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Episode trigger warning: brief mention of the loss of a child.
Kami Norland is not only a dear friend and former colleague, but she’s also an amazing national and international speaker and facilitator with over 20 years of experience in healthcare, specifically rural and mental health. After years of traveling across the US working with state and federal governments, small rural hospitals, rural health clinics and networks, and numerous community-led initiatives on needs assessments, strategic planning, and policy development/translation, Kami identified a systemic need to prioritize mental wellbeing and resilience practices into organizational cultures as she observed too many people compromising their health for their job. The need was so strong, Kami founded Integrative Re-Sources, LLC combining her expertise in strategic planning and community development with her knowledge and education of resilience, positive psychology and mind-body medicine. She also co-founded the global Elevate Compassion Coalition.
Kami joins us on The New Future of Work (TM) Podcast today to talk about creating a more compassionate workplace. We discuss her journey as a therapist and then working in rural healthcare, and now as a leader in creating compassionate communities of care. Kami shares an especially compelling story of a mother who lost a child at birth and how her employer created a compassionate network to support her through her time of loss.
To learn more about Kami’s work, visit ResiliencySource.org, or ElevateCompassion.org, and on LinkedIn.
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Show Transcript (Transcribed using AI – please excuse any errors):
Okay, thanks for being here today Kami. I wanted to just take a moment to introduce a very special guest that we have with us here today. My dear friend and colleague Kami Norland, she is the compassionate experiences organizer of Integrative Resources, LLC. And is the co-founder of the global Elevate Compassion Coalition. Kami has stood on many international stages, delivering dynamic keynote presentations and facilitating workshops that are uplifting, insightful and affirming. With more than 20 years of experience, working in healthcare at local state national and international levels from direct care to administrator to trusted advisor, Kami is recognized as a thought leader who is passionate about helping individuals, organizations, and communities recognize their own resilience and co-create a culture of mental wellbeing. Audiences love how she weaves the latest scientific research into relatable stories and practical tips that help reframe rediscover and redesign quality of life and workplace experiences. So awesome. Kami, I’m so glad that you’re here today and your background is such an ideal fit for talking about the new future of work and some of the changes that are happening and need to happen within the workplace. So maybe to get us started, you mind just telling little bit about your background
Monica, thank you for the opportunity to connect with this group. It’s such a dynamic and game changing group of folks that are around us. So thanks.
Glad you’re here. Yeah, a little bit about myself and how I came to be in this position. I started off my career at an outpatient mental health center working as a psychotherapist, and I started to identify some of the dysfunctions that were happening organizationally, where there was a lot at the time we didn’t have the name for it, but now we know it as burnout, right? Not just individual burnout, but that cultural burnout. Yeah. And how that created an environment of us versus them being, you know, just creating that dysfunctional dynamic with the individuals that we were seeing. And I was at a cocktail party one night and I got on my soapbox about the injustices of the medical care system, which then led me into a role working nationally in rural healthcare.
And that took me on the road. I was on the road for 12 years, traveling across the country, working with state offices of rural health hospitals, clinics, EMS departments rural health networks and their communities. So what I learned from that extensive travel was that what I experienced in my days, working at the outpatient mental health clinic was not the anomaly. It was more than norm. Wow. And that people were willing to sacrifice their health for their job. And I also saw that organizations were failing and supporting their team’s mental wellbeing. And now that again, this is particularly in medical care healthcare settings, but they were failing to support that mental wellbeing aspect, both individually and culturally. And what resulted is this lost productivity, you know, increased errors, low morale absenteeism you, I saw loads of poor internal communication that burnout, and of course, all of that leads to illness and turnover.
And so I thought there needs to be a better way of addressing the way that medical care is delivered both externally and internally, because so I created and founded integrative resources, which is an organization that does just that we address common workplace issues. And we had developed an approach towards doing business based on how we as humans are wired neurologically and what makes us flourish. So now we’ve had some success in implementing this program and co-creating with various organizations and it’s been a lot of fun and I’m learning a ton.
