Growing up in Newport, Rhode Island, you learn early that the water doesn’t care about your schedule. The tides come in whether you’re ready or not. The wind shifts without warning. A harbor that looked calm at dawn can turn serious by afternoon, and if you’re not paying attention, you’ll find yourself sideways before you even knew the weather was changing.

That’s not a metaphor. That’s just Tuesday in Newport.

But here’s what else you learn, if you’re paying attention: the water also tells you exactly what it’s doing, if you know how to read it. The chop on the surface. The way the current bends around the point. The lighthouse at Castle Hill sitting steady at the mouth of the bay, the same fixed point it has been for generations, saying: here is where you are. Here is how to get home.

My family has been part of Newport since 1796. I grew up with the water as my first teacher in what it actually means to navigate — not just geographically, but in the way you move through a life. Through a career. Through the moments when everything goes sideways and you need something solid to orient toward.

That lighthouse in the banner isn’t decoration. It’s where I come from. Where I’ve spent summers sailing and learning to navigate — not just the winds, waves, and tides, but my own inner strength, the events that shaped me, the relationships that tested me, and the goals that kept me pointed forward.

For thirty years I worked on the front lines of healthcare — emergency psychiatry, crisis intervention, the kind of work where you learn very quickly what people actually struggle with when everything falls apart. Not the polished, theoretical version of struggle. The real kind. The 3am kind. The kind where someone just needs one clear thought, one honest word, one solid thing to hold onto.

What I found, over and over, was that the people who came through hardest weren’t the ones with the best plan. They were the ones who knew how to read the conditions, make a course correction, and keep moving. They’d learned — sometimes the hard way — that the ebb isn’t a failure. It’s just part of the flow.

That’s what The Fix is about.

Not quick tips. Not listicles. Not the advice that sounds good in a conference room and falls apart in real life. This is where I write about what actually works — for burnout, for communication, for mental health, for the moments in your career when you need to bounce back from something that genuinely knocked you sideways.

Every week I’ll bring you something you can actually use. A perspective shift. A strategy that holds up under pressure. A story from thirty years of watching people navigate the hardest moments of their professional lives — and come out the other side stronger and clearer than when they went in.

If that sounds like something you need right now, I’d love for you to subscribe. It’s free to start, and you can expect writing that respects your time and your intelligence. No fluff, no filler — just the stuff that actually moves the needle.

And if you know someone who’s been running on empty, feeling stuck, or quietly wondering how much longer they can keep going at the pace they’re going — send this their way. The lighthouse is for everyone who needs a fixed point.

Pull up a chair. The tide’s coming in and we’ve got things to talk about.

Welcome. I’m so glad you’re here.

— Susan

Have you ever walked away from a conversation feeling like something went wrong, but you couldn't quite put your finger on what it was? Maybe you felt misunderstood, or perhaps you sensed the other person wasn't really hearing you. You're not imagining things – and you're definitely not alone.

After years of studying human behavior and observing countless interactions, I've discovered something fascinating: most of us think we're decent communicators, but we're actually missing about 80% of what's really happening in our conversations. This isn't meant to discourage you – it's actually incredibly hopeful news. Once you understand what you've been missing, everything can change.

Your relationships can become deeper and more meaningful. Your professional interactions can become more effective and rewarding. Most importantly, you'll finally feel truly heard by others, and you'll develop the ability to really hear them in return.

The secret lies in understanding that communication isn't just about talking. It's a sophisticated process involving five essential elements that most people never learn to use effectively. When you master these components, it's like suddenly being able to see the full spectrum of human interaction instead of just a narrow slice.

Understanding Verbal Communication

Let's start with what seems like the most obvious part – the words we speak. But here's where many people get it wrong: they assume verbal communication is only about the words themselves. In reality, it's much more about how you deliver those words.

Consider this simple phrase: "That's interesting." Depending on your tone, pace, and emphasis, those two words could sound encouraging, sarcastic, dismissive, or genuinely curious. The same words can build someone up or tear them down, all based on your delivery.

Steve Jobs was a master of this principle. When he introduced the iPhone in 2007, he wasn't simply reading technical specifications. He carefully controlled his vocal delivery to build anticipation and create excitement. His words mattered, but how he said them transformed a product announcement into a cultural moment.

Your facial expressions and gestures aren't separate from your words – they're part of the complete verbal package. When all these elements align, psychologists call it "congruent communication." When they don't match, people instinctively sense something is off, even if they can't identify exactly what feels wrong.

The key to improving your verbal communication is developing awareness of your complete presentation. Try recording yourself during a casual conversation sometime (with permission, of course). You might be surprised by what you discover about your own communication patterns and habits.

The Silent Conversation: Non-Verbal Communication

Here's something that might surprise you: according to researcher Albert Mehrabian, 55% of communication happens without words. This means that more than half of every conversation you have is taking place in complete silence, through body language alone.

Your posture, gestures, and facial expressions constantly broadcast information about your confidence level, emotional state, and genuine feelings. The remarkable thing is that this happens whether you're consciously aware of it or not – your body is always communicating.

Chris Voss, a former FBI hostage negotiator, built his career on understanding this principle. During high-stakes negotiations with dangerous individuals, he couldn't rely solely on words. He had to read every subtle movement, every shift in posture, every change in breathing pattern. In his world, these skills literally meant the difference between life and death.

In his book "Never Split the Difference," Voss describes watching for inconsistencies between what suspects said and what their bodies revealed. A person might claim to be calm and cooperative, but their clenched fists and rigid posture would tell an entirely different story.

While you probably won't find yourself negotiating with criminals, these same principles apply to everyday interactions. When you learn to align your body language with your intentions, people begin trusting you more quickly. When you can read others' non-verbal cues accurately, you gain valuable insights that can help you navigate both personal and professional relationships more effectively.

Reading Microexpressions: The Subtle Signals

Now we're entering more advanced territory. Microexpressions are brief, involuntary facial expressions that reveal true emotions people are trying to hide. They last less than half a second, but they provide incredibly valuable information about what someone is really thinking or feeling.

Paul Ekman, the psychologist who pioneered microexpression research, discovered that these expressions are universal across all cultures. A flash of contempt looks identical whether you're in New York or Nepal. A brief expression of fear appears the same in Tokyo or anywhere else in the world.

Chris Voss used microexpression reading extensively during his FBI career. He learned to spot the tiny facial expressions that revealed when someone was lying, frightened, or planning something dangerous. The same skills that helped him save lives can help you navigate everyday situations with greater awareness and effectiveness.

When someone tells you they're "totally fine" with your decision but flashes a microexpression of anger, you're receiving important information. When a colleague claims to support your proposal but shows brief contempt, you know there's more to explore. When a friend insists they're okay but displays micro-sadness, you understand there's likely more to the story.

Learning to notice these expressions isn't about becoming manipulative or intrusive. It's about developing the sensitivity to address real concerns before they grow into bigger problems. It's about caring enough to notice when someone's words don't quite match their feelings, giving you the opportunity to create deeper understanding.

The Art of Active Listening

If I had to choose one skill that would most dramatically improve your relationships, this would be it. True active listening is surprisingly rare in our fast-paced world, and when people experience it, they remember the encounter.

Most of us aren't genuinely listening during conversations. Instead, we're waiting for our turn to speak while mentally preparing our response. We're thinking about what we want to say next rather than truly absorbing what the other person is sharing with us.

Active listening is fundamentally different. It involves being completely present and engaged in the moment. It means reflecting back what you've heard to ensure accurate understanding. It includes asking thoughtful questions that demonstrate you're genuinely trying to grasp their perspective.

Chris Voss perfected this skill during hostage negotiations, where misunderstanding could have fatal consequences. He developed techniques like "tactical empathy" – the ability to understand and acknowledge someone's perspective without necessarily agreeing with their position. He might say something like "It sounds like you feel you've been treated unfairly" or "It seems like this situation has been really frustrating for you."

This approach works because it makes people feel genuinely heard and understood. When someone feels truly listened to, they're much more likely to open up, share important information, and work collaboratively toward solutions. In Voss's world, this meant convincing hostage-takers to release their captives. In your world, it might mean resolving conflicts with your spouse, understanding your teenager's struggles, or building stronger professional relationships.

The technique itself is simple to understand but challenging to master. It requires temporarily setting aside your own agenda and focusing completely on understanding the other person's experience. When you develop this skill, people will begin seeking you out for advice, trusting you with sensitive information, and viewing you as someone who truly "gets it."

Overcoming Defensive Responses

This is often where good communication breaks down completely. Defensive behaviors might protect your ego in the short term, but they damage trust and connection over time, sometimes irreparably.

We all have defensive patterns that emerge when we feel criticized or threatened. Some people deny outright ("I never said that"), others deflect responsibility ("Well, what about when you did the same thing?"), blame-shift ("That's not my fault"), or rationalize their actions ("I had good reasons for doing that"). These responses are natural and understandable, but they create emotional distance instead of fostering understanding.

Chris Voss learned early in his negotiation career that defensiveness was the enemy of progress. When someone criticized the FBI's approach or questioned his methods, responding defensively would shut down communication entirely. Instead, he learned to acknowledge concerns openly and explore them further, which kept conversations productive.

The most effective communicators have developed the ability to catch their defensive impulses before they sabotage important conversations. When someone brings up a concern or offers criticism, instead of immediately protecting themselves, they pause and genuinely consider whether there might be truth in what's being said.

This doesn't mean becoming passive or accepting unfair treatment. It means having the confidence to examine feedback without immediately rejecting it. Sometimes the criticism contains valid and helpful insights. Sometimes it reveals important information about the other person's perspective or emotional state. Either way, staying non-defensive keeps the conversation moving in a constructive direction.

Integrating All Five Components

The real transformation happens when you begin integrating all five components together. Communication stops being merely about transmitting information and becomes about creating genuine connection and mutual understanding.

Think about the people in your life who you consider exceptional communicators. They probably excel in most or all of these areas. They speak with clear intention, project appropriate non-verbal signals, notice subtle emotional cues, listen with genuine interest, and respond without becoming defensive.

