For 2022 would you like to give up trying to fix the unfixable?
At the end of last year, we were noticing an extreme level of exhaustion with the healthcare leaders we work with. A lot of this exhaustion came down to trying to fix the unfixable. As we try to apply old ways of doing things to a new world, overwhelm is inevitable. The future of healthcare is no longer predictable and so, we need to go with the flow and focus on how best to deal with what is happening in the moment.
In 2022, we are going to concentrate our efforts on helping you to make better sense of the changes in the world. Complexity, change, and uncertainty have an impact on our brains and nervous systems, and we are here to provide tools to help you navigate that interaction.
When our brains are faced with uncertainty, lack of clarity, conflicting messages and decreased social connection, our nervous system responds like we are under threat. Like we are not safe. By taking charge of your own reactions and guiding your thinking in new ways, you can develop the skills to respond more effectively in complexity.
The PFC method helps you concentrate and focus your attention. Here’s how:
1. Performance
Instead of worrying about everything that needs to be done, ask yourself Where can I have the most impact today?
2. Focus
It’s easy and natural to get distracted by other demands from your day. How will you stay focused on your area of biggest impact?
3. Commitment
Concentrating your efforts is not a one-and-done task. You will need to commit to choosing over and over again to return to your focus. How will you remind yourself throughout your day?
To learn more view the video below.
Feeling exhausted and overwhelmed?
Learn neuroscience-based tools and strategies to build your resilience and reframe your thoughts in the face of complexity. Join our FREE Learning Apprentice Community to start your resilient healthcare leadership journey. You’ll gain access to other resources like this one, courses, a community of likeminded individuals and so much more.
