Understanding the effects loneliness can have, Arrow Senior Living first launched its Holiday Cheer initiative in 2020, when COVID-19 forced many senior communities across the country into lockdown. Back then, social media was one of the best ways residents could connect with family and friends, so Arrow initiated a 38-day photo challenge starting on Dec. 1. Today, Holiday Cheer continues to evolve, with daily events scheduled across every Arrow community, beginning Thanksgiving Day and running through Orthodox Christmas on Jan. 7.

This year’s 46 Days of Holiday Cheer enlivens the spirit while encouraging the pursuit of new knowledge. Residents have been invited to observe traditional religious holidays, including Christmas and Hanukkah, attending both tree-lighting ceremonies and the lighting of the menorah. The opportunity to find moments of joy sweeps over each community, bringing both nostalgia for the past and hope for the future.

Arrow has scheduled plenty of fun, creative events to engage in all season long. From cookie-baking and wreath-making to festive door decorating contests and caroling, there’s something for everyone to enjoy. Even the Grumps, Grinches and Bah Humbugs who seem just a little annoyed by all the holiday cheer soon find themselves immersed in community merrymaking too. Those less enthused about the festivities can celebrate Festivus on Dec. 23.

Holiday Cheer easily is a favorite among residents and employees, as the team recognizes that the holiday season is also the perfect time to explore lifelong learning and appreciation for different cultures and traditions. In addition to all the fun events and traditions residents experience during this year’s 46 Days of Holiday Cheer, they also have an opportunity to gather at other cultural and educational events to learn about the land they occupy; to break bread with their neighbors while celebrating Las Posadas; and to discover the seven principles of Kwanzaa. Those shared learning experiences are designed to help Arrow Senior Living continue to cultivate more inclusive communities and reinforce our core values — listening to understand and believing kindness can drive change in the world.

It’s not too late for senior living providers to think about their own holiday initiatives for this year and future years. Start by building on the existing calendar to include holiday traditions from around the world. Celebrations don’t have to be overwhelming or hosted on a large scale; smaller gatherings easily can include opportunities for residents to learn and share their own experiences. Partner with local historians or other experts to host fun, intergenerational celebrations and activities, and if they are open to it, ask residents to contribute by sharing the unique ways they celebrate their cultural traditions.

The absence of human connection can have devastating effects on mental health and well-being, and the Department of Health and Human Services has labeled loneliness as an epidemic. Senior living providers have an opportunity to offer solutions, cultivating communities where residents are not just surrounded by their peers — they are building meaningful relationships with one another, too.

This season, as Arrow celebrates its fourth annual Holiday Cheer initiative, our team is more dedicated than ever to ensuring residents have an amazing experience and something exciting to look forward to through the new year. No one should feel the sting of loneliness or social isolation, especially when surrounded by community. Arrow’s events are focused on bringing people together in an environment that encourages purpose and intentional connection.

So, whether residents are sipping gourmet hot cocoa by the fire, recording their own rendition of “Have Yourself A Merry Little Christmas” at local recording studios, building the most epic gingerbread houses or learning about Icelandic folklore and the mischievous Yule lads, our team expects this year’s 46 Days of Holiday Cheer to have been our most joyous celebration yet.

Amanda Tweten is chief operating officer at Arrow Senior Living.

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The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

The list of things that were changed by COVID-19 is still growing and likely longer than many of us realize. But somewhere on that list is the prioritization of personal/professional life balance.

For some, the ability to earn income was taken away in an instant. For others, it felt as if everything except work disappeared. And for many more, the question of what work-life balance actually means blew up before their very eyes. What remains a mystery, however, is how individuals can build both their careers and care for themselves, and their families, without completely sacrificing one for the other. 

So much of what we thought we knew about the workplace is different today. Even the landscape of job-seeking and how organizations hire has changed — maybe forever.

Collectively, after COVID-19 forced employees to wrestle with how fragile life can be, workplaces across industries entered into the Great Resignation. Gone are the days when potential employees were at the mercy of the job interview process. Today, business leaders find themselves in an environment where possible workers are asking whether the job is a good fit for them, and not the other way around. In some industries, workers have many more options, making employers work that much harder to attract and retain top talent. This transfer of the power dynamics of the recruitment process has not been smooth, and staffing shortages further exacerbate employee burnout, keeping them in a never-ending loop of imbalance.

It’s all work. Where’s the life part?

Now, two plus years into the pandemic, the term “quiet quitting” has crept into our vocabulary. When first hearing it, the phrase feels as if it’s meant to elicit a negative reaction, and in many cases, it does. But, perhaps the expression is simply misunderstood.

So then, what is quiet quitting? Is it quitting without notice? Does it describe employees who show up, only to perform mediocre tasks, half-heartedly, until the workday is done? Is it about leaving employers in a lurch, again?

Nope. Quiet quitting is none of the above.

Quiet quitting is simply creating boundaries and reclaiming the work-life balance so many employees lost to hustle culture. And mindful leaders — empathetic leaders — are looking to quiet quitters to better understand the needs of a changing workforce.