That’s amazing. And, and what a journey. And it’s so interesting that you see that culture in healthcare and I’ve seen the same thing kind of in my experience, working in healthcare, where the people that are charged with helping to heal us and make us well, the culture that they work in daily is very toxic and unhealthy. It’s hard to be a healer and a caregiver it seems like in that type of environment.
Yeah, it is. So it takes it a tremendous amount of internal tenacity to keep going day after day hour, after hour when you’re experiencing the extreme highs and lows in medical care. And you can, individually, you can have that support, but if you don’t have the team support and the organizational cultural support to do that the culture will eat you metaphorically, right? And you will succumb because we are social creatures and our survival is based on being collaborative and we want to belong. And so it’s inevitable that we will succumb to the culture of the organization, regardless of how mindful and intentional we are as individuals.
Yeah. Culture is definitely key, isn’t it? It such a huge difference. So what do you see, you know, with healthcare right now, we’re hearing so much about the increase in burnout and people are having a hard time recruiting and retaining employees, and there’s just a lot of challenges. What, what do you see kind of as the, as the biggest challenges facing healthcare and just the workplace in general today?
I think it is the lack of prioritizing mental wellbeing. Interesting. When you have an environment that does support you as an individual and not just as the robot or the cog in the machine of which you were designed, the position was designed that creates this environment that is so typical. Like we often design businesses for profit and process, which our lag indicators, but when we pivot our approach and we prioritize people for most that and, and when you prioritize their wellbeing, particularly their mental wellbeing, because when you do that, then people feel like they belong. They feel like they’re a part of the system. They’re part of the, the mission that is greater than themselves. And everybody works more collectively, more collaboratively, and that piece is lacking today. And that’s why we’re seeing what is deemed, you know, the quote great resignation, I think. Yeah. It’s indicative of how people are tired of not being seen as individuals. They have been perceived as cogs in the machine because we’re coming out of this industrial revolution. Yeah. And so now we are working into this next phase of transformation and what a beautiful opportunity that we have to now co-create design and prioritize our own wellbeing while we are in the work that we’re doing. So we can work more effectively and more collaboratively
Amazing. That, that sounds just wonderful. And I agree, I think we have this tremendous opportunity, but I think we’re also in a place where employers really have to change. There’s just so much kind of pushback and just changes within the workforce to even be able to hire employees that employers need to make some changes. So you talk about designing and creating this workplace that prioritizes mental wellbeing. Can you kind of share with us, like, what does that look like? And have you seen any examples or kind emerging systems or stories that are starting to move in this direction?
Hmm. Well, I have a fun story that I could share with you that really demonstrates an example of an organization that prioritizes mental wellbeing. Oh, so I was working with a group this, that provides social work services. And one of the women there was so excited that she was having her first child. And she was so well loved by all of her colleagues. It still is still well loved by our colleagues and they threw her this beautiful baby shower and gave her some very sentimental gifts. And when she went on maternity leave a couple of weeks prior to her anticipated delivery date, every day, she’d get a call from her colleagues. So excited for the welcoming of her new family member. Oh, have you had baby? We had the baby and she, and they were so excited and so supportive.
And then she did, she had the baby and she, however, did not pick up the phone for a week after her colleagues had tried calling and they were getting concerned because she didn’t call because she had lost the child in child and was grieving this loss and wanted the time to grieve the loss. And also had so many questions, you know, these are quest questions logistics, like, do I still get maternity leave? Do I, in the employee handbook? It says, you know, funeral leave, you get sometimes one day, right, right. A family. But there’s nothing that we’d have in most. And frankly in all of our employee handbooks, that address grief, that address the loss, the loss of a family member, mm-hmm, <affirmative> that’s special to us. And so the, her, her the CEO of the organization reached out looking for some support.
And what we did was we established a care team for her because she was in the field of social work, where she would meet with new families that had young babies. And we know that grief does not hit just on that one day of funeral, leave that grief. Right. <Laugh>, it’s something that we sometimes we live with for a lifetime and we have to adapt to that grief. So noting this particularly at when grief was so active we connected with her two best friends peers, and we connected with the HR director and the CEO. And so these individuals created this care team. So her two best friends would when grief hit. And sometimes you don’t even know when grief is going to hit. Right. Absolutely. And she, these friends had the autonomy to, you know support her, go out for a cup of tea, go for a walk and process those emotions.
