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#Caring4NHSPeople - virtual wellbeing session 9 September 2020

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Slides from the #Caring4NHSPeople - virtual wellbeing session 9 September 2020

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#Caring4NHSPeople - virtual wellbeing session 9 September 2020

  1. 1. We Are the NHS: People Plan 20/21 – Supporting my own and my team’s wellbeing Virtual Community Meeting 9th September 4pm #Caring4NHSpeople Welcome to our monthly wellbeing session: The health and wellbeing of our NHS people during the Covid-19 response
  2. 2. Introduce yourself in the chat box Say: • Who you are • Where you are today • Your job role • What do you do to look after yourself and your team? • Send to “all participants” To join the wellbeing community list, click on the link at http://horizonsnhs.com/caring4nhspeople/ #Caring4NHSpeople
  3. 3. Our Wellbeing Community: https://tribe.horizonsnhs.com/ #Caring4NHSpeople To join the mailing list of people who get the information about this community: http://horizonsnhs.com/caring4nhspeople/ #Caring4NHSpeople Staying in touch… To share what you’ve learnt or what’s inspired you during these sessions or even suggest new topics… Get in touch with Zoe! Zoelord@nhs.net
  4. 4. Introduce yourself in the chat box Say: • Who you are • Where you are today • Your job role • What do you do to look after yourself and your team? • Send to “all participants” To join the wellbeing community list, click on the link at http://horizonsnhs.com/caring4nhspeople/ #Caring4NHSpeople
  5. 5. We Are the NHS: People Plan 20/21 – Supporting my own and my team’s wellbeing Virtual Community Meeting 9th September 4pm #Caring4NHSpeople Welcome to our monthly wellbeing session: The health and wellbeing of our NHS people during the Covid-19 response
  6. 6. Aims of the Wednesday sessions • Offer support, ideas, knowledge and wisdom to those with a role in supporting the health and wellbeing of our staff • Share the range of wellbeing support activities that are available • Connect with each other and collectively build our community of those who support the health and wellbeing of our health and care staff Photo by Petr Macháček on Unsplash
  7. 7. • Welcome – Zoe Lord & Elizabeth Nyawade • Update on the National Support Offer – Abdul Hamied • Supporting your own and your teams wellbeing – Em Wilkinson-Brice • Resilience and Recovery – Sonya Wallbank • Enhancing our wellbeing through ‘teaming’ – Olivia Donnelly • Call to action & closing remarks - Elizabeth Nyawade & Zoe Lord #Caring4NHSpeople
  8. 8. The team today Chat box facilitators Contributors Zoe Lord Facilitators Social Media Leigh Kendall Elizabeth Nyawade Paul Woodley Technical hosts Zarah Mowhabuth YouTube host Prof. Em Wilkinson-Brice Louise Pratt Abdul Hamied Dr Sonya Wallbank Lynsey OgilvieIan Baines Karen Dumain Tej Riat Dr Olivia Donnelly
  9. 9. An update on the National Wellbeing Offer #Caring4NHSpeople @AHamiedNHS Abdul Hamied Transformation Lead (Culture) & COVID19 Health Wellbeing People Directorate NHS England and
  10. 10. National Helpline National Text line Apps and self help People.nhs.uk website Number of calls: 5,164 & 6,197 to main Number of conversations: 2,014 Downloads: 145,410 Sessions: 272,795 • Most visited pages August-September to date • Support for individuals returning from shielding • Support apps • Coaching and mentoring for leaders • Supporting out working carers • Reuniting as a team • Compassionate leadership in crisis • Financial wellbeing • Bereavement support Frequent issues: • The workforce picture is mixed – there are higher levels of PTSD, • However, it would be expected given what people have been • Tiredness, stress, worry about second wave • Winter and not being able to manage • Family / relationships • Money/practical concerns • Physical health concerns • Loss/bereavement issues Coming up: - We are collating sources of data on staff mental health - We are working ensure that we have critical pathways set up psychological intervention can access it - How to have an effective Health and Wellbeing discussion week - Support for executive leaders launched 9/9 - Common Rooms for home workers - Team Time support via Point of Care Foundation - Resilience Hubs (Wave 1) jointly with MH Directorate Uptake and information 9 Sept 2020 #Caring4NHSpeople @AHamiedNHS
