THE COACHING AND TRAINING PROVIDER’S VIEW
KEVIN MCALPIN, MANAGING DIRECTOR, PERFORMANCE
INTERNATIONAL
The risk that the pandemic
poses to individuals is a
tendency to feel victimised
and form a negative mindset
that may be di icult to calm.
The information overload
caused by the constant
monitoring of the virus’
spread and fatalities can
also lead to individuals
becoming overwhelmed,
a ecting their ability to find
clarity. Managers and leaders
can support the wellbeing,
resilience, happiness
and productivity of their teams by supporting them in successfully
navigating this uncertainty.
This means taking ownership of the situation they have been placed
in, and by helping them focus on what they can do personally, as well
as how they can work with others to harness the power of collective
e ort, they can find a sense of belonging within the isolation of
lockdown.
Finding the right balance is also crucial. Managers may seek to
micro-manage their teams to feel in control of their work, something
which intensifies stress. This is why it is important to strike the right
balance between working as much as normal while appreciating it is in
unprecedented circumstances.
Those who have thrived in lockdown are those who have established
clear routines. By being more conscious of how they are spending
their time, workers can prioritise tasks and plan their days to prevent
boredom or procrastination. Isolation has increased the longing for
human connection and relationships, so encouraging sta to place
community at the core of their actions may help them feel more
connected. In this way they will feel more trusting of those around
them and feel empowered by sharing knowledge and necessities.
An ine ective way to respond to the pandemic is to wait for life to
revert back to normal. It's more productive to use this time spent alone
to learn more about ourselves and what the future may hold rather
than expecting a swi return to normality. Those who view uncertainty
as a moment to innovate and make bold decisions will profit from their
courage in the future. Overall, organisations and businesses that will
survive the e ects of the pandemic are those that will have found a
balance between outlasting and recovering from it. By asking the right
questions and helping sta adapting to new circumstances, employers
can create a successful vision for the future.
THE BEHAVIOURAL PSYCHOTHERAPIST’S VIEW
BRENDAN STREET, PROFESSIONAL HEAD OF EMOTIONAL
WELLBEING, NUFFIELD HEALTH
2020 has been a challenging year. As a result, anticipating, and
‘bouncing back’ from periods of di iculty, by using periods of recovery,
will be a skill for those in the workplace. Regularly managing tight
deadlines, mounting workloads, adapting to new technology and
navigating complex workplace relationships, all require unique,
individual coping mechanisms.
The emotional impact of relentless stressful circumstances can lead
to di iculty concentrating, indecision, irritability and depression with
22 OCTOBER 2020
long-term stress eventually leading to exhaustion and burn-out. Being
able to recognise these signs and knowing how to respond in a healthy
way is key and it is important employers are able to provide targeted
support.
Whether some businesses continue to work from home or others
start to navigate a new workplace design, employees face potential
daily disruption, no matter what their circumstances. An employer’s
first steps should be helping sta achieve feelings of stability and
belonging, even if they are not entering the o ice every day.
Sharing actionable steps on how the business is planning to
safeguard their health and how they can protect themselves when
back in their old work environment will help reduce any fears or
anxieties surrounding
returning to the
workplace.
The emotional impact
of COVID-19 on each
employee will be
di erent and the support
on o er from employers
should reflect this.
However, worryingly, a
recent survey revealed
only 15 per cent of
employers had surveyed
sta to identify their
needs during this di icult
time.
Understanding the workforce is therefore essential. This means
getting to know employees through surveys, online forums and one-toone
chats, recognising their needs and priorities.
O erings should include a combination of services that give
employees access to specialists with whom they can discuss their
di iculties and learn positive coping mechanisms.
Highlight existing workplace o erings like employee assistance
programmes (EAPs) which o er direct, confidential contact with
counsellors and mental health experts. You could also consider inviting
an expert to give a company talk on general coping mechanisms
for anxiety. This may help those who are worried about speaking to
managers or employers about their fears.
Equipping managers with the skills to support their teams is key.
Investing in webinars and online workshops will prepare them to
recognise signs of distress and have the skills and confidence to
support others. For example, emotional literacy training is an e ective
tool for boosting employee resilience by ensuring sta have a common
language to discuss mental health. It gives them the knowledge, selfawareness,
and empathy to be better listeners.
It’s also important to ensure connectivity for members of sta who
are still self-isolating, or if some businesses continue to work from
home for the long-term. Our research suggests, those continuing with
prolonged remote working may face psychological hazards linked to
increased loneliness and isolation.
There are plenty of corporate healthcare options that can be o ered
to sta remotely too including cognitive behaviour therapy, which
can be delivered safely and e ectively by phone, video or email for
flexibility and privacy.
Do you have a question that you’d like
answered by the FMJ Clinic?
Email: sara.bean@kpmmedia.co.uk
FM CLINIC
Brendan Street
Kevin McAlpin
ADVICE & OPINION
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