Vulnerability is the Superpower Leaders in Care Facilities Need

Over the years, people have perceived emotion as the complete opposite of rationality in leadership. The moment a leader expresses their emotions, they’re immediately labeled untrustworthy or unserious.

This perception, rooted in early history, highlights just how limiting and outdated it truly is.

“A lot of times, for a lot of different reasons, leaders and managers feel that they have to be this very stoic, uncommunicative provider of structure,” Susanne White, popularly known as the Caregiver Warrior, shares.

[Leaders] can’t assume everyone is the same. There’s not going to be a quick fix.

For years, White has championed compassion for caregivers, who are often not on the receiving end of care themselves.

She also acknowledges the weight most professional caregivers carry in the workplace.

While family caregivers often have more freedom to express themselves, provided their environment permits it, professional caregivers are generally expected to do otherwise.

"It's worse for them because they're supposed to be 'professional,'" she says. "And definitions of professional means stoic, uncomplaining, resilient, resolved. While it's a skillset, it doesn't really help you. If you're suffering, being quiet about it festers it, and in the long run, makes you more exhausted and more apt to make mistakes."

She explains that care team leaders play a crucial role in fostering a work environment where caregivers feel safe to be vulnerable and open up.

Without such support, caregivers struggle to express their needs and concerns, which is a problem already widespread. White notes that many caregivers join Employee Resource Groups (ERGs) anonymously.

“There’s a feeling of fear about coming forward and asking for help,” she says. “It’s important to understand that someone who is silent may be suffering and in need of assistance.”

Beyond initiating conversations, leaders must also learn to be effective listeners.

“So, managers and leaders, especially in this industry, need to understand that open communication and accessibility create a culture of like-minded individuals,” she continues. “[But] they can’t assume everyone is the same. There’s not going to be a quick fix. Leaders need a multifaceted protocol and must try various approaches.”

Having worked with numerous large ERGs, White advocates for a holistic approach that provides caregivers with emotional, physical, and spiritual support.

She shares, “You have to put forth the fact that there's a culture or an environment where they can clearly understand their staff needs help, not only structure and protocol. But they also need relief in the emotional, spiritual, and physical areas. . .The first thing I would do would be to sit down with everyone, take a poll, have a meeting, and continue to have these weekly meetings and say, ‘How can we get better at supporting you? How can I help? Help me help you.’”

White also stresses the importance of regularly checking in with care staff members. In addition to monitoring daily tasks, leaders should encourage team members to share how they’re feeling and discuss ways to address any challenges.

“It’s crucial for our staff to be as healthy as possible, emotionally, physically, and spiritually,” she says. “And we can only achieve that by addressing the elephant in the room.”