This isn't about achieving perfection or learning to manipulate others. It's about becoming more conscious and intentional in how you connect with people. It's about caring enough to develop skills that help you understand others more deeply while expressing yourself more effectively.

The beautiful aspect of developing these skills is that they benefit everyone involved in the interaction. When you become a more skilled communicator, the people around you feel more heard, understood, and valued. Your relationships naturally become deeper and more satisfying. Your professional life often improves significantly because people learn to trust and respect you more.

The best approach is to start with one component and practice it until it becomes natural and automatic. Then gradually add another element to your communication toolkit. Before long, you'll discover that your conversations have more depth, your relationships are stronger, and your ability to create positive outcomes has improved dramatically.

Remember, communication isn't just about getting your point across effectively. At its heart, it's about creating moments of genuine human connection in a world that desperately needs more authentic understanding between people.

References

Ekman, P. (2003). Emotions revealed: Recognizing faces and feelings to improve communication and emotional life. Times Books.

Mehrabian, A. (1971). Silent messages: Implicit communication of emotions and attitudes. Wadsworth.

Voss, C., & Raz, T. (2016). Never split the difference: Negotiating as if your life depended on it. Harper Business.

Ekman, P., & Friesen, W. V. (1969). The repertoire of nonverbal behavior: Categories, origins, usage, and coding. Semiotica, 1(1), 49-98.

Mehrabian, A., & Wiener, M. (1967). Decoding of inconsistent communications. Journal of Personality and Social Psychology, 6(1), 109-114.

Navigation is the art of finding our way in the vastness of the world, not just by the stars in the sky but by the hopes in our hearts. It teaches us that with the right direction, determination, and spirit, every journey, no matter how perilous, leads us to new horizons and endless possibilities.

Part I: The Story

The chart above is the maritime chart we (our family) used whenever venturing out to go sailing or fishing. The star is roughly about where our family home was. About 30 minutes on my bike could get me to my most favorite places - the library or the beach.

My best summer days growing up in Rhode Island would start with a morning at the beach with my Mom and brother, followed by an afternoon sailing. If I had had my way - this schedule would have been inverted - starting with a morning sail and the afternoon at the beach. I don't think I would have been as scared.

Initially, I was often nervous as we would sail our little 13-foot blue jay around Newport Harbor. When the wind would pick up (as it often did in the afternoon), the boat would heal, and I would frequently envision all of us flying in the water when the boat capsized. It never did, but the fear was real. Over time, healing was just a thing—a point of sail that became more familiar as I learned the art of navigation.

It's extremely difficult to grow up in Rhode Island and not know the importance of the wind, tides, and currents - especially as they relate to navigating your sailboat on the water - which subsequently (for me at least) became navigating my life and career in healthcare.

If I had my way, there would be as many navigators in healthcare as physicians, nurses, and techs. My degrees are in Psychology, but if you were to ask me, "What do you do?" My answer would be Navigator—because this is what I know and love more than anything, and (my opinion) I'm really good at it.

Hold that thought.

A month before my Mom died, I walked into her room one morning to find her sitting up in bed, staring out of her window at the Assisted Living facility where she was staying. Usually, she would be asleep, and I would walk in, do the dishes, put groceries away, and get things squared away for her until she woke up - usually due to me making too much noise. So, to see her awake and sitting up caught me off guard.

"What are you doing?" I asked her.

"I'm trying to figure out how to tell my friends I don't drive," she answered.

As a family, we had been navigating her vascular dementia, ascending aortic aneurysm, and a few other autoimmune challenges for the last several years. One day, I called to check in on them, and my dad mentioned that my brother was now driving them to their appointments. "Why? What happened?" I asked him. He told me they were on their way to an appointment when Mom (who was driving) said she "felt dizzy." "I told her to pull over," he said, which they did, "and sat for a few minutes" (Dad's terms) before returning home and never making it to their appointment.

As she was sitting up on her bed that morning, Mom told me that "wasn't the whole story." Mom explained that on that day - about 5 years before, she and Dad had been driving to see their cardiologist when she had felt dizzy and realized she was having a TIA. Dad told her to "pull over," but because they were on a very busy road (near their home in Florida), she couldn't pull over because there was too much traffic, it was too fast, and she was having difficulty.

So they stopped right where they were - in one of those turning lanes in the middle of a very busy road, sitting while the traffic sped by them. Dad reached over and turned the car off, and together, they sat there (Dad was also unable to drive as he was in the middle of cancer treatment).

About 30 minutes later, Mom said she "felt better," but Dad said, "No, let's wait a little longer," which they did before making their journey back home after about 45 minutes. Mom was a retired ER Nurse—a really compassionate, experienced ER nurse—a diploma grad. In recounting and reflecting on her version of the story and that day, she said, "I never would have been able to forgive myself if I had ever hurt someone; I didn't want to drive at all after that."

A few months after that day, she called and asked me to come to Florida to assist her with caring for both of them. Everything I had went into storage, and a few days later, I was in my car with my two cats, Nate and Chester, headed for Florida.

Dad lost his battle with cancer a month after I had arrived and about 4 months after they had celebrated their 60th wedding anniversary. Mom had two more TIA's shortly after Dad's death, which evolved into a very fast-spreading vascular dementia and our subsequent return to New England.

By the time we returned to New England, we had masterfully transitioned all the navigational skills we had learned from sailing into navigating Mom's care. Over several months, we had learned and established a heck of a routine. We learned the importance of scheduling appointments —"I want all of my appointments scheduled for 10 or 11," Mom said. This worked well because we could go to her appointments and then out for lunch, pick up her meds, and be home for her 3:00 p.m. nap. These lessons had not come easily. Nope, they came from scheduling, tweaking, adjusting, adjusting again, and, most importantly, listening to Mom explain her challenges when something went wrong.

Our Worst Days

On our worst days, I had scheduled an appointment too early in the morning at Fidelity Investments and watched Mom try to stay awake while the rep explained bulls and bears to her while teaching Mom about investments (something Dad had managed throughout their marriage). A few days later, we had an appointment with Mom's PCP - who handed her off to his assistant (who didn't know Mom) and prescribed her Atirax, which she had an extremely adverse reaction to.

Navigating her care was like navigating our sailboat when we were younger - there was an ebb and flow to it all. Sometimes, the wind would pick up or shift completely - sometimes, we needed to change our point of sail. There were often really difficult conversations.

Our Best Days

On our best day, we had an 11:00 appointment, which was followed by lunch at The Sandbar, a beautiful restaurant on the beach on Anna Maria Island. Mom and I were seated at a table on the beach, which was beautiful on this day. We had a wonderful lunch and a great conversation.

As time went on - and it was nearing 2:00 p.m.- I said to Mom, "We should go" (we were sailing toward nap time :). But she said, "No, we don't have to go - we can stay." I looked down at her feet, and she was moving them back and forth under the sand in the same way she used to several years ago during those summer mornings when we were at the beach.

About another hour later, she said, "We can go," and joked about how difficult it would be to get out of our chairs, as they were both lower in the sand.

As if on cue, three huge fire-fighter-looking guys stood up and came to help us. "We got you," one of them said. Mom explained that after two hip surgeries, they should go slow as "I'm a delicate little flower," she told them - laughing. They helped us both out of our chairs, and we headed toward home and Mom's nap.

The Art of Navigating Healthcare

There is an art to navigation - especially in healthcare. Having to have conversations tactfully and strategically. Needing to have a team of providers - all of whom know what is going on with medications and care. Needing to ask for (and then accept) help - not only from providers but from the unexpected helper cool guys on the beach type people who show up right at the right time to help out. And most importantly - needing to keep track of everything to maintain awareness of what works and what doesn't for those moments when the wind shifts again or the tide comes in.

I miss Mom and Dad immensely and learned so much from them. Our last years together, as poignant as they were, taught me the most about healthcare and the importance of navigating care. - Having worked in busy ERs, I've heard physicians call "time of death.." on several occasions. But I think healthcare improves when we acknowledge that for the family (present during a code or not), this time often serves as part of the foundation for their grief journey. And the better we are at helping them (us) navigate this transition - the easier the rest of their journey is.

Yep, we need more navigators; just sayin'.

But wait - there's more.

Part II: There are 7 Components to Healthcare Navigation

Healthcare navigation not only involves practical support and guidance but also incorporates providing compassionate and empathic care and understanding to patients. Here are the 7 components involved in healthcare navigation:

1. Guidance on Healthcare Systems: Helping patients navigate complex healthcare systems by explaining different levels of care, types of healthcare providers, and how to access services within the system, such as primary care, specialist treatment, emergency care, and hospital services.

2. Insurance and Coverage Assistance: Assisting patients in understanding their health insurance coverage, benefits, limitations, and the process for submitting claims. This also includes help with selecting the right insurance plan and understanding out-of-pocket costs.

3. Appointment Coordination: Helping patients schedule appointments, arrange for transportation to and from appointments, and facilitate communication between different healthcare providers to ensure continuity of care.

4. Resource Connection: Connecting patients with community resources, support groups, and other services that can help address their health-related needs, including financial assistance programs, social services, or mental health support.

5. Advocacy: Acting as an advocate for patients to ensure they receive the services they need, understand their rights, and are treated fairly within the healthcare system. This can involve communicating with healthcare providers on behalf of the patient, assisting in dispute resolution, and helping patients make informed decisions about their care.

6. Health Literacy Improvement: Educating patients about their health conditions, treatments available, and preventive care measures to empower them to take an active role in their healthcare.

7. Compassionate and Empathic Care and Understanding: Providing a supportive and understanding environment for patients, acknowledging their fears, concerns, and the emotional challenges they may face. This involves listening attentively to patients, offering emotional support, and ensuring a compassionate approach throughout their healthcare journey.

Incorporating compassionate and empathic care and understanding is essential in healthcare navigation. It addresses the emotional and psychological needs of patients, fostering a holistic approach to healthcare that supports not only the physical well-being but also the mental and emotional health of individuals and their caregivers.

