in mentoring. I just love being able to guide students and faculty as they grow and discover their own potential. And I think there's something really rewarding about helping people through challenges, offering advice, and just being a support to them. And I think that that is what I had in order for me to get to this space. And so paying it forward and being that person for others I think is really important and that's really what I am passionate about. I think creating a space where people feel comfortable asking questions and taking risk and pushing themselves is really important. And not just giving answers to problems, but helping individuals arrive at a solution themselves, but just being there as a way to support them and just watching them succeed knowing that I played a small part in that journey is just the best. So that's really what I'm passionate about, is really mentoring that next generation.

Thank you. Thank you. And I know you brought this up earlier, which I think is really important that you are more than what you do.

Yes.

So what are some things you do outside of work to help you maintain joy in life and practice?

So of course, family, family time. I love spending quality time with my family. I have a husband and two boys. I say I have three children. So really spending time with family and being intentional about disconnecting from work and really, as my son would say, "Lock in mom," really locking in with my family and going to baseball games and going to all the sports and all the things that they really enjoy.

I love taking beach trips. My family is from the Caribbean, so we often go back to the islands and I'm a water baby, so anytime I'm by the beach, I find that to be most relaxing. And it's a place where I can reset and recharge. Or I simply enjoy doing nothing. I can't go to the beach every weekend no matter how much I would like to, but I can certainly take a few hours of the day on Saturday to do nothing. And just allowing myself to really check out in order to maintain some balance in myself and to re-energize. I think that's really important. So that's the things that I tend to do in order to get back to myself.

And so thank you for imparting a little bit about yourself with us today. And before I let you go, any last words of wisdom you would like to share with aspiring educators or education leaders?

I would say just know that you are of value, right? Don't be afraid to use your voice. I think it's really easy for that imposter syndrome to take root sometimes in us, and just know that you are in a particular space at a particular time for a reason, right? Nothing is happenstance, and this is just my belief. And that you have something to offer, never feel like you have to prove yourself to someone or you have to change courses in order for someone to see you. Just stay the course. Do the best that you can be, know that you are worthy, you bring value to the table, and just be authentic to who you are and people will connect to that, right? People connect to realness. And so it's important for me to stay true to who I am. I don't always have it right. Sometimes I'm silly, sometimes I'm serious. And I think all of those things are just endearing as a person. And yes, we are leaders, but we are people. And so just letting your true self shine through, I think it's very important.

Thank you. Those are amazing, powerful words to end on. So just thank you so much for your time today.

Thank you. Thank you for having me. This has been great. Thank you.