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By Laurie Guest
Since 1991, the first week of October has been deemed National Customer Service Week by the Customer Service Group. With the week quickly approaching this year, I’m getting a jump start on the celebration and I hope you will, too. At a time when there’s a lot of noise in the news about customers agitated with frontline workers, acting out and behaving like entitled teenagers, when our teams are worn down and wearing themselves out, I’m here asking you to go the extra mile to APPRECIATE those same customers? That’s right, I am! Let’s dig into why… Customer service, when done right, is an extremely powerful tool to not only build relationships with your customers and build your business’s reputation, but to develop your team into a stronger, more cohesive unit. With that in mind, I want to focus on three specific aspects of the power of customer service: Pacing, Positioning and People. The Power of Pacing If you have ever heard me speak, you know that I am a fast talker. Not the kind who tries to persuade you into something dishonest, but rather a person who says a LOT of words per minute. So the irony is not lost on me that my first piece of advice is to slow down your customer service delivery. By the nature of their jobs, frontline staff are required to say the same thing repeatedly to their customers. When words begin to sound robotic, too jumbled, or too fast to understand, then the strength of the messaging is lost. Recently, I witnessed a flight attendant mumble her instructions so quickly, I am sure no one could understand her. Obviously the frequent fliers don’t need to hear the instructions again, but what about the select few who may be first timers? Do they truly know what to do in an emergency? The beverage cart service is not her primary job! Rather, it’s her ability to guide us during an emergency that should be her priority, and the safety instructions should never be seen as something to “get through quickly.” All customer service team members are challenged to serve at their best right now. Our masks and Plexiglas partitions are added barriers to clear understanding. Take the time to monitor yourself and your team to see if an adjustment in pace is needed. The best speed for conversational understanding is 120-150 words per minute, and keep in mind that has to be adjusted for hearing issues, age, and the level of detail required for the transaction to be successful. For example, if your comments are more a matter of pleasantry (as in, “please have a seat until we call your name”), it is not as vital that you are clearly understood. However, a situation where instruction is critical (like, “Please stay still and hold your breath while the brain scan is in motion!”) is a bigger deal to be sure to get right. Oh, and keep in mind when slowing down your speech pattern that you may run the risk of sounding condescending or rude. Be aware of your tone, because our goal is to be friendly, patient, and most of all, understood. Power of Positive Positioning The art of positive positioning starts with identifying the noteworthy assets in your offer, sale or product and using statements that build up the experience and create a feeling of anticipation. For example, I made a reservation at a spa, and at the end of the phone conversation, the receptionist said, “Just wait until you see our infinity pool and our power shower!” She spoke with such enthusiasm that I couldn’t wait to get to the place. When I did get there, it did notdisappoint. The infinity pool and the power shower were, in fact, fantastic! This spa is a place I would recommend again. She set that bar of expectation by positioning the experience in a positive, exciting way. Another way to use positive positioning is to listen for hesitation points in the buyer’s communication and balance them with accurate praise. For example, an assistant during an initial sales call is trained to listen for hurdles in order to address them. If the client pauses when it’s time to schedule a financial-planning consultation, for example, the administrative assistant might say something like, “What I like about working with Sally is that she’s really honest with her recommendations. She will show you all the options and not be pushy in her advice. Clients really appreciate that about her.” And just like that, it’s easier than ever to book the appointment. If you are a solopreneur and you answer your own phone, it may be hard to say how great you are without sounding a little conceited, right? Consider using phrases such as “I’m proud of…” or “Many of my clients comment on…” To set the expectation of a good experience and create the image you desire, take a moment to generate a list of specific things to compliment about your organization, your people, your product, and your service. Try recruiting your co-workers or boss to help; or, if you’re a solopreneur, ask a few trusted clients or friends. (If you can’t come up with a list, well, then you’ve uncovered a bigger issue.) Once you have your list, develop sentences that work to communicate your positives in a way that feels comfortable. For example, “He’s a great doctor,” could be “Our patients often tell us Dr. Foster is really easy to talk to.” The statements, of course, need to be truthful and accurate. Once you fine-tune the language, even simple words can make a difference. Adverbs like definitely, absolutely, and certainly are great examples of response words with great impact, all of them positioning you, your organization and your services positively for the most powerful connection possible. Power of the People Let’s shift the focus of Customer Service Week just a bit with this last one. What about the celebration of your internal customer? Now more than ever, we must recognize and applaud the efforts of our