As a coach and consultant to organizations and teams, I know how difficult it can be to maintain your footing when “life” gets in the way. I write weekly on LinkedIn about Personal Development and Culture. I’d love it if you followed my newsletter by hitting the subscribe button above. Thanks for reading!

#healthcare #medicine #personaldevelopment #culture #professionalwomen

"Nursing is not for everyone. It takes a very strong, intelligent, and compassionate person to take on the ills of the world with passion and purpose and work to maintain the health and well-being of the planet. No small task." — Donna Wilk Cardillo, RN

Bottom Line Up Front: The United States faces an unprecedented nursing retention crisis that threatens the foundation of healthcare delivery. With nearly 900,000 nurses—more than one-quarter of the current workforce of around 3.2 million RNs—planning to leave by 2027, and costs of replacing a single nurse ranging from $22,000 to $88,000, immediate action is required to preserve both financial stability and patient safety.

The photograph above speaks volumes - that's my Mom and her graduating class from the Truesdale Clinic (Massachusetts) School of Nursing in 1952. (Mom is 3rd from the left). These seven women, around 21 years old, sitting on a stone wall and proudly flashing their rings, radiate the confidence and swagger that defined nursing's golden era. She represents a generation of nurses who entered the profession with unwavering determination, sometimes so young that patients questioned their authority. "You can't take my blood pressure," one elderly patient told my Mom, "I have a daughter older than you are." Yet she persisted, as did countless others, building the backbone of American healthcare.

Today, that swagger seems to be fading. The nurses who once embodied unshakeable dedication are leaving the profession in record numbers, taking with them decades of experience, institutional knowledge, and the very soul of nursing practice.

The Economic Reality: What It Really Costs to Lose a Nurse

In 2005, nursing researcher Dr. Cheryl B. Jones made headlines when she presented groundbreaking testimony to Congress about the true cost of nursing turnover. Her research, which led to the development of the revolutionary Nurse Turnover Cost Calculation Methodology, revealed a stark financial reality that healthcare administrators could no longer ignore.

Jones's methodology showed that turnover costs ranged from $22,000 to over $88,000 per departing nurse, with some studies reporting costs as high as 1.2 to 3 times the nurse's annual salary. But here's the critical insight from her Congressional testimony: these astronomical figures don't even include the cost of recruiting and training the nurses who will replace them.

Think about that for a moment. A hospital losing just 50 nurses annually faces direct costs of $1.1 to $4.4 million—before even beginning to address the staffing gap. When factoring in recruitment, orientation, reduced productivity during the learning curve, and overtime costs for remaining staff, the true financial impact becomes staggering.

The costs break down into pre-hire expenses (advertising, recruiting, interviewing) and post-hire costs (orientation, training, reduced productivity during the adjustment period). However, the hidden costs may be even more devastating: decreased patient satisfaction, increased medical errors, and the domino effect of burnout spreading through remaining staff members.

Here's what can't be captured in any financial calculation: the profound disruption to team cohesion when even one experienced nurse leaves. These are the irreplaceable relationships forged through countless interactions during working codes, increased patient acuity or high volume periods, when the team moves in synchronized precision born of shared experience. It's the unspoken communication during midnight patient transports to radiology, where each team member anticipates the others' needs without words. It's the collective strength when standing beside a physician as they deliver devastating news to a family—moments when the nurse's presence provides comfort that no amount of training can replicate.

These relationships and team dynamics create the invisible infrastructure that makes healthcare teams truly effective. When an experienced nurse leaves, it's not just one position that becomes vacant—it's the dissolution of dozens of professional partnerships, mentoring relationships, and the institutional memory that guides split-second decisions in critical moments.

The Perfect Storm: Pandemic and Its Aftermath

The COVID-19 pandemic didn't create the nursing shortage—it accelerated an existing crisis to breakneck speed. During the pandemic, approximately 100,000 registered nurses left the workforce, and by 2027, almost 900,000 additional nurses—nearly one-fifth of the total workforce—intend to leave.

McKinsey research indicates a potential gap of 200,000 to 450,000 nurses nationwide by 2025, with the shortfall worsening by about 30,000 nurses for every 1 percent that leave direct patient care. The pandemic's psychological toll was immense: nurses reported depression rates of 22%, anxiety at 52%, and insomnia affecting 55% of the workforce.

The crisis deepened as hospitals, facing financial pressures from decreased elective procedures, paradoxically responded by furloughing and laying off nurses—the very professionals they needed most. This counterproductive response could cause long-lasting damage to the nursing profession and the healthcare system.

The Data Tells a Story: Modern Burnout Statistics

Recent data paints a complex picture of the nursing workforce's mental health. The 2024 Nurse.com Salary and Work-Life Report found that 23% of nurses are considering leaving the profession, with acute care nurses reporting the highest rates of burnout-related mental health strain at 23%.

However, there are encouraging signs. The 2024 State of Nursing survey revealed that nurses reported the lowest burnout rate in recent years, with 57% feeling burnt out in the past year, down from 81% in 2022 and 87% in 2021. This improvement suggests that targeted interventions and organizational changes may be having an impact.

The Medscape data, while primarily focused on physicians, offers relevant insights into healthcare worker burnout trends. Their 2024 report showed physician burnout decreased from 53% to 49%, with 83% citing professional stress as the primary contributor and bureaucratic tasks remaining the top reason for burnout at 62%.

Generational Fault Lines: Understanding the Multi-Generational Workforce

One of the most complex aspects of the current retention crisis involves understanding the dramatically different needs and motivations of a multi-generational nursing workforce. Since 2006, the generational landscape has changed significantly, with Generation Z replacing the Silent Generation and Millennials overtaking Baby Boomers as the largest generation in the nursing workforce.

Baby Boomers (Ages 60-78) still comprise around 19% of the nursing workforce, though their numbers are gradually decreasing each year. This generation is characterized by strong work ethic, loyalty to institutions, and comfort with hierarchical structures. During the COVID-19 pandemic, Baby Boomers and Generation X demonstrated higher resilience than other generations.

Generation Jones (Ages 55-64) represents a distinct micro-generation born between 1954-1965, bridging the gap between Baby Boomers and Generation X. Often overlooked in generational discussions, this cohort experienced unique formative events including the end of the Vietnam War, Watergate, the energy crisis, and economic recession. Generation Jones nurses tend to be pragmatic, independent, and skeptical of institutions while maintaining a strong work ethic. They're often in senior leadership positions and approaching retirement decisions that will significantly impact the workforce.

Generation X (Ages 44-59) makes up about 37% of the nursing workforce. Often called the "sandwich generation," they balance caring for aging parents while supporting their own children. They are self-reliant problem solvers, adept at switching between traditional learning preferences and technology-centered approaches. Generation X nurses were less likely to challenge conventional norms and supervisors compared to younger generations.

Millennials (Ages 28-43) now represent about 35% of the nursing workforce. During the pandemic, Millennial nurses reported experiencing the highest levels of stressors and perceived stress, often turning to escape or avoidance coping strategies. They place high value on work-life balance and view this as a significant factor in career decisions.

Generation Z (Ages 18-27) currently comprises about 6% of the nursing workforce and is steadily increasing. This generation has never known a world without the internet, are constantly connected to devices, and place emphasis on career development, often seeking rapid promotion opportunities.

The implications for retention are profound. While baby boomers and Generation X hold most supervisory and managerial positions, they may struggle to understand younger generations' values, particularly the high priority placed on personal life and work-life balance.

Understanding these generational dynamics becomes even more critical when examining how individual states are addressing retention challenges.

Rhode Island: A Microcosm of National Challenges

As someone with deep Rhode Island roots, I feel compelled to examine how these national challenges are playing out in my home state—not because Rhode Island is unique, but because it offers valuable lessons that other states can learn from.

Rhode Island provides a fascinating case study of both the challenges and innovative solutions emerging in response to the nursing crisis. Health care and social assistance represent Rhode Island's largest employment sector with 76,600 workers—nearly 19 percent of the total private workforce—yet the state is still plagued by significant staffing shortages.

Recent data from Rhode Island's community health centers shows job vacancy rates of 21% for physicians, 18% for physician assistants and nurse practitioners, and 10% for registered nurses. The state has taken proactive steps to address these challenges, including joining the national Nurse Licensure Compact to reduce administrative burdens and provide access to more licensed professionals.

The state's response demonstrates the kind of systemic thinking needed to address workforce challenges. Rhode Island's Healthcare Workforce Summit brought together stakeholders from healthcare, education, policymakers, unions, and community organizations to identify immediate and future solutions, forming working groups focused on pipeline development, mental health workforce, and data compilation.

Interestingly, while many states face severe shortages, Rhode Island is among the states forecasting an excess supply of nurses by 2030, alongside Vermont, Maine, West Virginia, Alabama, Pennsylvania, Connecticut, and New Hampshire. This projection suggests that targeted state-level interventions can make a meaningful difference.

The Path Forward: Evidence-Based Solutions

The solution to America's nursing retention crisis requires a multifaceted approach that acknowledges both the financial realities and human elements of the profession. In healthcare, we frequently use the term "evidence-based," which means implementing interventions and practices that are supported by rigorous research and proven outcomes rather than relying on tradition or intuition alone. The retention strategies outlined below are grounded in this evidence-based approach.

Financial Investment in Retention: Healthcare organizations must recognize that retention investments pay measurable dividends. Common retention strategies include improvement of nurse work environments, redesign of workspace, wage increases, limiting work hours, and implementing new graduate residency programs. While these strategies require upfront investment, they pale in comparison to the cost of continuous turnover.

Generational Competency: Leaders must develop strategies that resonate across generational lines. This includes offering mentorship programs that connect experienced nurses with newcomers, adapting communication styles to meet different generational preferences, and creating flexible scheduling options that accommodate varying life stages.

Technology Integration: Recent research shows that physician collaboration with registered nurses was associated with greater odds of high team efficiency and appropriate work-life balance. Healthcare organizations should invest in technologies that enhance collaboration and reduce administrative burdens rather than simply mandating more technology training.

