Employee wellbeing resources - Information for managers
Managing isn't always easy and it doesn't come naturally to all. Some people will have learned skills through formal studies for others it's a new situation. The main thing to remember is, most people know what needs to be done and how to do it, your main role is providing them with your support and your time. Above all manage with empathy, kindness and compassion.
"If you want others to be happy, practice compassion. If you want to be happy, practice compassion" The Dalai Lama.
Daily check-ins | Most importantly | Compassionate leadership | Psychological first aid | Feel | Promote peer support | Encourage | Reassure | Signpost | Listen | Wellbeing check-ins | Identify stress triggers | Adjust priorities | Accessing coaching through COVID | Managing remotely | Time to talk
Ensure you have as close to daily check-ins with team members as possible and ask the following questions: How are you and what are you doing to look after yourself? These questions can help to identify any changes in behaviour or mood, which you can work on together. If on Monday people were saying they were getting out, they were going for a walk, they were feeling good about things, but by Friday they're saying they haven't been able to leave the house, haven't seen or spoken to anyone - you can spot the trends. Then you can check in and ask them directly how they're feeling (Chartered Management Institute).
Look for what people are not saying. Is their body language or facial expressions in sync with what they're saying? Ask how their energy is? Energy can be used as a barometer for resilience, if energy is low resilience is likely to be low too.
None of us have come across a situation like this in our lifetime, while supporting your team members you also need to remember to look after your own health and well-being. Take time to work through the self-help resources, they're there for you too.
Know the facts - In order to lead you need to understand the problems, situations and decisions your peers and employees are facing. People around you want to know that you 'Get' their challenges. You need to know the facts.
Have an emotional understanding - Knowing the facts alone aren't enough. Your team members also want to know that you feel what they feel. That you understand them on an emotional level. Does your team feel stressed out? Are they excited, bored, frustrated or anxious? Understanding how your team feels doesn't mean things have to change. Your team just want to know that you understand.
Motivational connection - People on your team want to know that you want them to succeed. That you've got their back. Knowing that you have their best interests at heart is highly motivational. It is important to note that compassion is not only the awareness of others' distress; it is also doing something about it!
Being treated with compassion helps us all to feel safe and valued. As a result our ability to think and our wellbeing improve, we become more engaged and this has a positive impact on our performance.
Leading with compassion helps to counter stress and negative emotional responses in our teams which in turn enables people to experience positive feelings such as hope, builds resilience and develops empowerment.
This module available on TURAS will help you understand the evidence based factors that support wellbeing - strategies that you can apply to help people in crisis, how to respond effectively and promptly to concerns about an individual's mental health.
View the TURAS login instructions [138Kb].
Register for a free account then search for COVID-19 Psychological First Aid.
Line managers ensure you know the steps to take.
In the current climate everyone is going to feel a range of different emotions. By taking the time to acknowledge how someone else is truly feeling, being authentic and empathetic, empowers us to respond with kindness.
While we all have to observe social distancing guidelines we can still talk to colleagues, encourage your team members to talk, Every day.
Encourage staff to look after their mental health and well-being. Looking after our mental health is as important as managing our physical health. Make wellbeing part of the discussion at every conversation. Ask things like: What are you doing for you? How are you recharging?
Your team members may be feeling stressed - this is no reflection on their ability to do their job or an indication that they are weak however they may need reassurance that you appreciate this.
Give reassurance where it's needed.
Signpost your team to the information on these wellbeing pages, have a look around, know what's here. If your team know you take wellbeing seriously they will be more likely to take it seriously too.
This is one of the most important skills to have as a manager. It's not easy, it's hard work to listen properly. Start by practising active listening - giving your full attention to another. You can't multi-task while doing this, you can't even do one other task. Give your people the time and space to be open and honest about how they are feeling, both physically and emotionally. If you would like to learn more about Deep Listening Skills, contact firstname.lastname@example.org.
Keep checking in regularly with your team members, particularly around health and wellbeing. You may find the following models useful to support wellbeing discussions:
- Personal Wellbeing Check-in Tool [21Kb] - you can incorporate this into the Development Discussion and also use on a regular basis
- Team Wellbeing Check-in Tool [21Kb] - you can share this with your team and discuss segments of the model at your team meetings
What are your triggers? For some it may be Covid-19 itself, for others it may be their increased or decreased workload, and for others it may be working in environments not conducive to productivity or concentration. It's important to pin the trigger(s) down - use the Wellbeing Planning Tool [712Kb] - and its best to talk about them with someone - whether that's your manager, partner, or housemate, or friend. If you're not physically with them, you talk via a Teams video call; being able to read each other's facial cues will help enormously during this conversation. Even you don't notice you're beginning to feel stressed they might spot and give you a gentle nudge.
People are currently focusing on their immediate essential workload. Be aware of workloads and ask your people if it feels ok. Ensure they know to ask a colleague if they need help and also to talk to you. It's important you know how they're feeling so you can work together to solve any problems. A good way to encourage people to speak about how they're feeling is to ask "on a scale of one to 10...". This raises awareness for themselves and for you, about how they are doing.
If people have have a sudden decrease in workload and you think having more of a focus and structure to your days could help, ask if their skills could be used elsewhere in the organisation.
During this time of fast-paced change and immense pressure, leaders in all parts of our system find themselves working in different ways and environments - some are on the front line, others in supporting roles and services.
- Working with a coach can support you in the following ways:
- Becoming more resilient and staying positive
- Adapting to a new role / team / environment
- Leading and supporting your team
- Finding a solution to a challenge
- Getting a perspective on work
- Finding a way forward when nothing feels certain
- Getting unstuck
- Identifying how to learn something new
- Deciding what to prioritise or where to start
To request a coaching conversation please contact email@example.com
Please give the following information:
- Brief indication of what you want to work on with your coach
- How best to contact you
- An indication of when you would like your coaching session
Coaching appointments are available Monday - Friday 9am - 5pm, with flexibility out-with these hours.
Working from home is a whole new ball game for many of us. As a manager you have a key role in supporting people in your teams, getting to know them, what motivates them and what support they need. Your relationship can have a massive positive or negative impact on an individual (for more information or guidance contact firstname.lastname@example.org).
Managing remotely [2Mb] provides the basic information.
It's always beneficial to talk when you have an issue or challenge. You can talk to your line manager, a peer you know well or you can have a coaching conversation with a qualified internal coach - email email@example.com
You might want to chat in a less formal way, a Listening Ear - email firstname.lastname@example.org to talk to someone in a confidential, supported way.
PKC staff can access the chaplaincy service for a confidential chat
- Email: email@example.com
- Telephone: 0131 441 2271
NHS (HSCP) can access the Staff Wellbeing Service
- Email: firstname.lastname@example.org
- Telephone: 07917 183804