Grit and resilience-these two words are currently used to describe nurses and nurse leaders in the face of chaos, strife, extreme uncertainty, and human suffering. We meet these challenges with our emotional and spiritual bravery. The usual ways we combat emotional stress and strain are limited because of the immediate need to focus on the severity and quantity of patients. Leading in a healthcare organization is demanding under normal circumstances, and what normally works may not be the best way to lead during this time of crisis. Beyond the clamor and cacophony of events, leadership matters.
When we're able to disconnect from work, we can recharge our emotional batteries. Finding meaning in our work by experiencing our passion and purpose is one way to generate positive energy to tackle obstacles. However, living in a surge environment means that there's little time to disconnect and reflect on our work. What we do have is each other.
Nurses have always understood that our work families are just as important as our personal families. Nurturing our interpersonal connections with others at work keeps us going. No one really knows what you're going through except the person right beside you. This gives nurses a special bond and a connection that can help us adjust and move on. Leaders support nurses and other healthcare team members to nurture these vital connections. Leaders who are honest and caring connect with nurses and teams in a much different way than just presenting the usual leadership vision.
Vision is a critical leadership skill, but it isn't enough, especially now. In "The Psychology Behind Effective Crisis Leadership," Gianpiero Petriglieri notes that in times of crisis and radical change, vision has limitations. Nurses are already motivated to care for patients to get the best outcomes possible, so instead of vision, Petriglieri suggests that we need "holding"-soothing distress (containing) and interpreting what's happening to help others make sense of a confusing time. Assuring job security and fairness, letting people participate in decisions, and encouraging adaptation to challenges are all behaviors of holding.
As Editor-in-Chief Rosanne Raso noted in her podcast, "Managing the COVID-19 Pandemic: A Discussion with Editor-in-Chief Rosanne Raso," being visible and communicating are essential, as are truth telling, providing hope, and thanking our team members. Celebrating successes from each extubation to each discharge is important to lift spirits and hold connections. Another vital leadership action is ensuring staff safety and well-being-both are priorities.
By definition, grit is passion and a sustained persistence that encompasses resilience and self-control. Leaders display grit when faced with extreme emotional, spiritual, and moral distress. Leadership matters when we "hold" the team and when we're caring yet confident; strong yet calm; and open, honest, and vulnerable. Thank you for your gritty leadership during this pandemic. You matter.