Mental Health Support: Given the high rates of depression, anxiety, and insomnia among nurses, healthcare organizations must prioritize mental health resources. The concept of "moral stress"—the psychological distress that occurs when nurses know the right action to take but are prevented from taking it due to institutional constraints—has become increasingly recognized as a significant contributor to burnout. Interventions should include enhancing work environments with sufficient staffing, increasing pay, investing in the physical and psychological health of nurses, and addressing systemic barriers that create moral stress situations.

Educational Pipeline Strengthening: The U.S. Bureau of Labor Statistics projects the need for more than 275,000 additional nurses by 2030. Meeting this demand requires innovative educational approaches, including accelerated programs, hospital-based training partnerships, and expanded use of simulation technology.

STEM Recognition and Support: One critical yet underutilized strategy involves recognizing nursing and other healthcare majors as Science, Technology, Engineering, and Mathematics (STEM) fields. This recognition would unlock numerous benefits that could significantly strengthen the nursing pipeline and improve retention.

Nursing education incorporates rigorous coursework in anatomy, physiology, chemistry, pharmacology, pathophysiology, and increasingly sophisticated technology applications. Modern nurses must master complex medical devices, electronic health records, telehealth platforms, and evidence-based practice methodologies that require strong analytical and technical skills.

STEM designation would provide several key advantages: extended Optional Practical Training (OPT) periods for international nursing students, allowing them to work in the U.S. for up to three years post-graduation instead of one year; increased federal funding opportunities for nursing programs through STEM-specific grants and scholarships; enhanced prestige and recognition that could attract more students to nursing programs; access to specialized STEM education resources and partnerships with technology companies; and improved integration with other STEM fields, fostering interdisciplinary collaboration in healthcare innovation.

Countries facing similar nursing shortages have successfully leveraged international talent pipelines. The Philippines, India, and other nations produce highly qualified nurses who could help address U.S. shortages if immigration and recognition processes were streamlined. STEM designation would facilitate these pathways while ensuring rigorous standards are maintained.

These systemic changes—from financial investment to STEM recognition—represent more than policy fixes. They're about fundamentally restoring the respect, support, and professional autonomy that draws people to nursing and keeps them there. When we implement these evidence-based solutions, we're not just addressing workforce numbers; we're rebuilding the foundation that allows nursing to flourish as both a science and an art.

The Swagger Returns: A Vision for Nursing's Future

The young nurse in that 1952 photograph embodied something we desperately need to recapture: the sense that nursing is not just a job, but a calling worthy of respect, adequate compensation, and professional autonomy. The data shows us the cost of losing that swagger—both in dollars and human suffering.

The path forward requires unprecedented collaboration between healthcare administrators, policymakers, educators, and nurses themselves. We must move beyond viewing nursing retention as simply a staffing problem and recognize it as fundamental to healthcare quality and patient safety.

Research suggests that one out of six nurses is expected to retire in the next 10 years, requiring nurse graduates to increase by an average of 8% per year through 2030 just to match leavers with joiners. This mathematical reality demands immediate action.

The young woman in that 1952 photograph likely never imagined that her profession would face such existential challenges. But she also probably never imagined the life-saving technologies, advanced treatments, and complex care coordination that modern nurses navigate daily. Today's nurses possess skills and knowledge that would astound their predecessors.

Our task is to ensure that the next generation of nurses can approach their careers with the same confidence and swagger as that young woman in 1952—knowing they are valued, supported, and empowered to provide the best possible care to those who need it most.

The crisis is real, but so is the opportunity. By investing in retention with the same urgency we once reserved for recruitment, we can build a healthcare system worthy of both the nurses who serve within it and the patients who depend upon it.

If you found this article helpful and want to stay informed about critical healthcare workforce issues, workplace culture insights, and personal development strategies that matter to your organization, please consider subscribing to our newsletter. Join our community of healthcare leaders, administrators, and professionals who are working together to build stronger, more resilient healthcare teams.

#healthcare #medicine #personaldevelopment #culture #health

References

Advisory Board. (2024, January 31). Physician burnout and depression, in 5 charts. Advisory Board Daily Briefing. https://www.advisory.com/daily-briefing/2024/01/31/physician-burnout

Better Nurse. (2025, April 9). Nurse burnout statistics 2024: The 10 states struggling most. https://betternurse.org/nurse-burnout-statistics/

Buchan, J., Catton, H., & Shaffer, F. A. (2022). Sustain and retain in 2022 and beyond: The global nursing workforce and the COVID-19 pandemic. International Council of Nurses.

Jones, C. B., & Gates, M. (2007). The costs and benefits of nurse turnover: A business case for nurse retention. Online Journal of Issues in Nursing, 12(3). https://preprodojin.nursingworld.org/table-of-contents/volume-12-2007/number-3-september-2007/nurse-retention/

McKinsey & Company. (2022, May 11). Assessing the lingering impact of COVID-19 on the nursing workforce. https://www.mckinsey.com/industries/healthcare/our-insights/assessing-the-lingering-impact-of-covid-19-on-the-nursing-workforce

NCSBN. (2023). NCSBN research projects significant nursing workforce shortages and crisis. https://www.ncsbn.org/news/ncsbn-research-projects-significant-nursing-workforce-shortages-and-crisis

Nurse.com. (2025, May 1). 2024 nurse burnout statistics: A detailed look. https://www.nurse.com/blog/2024-nurse-burnout-statistics-a-detailed-look/

Nurse.org. (2024). Findings from the 2024 state of nursing survey. https://nurse.org/articles/state-of-nursing-2024/

Perry, S. J., Richter, J. P., & Beauvais, B. (2018). The effects of nursing satisfaction and turnover cognitions on patient attitudes and outcomes: A three-level multisource study. Health Services Research, 53(6), 4943-4969.

Rhode Island Monthly. (2023, January 20). Crisis of care: Inside Rhode Island's health care staffing shortage. https://www.rimonthly.com/health-care-staffing-shortage/

Sherman, R. O., Saifman, H., Schwartz, R. C., & Schwartz, C. L. (2015). Factors that lead nurse managers to resign. American Nurse Today, 10(4), 22-25.

The Newport Buzz. (2024, January 12). Rhode Island joins national nurse licensure compact to tackle healthcare worker shortage. https://www.thenewportbuzz.com/rhode-island-joins-national-nurse-licensure-compact-to-tackle-healthcare-worker-shortage/46580

The Public's Radio. (2024, February 14). Doctor, staffing shortages strain Rhode Island community health centers. https://thepublicsradio.org/article/doctor-staffing-shortage-strain-rhode-island-community-health-centers/

U.S. Chamber of Commerce. (2024, May 22). Data deep dive: A national nursing crisis. https://www.uschamber.com/workforce/nursing-workforce-data-center-a-national-nursing-crisis

Winters, C. A., Kuntz, S. W., Weinert, C., & Black, B. (2024). Generational harmony in nursing. Online Journal of Issues in Nursing, 29(2). https://ojin.nursingworld.org/table-of-contents/volume-29-2024/number-2-may-2024/articles-on-previously-published-topics/generational-harmony-in-nursing/

Start a Substack

Your company just hired some new talent. Here are ten ways you can help them settle in - even if you're not in a leadership position.

1. Introduce yourself: When you meet the new employee, introduce yourself and offer to help them get oriented. Explain your job and what you can do to help them feel comfortable in their new role. If possible, show the new employee around the office and introduce them to other team members. Take the time to answer any questions the new employee may have.

2. Ask about their goals: When you ask new employees about their previous experience, and what they're hoping to get out of this new job, you're allowing them to open up and share more about themselves. Discussing their experiences can help them feel more welcome at your company and can also help you get to know them better. By learning more about what they're hoping to achieve in their new job, you can better understand how to support them and help them succeed.

3. Share a little about your experience: Knowing what to do and where to go can be difficult when starting a new job. One way you can help a new employee feel welcome is to share a little bit about your own experience at the company and what you enjoy most about working here. This conversation will help the new employee feel more comfortable and give them an idea about how they may fit in with your team. Additionally, it can be helpful to ask the new employee about their experience so far and offer any guidance or advice you may have. By engaging in this conversation, you are setting the tone for a positive work environment by taking the time to welcome your new colleague.

4. Grab a coffee: Invite them to lunch or coffee so you can connect more in person. One of the benefits of inviting a new team member to lunch or coffee is that you can talk more in person. This type of interaction can help them feel more welcome at their new job and allow you to get to know them better. You can also ask them what they look forward to in their new position. By taking the time to get to know them, you can help make their transition smoother.

5. Share your knowledge: Recommend some books, articles, or podcasts that might be helpful for your new colleague. When you recommend books, articles, or podcasts to newcomers in your industry, you are helping them feel welcome and informed and giving them valuable resources that they can use to continue learning and developing their skills. By providing these resources, you are setting your new employees up for success and helping them to grow as professionals. In sharing your favorite resources, you are enhancing your connection with them by showing your willingness to help them build their knowledge base. Helping them develop professionally is a great way to build trust and positive relationships with your colleagues and also helps to foster retention and teamwork.

6. Take a tour: Offer to show them around the office and introduce them to key people on their team. Introducing them to your team helps them feel welcome and comfortable in their new job and can help them feel more engaged and invested in their work. Introductions to other team members can also support them in building relationships with their colleagues. Additionally, by taking the time to show new employees around the office, you are, again, demonstrating your commitment to their success at the company.

7. Check in: Share your calendar with them and suggest meeting for a quick one-on-one every few weeks to check in and see how they're doing. Sharing your calendar with a new employee is a great way to help them feel welcome. It also provides a convenient way for you to connect with them regularly to see how they're doing. Meeting every few weeks is a great way to ensure your new employee settles in well and gets the support they need.

8. Social media: Connect with your new colleague on LinkedIn or other social media platforms so you can continue to stay in touch online. Connecting via social media can be highly beneficial for new employees because it allows them to feel comfortable reaching out to you if they have any questions or need help with anything related to their job.

9. Stay connected: Say hello whenever you run into each other in the office. Speaking with your new colleague whenever you run into them has many benefits. First, it helps them feel welcome and appreciated. It also lets you get to know them better and discover their interests. Staying connected is also a great way to build rapport and create a positive atmosphere throughout the office.