And they would while the other one picked up these the work. Wow. And then these two best friends that were sup providing both the emotional and the, the physical burden, you know, physical workload burden of her work. Yeah. They needed the support as well. So then the other two individuals, the HR director and the, and the executive director, they provided the support of the overload for them as well as the emotional support for them to help carry that. The, you know, I I’m using air quotes like the, yeah. The <inaudible> <laugh> yeah. Of holding all of this grief for, for their beloved colleague. So having those supports in, in place and establishing a system before an event happens, because we know that death is inevitable and we know that it’s going to occur in all of our families. And so how can we best prepare and provide that support when we’re experiencing these types of losses in life? The, the typical response that people have when they are actively grieving is to dive into work as a distraction. Right. And they, they double down, they triple down, I, I know this because I did this myself. Yeah. I, you know, classic overachiever, I joined every single board I could before, you know, now I’m on 12 different boards working full time.
<Laugh> yeah, I can. Really,
Exactly. And what I was trying to do in hindsight was fill that void that I had of the loss, but it, of course, you know, work and work relationships can’t feel the loss of the death of an individual or, you know, or the relationship that you had. Right. So my recommendation, when we see and hear that our colleagues are experiencing these types of losses is to automatically dial back their workload. So they have that time to prioritize themselves to be kind to themselves. So you don’t push them into that zone where they are overextending themselves, where they are, overcommitting where errors occur, where mistakes happen, you know, so you, this is a way to prevent those process breakdowns that happen naturally they happen at a higher volume when we’re experiencing high levels of stress, adversities, and losses
Interesting. And what a tremendous story and just caring work environment. And what I hear too, is that there is a lot of trust of the employees that are involved, that, you know, they’re not gonna abuse this, that they’re going to kind of help this employee make it through it. And also a lot of autonomy, because it’s hard to create just hard and fast rules about how that’s gonna look. Exactly. Yeah. So can you maybe speak to that a little bit more about, like, how do you create that type of work environment?
So this begins with lots of conversations. We begin by doing key informant interviews and with the leadership team identifying what are those values that you want to, to have in your organization? And not every organization creates a list of mission, vision values, but so much of it is lip service, right. Because where we fail is identifying how we are demonstrating these values. Like, for instance, I can’t tell you how many times a medical care institution said, we provide compassionate care. Right. Fantastic. Yeah. Like I I’m in the field of compassion, right? Yeah. and when, and when I inquire, how are you providing compassionate care? The definition is always, oh, well we have nurses on staff.
Correct. That’s a role, but it’s start explaining how so when you start to have these conversations, that seems so simple. But they can be really challenging. Because we put up a mirror to say, how are you going to demonstrate these values? Because when you start to prioritize those values that you have, as that you all agree on as an organization and you outline what it means to live those values, that becomes you create these micro moments where those micro moments add up to create that culture.
Wow. I love that. And that is so true. Like so many organizations have just these wonderful mission statements and values, but creating that alignment with the day to day work and, and actually thinking about how is that expressed, how does the patient or customer feel that, you know, how do we know when we’re in alignment with our values and having some of those discussions, because otherwise it’s easy to just have it be some statement in a binder that goes up on the shelf.
Yeah, absolutely. I’ve participated in thousands of board meetings where and I even facilitated, you know, where you facilitated in every, and these re these retreats are great. They’re so inspiring, but what, yeah. Again, we fail to cascade that information and get everybody involved in, in those conversations. And so you know, depending upon the size of your organization, that can be challenging. So then it becomes a process of how can we educate people to have these conversations within their teams. So, you know, we connect with mid-level managers because mid-level managers are the, the conduit between leadership and the folks that are connecting directly with the customers or the patients. And so they often get forgotten in strategic planning sessions. Yeah. Historically, yeah. So providing that education on how to have those conversations and also listen is a lot of listening skills. So listening to what works, what is best for that, you know, best for that organization, based on the culture of not only the organization, but then looking at the, the heritage and the cultural nuances within your, the demographics that you’re serving.