workforce. The last year and a half has flipped life on its head. Your workforce moved from the comfort of the workplace office to the kitchen table cubicle with spotty wifi. They traded interesting water cooler conversations for home distractions. It is time to celebrate the team and honor them with the same treatment we strive to deliver to our external customers. That starts with meeting their basic needs to do the job and keeping a watchful eye on their personal well-being. Recently, I learned of a staff person who is responsible for a piece of equipment in the office that requires regular inspection from an outside source in order to keep functioning safely. She has asked repeatedly over an eight month time period for the authorization to make this happen and still has not received the go ahead. She is exhausted and frustrated and cannot comprehend why this basic need is not being met. Imagine what she says when someone asks her, “How’s work?” During my years of consulting with small businesses on customer service and staff-development issues, I would conduct one-on-one interviews with each team member of an organization in order to learn more about the internal health of the business. When a boss received outstanding comments regarding his or her leadership, I asked this simple question: “What does your boss do that prompts this glorious praise from you?” The answer always fell into the category of caring about them as a person, not just about the role they filled at work. By paying attention to more than just the bottom line, stronger relationships can be built. I once interviewed a disgruntled employee at the request of her employer because he could not figure out what was causing the change in her attitude over the previous few months. It only took a little prodding to find out she was extremely uncomfortable in her desk chair and had asked him repeatedly for months if the worn-out chair could be replaced. According to her, the request was always met with “Let me think about it,” and then nothing ever happened. Such an easy solution, but because he was procrastinating on a small decision, she interpreted it as a lack of caring on his part. It makes sense that happier employees will stick with you long-term when their needs are being met and they feel valued. Retaining talent that is already trained and on board with your organization’s service mindset is much easier than hiring new staff. If you make it a priority to learn what motivates your team and help them understand your service expectations, your employees will be satisfied, and they’ll stay with you longer. That’s a fact, and one you can put into action this Customer Service Week Pull It All Together As you prepare for National Customer Service Week, my challenge for you is to take a pause from the daily craziness of attempting to meet customer demand with a reduced work force or the other daily challenges you may be facing. Instead, and for just a moment, can you focus on the joy of service? The Power of Customer Service is essential to you and your team’s success, and now is the time to pull it all together and make your customers (internal and external!) feel truly appreciated. Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success!
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By Mary Kelly
Can leaders help their people find their purpose, live up to their fullest potential, and achieve their dreams? How can we help our people find happiness when everyone’s definition of happiness is different? Is it a leader’s job to help their people find happiness? We know people with a strong sense of purpose at work feel valued by their leadership. We know that people who are valued and respected garner higher rates of appreciation from their leaders. We know that people who feel appreciated at work are more engaged. We know that intrinsically motivated and engaged workers are more productive. It starts at the top. Leaders can help their team members live a more fulfilled life AND increase productivity when they focus on these 5 points. #1: Happiness Happiness is not really a destination as much as it is a state of mind. There are people who wake up happy and people who wake up miserable. There are people who may have all of the material components of a happy life – the nice house, car and family, but they could be miserable. There are people who are happy every day even though they are struggling to make ends meet. Happiness is not about money or possessions. Happiness is all about a decision. We get to decide if we want to be happy or not, regardless of our situation. Some situations are more difficult than others, but every day we get to make the decision about whether or not we want to be happy. The search for genuine happiness is one that happens in our brain. Decide to be happy regardless of the circumstances, and that encourages a more fulfilled and serene life. #2: Integrity “How do I handle ethical issues?” is a frequently asked question. It is both simple and complex. “Good ethics are good business.” It is easier to remember to do the right thing if you do the right thing every time. Practice ethical decision-making with small issues before you leap into critical issues so you default to the right decisions. Make solid ethical practices part of your business practice. From business transactions to personal relationships, good ethics are easier to remember and they bring peace of mind. Leaders who lead ethical teams sleep better at night, and so do their team members. Having a strong sense of integrity means making the world a better place with your presence and your business. #3: Fulfillment What makes your people feel a sense of accomplishment? What makes you realize that you are working to fulfill your life’s purpose? Personal fulfillment is more than the daily run on the hamster wheel. Leaders need to remind