10. Take note: Send them a handwritten note or card welcoming them to the team and expressing your excitement to work with them! When you first meet a new employee, take the time to introduce yourself and welcome them to the company. Let them know you're excited to work with them and offer any help they may need to settle in. This small gesture can make a new employee feel appreciated and welcomed and help set the tone for a positive working relationship.

Following these ten strategies listed will help new colleagues settle into your company. Taking the time to get to know them, introduce them to key people on their team, and provide them with helpful resources will make their transition smoother and more enjoyable. You can ensure they feel welcome and supported in their new role by staying in touch regularly.

#growthmindset #leadershipdevelopment #workplaceculture #mindsetmatters

#pdculture

When hospital executives frame worker strikes as "political theater" or "symbolic crusades," they fundamentally misunderstand what's driving healthcare professionals to take such dramatic action. A recent commentary from a hospital CEO regarding an ongoing behavioral health facility strike exemplifies this disconnect, reducing legitimate workforce concerns to strategic maneuvering while overlooking the profound changes that have reshaped healthcare delivery since the pandemic.

The Pandemic Changed Everything

The COVID-19 pandemic didn't just test our healthcare system, it fundamentally altered it. As nursing ethics expert Dr. Cynda Rushton observed during the crisis, nurses found themselves making "high-stakes decisions for patients and their own personal lives" under unprecedented conditions. The pandemic forced healthcare workers to expand their ethical framework beyond individual patient care to consider "maximizing the good for more people and minimizing harm" when resources became scarce (Pearce, 2020).

But here's what many hospital administrators seem to have forgotten: that crisis mindset never truly ended. The "new normal" that emerged from the pandemic has become a permanent state of heightened pressure, increased workloads, and moral distress that continues to challenge healthcare professionals daily.

The Numbers Tell a Different Story

Recent data from the Georgetown University Health Finance Initiative reveals that healthcare worker strikes have more than tripled from 2020 to 2023, with 2024 numbers exceeding even those record levels. Healthcare industry tracking shows that seventeen healthcare strikes have already been reported in 2025 as of mid-June, indicating the trend is accelerating rather than slowing (Becker's Hospital Review, 2025). This isn't coincidence, it's the inevitable result of what researchers call "hangovers from the global crisis: staffing shortages that have led to higher workloads, increased professional liability as overworked employees with heavier workloads pose greater risks to patient safety, and record rates of staff burnout" (Davis, 2024).

The scope of this movement is staggering. In 2023 alone, the Kaiser Permanente strike involved over 75,000 workers, the largest healthcare strike in U.S. history. These aren't isolated incidents or strategic campaigns; they represent hundreds of thousands of healthcare professionals across nearly twenty states who have reached a breaking point.

There Are Significantly Deeper Issues Underlying Healthcare Teams' Decisions to Strike

While executives often frame these disputes as primarily about compensation, the reality is far more complex. Healthcare workers are grappling with what Dr. Rushton identified as "moral distress" which is defined as the gap between what they can do and what they believe they should do for their patients. This distress has only intensified as pandemic-era accommodations have expired while the high-pressure environment remains.

The strikes encompass demands for higher staffing levels, better working conditions, and more responsive management precisely because these factors directly impact patient care quality. When a CEO dismisses these concerns as "political theater," they're essentially arguing that advocating for patient safety through adequate staffing is somehow inappropriate.

This disconnect becomes even more troubling when viewed through the lens of what Dr. Wendy Dean, co-founder of Moral Injury of Healthcare, describes as the fundamental difference between burnout and moral injury. While burnout manifests as exhaustion and decreased productivity, moral injury occurs when healthcare workers "perpetrate, bear witness to, or fail to prevent an act that transgresses our deeply held moral beliefs" (Dean & Talbot, 2019). In healthcare, that deeply held belief is the oath to put patients first, yet clinicians increasingly find themselves "forced to consider the demands of other stakeholders—the electronic medical record, the insurers, the hospital, the health care system, even our own financial security—before the needs of our patients."

Dr. Dean's research reveals that healthcare workers often report the concept of moral injury aligns more closely with their experience than burnout. As she explains, "Clinicians and healthcare teams as a whole feel paralyzed. They have taken an oath to put patients first, but the priorities and regulations of the healthcare system put them at odds with that oath" (DDW News, 2024). This creates what she calls a "breakdown in the fabric of a community" that cannot be addressed with individual-level solutions like mindfulness training, but requires systemic change.

The Unique Challenges of Mental Health Care

Behavioral health facilities present additional complexities that deserve recognition. Mental health professionals face distinct challenges that extend beyond the already demanding work of healthcare delivery. They provide care for society's most vulnerable populations while navigating persistent stigma that affects both their patients and, often, their own professional standing within the broader healthcare community.

Healthcare workers in behavioral health settings entered the pandemic already managing higher rates of workplace violence, longer patient stays due to limited community resources, and the emotional weight of treating patients whose conditions are often misunderstood by society. During COVID-19, these professionals not only faced the same personal health risks and family concerns as all healthcare workers, but also managed the compounded mental health crisis that emerged from isolation, economic stress, and social upheaval.

The irony is particularly stark in mental health settings: professionals trained to recognize and treat trauma, depression, and anxiety in others were simultaneously processing their own pandemic-related stress while maintaining therapeutic relationships with patients experiencing heightened distress. They witnessed families struggling with unprecedented challenges while managing their own family concerns about exposure, childcare disruptions, and economic uncertainty.

Yet these professionals continued to show up, often serving as the sole consistent support for patients whose community connections had been severed by public health restrictions. They adapted therapeutic practices, maintained crisis intervention services, and provided stability for vulnerable populations during society's most unstable period. This isn't about healthcare workers seeking sympathy—it's about recognizing that sustainable mental health services require sustainable working conditions for the professionals providing them.

When mental health workers advocate for adequate staffing and safe working conditions, they're advocating for their patients' welfare as much as their own. Overworked, understaffed mental health teams cannot provide the quality of care that vulnerable populations deserve, particularly when those populations face increased stigma and reduced access to community supports.

The Cost of Dismissing Healthcare Workers

The Georgetown analysis points to a troubling pattern: healthcare organizations that view worker advocacy as strategic manipulation rather than legitimate professional concern are missing opportunities for meaningful reform. The research suggests that "less has been written or said about what tradeoffs are ahead to put things right between health systems and health workers" (Davis, 2024).

This dismissive attitude ignores the fundamental reality that healthcare workers remember being called "essential" during the pandemic. They recall the widespread acknowledgment that they deserved compensation commensurate with their vital services and working conditions that allow them to care for their own families in the communities where they serve patients.

The most concerning aspect of framing worker advocacy as "political theater" is that it fundamentally misunderstands the motivation behind these actions. Healthcare professionals aren't striking because they want to abandon their patients—they're striking because they believe current conditions prevent them from providing the quality of care their patients deserve.

As Dr. Rushton noted, even during the pandemic's darkest days, "what I know about clinicians is that in a crisis, they show up." The fact that these dedicated professionals are now walking off the job should be a wake-up call, not a reason to question their motives.

The Real Stakes

When hospital executives characterize strikes as strategic campaigns rather than responses to legitimate workplace concerns, they miss the opportunity to address the root causes driving healthcare professionals away from the bedside. The "vicious cycle" identified by researchers—where understaffing leads to higher workloads, which increases burnout, which drives more people away, creating even more understaffing—cannot be broken through dismissive rhetoric.

The healthcare workforce crisis predates any union campaign, and it will persist long after current contract negotiations conclude unless healthcare organizations acknowledge that their workers' concerns are legitimate and require systemic solutions.

Moving Beyond the Blame Game

Healthcare organizations that successfully navigate these challenges will be those that view worker advocacy as partnership rather than opposition. The most successful contract negotiations have resulted in wage gains exceeding 20-30% over contract terms, suggesting that organizations willing to invest in their workforce can find sustainable solutions.

The question isn't whether healthcare workers deserve better conditions and compensation as the pandemic clearly demonstrated their essential value. The question is whether healthcare organizations will recognize that investing in their workforce is investing in patient care quality and community health.

Healthcare workers aren't asking for special treatment; they're asking for the respect, support, and resources necessary to do their jobs effectively. Dismissing these requests as "political theater" not only disrespects the professionals who dedicate their lives to patient care but also undermines the very mission these organizations claim to serve.

The path forward requires honest acknowledgment of the challenges healthcare workers face, genuine commitment to addressing systemic issues, and recognition that worker advocacy ultimately serves the same goal as hospital administration: ensuring the best possible care for patients and communities.

References:

Becker's Hospital Review. (2025, June 16). 17 healthcare strikes in 2025. Retrieved from https://www.beckershospitalreview.com/hr/7-healthcare-strikes-in-2025/

Davis, C. B. (2024, November). After the pandemic, nurses and other healthcare workers are demanding more ... and getting it. Georgetown University Health Finance Initiative.

DDW News. (2024, May 17). It's time to rethink physician workplace distress by focusing on moral injury. Retrieved from https://news.ddw.org/news/its-time-to-rethink-physician-workplace-distress-by-focusing-on-moral-injury/

Dean, W., & Talbot, S. (2019). Reframing clinician distress: Moral injury not burnout. Federal Practitioner, 36(9), 400-402.

Pearce, K. (2020, April 6). In fight against COVID-19, nurses face high-stakes decisions, moral distress. Johns Hopkins University.

The workforce is a constantly evolving entity.

The nature of work and how we do it has changed dramatically over the past few decades, with shifts from an era where employees worked at their company where they were given time for lunch and a pension to now being available all day long via smartphones and other technology. Is it an 8-hour workday or a longer workday with 24-hour availability? And how did we get here?

I can't help but think about what's underneath all of this. Looking at root causes is a complicated issue and one that we need to examine when working together to succeed at our job responsibilities!

What if we could understand the different needs and perspectives of our colleagues? What would happen to productivity, creativity - even just office morale? It might be time for a conversation about how we can all learn to work together.

Let's start by looking at each generation, their contributions and the events that have shaped them.

