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When the going gets tough… the tough get resilient

Over the years, I have shared resilience techniques in person with those I work with; those I manage and lead; and most recently with police staff and officers at Gloucestershire Constabulary.   This post is designed to help people new to resilience-leadership, by providing a few pointers.  I am always happy for further discussion about having a tough and tenacious workforce – and I’m especially passionate about building this in emergency service workers.

One thing often missed by our most crucial of public services, is that the more pressure people are under – the more you need to invest in resilience.  Such initiatives cannot be put off until “things get a bit quieter”.  In the eye of the storm, you can and must find calm. It’s the only way to overcome the storm, without burning out.

Over my 35 year career, I’ve had my fair share of challenging environments.  I’ve spent years in “hardship posts” with the Foreign Office and as a conflict professional, I’ve spent time in Iraq and Afghanistan.  Ten years ago I jumped on a flight to Pakistan to stay with strangers, and in more recent years I have worked with the police – first answering 999 calls and latterly as a senior leader in the Professional Standards Department.  You might think that sounds like a nice desk job – but it is not without challenge.  On a daily basis the team I work with are exposed to secondary trauma of talking in detail to victims of the most serious of crimes, watching gruesome incidents on body worn camera footage, and even talking people down from suicide over the phone.

Personally, for me, when the going gets tough, I get meditating.  I notably meditate more during a busy, stressful work week, than I do at the weekends.  I know myself well enough to understand when I need it to build my stamina.  In the hard-pushed public sector, wellbeing initiatives can be seen as a luxury for those that have time and I am aware that meditating is seen as a “nice thing to do for those that aren’t busy” – but there is a growing body of evidence that consistently associates mindfulness with certain changes in the structure and function of the brain, as well as changes in behavior. This suggests that mindfulness can have a positive effect on our thoughts and feelings, including reducing fear, pain and yes, building resilience. 

I am so passionate about meditating, that I now run meditation classes at Gloucestershire Constabulary.  That may be a step too far for many,  so here are my top five tips for leaders new to the notion of resilience-building.

1. Change your space.  If meditation isn’t an option for those you lead, how about just a change of scenery? Meet in a different room. Visit a different place.  If possible, get outside somewhere.  Look at the sky and look at nature  – there is a ton of evidence that connects access to the natural world with good mental health. In a recent study, the University of Miami, found daily variability in physical location is associated with increased positive brain affect – particularly in the hippocampus which is extremely sensitive to “environmental novelty”.  When I was working in Iraq – on a military base in the desert – I would regularly sneak outside and practice Tai Chi next to the lake by myself.  I instinctively knew I needed to fiercely build my resilience by being somewhere else other than my office or freight container room.  You will be amazed at the impact of leaving your phones behind even for half an hour and creating a bit of space around you.  For your team – you will double the time you get back in productivity.

2. Understand your team’s mental health triggers.  One of the best tips I picked up on my mental health first aid training, was to talk about mental health triggers with those you lead.  I use my monthly one-to-one meetings to discuss the likely pressure points.  Being proactive, you can see off any challenges often before they arrive.  It is important to understand that not everyone is the same.  For example, some will be competitive with themselves and expect unrealistic results, others may be sensitive to certain types of case – and even have PTSD.  It is common in public sector work for team members to be triggered by not being able to help people – it’s what motivates them to be a public servant after all.  It could be through high demand, a lack of resource, or a frustrating process – this can trigger stress and depression.   It’s important you know these things as a leader – so you can talk through upcoming tough times and manage the resilience of a whole team.

3. Basic grounding techniques.  Again, if meditation isn’t an option for those you lead, try a quick grounding intervention.  Before an important call, a stressful meeting or presentation, or a dangerous deployment, take 30 seconds to first root yourself to the ground.  Imagine you are wearing big concrete boots or that roots are growing from the soles of your feet into the earth below you.  You can do this either standing or sitting still, with your weight evenly balanced between both feet, placed about a hips width apart.  Once rooted, take three breaths: on the in-breath count for three seconds, on the out-breath count for six.  I used to use this technique between “griefy” 999 calls and it really works.  The result is a sense of calm control.

4. Don’t reward your team with things that are bad for them.  This is in evidence everywhere.  Night shift workers are bought junk food and sweets “to get them through”.  Hospital staff celebrate achievements with cakes, in an NHS where staff obesity is a real problem – The Nursing Times reports that 25% of Britain’s nurses are obese. Alcohol is still regularly given as gifts or rewards (a Christmas present to me from my department last year).  Leader’s understand these are harmful things, yet present them as treats.  There are big mixed messages here – and ones that won’t build resilience.   A real treat is something that is good for you.  Treat your team with a spa day, or an onsite massage.

5. Reframe “wellbeing”.  If there is a resistance from those who are more set in their ways to the notion of “wellbeing” – which, let’s face it, is a bit of a buzz word at the moment – try reframing your resilience intervention.   Inspire those you lead by explaining your new approach as “improving mental agility”; “staying sharp”; “maintaining an edge”; “stamina building” or “toughening up”.  All are true. 

I hope these five techniques will help people new to resilience-leadership to find their way – whether you serve in the emergency services, or any other environment with employees who face challenge and trauma. I have plenty more thoughts on stamina building, and offer wellbeing audits and strategies for organisations – so feel free to send me a message, if you would like to carry on the conversation.