their people of how important they are in the workplace, so they can see the impact they are making. Whether it’s learning to find meaning at work, exploring a career path that challenges them, or engaging with satisfying community activities, fulfillment in life is a constant (and often, elusive) goal. Leaders can help bridge the gap by helping their people develop personally and professionally, in ways that reflect who they are, their strengths, goals, and act accordingly. A recent study said that 71% of millennial workers in the US said they would leave their jobs if they were not being personally and professionally developed. #4: Connections For the past 10 years, I have been recommending that organizations create a new job – the HCO – the Human Contact Officer. This person’s job is to help people get closer to one another – to help people create lasting and trusting connections in the workplace. Human beings are social creatures, so forging good relationships is key to thriving and feeling fulfilled. Family, professional, and personal relationships are all crucial components to providing a sense of connectedness with the rest of humanity—so making good friendships and fostering existing links with family are important. Humans need to be more human, and recent events have driven some people further apart. While you may not have an HCO yet (I will keep trying!), leaders need to encourage connections both inside and external to the organizations. Most business is based on trust and relationships, and encouraging both is part of a leader’s role. #5: Importance We all want to feel important. We all want to feel as though we matter. Fostering a sense of self-worth for every person in the organization promotes respect. When people are respected, they are more likely to feel appreciated and be truly engaged in the work they do. They take ownership of their role and how it impacts the organization. The role of leadership has become more personal. Leaders have to lead their people holistically, and that means helping them find value, happiness, and fulfillment. Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success! By Courtney Clark
One thing is clear this year: the COVID-19 pandemic has altered the workforce, possibly forever. Employees began resigning in droves early in the pandemic – dubbed the Great Resignation – and filling vacancies has been tricky ever since. Employee retention numbers still look bleak, and leaders are left wondering how to hire and maintain enough talent to complete the work that needs to get done. One answer might lie in the concept of “adaptability.” Adaptability refers to a person’s willingness to change and adjust to the situation at hand. And many of us struggle with it. In a 2021 study I conducted of employees, 74% of respondents said they don’t feel able to “learn as they go” when presented with a challenge. That kind of cognitive inflexibility can easily make people feel more frustrated and less resilient. When the word “flexibility” is mentioned in conversations about employee retention, it’s usually used to describe a workplace culture that accepts work-life balance. Employees can be flexible about when they arrive at work or leave, as long as they get their work done. Employee leave time could be less stringent, or work from home policies could be generous. Flexible policies are among the key perks leaders are told to use to attract and maintain team members. But to really address the systemic employee retention issues, maybe the concept of flexibility needs to take on a broader meaning. Maybe the *humans* involved in the system need to be more flexible, not just the system. By increasing individual adaptability in both team members and leadership, organizations may find their employees are better able to handle change, stress, and uncertainty without needing to quit. With increased flexibility and adaptability (what I call ReVisionary ThinkingTM), what previously seemed like brick walls for an organization can turn into navigable staircases. Adaptability Counteracts Burnout Burnout is a legitimate reason for employee turnover. Employees who are burned out are often not able to complete tasks or solve problems as well as non-burnt-out employees. But to adequately address burnout, we have to first address a fundamental misunderstanding about what burnout isn’t. Most people incorrectly assume that burnout comes from being too busy (I admit to being one of them, before I did the research!). We tend to use “busy” and “burnt out” interchangeably to talk about stress. But they’re two very different concepts. Burnout specifically refers to a feeling of disengagement with the situation. It’s a shutting down that happens when your brain gets too overloaded. Burnout can certainly COME from being busy, but you can be busy without being burned out. The difference lies in motivation. When employees feel motivated, they have a sense of purpose in their work. They understand how their tasks fit into the bigger picture of the problem their organization solves. These motivated employees don’t need to cling to “the way we’ve always done things,” because they understand that sometimes change, while uncomfortable, is necessary to move the entire organization forward. On the other hand, employees who are stuck in their ways are more likely to experience burnout. The changes of the past 2 years feel overwhelming and unsurmountable. In my 2021 study, we found 1 in 3 employees struggle to stay motivated when facing a challenging new problem. Those are the employees most at risk of burning out, because they don’t have the mental reserves to adapt and get on board with the “new normal.” Adaptable Teams Have Adaptable Leaders The onus for being flexible isn’t all on the individual contributors, though. Leadership plays an important role in building adaptability into the fabric