"We're all in this together" - The Greatest Generation (born 1901-1927)

The Greatest Generation is the demographic cohort that directly preceded the Baby Boomer demographic. Members of The Greatest Generation are those who grew up during the Great Depression and fought in World War II. They are typically characterized as hardworking, patriotic, and stoic. These attributes helped them to be productive workers during their time.

The Greatest Generation faced many challenges during their lives. The early twentieth century was a significant change in the United States.

Several significant events took place during this period, including:

• The Wright brothers made the first powered flight in 1903.

• Henry Ford developed the assembly line for automobile production in 1908.

• The United States entered World War I in 1917.

• Women gained the right to vote with the passage of the 19th Amendment in 1920.

• The stock market crash of 1929 precipitated the Great Depression.

Each of these events had a significant impact on the country and its people. The Wright brothers' achievement opened up new possibilities for travel and commerce, while Ford's assembly line revolutionized manufacturing. World War I brought death and destruction unprecedentedly, while the 19th Amendment gave women a new level of political power. The stock market crash of 1929 ushered in an era of economic hardship that would last for years.

These events shaped the country differently and helped define the twentieth century. They also had an impact on the way that different generations viewed the world. For example, those who lived through the Great Depression tended to be more cautious with their money than those who did not experience it firsthand. Many people lost their jobs and homes during this time. Despite these difficulties, members of The Greatest Generation persevered. They worked hard to provide for their families and build better lives.

Similarly, those who lived through World War I tended to be more skeptical of war and committed to peace. The early twentieth century was a time of significant change, and the events of that period continue to influence the country today.

In the workforce, members of The Greatest Generation were often lauded for their work ethic and dedication to their careers. They tended to value stability and security in their jobs and were often reluctant to change employers or take risks. Because of their loyalty to their companies, members of The Greatest Generation sometimes remained resistant to change.

"Speak softly and carry a big stick" - The Silent Generation (born 1928 - 1945)

When President Theodore Roosevelt said, "speak softly and carry a big stick," he could have easily been referring to the Silent Generation. Members of this generation are known for their loyalty, discipline, and respect for authority.

Like The Greatest Generation, members of the Silent Generation faced many challenges during their lives. They grew up during the Great Depression and World War II. These events had a profound impact on the country and its people. Many members of the Silent Generation saw firsthand the devastation that war can bring. They also witnessed the economic hardship of the Great Depression.

Despite these difficulties, members of the Silent Generation persevered. They worked hard to provide for their families and build better lives. In the workforce, they were often lauded for their work ethic and dedication to their careers. They tended to value stability and security in their jobs and were often reluctant to change employers or take risks.

While members of the Silent Generation may have been reluctant to rock the boat, they did support some major changes during their lifetimes. For example, they were instrumental in the Civil Rights Movement and the women's rights movement. They also played a significant role in developing the United States as a world power.

The 1930s and 1940s were a time of significant change in the United States. Major inventions during this period included:

• The first commercial radio station began broadcasting in 1920.

• The first color television system was invented in 1926.

• The first microwave oven was created in 1945.

These inventions had a significant impact on the way that people lived and worked. Radio and television became increasingly popular forms of entertainment and communication. Microwave ovens revolutionized the way that we prepared food. These inventions changed how people interacted with the world and helped shape the twentieth century.

In the workforce, members of The Silent Generation were often lauded for their work ethic and dedication to their careers. They tended to value stability and security in their jobs and were often reluctant to change employers or take risks. Because of their loyalty to their companies, members of The Silent Generation sometimes remained resistant to change. Their "but we've always done it this way" phrase has stuck around in our workforce, sometimes to the detriment of the younger generations.

The Silent Generation likes stability, security, and order. They value tradition and conventional wisdom. Additionally, they often prefer face-to-face communication over other forms of communication. Because members of the Silent Generation may be put off by change, chaos, and ambiguity, they may find it challenging to adapt to new technology and new ways of doing things.

Chances are, If a member of the Silent Generation is sitting across from you at dinner or in a meeting, they will most likely make direct eye contact with you, and their cell phone (if they have one), won't be anywhere nearby.

"Don't trust anyone over 30" - The Baby Boomers (born 1946–1964)

The phrase "don't trust anyone over 30" is often used to describe the attitude of the Baby Boomer generation. This generation is known for its rebellious streak and mistrust of authority figures. The phrase reflects that many members of this generation were skeptical of the Establishment and opposed traditional values.

The Baby Boomer generation was shaped by major historical events, such as the Cold War, the civil rights movement, and the Vietnam War. These events had a profound impact on the way that members of this generation thought about the world. They also influenced the way that they approached work and careers.

Many members of the Baby Boomer generation saw work as an opportunity to make a difference in the world. They were often highly idealistic and committed to causes larger than themselves. They were known in the workforce for their willingness to take risks and entrepreneurial spirit.

The Baby Boomer generation is also known for its love of travel and adventure. Members of this generation are often curious about the world and eager to explore new cultures. They are also generally more open-minded than previous generations and known for being independent, self-reliant, and competitive.

Five significant events that occurred in the United States between 1946 and 1964 include:

• The assassination of President John F. Kennedy

• The Cold War was a tension between the United States and the Soviet Union that lasted from 1945 to 1991.

• The civil rights movement: a social and political movement aimed at securing equal rights for all people, regardless of race.

• The Space Race: a competition between the United States and the Soviet Union to be the first to send a human being into space.

• The Vietnam War: a conflict in Southeast Asia that lasted from 1955 to 1975. The United States became involved in the war to stop the spread of communism.

Baby Boomers grew up during a time of significant social change. The generation began when World War II ended. The civil rights movement, the women's, and the gay rights movement were all happening during their formative years. As a result, Baby Boomers tend to be more tolerant of social differences than members of The Greatest Generation.

In the workforce, Baby Boomers are often lauded for their entrepreneurial spirit. They are known for being risk-takers and for starting their own businesses. However, as Baby Boomers approach retirement age, they are increasingly facing challenges in the workforce.

Many Baby Boomers are finding they cannot yet retire because they do not have enough saved up. In addition, many are finding that their jobs are no longer secure. Many companies are downsizing or outsourcing, affecting Baby Boomers disproportionately.

In addition, healthcare and retirement costs are rising, and many Baby Boomers are woefully unprepared for these expenses. As employers are struggling to keep them engaged in the workplace, many Baby Boomers are reluctant to retire, and employers are struggling to find ways to accommodate their need for flexible work schedules and phased retirement options. In addition, employers are also working to address the issue of age discrimination in the workplace, as many Baby Boomers feel they are being passed over for promotions or job opportunities in favor of younger workers.

"Greed is good" - Generation X (born 1965 - 1980)

Generation X is the demographic cohort that follows the Baby Boomers. Generation X'ers are typically characterized as being independent, resourceful, and adaptable. However, this generation has also been labeled as the "latchkey" generation because they were often left to fend for themselves while their parents were at work.

This can lead to feelings of insecurity and anxiety, as well as a sense of isolation and loneliness. Additionally, this generation is also grappling with the challenge of balancing their work and personal lives as they attempt to juggle the demands of parenting while also working full-time.

This can lead to overwhelming feelings of stress, inadequacy, and burnout. Additionally, this generation is also contending with the issue of job insecurity, as many members have been laid off from their jobs during periods of economic recession. This insecurity can also lead to feelings of anxiety and depression and a sense of uncertainty about the future.

Despite all of these challenges, members of Generation X have shown themselves to be resilient and adaptable. They are often quick to adapt to new situations and have a keen problem-solving ability. In addition, many members of this generation are highly educated and have a strong work ethic.

All of these qualities make Generation X a valuable asset in the workforce. However, their unique perspective can also lead to tension and conflict with members of other generations. For example, members of Generation X are often less likely to defer to authority figures and more likely to question rules and procedures that they see as arbitrary. This can create tension with members of the Baby Boomer generation, who often view this questioning as disrespectful. In addition, members of Generation X are also more likely than other generations to change jobs frequently in search of better pay or working conditions. This can be viewed as a lack of commitment by different generations, who often stay with the same employer for many years. Despite these potential conflict areas, Generation X members can be valuable to any workplace. Their unique perspective and skills can help to create an environment that is both challenging and stimulating.

One way to help Baby Boomers and Generation X members get along in the workplace is to encourage communication and understanding. It can be helpful to explain to each group what the other group is likely to value and why they may act differently in certain situations. Additionally, it is essential to provide opportunities for both groups to learn from and interact with each other. Companies can do this through mentorship programs, team-building exercises, or encouraging open dialogue. Employers can create a more harmonious workplace for all generations by fostering communication and understanding.

"YOLO" (You Only Live Once)" - The Millennials (born 1981–1996)

The Millennial demographic cohort is composed of individuals born between 1981 and 1996. They are typically characterized as being tech-savvy, socially conscious, and entrepreneurial. Millennials are often lauded in the workplace for their ability to use technology to increase productivity and their willingness to take risks.

Millennials are often unjustly criticized in the workforce because they are perceived to be entitled and have unrealistic expectations of their employers. Additionally, some people view them as being tech-savvy and socially conscious but see these qualities as potential liabilities in the workplace. For example, critics argue that millennials are too reliant on technology and lack face-to-face communication skills. Additionally, some employers feel that millennials are unwilling to work hard and expect too many benefits and job security from their employers. Ultimately, whether or not millennials are successful in the workplace depends on the individual. However, there is no doubt that this generation brings a unique set of skills and perspectives to the workplace.

As Millennials gain more experience in the workforce, there is a growing need for employers to accommodate their unique needs. For example, many Millennials require flexible work schedules or accommodations for their busy lifestyles. Additionally, employers must work to provide opportunities for Millennials to develop their skills and advance in their careers so they can retain them within their organization.

"OK, boomer" - Generation Z (born 1997–2010)

"OK, boomer" is a catchphrase and meme used by Generation Z to dismiss or mock attitudes typically associated with baby boomers. The phrase is often used to describe baby boomers who are perceived to be out of touch with modern culture, politics, or technology. The term has been popularized on social media platforms such as TikTok and Twitter.

