Reflections from the road: Insights from AONL and the CNO Exchange

This past month, I had the privilege of attending two incredible gatherings of nurse leaders: AONL in Chicago and the CNO Exchange in West Palm Beach. The contrast in weather was sharp, but the themes that emerged were strikingly consistent. Both events were filled with fellowship, networking, and packed sessions, along with a shared sense of urgency. Nursing is at an inflection point, and leaders spoke candidly about the realities facing the profession and the innovations that give them hope.

The workforce reality: A profession under pressure

One statistic set the tone for many discussions: 40% of RNs plan to leave or retire within the next five years. The pressures behind that number are layered. A shrinking pipeline of CNAs, PCTs, and other support roles is leaving nurses to handle everything from clinical tasks to documentation to emotional support, while the pandemic reshaped how the profession is perceived, both publicly and from within. Even our language reinforces the problem. We call bedside nurses "frontline," but we don't call physicians "frontline." Med surg nurses are labeled "regular floor nurses," while ED and ICU nurses are seen as "elite."

New nurses are entering this environment with limited hands-on experience and, in many cases, without the time management or communication skills that used to be assumed. Preceptors are feeling the strain, sometimes labeled "bullies" simply for giving direct feedback. As one leader put it: "It's not burnout. It's freak out."

Why the bedside is losing its appeal

A recurring question across both conferences was: why is bedside nursing no longer seen as the desirable, respected path it once was?

Several insights emerged. The pandemic created a lasting association between bedside care and trauma. The language of "frontline," "combat," and "heroes" unintentionally framed bedside work as dangerous and sacrificial. The workload has intensified while support has diminished. And the profession hasn't consistently told the story of what makes bedside nursing meaningful, skilled, and deeply human.

Leaders agreed: we must reclaim and elevate the image of bedside nursing.

Education pipelines are shifting

Colleges are increasingly using newly graduated RNs as their pipeline for advanced degrees, offering discounts and incentives to keep them in school. The result is that many nurses enter the workforce already planning their next step, hospitals are absorbing the cost of longer orientations and more upskilling, and the traditional "learn at the bedside first" model is fading.
One leader reframed a common phrase. Instead of "span of control," she now uses "span of accountability." A subtle but powerful shift.

Innovation in action: Building the workforce of the future

Despite the challenges, the most inspiring part of both conferences was hearing how leaders are reimagining workforce development. A few examples stood out.

One organization is redefining its BSN program to support rural students with wraparound services that address transportation, childcare, and financial barriers. As one leader said, "Poverty does not equal stupid."

Another shared an Aspiring Nurse Program with a 92% retention rate. Students receive $5,000 upfront with no restrictions. It can be used for childcare, books, bills, or anything else that removes barriers. The organization acknowledged the risks but emphasized the overwhelming benefits: stability, loyalty, and a stronger pipeline.

Others are upskilling through behavioral assessments, using them to identify who to invest in. The goal is to find those most likely to grow, stay, and lead. This not only strengthens the pipeline but also builds commitment to the organization.

Supporting the team: Beyond EAP and therapy sessions

Another powerful theme was how health systems are supporting their teams emotionally and psychologically. Many organizations now use "Code Lavender" when a team member is distressed, even for personal issues. Chaplains may respond, and some systems have a Code Lavender cart stocked with coffee, snacks, and comfort items.

But one leader shared a critical insight: "These resources are great, but sometimes it feels like administration is saying, 'Here, go fix yourself.'" The message is that support must feel personal, not transactional.

One leader keeps a Rolodex of her team's "joy triggers," their personal love languages. If someone is having a rough day, she checks the card and responds accordingly. For one nurse, it's coffee. For another, a handwritten note. Another leader learned that a team member hummed when she was stressed, not happy. A reminder that leaders must know their people deeply.

Burnout, retention, and the power of human connection

One of the most compelling strategies came from a system that created a Nurse Liaison role dedicated to new employee integration. This person attends every new employee orientation and conducts 30-, 60-, and 90-day check-ins, building relationships early and consistently. The result? $2.8 million saved in nurse turnover.

Another important insight: organizations often miss a key KPI, which is team members who drop from full time to part time or PRN. They haven't left the organization, so they don't show up in turnover data, but the impact on staffing is significant. Leaders emphasized the need to track and understand this shift.

A month of connection, reflection, and momentum

From Chicago's skyline to Florida's sunshine, what stood out most wasn't the travel or the weather. It was the honesty, vulnerability, and innovation shared by nurse leaders across the country.

The challenges are real. The workforce is shifting. The expectations of new nurses are evolving. But the creativity, courage, and commitment of nurse leaders are stronger than ever.

Both conferences left me energized, inspired, and deeply hopeful about the future of nursing, and proud to be part of the conversation shaping what comes next.

If you’d like to learn how Infor Healthcare can help bring joy back to the bedside, we invite you to schedule a brief 15‑minute conversation at your convenience.