Yeah. Such great points. And, and I’ve seen that as well, that a lot of times the middle management gets left out of actually helping to create strategy and planning, but then they’re charged with implementing it. They’re also often left out of like development opportunities and those types of things as well. So I think that was a, a really good tip to help carry that throughout the organization. I just love this whole concept of bringing more compassion into the workplace. And I know that’s a lot of what you do with integrative resources. Do you have any other tips or examples for leaders who are listening to today’s podcast on how they could start to bring compassion into their workplace?
I would echo that it be that it begins by listening and also having courage to have challenging conversations, that conversations about loss, about grief about traumas that are historically and not spoken about within our organizations, because it puts us in this space of feeling vulnerable. And, and frankly, there’s a lot of, some of these subjects are also taboo culturally to as Americans. It’s very taboo to be speaking about death openly, but it, you know, with my background in healthcare, death is an active part of the work environment. So how can we have the respect and start having these conversations. So it’s a series of conversation tools that we, that we utilize to help educate individuals to facilitate these conversations, and to also listen with intention. Sometimes as leaders, we have agendas in mind when we have conversations and we, we just wanna get our point across. And so we can move on with our busy day, so we can go through our task list, but when we make the time and we are intentional about having these conversations and making real connections with the people that we work with, because, you know, we who you spend your time with, like your boss has a greater impact on your health than your primary care provider.
You’re spending 40 plus hours a week with this team of people. And if that organization, if that is if the conversation is dysfunctional, if it’s toxic, if it’s creating too much adversities for us, that, that plays out in our health you know, there’s studies that show individuals that have the lowest rank in an organization have the highest rate of heart disease.
So like, if we’re, you know, you can quantify this from a financial perspective that this is not just the touchy feely type of approach, but you can connect this to real dollars. And focusing by focusing on prevention, by focusing on reducing those risks of disease in our colleagues that we spend more time with than our family. So, you know, let, let’s take care of one another we’re social creatures. And when we do that, we, we flourish and when we flourish our, or the organization flourishes because our customers and our patients, they see that they see that we’re happy. They see that we have effective communication, that we’re Fu we’re having a fun time. We’re joking around people wanna be around that that’s contagious. So when we start to live those values of creating that, that environment that we want, that feeds us, instead of drains us your finances, it, you know, word gets out there, customers wanna be around it.
<Laugh>. Yeah, absolutely. And I think we need to really value that more and understand that connection between the bottom line and how workplace culture really connects to it. And I wanna come back to that, but I want to just go back a little bit to your recommendations. It sounds like it’s really starting to, by having authentic, real communication and relationships with your employees and your staff and your colleagues. I know a, a couple of studies that I’ve seen lately said that one in four people feel like their company doesn’t care about them. Oh. And that if an employee has a best friend at work, that the retention rate is just so much higher than if they don’t. And I think it goes back to what you’re talking about, about having those real connections and, and feeling like you’re part of something bigger than just, you know, punching a time clock.
Yeah, yeah, absolutely. Creating those, those friendships and nurturing them, not just having conversations about work, but having conversations about what’s going on in your life.
And so that’s, you know, again, historically we have created a separation of work and home, and we even call it a like, Ooh, I’m trying to balance this work life balance. Yeah. I think it’s bogus, it’s work, life integration. You are not two separate beings. And that’s creating also part of this divide. And part of this resignation is because that puts us into this role of being coming a cog. And nobody likes being a cog. <Laugh>
Exactly. I love that term work life integration. I think that that is a lot better than trying to have work life balance and yeah. I think, you know, what you’re talking about, the work life integration goes back to kind of what we’re seeing right now that a lot of women are slower in returning to the workplace. Yeah. Because they’ve been able to step back and create more of that work life integration and, and have a more fulfilling life. It’s kind of hard to go back, you know, once you’ve experienced that.
Yeah, absolutely. It, it’s also treating employees like adults.