Going above and beyond is only going above and beyond if it’s done on occasion. When it becomes a necessary part of every day, it’s actually just the job, and the expectation should be communicated on the front end of the hiring process. Overtime should be the exception, not the rule. And it should come with extra pay, not disdain, resentment or the threat of  termination.

So, what can leaders learn about quiet quitting? Here are three lessons.

1. Quiet quitting isn’t about stealing time

Some employers have grown accustomed to employees who will do whatever it takes, whenever it takes, to get the job done. They believe quiet quitting means that team members will make a habit of underachieving and exerting the minimum amount of energy (and creativity) to complete any given task.

Research, however, shows that the opposite is true. Engagement and productivity increase when responsibilities are communicated clearly and individuals have time to rest and regroup between projects. Employees are more focused, experience less burnout and are more willing to put forth their best effort when they aren’t in a constant state of exhaustion.

Leaders struggling to understand the concept of quiet quitting may benefit from some radical truth-telling and recognize that their real issue may be in losing access to employees outside of business hours.

2. It isn’t the reason for your staffing shortages

It’s true, the Great Resignation is raging on. But quiet quitters aren’t to blame. After all, they still are part of the workforce.

With current staff members pushing back on more responsibilities for less reward, employers may find themselves frustrated in trying to fill gaps in the workplace. But in encouraging employees to keep a healthy balance between work and home life, even teams experiencing shortages may build better morale and outperform fully staffed teams.

3. Quiet quitting may be a sign of a larger problem

Employees who feel seen and appreciated by their employers and colleagues are more loyal to the workplace.

Workers spend a large part of their lives helping employers to fulfill their dreams without having their own recognized, so when individuals feel undervalued, there’s bound to be some resentment. If those in positions of leadership notice a pattern of underperformance or a general sense of detachment, especially in team members who usually are excited in their roles, then act fast.

If entire teams have resorted to quiet quitting, setting inflexible boundaries and expressing frustration with current working conditions, then there likely is a larger issue at hand. And without positive intervention, quiet quitters can become actual quitters very quickly. Remember, above all else, what most people want is a job they enjoy in an environment where they feel respected.

Employees understand their value in an ever-changing workforce. And adept leaders want teams to come together, help problem-solve their staffing challenges, support one another, fulfill their workplace responsibilities and then go home at the end of their workday to use their time however they wish.

Leaders can run successful organizations and embrace quiet quitting. They aren’t mutually exclusive, and holding space for the latter may increase the likelihood of the former. Burnout got us to the Great Resignation. Continuing to allow employees to experience overwhelming stress won’t get us out of it. It’s time leaders wrestle with the implications of quiet quitting and adapt.

Amanda Tweten is chief operating officer at Arrow Senior Living.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

Our organization always has believed that the most important thing we can do as a senior living provider is to keep those we serve informed. And if transparency builds trust, even when you don’t know what to say, then showing up and being present is a start.

So, at 8:21 a.m., with no makeup on and still in pajamas, I recorded messages to post on social media. My first message was to thank employees and ask families to limit their calls during certain hours to allow staff members to provide care during our busiest times. The post received more than 4,000 views.

As members of our organization committed to using social media to provide daily information, comments poured in. They weren’t always pleasant, and the questions weren’t always easy to answer, but we were given insight and opportunity to speak to the concerns of residents and families.

It’s a valuable lesson when embracing the sometimes-precarious world of social media: Don’t be afraid of negative interactions; expect them. Not everyone is going to be happy with what you do, but I think doing nothing is worse.

Our commitment to communication began to evolve into a way to create connection. We taught residents to use Zoom so they could see their families. We also used the platform to host a variety of virtual events: exercise, cooking and art classes; sing-alongs and choir practice; trivia and book events. On Thanksgiving, residents were able to share holiday moments virtually with members of the Arrow team. Forty-nine social media moments later, Arrow’s community of residents, families and staff members had connected, engaged and, hopefully, not felt so alone.

This didn’t happen from quarterly strategic marketing planning. We saw a need and used a unique resource to address it. By doing so, we saw our outreach and engagement organically grow.

As residents became more comfortable with the technology, they began hosting their own events and participating in content creation. We began a #CountingDownTheDays campaign, videos highlighting residents’ lives during COVID-19 as they waited to be reunited with family members. During the month of December, we celebrated #31DaysofHolidayCheer. The residents recorded an epic Christmas music video (please see below). If nothing else, we kept ourselves busy creating moments of joy.

This level of engagement and interaction cannot be left to a marketing department alone. I learned that it also has to mean something to occupants of the C-suite, who can champion and encourage and expand engagement efforts to all areas of the company.

Did we spend the past 11 months using social media perfectly? No, I’m sure we didn’t. But we focused on creating something real, not manufactured. And realness comes from making and taking time and finding a little fun along the way.

Amanda Tweten is chief operating officer at Arrow Senior Living. See additional information below.