Pulse September 2020 - Page 67

possibilities does this opportunity allow us to do that we have never tried before?” 4. Refuel One of the most difficult things to do in a time of crisis that interrupts your regular routine is to find a new harmony between meeting your work needs and the needs of your own physical well-being. In a crisis atmosphere, your team will need recovery time, or at some point something will give—performance or, worse, health. At Orange Theory, they build in time for clients to recover before pushing them to go to the next level. Similarly, you need to let your associates know that you expect them to build time into their schedule to refuel themselves before they burn out. I love working with coaching clients to design a personalized refueling strategy based on each clients’ unique joy code, which consists of analyzing what drains them and what fills their bucket until it overflows. We then develop a strategy filled with micro-practices that people can utilize in their daily routines to help them create sustained success. 5. Reimagine People in your spa may feel so grabbed by this crisis that it is hard to imagine it ending, so that is why it is so important as a leader that you help your team reimagine what work will be like when we get through this crisis. Some countries have already seen a glimmer of the other side of this pandemic and so now is the time to explore: How can we strengthen the well-being of our workforce? How can we use this crisis to innovate? As Jeremy McCarthy, Group Director Spa & Wellness for the Mandarin Oriental Hotel Group recently stated, “I think spas have a real opportunity to establish themselves as place to go for ‘safe touch’ and that beauty and wellness will continue to thrive because people will still need to ‘feel good.’” The question then isn’t, “Will the spa industry survive?” Rather the question is, “Are your spa colleagues mentally strong as they return to work and help your spa business thrive?” Do they feel that you are setting them up for success as a compassionate leader or do they feel like you have not just social distanced from them, but completely abandoned them during this unprecedented time? Unprecedented times call for unprecedented compassion from leaders. Being compassionate isn’t another task on your to-do list, it is the key element of successfully leading through a crisis. n “Help people reflect upon and recall specific ways they’ve already demonstrated adaptability throughout their lives and work; they can then rely on this innate capacity to navigate through uncertainty with resilience.” DAWN KAISER is an author, speaker and coach who specializes in helping others lead with joy and purpose. She has previously led educations sessions at multiple ISPA Conference & Expos, including last year’s event in Las Vegas, Nevada. Learn more about Kaiser at dawnkaiser.com. SEPTEMBER 2020 ■ PULSE 55