Despite being a relatively new generation, Generation Z is already making its mark on the world. With their unique perspectives and skills, members of Generation Z are sure to have a bright future ahead.

Generation Z is composed of individuals born between 1997 - 2010. They are typically characterized as being tech-savvy, socially conscious, and entrepreneurial. In the workplace, Generation Z members are known for using technology to increase productivity and their willingness to take risks. However, they are also known for being entitled and having unrealistic expectations of their employers.

However, Generation Z professionals have also brought many skills to companies across the country. These include :

• The ability to use technology for productivity: Members of Generation Z are often lauded for their tech-savvy skills. They can quickly learn new programs and applications and use them to increase efficiency in the workplace.

• A willingness to take risks: Many members of Generation Z are willing to take risks to achieve their goals. This can be an asset in the workplace, leading to innovation and creativity.

• A strong work ethic: Members of Generation Z tend to have a strong work ethic and are often highly motivated to succeed.

Generation Alpha - born 2011 -

As members of Generation Alpha (also referred to as the iGeneration) enter the workforce, there is a growing need for employers to accommodate their unique needs. For example, many iGeneration workers require flexible work schedules or accommodations for their busy lifestyles. Additionally, employers must provide opportunities for iGeneration workers to develop their skills and advance in their careers.

As we step away from the old messages, we received from the early generations, such as "go to school, study hard, go to college and find a great job," the expense of higher education rises. We see the influx of online courses, and members of Generation Alpha may want to become more specialized in their careers while also obtaining a more cost-effective education or apprenticeships.

Some of the most essential things that Generation Alpha will bring to the workforce are:

• The ability to use technology for productivity

• A willingness to take risks

• An entrepreneurial spirit

• The desire for flexible work schedules

• The continued need for opportunities to develop their skills and advance in their careers.

The best way to help employees from different generations get along in the workplace is to encourage communication and understanding. It can be helpful to explain to each group what the other group is likely to value and why they may act differently in certain situations. Additionally, it is crucial to provide opportunities for both groups to learn from and interact with each other. This can be done through mentorship programs, team-building exercises, or simply by encouraging and fostering open dialogue.

Communication is Key

When looking at the generational differences in the workforce, it's important to note how communication has changed and evolved with each group. For example, Millennials are often praised for using technology to communicate effectively. This includes using video conferencing for meetings, instant messaging for quick questions, and email for more formal communications. Millennials are often more comfortable with informal communication, such as texting or social media.

In contrast, members of Generation Z are often more traditional when it comes to communication. They prefer face-to-face interactions and are likelier to pick up the phone to speak with someone. They also tend to be more formal in their communication style.

The best way to help employees from different generations get along in the workplace is to encourage communication and understanding. It can be helpful to explain to each group what the other group is likely to value and why they may act differently in certain situations. It's important to provide opportunities for both groups to interact and learn from each other to create organizational congruence.

If you are in an organizational environment that is sometimes described as "toxic," you may want to evaluate how your team communicates with each other. These communication differences (and the challenges accompanying them), maybe something you want to explore when looking for solutions.

Generational Lessons in Leadership

Leadership styles have evolved significantly over the years, largely due to the different values each generation brings to the workplace. For example, members of the Greatest Generation (born before 1946) tend to be more authoritarian in their leadership style, while Baby Boomers (born 1946-1964) are more likely to be collaborative leaders. Millennial leaders (born 1981-1996) are often known for their use of technology and social media, while members of Generation Z (born 1997-2010) are known for their entrepreneurial spirit.

As each new generation enters the workforce, employers must adapt their leadership style to accommodate that group's unique needs and values. Ensure your training and development team has a strategy to implement generational differences in their work because each generation has something special to offer the workplace. By understanding the differences between generations, employers can create a more harmonious workplace for all.

Source Notes:

White, Herbert. “Women’s Suffrage Celebrated on Square.” The Charlotte Post, vol. 39, no. 50, Charlotte Post Publishing Co., 21 Aug. 2014, p. 2A.

Race, Crime and Culture by Barry Latzer | NAS. https://www.nas.org/academic-questions/31/4/race_crime_and_culture

The Stock Market Crash of 1929: What Was It and Why Did It Happen?. https://www.thestreet.com/politics/stock-market-crash-of-1929-14737019

In music the early twentieth century was a time of?. https://aff.staffpro.net/in-music-the-early-twentieth-century-was-a-time-of

Speak Softly and Carry a Big Stick: Meaning Behind the Proverb. https://grammar.yourdictionary.com/style-usage/speak-softly-carry-big-stick-meaning-behind-proverb

Strengths and Weaknesses of Generation Z | Parent's Guide - Axis. https://info.axis.org/gen-z-parents

Living on a Farm During the Great Depression and More. https://www.motherearthnews.com/nature-and-environment/homestead-skills-from-days-gone-by-great-depression-farming-zb0z1207zhin

No Bells to Toll: Destruction and Creation in the Andes - Publishers Weekly. https://www.publishersweekly.com/9780684190655

Vintage Fashion Guild : Lingerie Resource. https://vintagefashionguild.org/lingerie-guide/

Digital History ID 3397 - University of Houston. https://www.digitalhistory.uh.edu/disp_textbook.cfm?smtid=2&psid=3397

Is Stainless Steel Microwave Safe - craftysoundproofing.com. https://craftysoundproofing.com/is-stainless-steel-microwave-safe/

Highlights of the Month (June 2022) - stmc.edu.hk. https://www.stmc.edu.hk/2022/08/highlights-of-the-month-june-2022/

Want to Grow Your Leadership Pipeline? Listen to What Millennials are .... https://www.business2community.com/leadership/want-grow-leadership-pipeline-listen-millennials-saying-leadership-01899440

Remarkable Accomplishments of the Space Race | EL Education Curriculum. https://curriculum.eleducation.org/curriculum/ela/2019/grade-6/module-4/unit-1

Difference Between Gen X And Gen Y | Difference Between. http://www.differencebetween.net/miscellaneous/difference-between-gen-x-and-gen-y/

Generation X in Canada | The Canadian Encyclopedia. https://www.thecanadianencyclopedia.ca/en/article/generation-x-in-canada

10 Quick & Healthy Breastfeeding Snacks - Plant-Powered Livin'. https://www.plantpoweredlivin.com/10-quick-healthy-snacks-for-nursing-mamas/

INTP Personality Type. https://iq-tests.org/personality-tests/intp-personality-type.php

The Urban Service Workforce Will Be the Next Casualty of the ... - The Wire. https://thewire.in/labour/covid-19-lockdown-urban-service-workers

Rainbow baby: what does it mean, and rainbow baby ... - BabyCenter. https://www.babycenter.com/pregnancy/your-life/rainbow-baby_40007952

Generation Z - LinkedIn. https://www.linkedin.com/pulse/generation-z-michael-zeitlin

No Bells to Toll : Destruction and Creation in the Andes - Google Books. https://books.google.com/books/about/No_bells_to_toll.html?id=4KYsAAAAMAAJ

If you want to improve your organization, you should also embrace neurodiversity.

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As a society, we often view anger as a negative emotion. But the truth is, anger can be a valuable tool for addressing issues and standing up for ourselves. The key is learning how to manage it effectively.

First of all, try to identify the root cause of your anger. Is it related to a particular situation or interaction? Or could deeper emotions be at play, such as vulnerability or abandonment? Once you better understand where your anger is coming from, you can start healthily working through those underlying emotions.

Next, consider how you can express your anger constructively rather than letting it spiral out of control. This may involve assertive communication with the person or situation that triggered your anger, finding a physical release through exercise or other activities, or seeking support from a therapist or trusted friend. The physical release of your anger through exercise helps because, while you may still feel angry even after exercising, your potential for inappropriately acting on your anger will be significantly reduced. Talking to friends about your feelings is essential because they can offer additional perspectives and suggestions you may not have considered.

Here are three more ways to manage your anger:

1. Take deep breaths and count to 10 before responding

2. Write down your thoughts and feelings in a journal

3. Practice assertive communication, expressing your anger without attacking the other person.

Deep breathing and counting to 10 can help you pause and collect your thoughts before responding in anger. Writing down your thoughts and feelings in a journal can also be a helpful release and provide insight into the root cause of your anger. And practicing assertive communication allows you to express anger without attacking or blaming the other person, potentially leading to a more productive conversation.

The important thing is finding what works for you and actively managing your anger in healthy ways. Don't let anger control you – learn what's driving it instead so you can take the reigns. Remember, anger is not bad or wrong; how we understand and manage it makes all the difference.

Now let's have a more challenging conversation.

If the anger that you're feeling isn't anger, but something more difficult to talk about, it's probably time to have the tougher conversation. Yeah, that one: the one that involves you identifying the root cause of your anger and being more authentic and vulnerable when articulating how you feel.

If you're not sure how you feel, take a few seconds and ask yourself, "what's really going on?" When you feel vulnerable, you may feel as though you are exposed and at risk. You may feel like you can't protect yourself, and this can be a scary feeling, and because of this - it's a lot easier to be angry, right? - Instead of authentically talking about how you feel.

There are a few things you can look for to help identify feelings of vulnerability.

One sign is that you may feel like you're not good enough. You may doubt your abilities and question whether you're up for the challenge. You may also feel like people are out to get you or that they will find out your secrets. When you're feeling vulnerable, it's very common to feel insecure and alone.

If you're noticing these signs in yourself, take some time to reflect on why you're feeling this way. What is causing these feelings of insecurity? Once you have a better understanding of what's driving your vulnerability, you can start to work on addressing those underlying issues.

You can also practice self-compassion and acceptance. When we're hard on ourselves, it only exacerbates feelings of vulnerability. But we can feel more secure when we accept ourselves for who we are, even our flaws. And finally, it's important to build healthy relationships with others. When we have strong relationships with supportive people, it helps us feel more secure and less vulnerable.

Abandonment: That Other Yucky Feeling

Abandonment is an incredibly difficult feeling to manage (which is why it's sometimes easier to just be angry). If you're feeling alone and neglected, it can be tough to keep your spirits high. It's important to remember that you may not be as alone as you feel, and there are people who care about you and want to help. Reach out to those people, and let them know how you're feeling. Talking about it will help ease your pain and be much better than expressing anger that isn't really the root cause of how you feel.