Yeah. <Laugh> exactly, exactly. I’ve seen that in a lot of materials lately and I think that’s so true, like in their real life, in their day to day life, they’re able to go buy a car or buy a house, but they can’t buy a $300 chair or, you know, office supplies without getting however many signatures, you know, that’s right. Not exactly trusting their judgment.
Exactly. So what do you say to the CEO or the leader that says, you know, that just doesn’t feel comfortable providing that kind of trust because they feel like the employees will abuse it or, you know, that it will cause problems. You know, I get a lot of that when I talk about some of these concepts with leaders that are, are really afraid of letting go of some of that control,
Then it becomes a, a convers, an individual conversation of what happened.
You know, we see so many policies and regulations that are formed based on, and I’m using this word loose, but loosely, but, but traumas that we’ve experienced, you know whether it’s, we got our hands slapped and we don’t want our hands slapped at work ever again. So to prevent our that uncomfortableness of, of having our hands slapped, we are gonna create policy and we’re gonna use this baka that <laugh>, that S to that entire topic, instead of using a laser pointer to create a policy, you know, creating things more based on individual stories and perspectives and nuances, you know? Yeah. So it’s, it is a challenge of looking at things both from a, you have to expand from a micro to, to a macro, right. In a very quick way. So it’s, it’s a lot of pivoting in this type of work in, in our thinking.
But looking at what is the root of why you want to have all of that control and why do you want to what purpose does that serve? And what if you let, let your employees grow up <laugh>, you know, and, and you provide that atmosphere of autonomy and, and respect, you know, it, it always comes back twofold, threefold, you know, when we do provide that. But it’s to our detriment when we try to controlled and domineer some of these, you know, policies and regulations that we create. So yeah, I’ll just reiterate, it becomes a, a individual conversation about what’s the root source behind that.
Yeah. That’s such a great point. And I do think a lot of times in the corporate world, it’s easy to overreact when there’s been, you know, one issue and make it this big, broad uniform policy with all of this bureaucracy around it, instead of just addressing the, the issue or one individual who’s having a challenge. Yeah. It almost becomes a self-fulfilling prophecy. Like if you think your employees can’t handle the responsibility or manage this, then, then they, they know that and they, they don’t step up and, and do it because, you know, they, they don’t feel like they can in the situation. And so it, it, people down
<Laugh> absolutely, you know cultures are often created by the leader. Yeah. And the, the, you know, the top leader and, and that, and the support that reinforces those behaviors. So if you have an over reactive emotionally dysregulated leader that creates the culture of fear or creates a culture of work around and we’ve all worked with organ with individuals that are,
We’ve seen those.
Right. So, you know and that creates a dysfunction. So then everybody’s yeah. On edge. And so having that, taking that care team support yeah. To help regulate us when we do get triggered by a stressor, when we get triggered by our own life’s <laugh>, you know, troubles then having that sort of checks and balances of saying, okay, let’s, you know, am I off base here in my response here? So having that flexibility and that freedom to be, I’m gonna use this word hyperplastic because that’s also what’s happening within our brain neurologically is that we’re creating that hyperplastic meaning we can be more divergent in our thinking more divergent and creative in our problem solving when we take that moment to respond with intentions, as opposed to having that gut reaction and split second default mode of fight or flight,
Such a great point. So what do you think is possible and what do you see could happen if workplaces started to be more compassionate and create these authentic trusting relationships with their employees and allow them to have some of this, this autonomy, what do you think is possible?
Sky’s the limit, right? Yeah. Because when, when as leaders we’re able to live in that space of compassion of not getting mad, getting curious, you know, I’ve got a whole framework this five C framework of compassion, curiosity connect consistency when we’re operating in that space, then we’re able to create this culture where people respond in kind. And now we are optimizing the, our fullest potential individually and collectively, which means then, you know, you’re going to attract more patients, more customers, because you’re operating in that space. And you’re also able to navigate and pivot the challenges much more easily without the raising the red flags <laugh> that we have tendency to do. And, oh, there’s a alarm I have to you know, jump you don’t, it’s most things, even in, even in hospitals, you know, that when it is situations, when you ha, when you’re operating from this space, it becomes much more fluid. And you’re in, you’re able to innovate. And in that space of innovation comes improvement become you know, that leads to, you know a really great place to work and you’re people wanna stick around. So, you know, it’s, it’s expensive to replace employees. They say it’s about 20% of somebody’s salary just for recruiting and training. And, you know, if you’re always having to have a blind item, but in that, in your budget for that, gosh, that what a wonderful way to have those recoup, those savings.