of a team’s culture. A team can’t adapt unless they have an adaptable leader. At some organizations, employees say they *would* have been comfortable with change, or even excited about it, but the change was handled in a way that meant the team wasn’t set up to succeed. Often, employees are being asked to change without being given the tools TO change. That may mean information, time, technology, or other resources were lacking, making the desired change nearly impossible. And in many cases, the transformation’s eventual failure is blamed on the employees’ inability to adopt the change, when in fact the change was doomed from the start. Leaders who successfully lead through change make sure their employees have all the resources they need. How do they do that? They ask. They interview team members and other stakeholders to make sure the systems are in place to support the change as best as possible. The other secret bonus of asking? It’s only human nature to support what you help build. When leaders ask for input on the front end of the change, it’s more likely that those lower on the org chart will feel a sense of buy-in. The Adaptable Employee Higher pay and flexible hours will contribute a lot to workforce retention. Employees will naturally go where they are appreciated and rewarded. But as we work to fill the workforce gaps, we should take a strong look at adaptability as a factor. Adaptable employees will be able to weather the uncertainty of our current situation. They will find purpose in their work, no matter their place in the company hierarchy. They’ll roll with the punches this year and beyond. Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success! By Steve Gilliland
Imagine this: You’re planning a trip to your dream destination. You begin ticket-booking months in advance, find some of the most visited hotels and make a list of the attractions you want to visit. You constantly revise the itinerary and work day and night to ensure that you don’t miss anything. You feel excited, a little nervous, thrilled and several other emotions. Fast-forward to the day of departure. You take a flight, there are butterflies in your stomach, and you’re impatient to touch down in your dream destination. However, when you finally do, there’s this odd disappointment. This, my friend, is what we call the “Destination Disease,” and here’s everything you need to know about it: WHAT IS DESTINATION DISEASE? People who have Destination Disease tend to be dissatisfied when they reach any goal in life. This destination doesn’t necessarily have to be a place but can also be accomplishments, such as promotions or a long-awaited graduation. Although they might experience initial excitement toward the end of their journey, disappointment always shows up. This is a common condition experienced by people across the globe and can affect their outlook on life. IS THERE ANY CURE FOR THIS? The first thing to do is understand that there’s beauty in the journey. Instead of focusing on the destination as the prize, enjoy the road and all the thrills and excitement that come your way. If you focus too much on the endpoint, you’ll miss what’s happening along the way. Take your time to soak up every emotion you experience. Whatever your goal might be, focus on enjoying the journey as much as the destination. Next, be open to change. Life may not always go as planned; this is why it’s important to avoid stressing about your chosen destination. Learn to accept where life takes you because there’s always a reason behind it. Try to be positive and find good in change. Lastly, try to be as present as possible. Very often, when we arrive at a destination or goal, our mind wanders off to the next milestone. Take a moment to stop, breathe and be fully present in the here and now. Appreciate yourself for reaching this particular destination and don’t think about the future just yet. Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success! By Kristin Baird
It takes more than smile lessons and a pocket full of gift cards to create a well-founded service recovery culture. There are three fundamental elements necessary to promote a well-founded service recovery culture including: 1. ADOPTING A PROACTIVE POSITION 2. MONITORING AND RESPONDING EFFECTIVELY 3. LEARNING AND IMPROVING ADOPTING A PROACTIVE POSITION This step begins by first understanding executive beliefs and attitudes. Will they help or hinder progress with all other steps? Will they be able to empower staff to take action? Senior leaders must get crystal clear about what the frontline can do to resolve service issues before training begins. This is essential and skipping this step will result in confusion and distrust. In a previous blog, I wrote about the need to empower employees with the tools needed for success rather than paying lip service. Being proactive means preparing leaders to hire for service recovery aptitude and attitude as well as preparing them to coach and how to reinforce skills gained in training. Having service recovery standards, training, and tools in place sets the organization up for greater consistency and to promote a well founded service recovery culture. MONITORING AND RESPONDING EFFECTIVELY AND EFFICIENTLY This step requires having trained staff and reliable systems to help spot issues, take action, and track and monitor for closed-loop resolution. We often see well-meaning patient experience leaders creating “service recovery kits”. They consist of gift cards to distribute in service recovery situations. This is fine if it is done in conjunction with other means of service recovery actions to connect the trends with the root problem. Most organizations already track recipients because there is a monetary value assigned. However, if the monitoring and tracking ends with how the gift cards are distributed, you miss a huge opportunity for quality improvement. Track how the issue was resolved, by whom, and how fast. This will promote a well founded service recovery culture. LEARNING AND IMPROVING This step is essential in preventing future issues. Once data on the service recovery side is collected, what will you do with it? Mining data will help you identify trends and determine how issues can be prevented. In an article from MIT Sloan Management Review, authors state, “The vast majority of companies do not take advantage of the learning opportunities afforded by service failures.” Service recovery training is important. But you will be far more successful if that seed is planted in the fertile soil of a distinctive and well-founded service recovery culture. Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success! By Shep Hyken