It's essential to find your tribe - the people you feel most comfortable with because you enjoy being in each others' presence.

Additionally, try to find things that make you happy and bring you joy. This can be anything from reading your favorite book to walking in nature. Whatever it is, make sure to do it regularly. Finally, be patient with yourself. Healing takes time, and it's OK if you don't feel better overnight. Just keep moving forward, and eventually, you'll get there.

Remember Aesop's "Tortoise and The Hare" message - "slow and steady wins the race."

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What causes people to leave their careers? Lately, we've been inundated with the term "quiet quitting" while we've also seen immense challenges faced by healthcare professionals, emergency services workers, and many other professionals in the workforce.

Burnout is one of the leading causes of the multiple workforce transitions we are seeing (especially in healthcare). More specifically, it's burnout, moral stress, and compassion fatigue in healthcare, but we'll catch up with the specifics of these issues in a few more weeks. For now - let's have a conversation about burnout.

Burnout: It's a state of physical and emotional exhaustion caused by excessive and prolonged stress.

If you're experiencing burnout, some of the symptoms you may have include:

• Feeling constantly overwhelmed

• Apathetic towards your work

• Physically exhausted all the time

• Trouble sleeping

• Physical pain

Ever felt this? Yes? Here are five tips to get back on track and enjoy your career again:

Tip 1: Communicate effectively with your team and coworkers: make sure everyone is on the same page and delegate tasks accordingly.

Communicating effectively with your team and coworkers is key. This will help to reduce some of the stress you're feeling and make the workplace more organized as a result of talking about how you feel instead of "stuffing" your feelings and emotions.

Keep in mind there are three main types of communication:

1. Verbal communication is simply speaking to someone and includes your vocal tone, word choice, and the speed of the words you use.

2. Non-verbal communication includes gestures, facial expressions, and body language.

3. Microexpressions are split-second facial expressions that can reveal a person's true emotions.

All of these forms of communication can be important when it comes to navigating burnout. For example, if you're feeling overwhelmed, you may need to communicate this verbally to your team. However, if you're uncomfortable doing this, you can use non-verbal cues like body language or facial expressions to get your point across. And if someone tries to hide their true feelings, they may give a false microexpression.

Communication is key when it comes to dealing with burnout. By using different types of communication, you can better express how you're feeling and hopefully find a way to reduce the stress you're experiencing by communicating more effectively with your colleagues and team.

Tip 2: Take breaks: even if it's just for five minutes, take a break to rejuvenate yourself and give yourself a chance to recharge. Here are five ideas for taking a break:

• Take a five-minute break: this is a great way to refresh yourself without getting too overwhelmed

• Go for a walk: Walking can help clear your mind and boost your energy.

• Listen to music: listening to your favorite music can help improve your mood.

• Take a nap: if you're feeling exhausted, taking a nap can be a great way to relax and recharge.

• Meditate: meditation can help you relax and focus on the present. Need a good book on learning how to meditate? My favorite book by Vishen Lakhiani on this is The 6 Phase Meditation Method: The Proven Technique to Supercharge Your Mind, Manifest Your Goals, and Make Magic in Minutes a Day

Tip 3: Set realistic goals: don't try to take on too much at once; set manageable goals that you can achieve.

When it comes to burnout, one of the main issues is that people often try to take on too much at once. This can lead to feelings of overwhelm and exhaustion. So when it comes to reducing burnout, it's important to set realistic goals.

How do you identify realistic goals? One way is to think about your past achievements. Ask yourself what you've been able to achieve in the past and what you're currently working on. From there, you can start to set realistic goals for the future.

Remember to break your goals down into smaller steps. When you're trying to achieve a larger goal, it can be overwhelming. But by breaking it down into smaller steps, you make the goal less daunting and more manageable.

Setting realistic goals is key when it comes to reducing burnout. It can help reduce stress levels and make the workplace more manageable. Here's another great book by 📚 Michael Bungay Stanier to help you: How to Begin: Start Doing Something That Matters

Tip 4: Connect with nature: go for a walk outside or sit in nature to clear your mind. Nature has a way of clearing the mind and helping us to relax.

There are many ways to connect with nature. One way is to go for a walk outside. This is a great way to get fresh air and clear your mind. Another option is to sit in nature. This can be done by walking in the park, sitting by a river, or even going for a hike. Whatever method you choose, connecting with nature can greatly reduce stress and rejuvenate yourself.

(Note: I took the picture above when I decided to go for a walk and connect with nature - this is the beach on Anna Maria Island in Florida.)

Tip 5: Seek professional help if necessary: don't be afraid to ask for (and accept) help if you feel like you can't manage your stress levels on your own.

When it comes to burnout, sometimes professional help is necessary. If you're feeling overwhelmed and stressed, don't be afraid to ask for help.

There are a few ways to find help for burnout. One way is to talk to your supervisor. They may be able to provide you with resources or refer you to someone who can help. Another option is to go to your company's Human Resources department. They can provide information on getting help and may have resources like counseling or therapy offered through your employee assistance program.

If you don't feel comfortable talking to your supervisor or HR department, you can also seek help outside of work. There are many professionals who specialize in helping people manage stress and burnout. Therapists, counselors, and psychologists can all provide you with the help you need, you have to ask.

Need additional information? Here's my favorite new book on Burnout: Dr. Susan Biali Haas MD The Resilient Life: Manage Stress, Prevent Burnout, & Strengthen Your Mental and Physical Health

When you're feeling burnt out, it can be tough to focus on anything but your exhaustion. However, it's important to try and prioritize your tasks so you can get back to enjoying your career. Here are a few tips:

1) Make a list of all the tasks you need to do and rank them in order of importance.

2) Let go of the tasks that aren't essential - you don't have to do everything yourself!

3) Delegate or outsource some of the tasks on your list to others.

4) Take a break after completing a few tasks - give yourself time to recharge.

5) Find a new passion or hobby outside of work - have something that can serve as a break from the stress of your career.

I just finished reading James Clear's book Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones last week (definitely should have picked this up earlier because it was so helpful!). This is a great place to start when evaluating your priorities and building better habits.

Burnout is temporary, and you CAN overcome it. You just have to start.

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Your company just hired some new talent. Here are ten ways you can help them settle in - even if you're not in a leadership position.

1. Introduce yourself: When you meet the new employee, introduce yourself and offer to help them get oriented. Explain your job and what you can do to help them feel comfortable in their new role. If possible, show the new employee around the office and introduce them to other team members. Take the time to answer any questions the new employee may have.

2. Ask about their goals: When you ask new employees about their previous experience, and what they're hoping to get out of this new job, you're allowing them to open up and share more about themselves. Discussing their experiences can help them feel more welcome at your company and can also help you get to know them better. By learning more about what they're hoping to achieve in their new job, you can better understand how to support them and help them succeed.

3. Share a little about your experience: Knowing what to do and where to go can be difficult when starting a new job. One way you can help a new employee feel welcome is to share a little bit about your own experience at the company and what you enjoy most about working here. This conversation will help the new employee feel more comfortable and give them an idea about how they may fit in with your team. Additionally, it can be helpful to ask the new employee about their experience so far and offer any guidance or advice you may have. By engaging in this conversation, you are setting the tone for a positive work environment by taking the time to welcome your new colleague.

4. Grab a coffee: Invite them to lunch or coffee so you can connect more in person. One of the benefits of inviting a new team member to lunch or coffee is that you can talk more in person. This type of interaction can help them feel more welcome at their new job and allow you to get to know them better. You can also ask them what they look forward to in their new position. By taking the time to get to know them, you can help make their transition smoother.

5. Share your knowledge: Recommend some books, articles, or podcasts that might be helpful for your new colleague. When you recommend books, articles, or podcasts to newcomers in your industry, you are helping them feel welcome and informed and giving them valuable resources that they can use to continue learning and developing their skills. By providing these resources, you are setting your new employees up for success and helping them to grow as professionals. In sharing your favorite resources, you are enhancing your connection with them by showing your willingness to help them build their knowledge base. Helping them develop professionally is a great way to build trust and positive relationships with your colleagues and also helps to foster retention and teamwork.

6. Take a tour: Offer to show them around the office and introduce them to key people on their team. Introducing them to your team helps them feel welcome and comfortable in their new job and can help them feel more engaged and invested in their work. Introductions to other team members can also support them in building relationships with their colleagues. Additionally, by taking the time to show new employees around the office, you are, again, demonstrating your commitment to their success at the company.

7. Check in: Share your calendar with them and suggest meeting for a quick one-on-one every few weeks to check in and see how they're doing. Sharing your calendar with a new employee is a great way to help them feel welcome. It also provides a convenient way for you to connect with them regularly to see how they're doing. Meeting every few weeks is a great way to ensure your new employee settles in well and gets the support they need.

8. Social media: Connect with your new colleague on LinkedIn or other social media platforms so you can continue to stay in touch online. Connecting via social media can be highly beneficial for new employees because it allows them to feel comfortable reaching out to you if they have any questions or need help with anything related to their job.

9. Stay connected: Say hello whenever you run into each other in the office. Speaking with your new colleague whenever you run into them has many benefits. First, it helps them feel welcome and appreciated. It also lets you get to know them better and discover their interests. Staying connected is also a great way to build rapport and create a positive atmosphere throughout the office.

10. Take note: Send them a handwritten note or card welcoming them to the team and expressing your excitement to work with them! When you first meet a new employee, take the time to introduce yourself and welcome them to the company. Let them know you're excited to work with them and offer any help they may need to settle in. This small gesture can make a new employee feel appreciated and welcomed and help set the tone for a positive working relationship.

Following these ten strategies listed will help new colleagues settle into your company. Taking the time to get to know them, introduce them to key people on their team, and provide them with helpful resources will make their transition smoother and more enjoyable. You can ensure they feel welcome and supported in their new role by staying in touch regularly

.#selfimprovement #growthmindset #workplaceculture #leadershipdevelopment #pdculture

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