Grit vs. Endurance (And the benefit of each in leadership)

I've never considered myself an athlete. I workout, I train, and I set goals, but I'm certainly not a naturally gifted cardio competitor. When I started training for a sprint triathlon with my husband, I was intimated by the idea of training with someone who trained for a marathon and seems to just gallop through obstacles like no ones business. He has endurance...something that has often been a pain point in my own training journey. As I grappled with my frustration of his ability to withstand the uncomfortable and assess my own perceived disadvantages, I realized I could tap in to something of my own: Grit.

Grit, in my mind, is that willingness to push yourself when you're past trying to endure. It's challenging yourself and desiring the outcome so much that you're willing to do extra work to achieve your goals. It's not just about going slow and steady and pacing yourself through. It's about the push. That push can be gold for the dedicated and ambitious employees, trying to make their mark nd make a difference. It can also be their kryptonite.

Those with long and prosperous careers often tap in to that idea of endurance; they know not every day will be easy, but if they keep going, they'll learn, grow, and be able to tackle the hard days as they come. For most careers, this is the gold standard. You take each day as it comes, just like training; treating each workout as a step to make you stronger and build your abilities over time.

Enduring is a skill we gain through practice, but grit...grit is a choice. It's one that we see quite a bit in industries of care. While not exclusive to those in healthcare, I'm always struck by the commonalities I see across care givers that go beyond the homeostasis of job maintenance. Clinicians and professional working in healthcare organizations and first responders seem to have a common thread of perseverance and dedication that is unparalleled.

While grit and endurance are positive qualities, they can also serve as levers for burnout. As leaders in the healthcare and wellness space, it's our job to acknowldge and support those efforts, and know how to ease the pressure valve to sustain those individuals who will push through the impossible to serve the individuals in their care. There are multiple avenues to easing the weigh our staff carry, but I believe the most effective method is a multi-pronged approach, rooted in investment and well-being. Verbal and written acknowledgement need to be a cultural norm, but in order to be effective, you have to back those sentiments with actions to show your support. Create a leave policy that allows proper rest for optimal performance, offer opportunities to cross-train and further education, offer bonus/overtime pay for those who work beyond their scope, and give credit to those doing the actual work. On the flip side, know when to pump the brakes for those who have an inordinate supply of grit. They don't always know when they've passed their limit and are running on the last dredges of energy in their reserve. As leaders, we are the enablers. Our job is to ensure our teams have what they need to be successful, which includes recognition, compensation, the careful question, and a focus on well-being.

Sometimes, our most meaningful contributions are enduring the frustration, listening and addressing concerns, and applying that grit to help advocate for our teams' needs, even when we feel like giving up ourselves. Leading by example means doing the hard things so our teams can succeed and our communities can flourish with thoughtful and diligent care.