One of the big concepts we teach in our customer service training programs is the concept of Always. This is the backbone of creating customer amazement. When the customer uses the word always followed by something positive, you are creating a predictable experience, and even more important, you are operating in the zone of amazement. For example, your customers might say:
Notice that these statements are about the interactions customers have with your employees. Often, they are really just one person the customer is interacting with. So, consider the following questions:
Sounds simple, doesn’t it? But simple doesn’t mean easy. Let’s talk about what drives the Always experience. It’s really two words: people and process. It starts with the right people, whether they are newly hired or have been with your organization for years. Your people must understand what is expected and what drives the experience you’re trying to provide. Beyond understanding, it takes training – and not just one time. It’s ongoing reinforcement of the goal for the customer experience you want to provide. Training can be just a few minutes each week at a weekly team meeting. Some organizations have daily meetings where customer service and experience are brought up, even if just for two or three minutes. The point is that it is never a distant memory. Then there is the process you provide. While the always statements above mostly apply to the people, you also want to have a good customer-focused process to support it. The journey the customer takes must be easy. Ideally, you want your customer to say, “They are always easy to do business with.” Being easy is baked into the process. So, have a team meeting. Discuss the concept of Always. Discuss your answers to the questions above. The Always concept drives trust, and trust is a big reason why customers come back to do more business with you. Do it right by creating an experience that ensures customers always come back! Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success! By Josh Linkner
Mention the word creativity, and people begin to squirm in their chairs. The very thought can prompt anxiety, fear, and doubt — even in the most accomplished professionals. At the same time, we know that innovation is mission-critical in these disruptive times. As many competitive advantages of the past have become automated or outsourced, creative problem solving and inventive thinking have become essential to driving growth and sustainable success. The COVID crisis has forced us all to adapt to changing conditions, making it increasingly clear that we can no longer simply rely on the models of the past and expect the same results. Recognizing the need for creativity isn’t a groundbreaking concept, but how do we cultivate this valuable resource and deploy it in order to drive meaningful results? What’s getting in our way? By exposing the five biggest misconceptions about creativity, we can bust the myths and get on with harnessing our most powerful and productive thinking. MYTH 1: Creativity is only needed at the top TRUTH: Creativity is no longer just for the C-suite. To win in these challenging times, creativity must be a core priority at all levels of the org-chart. In fact, a key leadership responsibility is to help everyday people become everyday innovators. You don’t need to be wearing a lab coat or a fancy suit to be an effective innovator. The dormant creative capacity of your entire workforce may be the most powerful asset at your disposal. To that end, encourage your full team to look for small, daily creative opportunities (micro-innovations) which are low-risk and can be highly-effective. MYTH 2: It only counts if it’s gigantic TRUTH: While massive innovations grab media headlines, small innovations are responsible for 77% of the U.S. Gross Domestic Product according to recent research from Harvard University. The big ideas may be sexy, but the underappreciated small ideas are the ones that drive consistent results. Instead of shooting for a $10 billion IPO or a Nobel Prize, the most prolific innovators focus instead on Big Little Breakthroughs – small creative acts that unlock massive rewards over time. By building a daily habit of creativity, organizations not only enjoy a high volume of small wins, but daily practice is the fastest route to discover the massive breakthroughs we seek. MYTH 3: It’s not my job TRUTH: Your role has nothing to do with your creativity. There are professional musicians in major symphonies that are great technicians but don’t use an ounce of creativity. There are also statisticians that are brilliantly creative. Don’t let labels or job titles limit your imaginative potential. Today, creativity is everyone’s job. It is no longer just something those “artsy people” do. There isn’t a job function that can’t benefit from creative problem solving, inventive thinking, or simply finding a better way. MYTH 4: Creativity is a born talent, not a learned skill TRUTH: The research is crystal clear that as human beings, we all have tremendous