Q After what we've experienced during the COVID-19 pandemic, our team has been slow to regain our passion for working with patients and being involved in unit activities that improve the workplace environment and outcomes. How can I help my unit get back to our purpose and passion?

You're not alone. Many are struggling with the next steps to recognize and deal with the emotional and physical toll of the pandemic. Many have focused on helping nurses regain their strength through resilience programs, but some nurses reject the idea that they just need to know how to be resilient and are resistant to those approaches. As leaders, we can feel at a loss about what to do.

Promoting kindness in the workplace may be one answer to reviving our passion for nursing. Kindness-showing deep interest in and concern for others-is linked to improved employee satisfaction, an overall sense of well-being, and reduced attrition rates.1 As part of Human-Centered Leadership's focus on people, kindness toward others can improve relationships. Leaders and staff who practice kindness foster collaboration and innovation.2

One hospital implemented a project to create a culture of kindness and support employee well-being.3 They engaged leadership in committing to walking the talk with kindness and empowering others to do the same. Caring conversations with staff were as easy as sincerely asking others how they were doing. They also improved their critical incident stress management process to be more proactive in acknowledging difficult events and the need to step back and heal with time and support.

A Culture of Kindness Employee Council created guiding principles, including dignity and a sense of community. They worked to establish random acts of kindness and other programs to meaningfully recognize both individuals and teams. Building a sense of community involved cultivating kindness, collaboration, and a sense of inclusion among all employees. From housekeeping to nurses and physicians, everyone was included to recognize the value each person brings to the team. By doing this, the hospital improved employee engagement and trust and positively impacted both job satisfaction and patient experience scores. However, it's not all about better scores; it's about improving our ability to connect with all employees, peers, and colleagues on a human level by showing caring and kindness.

What can you do to change your culture to make caring and kindness the norm? As with any change, I look inward and ask: How I can change myself and what do I need to do to create a workplace that's warm and inviting to all team members? Joanna Swash identifies a few key traits of a kind leader.4 As you read these, I invite you to reflect on your leadership skills and style.

Be people-centered. Focus on individuals, understanding their personal human experience and establishing a relationship that's trusting. My mantra as a leader has always been about helping others be all they can be. It's important that people feel they're contributing their best to the workplace and the team.

Be transparent. This includes being authentic, open, and honest. Most people can tell if you're not telling the truth. Communicate with integrity, show your kindness, and acknowledge your humanness. Own your mistakes, apologize, and admit when you don't know something. We're all human.

Be purposeful. Do what you say you'll do. I'd add that following up is a key part of purposeful action. Always get back to those who've reached out to you for help or for whom you've agreed to do something.

In addition to reflecting on your leadership practice, you may want to investigate whether a culture of kindness is what you'd envision for your team or unit. Ask your informal leaders and influencers, research the data about the impact kindness has on people and teams, and share what you learn with your team. Taking these actions may create more inquiry among your staff.

REFERENCES