Nurse leaders are burning out, and we keep treating it like a personal weakness.

“Time management.”

“Resilience.”

“Self-care.”

But what if the problem is simpler than that?

What if the problem is role compression.

You’re hired to lead one unit. Then another leader leaves. And suddenly you’re responsible for two departments, two sets of staffing gaps, two sets of metrics, two sets of staff needs.

Your leadership work doesn’t pause.

It just gets buried under staffing.

Then performance review season comes and you’re evaluated like you had protected time to lead.

That isn’t a leadership failure.

That’s a system design issue.

In this episode of Dare to Do Nursing Differently®, Dr. Terry Carter names what so many nurse leaders are living:

Burnout isn’t always about coping.

Sometimes it’s about being assigned work that is not humanly doable.

The turning point is learning to assess your role the way you assess a patient:

What is actually happening?

What are the interruptions?

What are the non-negotiables?

What needs to change to make this sustainable?

If you’re a nurse leader, here’s the question I want to hear you answer:

What part of your job has quietly expanded that nobody is naming out loud?

Watch the episode. Then tell me the truth in the comments.

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