creative capacity. We are hard-wired to be creative, yet many of us haven’t fully developed these skills. Importantly, your level of creativity isn’t fixed at birth. Instead, think of creativity as an expandable muscle. You don’t become a champion bodybuilder without hitting the gym. Similarly, to build creative capacity requires some practice and focus. There is an overwhelming amount of scientific research confirming that you can grow your creativity at any age. Every one of us can expand our creative abilities with the right mindset and tactics. MYTH 5: My technical skills and experience are enough TRUTH: Maybe in the past, but definitely not today or in the future. Unorthodox approaches, original thought and imagination have become the building blocks for career advancement and efficacy. According to the Future of Jobs report from the World Economic Forum, four of the top five most-needed skills in the workforce are directly tied to creativity. The report cites ‘innovation and analytical skills’, ‘complex problem-solving’, ‘critical thinking and analysis’, and ‘creativity, originality and initiative’ as positions 1, 3, 4, and 5, respectively. The difference between getting a promotion, making the sale, delivering on expectations, raising capital, or fulfilling your calling lies in your ability to embrace and nurture your creative potential. As we enter a new era riddled with uncertainty, complexity, speed, and ruthless competition, busting the myths and building our creative skillset is crucial for both survival and success. The stakes are higher than ever, but so is the opportunity. It’s time to seize it, one Big Little Breakthrough at a time. Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success! By Chip Bell
She had the entire line of the check-out counter completely mesmerized. It was as if she was using us as her test audience for a comedy try-out. And she was funny and entirely unleashed. Yet, she never slowed her rhythmic action on the grocery story register and pushing groceries to the bagger on her left. “Do you think she is being sincere or is this just an act?” asked one patron to another just a few steps ahead of me in line. “Frankly,” the woman replied, “I am so tired of plain vanilla service at places like this, I am thoroughly enjoying her show.” The comment made me think about a new tree in the front yard at my river house in North Georgia. It is a Bloodgood Japanese Maple planted last year. It will ultimately reach 20-25 feet tall with a branch spread of 20 feet. But this is its very first Fall. When we walked out of the front door, my wife commented. “It’s showing off!” We stood for a while admiring its beauty, its command of its environment, and the compelling influence it seemed to have over any living creature in its visual path. My thoughts returned to the check-out clerk in the grocery store. What does it take to get associates to “show off?” Instead of hiding under a “don’t asked me anything” curtain of invisibility, what if they were attentive guides and enthusiastic helpers? What if they had special hosting talents which they were excited to share with customers? What if they took a keen interest in a small child in tow or an elderly parent under the watchful eye of a customer. What if they performed a unique heart-warming extra for customers? Encourage your employees to “show off” their best stuff. Let them “steal the show.” Your customers will demand an encore and return with the family, their friends, and their funds. Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success! By LeAnn Thieman. This was originally published on LeAnn's blog.
During the height of the pandemic, many people said they had trouble concentrating. They couldn’t get excited about anything. It wasn’t burnout. It wasn’t depression. They just felt somewhat joyless and aimless. It turns out there’s a name for that: languishing. Languishing is a sense of stagnation and emptiness. It feels as if you’re muddling through your days, looking at your life through a foggy windshield. In the early, uncertain days of the pandemic, our brains were on high alert and our fight or flight instincts were at a fever pitch. But as the pandemic has dragged on, the acute state of anguish we found so hard to describe has given way to a chronic condition of languishing that colors our daily lives. Languishing Can Lead To Nurse Burnout Languishing is the neglected middle child of mental health. It’s the void between depression and flourishing — the absence of well-being. It dulls our motivation and disrupts our ability to focus, and it poses a serious risk to our mental health. Research suggests that the people most likely to experience major depression and anxiety disorders in the next decade aren’t the ones with those symptoms today, but the people who are languishing right now. And new evidence from pandemic health care workers in Italy shows that those who were languishing in the spring of 2020 were three times more likely than their peers to be diagnosed with post-traumatic stress disorder. Dealing With Languishing and Preventing Nurse Burnout Finding new challenges, enjoyable experiences and meaningful work are all possible remedies to languishing. Carve out daily time to focus on a challenge that matters to you — an interesting project, a worthwhile goal, a meaningful conversation. Sometimes it’s a small step toward rediscovering some of the energy and enthusiasm you’ve missed during all these months. For healthcare businesses, providing workers with a supportive and rewarding work environment can help reduce the prevalence of languishing and prevent nurse burnout both now and in the future. Planning your next event? Get in touch with us at the Capitol City Speakers Bureau today to schedule your ideal speaker and make your event a success! |
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