• NOBC Featured Story: Claire M. Zangerle, DNP, MBA, RN, NEA-BC, FAONL, FAAN

    I currently serve on several boards: Rasmussen University as a Public Board Member, the Cleveland Animal Protective League, the Nursing Management Editorial Board, and advisory boards for C-Plan, Simplifi, AvaSure, and Texas A&M College of Nursing. On many of these, I serve alongside other nurses, which makes the work even more rewarding. My path to…

  • American Association of Critical-Care Nurses Joins Nurses on Boards Coalition as a NOBC Member Organization

      WASHINGTON, D.C. – Aug. 7, 2025 – The American Association of Critical-Care Nurses (AACN), the voice and force for acuity-adaptable, patient-centric care, has joined the Nurses on Boards Coalition (NOBC) as its newest member organization. This collaboration further amplifies the shared mission to support and place more nurses into leadership and governance roles, driving…

  • Leadership Letter August 2025: Cultural Humility and Intersectionality in Board Service

      Dear Colleagues, Nurses serving on boards hold a unique position of influence, shaping policies that directly affect diverse communities. To lead effectively, they must embrace cultural humility, a lifelong practice of self-reflection, recognizing biases, and remaining open to others’ experiences. Unlike cultural competence, which focuses on knowledge acquisition, cultural humility prioritizes self-awareness, active listening,…

NOBC Featured Story: Claire M. Zangerle, DNP, MBA, RN, NEA-BC, FAONL, FAAN

I currently serve on several boards: Rasmussen University as a Public Board Member, the Cleveland Animal Protective League, the Nursing Management Editorial Board, and advisory boards for C-Plan, Simplifi, AvaSure, and Texas A&M College of Nursing. On many of these, I serve alongside other nurses, which makes the work even more rewarding.

My path to board service has been shaped by both personal and professional connections as well as intentional strategy. Nonprofit board opportunities often came through interest in the mission or relationships with people involved. My public board service was more deliberate. I wanted experience in a different arena, and an executive search firm connected me with Rasmussen University because my skills matched what they were looking for. It was a rigorous process, but it reinforced the value nursing leaders can bring to public boards.

As a nurse, I bring critical thinking skills that translate into operational business acumen and anticipatory thinking. These traits are important for boards focused on growth and stability. At Rasmussen University, where nursing students make up the largest portion of enrollment, I’ve been able to share lived experiences from the field and help leaders think about how they engage with partners. I also serve as a subject matter expert on nursing and healthcare topics, which informs the board’s discussions and decisions.

One of the hardest lessons I had to learn was the separation of board work from operations. It can be tempting to want to get involved, but that is not our role. Our responsibility is to support operations in a way that is helpful, not intrusive, and to respond when asked. Learning how to navigate that distinction has been essential, and it’s something I carry with me now as CEO of AONL.

To me, serving on boards is not so different from nursing. Both require collaboration, the ability to see the bigger picture, and always knowing who or what should be the focus. That perspective is exactly why nurses add so much value to boards.

The impact nurses can have in the boardroom is significant. We consider all the facts before making decisions, and that way of thinking supports stronger outcomes for organizations. Having nurses at the table makes a real difference in how boards operate and what they deliver.

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