Absolutely. So it sounds like there’s just tremendous benefits to retention and recruitment, better customer service, more innovation to kind of creating this more compassionate, connected culture.
So, yeah, yeah, absolutely. You know, and you, you can also look at because of this response, when, when we are operating in that space, it is better for us physically it reduces our risk of inflammation, which in turn, reduces our risk of chronic diseases. So then you can start to, to look at our, because we spend so much money as employers on health insurance. So
Absolutely like their biggest complaint right now for
Employees. Exactly. <Laugh>
You can reduce that simply by creating this more collaborative work environment, what an easy win.
Wow. So how do you recommend employers get started down this path? You mentioned earlier conversations and listening, any other kind of suggestions on, on a leader who might be listening right now and wanting to move in this direction? But’s not really sure how to get started.
Yeah. I think it’s also taking an assessment of where are those common stressors that are occurring within the organization that are habitual and that you have control over, you know, a lot of times the organizations will parti, you know, and amusing healthcare again. Oh, we complain about health insurance. We complain about this federal policy and regulation. If you don’t have the power to change that yeah. In that environment, let it go work within that system then. And identify what are those stressors that we do have control over that we can change. And then, you know, having those conversations of how can we think, how can we think smarter about this? Because what we are doing is network what do we want to, how do we demonstrate our values and demonstrate some of these mindful mental wellbeing practices?
How can we integrate our work as well? Because some work is inherently stressful, so how do we establish those processes? So then when you start to really dissect what those top stressors are and look at, how can you problem solve those? Yeah. And, and by, by creating this experiential design. So we go through this process of experiential design, where we look at what is the desired emotion we’re aiming for in this activity? So if the emotion, because this is where memory retention we remember things that we have an emotional connection to mm-hmm <affirmative>. So if you’re aiming to create that emotional connection emotional response of say a sense of duty within work, how do you design for that emotion? Wow. Based on the activities that you need to do. And so we’ll, we’ll walk through that this exercise of, of what that looks like, and that gets people feeling creative, it gets you’re really designing with intention.
Wow. I love that suggestion. And it sounds like you’re really kind of advocating for starting to address the system to create those ways of being and ways of feeling that you wanna create, which is so much more, you mentioned mindfulness and being really intentional, but that goes so far above just creating a mindfulness program or a meditation program. Like I know so many employers are starting to bring those in and have brought those in, and I don’t think they’re having the desired results because if you don’t also change the system, you’re not really making anything better.
Absolutely. It it’s about integration. Yeah. And you may be able to integrate just like, this is the same conversation of work life, right? Yeah. This is of bringing the life and bringing our, our, what makes us happy while we’re at what makes us, and what makes us happy at work is generally what makes us happy in, in life too. So you know, harness those emotions that you’re aiming to, to achieve at, through various tasks, you know? And so we, we have a, a series of experiences that we design for you know, beginning with, how do we create excitement about this task? How do we when people enter this task, how do we want them to feel? What, what about when they’re engaged, inactively in the task? How about when they’re exiting the task, and then that extension phase of what happens after they have done this task. So you’re always creating this circular thought process of trying to achieve that, make your outcomes more meaningful, really, you know, cause you are designing for those emotions that help with retention, that memory retention that help with creating those micro moments of cultural responses. That, again, lead up to the values that we had set forth and had conversations of how we want to do this.
That is so exciting. And that’s the first time I’ve really heard about that concept of, of thinking about how you want the employees to feel during the process that they’re working on. So it sounds like you’d wanna be eliminating friction points and stressors and you know, annoying forms and, and reducing those things as well, to create that kind of joy and ease or happiness or excitement, whatever you’re trying to create in the process.