  11. 11. Signs of psychological stress How you might feel How you might behave Neglected, lonely especially at the moment with us all home working. Irritable, aggressive, impatient or wound up Over-burdened, not able to cope, dread, lost humour Anxious, nervous,. Afraid – thoughts racing & unable to switch off – worried about health Unable to enjoy yourself –low in mood, little interest in things Finding it hard to make decisions Constantly worrying – physical symptoms – upset stomach, headache, nail biting etc. Avoiding situations that are troubling you Snapping, agitated with people Eating, drinking more – not exercising or taking part in usual stress relievers #Caring4NHSpeople @AHamiedNHS
  12. 12. Access to the latest information and support Emotional support Webinars A range of materials to support you and your teams perform under this pressure. On-line Ways to access support during COVID-19 www.people.nhs.uk http://horizonsnhs.com/ caring4nhspeople/ Apps https://www.practitioner health.nhs.uk/ Unmind Headspace Sleepio Daylight Silvercloud https://nhs.silvercloudhealth. com/signup/ use the code NHS2020 Help now Send the text ‘FRONTLINE’ to 85258 to start a conversation Listening Line - For all NHS Staff – call 0300 131 7000 07:00-23:00 Bereavement and loss support call 0300 3034434 07:00-23:00 Free access to psychological support – use your nhs.net email address to download Self guided mental heath support Common Rooms Meet other professionals in a safe and guided space. Get support and share your experiences. https://www.practitionerhealth. nhs.uk/upcoming-events 3 support sessions with a qualified coach/psychological practitioner https://www.project5.org/ 1-1 help Fillipino, tagalog speaking helpline Call 0300 303 1115 Specialist support
  13. 13. Professor Em Wilkinson-Brice, NHS Deputy Chief People Officer NHS England and Improvement#Caring4NHSpeople @BriceEm Supporting your own and your teams wellbeing
  14. 14. #Caring4NHSpeople @sonyawallbank Resilience and Recovery Dr Sonya Wallbank Health and Wellbeing Clinical Lead, People Directorate NHS England & NHS Improvement
  15. 15. • It’s not just about you • Culture, teamwork and the relationship you have with your line manager are the most protective factors for positive staff experience • They impact on your personal resilience and enable you to thrive at work #Caring4NHSpeople @sonyawallbank
  16. 16. Signs of psychological stress How you might feel How you might behave Neglected, lonely especially at the moment with us all home working. Irritable, aggressive, impatient or wound up Over-burdened, not able to cope, dread, lost humour Anxious, nervous,. Afraid – thoughts racing & unable to switch off – worried about health Unable to enjoy yourself –low in mood, little interest in things Finding it hard to make decisions Constantly worrying – physical symptoms – upset stomach, headache, nail biting etc. Avoiding situations that are troubling you Snapping, agitated with people Eating, drinking more – not exercising or taking part in usual stress relievers #Caring4NHSpeople @sonyawallbank
  17. 17. OPERATING IN A ‘STRESSED’ STATE AMYGDALE (PRIMITIVE BRAIN) TAKES 12 MILLISECONDS TO RECEIVE INFORMATION NO IN-DEPTH INFORMATION - DATA IS SENT – ‘QUICK AND DIRTY’ KNOWN AS THE ‘ALARM SYSTEM ‘FOR THE BODY POWERFUL REACTION AS PRIMES ENTIRE BODY FOR ACTION SUBSEQUENT ACTIONS ARE HOLD TO CONTROL – PRIMITIVE LINKS TO KAHNEMAN (2011) SYSTEM 1 THINKING #Caring4NHSpeople @sonyawallbank