Fascinating. What a, what an exciting area to explore and to begin to bring into the workplace. And it’s something that I don’t hear talked about very much by, by leaders or workplaces yet. So I appreciate you sharing that with us. So yeah, my appreciate maybe tell us, what are you most excited about right now? What are you working on or developing that or, or seeing out there that’s really exciting.
Ooh, well, I’ve got a special project right now that I’m so thrilled about.
Yeah. It’s, it’s called journey guys, and we’ve designed this to help individuals and their care, their support networks when somebody is diagnosed with a serious or terminal illness. The traditional historical response is to as a, as a medical care team is to outline here are all of the medical approaches that we are going to offer you. And, you know, they presented this information with such beautiful confidence. However, it is only addressing the physical aspects. And right now a lot, lot of organizations, medical organizations fail to address that mental wellbeing because they are only, there’s a perception that when you are talking about mental health, it is a negative, right. It equated with, with illness. And it is something that is quote wrong with you. But they, they fail to look at the emotional responses. And so that’s really what we’re looking at, regardless of whether you have a diagnosis, you know, mental health diagnosis or not, this is the about the emotional experience.
So how can we provide support for individuals to navigate medical decision making throughout that process? Because there’s such a, a vast array of how care can be provided. And we know that we are not just physical creatures, like, you know, as noted earlier, we spent our time with dictates our level of help. And so the, to put all this onus of responsibility on our care team, on our hospitals and our clinics is faulting, an unrealistic who we need to turn to then is our friends, our family, our community. So this is a, a program that we use to provide education to individuals on how to have those crucial conversations with that offers support, but quality of life for individuals who are diagnosed this is a personal, this is a personal journey for me, both my sister and my dad have been diagnosed with cancer. And as I’ve you know, been the family member and the, you know, some of the caregiver in that role, I had wished that their medical team had asked them about their mental health their mental wellbeing. I wish they had had conversations about quality of life. I wish they had had conversations about what is it, what path do you of treatment do you want? And so this journey guide project is really an opportunity to facilitate those conversations and help individuals and their support network navigate this process in a more holistic, intentional manner.
Wow. What an amazing resource for someone to have if they were fighting a serious illness, I know that you’ve had some family members experiencing cancer and, and, and I was going through something similar at the same time with my mom. So I can relate very much with what you’re talking about. And, and it’s a, a really stressful and difficult time for the patient and for the family and, and those discussions often aren’t had. And so it leaves a lot of fears and unknowns and concerns about you know, what’s gonna happen and, you know, do I get to have a say in things and, you know, I try to navigate that. So that’s exciting. I’m, I’m glad that you’re working on that. And I see why you’re excited about it as well.
Thank you. Yes. We, we hope to launch this new project in the next month or so. Wow. So we’ve got some, you know, little tweaks here before we make the official launch, but we’re getting close and we’ve got an excellent team of, of people that are both from the provider perspective and from the family perspective and the community perspective, all working towards this program. So it’s, it’s beautiful. And each time we talk about it, we always get folks wanting to learn more and you know, wanting to be a part of it. So,
Absolutely. Well, keep us posted on that. And if, if some of our listeners want to get more information about the journey guides is there a place that they can go or that information will be shared later?
Yes. it will be live soon on the web, on my website, resiliencysource.org,
Great resiliencysource.org. And I’ll also share that link under the show notes. So you can go there to get that link. And while we’re talking about links and resources so if people wanted to learn more about your work and your services through integrative resources, they could go to your resiliency source.org. Where, where else can they find you? Are you on LinkedIn, those types of things?
Yes. I’m also on LinkedIn and Facebook, although I admittedly am not the most engaged with those platforms, but not to work in progress, so.
Awesome. Okay. Yeah,
You can definitely contact me on those on those spaces.
Wonderful. Well, I will provide some links to those and just appreciate all the work that you’re doing to help bring compassion into the workplace and now into the caregiving process as well. So thank you for being with us here today, Kami, I really appreciate it.
To see, so all, well, thank you so much, everyone. And for joining us today.