  18. 18. IMPACT OF STRESS SHORT TERM MEMORY LOSS IS THE FIRST CASUALTY FROM AGE- RELATED MEMORY LOSS FOLLOWING A LIFE TIME OF NEGATIVE STRESS OPERATING IN A ‘STRESSED’ MODE MEANS SLOWER FUNCTIONING AND LESS EFFECTIVE AS CORTISOL INTERFERES WITH CHEMICALS THAT CELLS USE TO COMMUNICATE WITH EACH OTHER EVIDENCE SHOWS LINKS WITH LATENESS, ABSENCE, RELATIONSHIPS DIFFICULTIES, LACK OF MOTIVATION, FEELING OVERWHELMED, RELUCTANCE TO ENGAGE, DIFFICULTY DECISION-MAKING, BURNOUT AND COMPASSION FATIGUE
  19. 19. WHY IS THIS IMPORTANT? Whitehall Study • Many jobs come with high demands. It is not demands themselves that are the major cause of illness although high demands are independently associated with ill health. It is the combination of high demand and low control. http://www.workstress.net/sites/default/files/whitehall_11_study.pdf Leadership responses to change • We tend to work longer and harder in times of change – increased impact on negative physical health • team and collegiate relationships under pressure – reduced capacity to support each other – stressful relationships linked to mental decline • Usual protective factors may not be available or helpful to us #Caring4NHSpeople @sonyawallbank
  20. 20. 1. Blue 2. Green 3. Yellow 4. Orange 5. Red
  21. 21. • Withdraw – not talk to anyone • Worry • Get angry with others • Vent • Eat more, drink to excess/smoke • Do risky things • Work harder • Not sleep Harmful • Sit it out • Tell everyone how bad it is • Do nothing • Put off thinking about it • Blame someone else • Watch TV • Complain • Fantasize • Pretend it is all OK Useless • Listen to music • Write about it • Exercise • Be positive about how it might turn out • Walk the dog • Ask for help • Talk to someone • Take a day off • Meditate/spiritual activities • See friends and have a laugh • Be creative Helpful How can the way you cope help?
  22. 22. WHAT WE KNOW REDUCE THE IMPACT OF STRESS Good managerial support – in various guises (primary protective factor) Supervisor support noted as more effective than that of a co-worker Social support (although nature of the job can prevent this being done well as often confidential) Collegiate support Boundaried ways of working together – I know where I begin and you end Perception of doing a good enough job – even in adverse circumstances Identifying what is outside of your control rather than blaming everything on yourself #Caring4NHSpeople @sonyawallbank
  23. 23.  Purpose  Goals  Congruence  Problem Solving  Resourceful  Anticipate & plan  Persistence  Realistic Optimism  Flexibility  Adaptation  Sleep  Hydration  Exercise  Diet  Regulate my emotions  Interpretation Bias  Feelings of competence & control 6 Dimensions of Resilience  Line Manager  Your support network  Manage perceptions @sonyawallbank https:people.nhs.uk
  24. 24. Dr Olivia Donnelly, Consultant Clinical Psychologist, North Bristol NHS Trust #Caring4NHSpeople @Dr_O_Donnelly Enhancingour wellbeing through ‘teaming’
  25. 25. 1. Blue 2. Green 3. Yellow 4. Orange 5. Red
  26. 26. Dr Olivia Donnelly, Consultant Clinical Psychologist, North Bristol NHS Trust #Caring4NHSpeople @Dr_O_Donnelly Enhancingour wellbeing through ‘teaming’
  27. 27. Enhancing our wellbeing through ‘teaming’ Dr Olivia Donnelly, Consultant Clinical Psychologist Head of Staff Wellbeing Psychology @Dr_O_Donnelly
  28. 28. “So I told them the truth: the hours are terrible, the pay is terrible, the conditions are terrible; you’re underappreciated, unsupported, disrespected and frequently physically endangered. But.. there’s no better job in the world.” “So I told them the truth: the hours are terrible, the pay is terrible, the conditions are terrible; you’re underappreciated, unsupported, disrespected and frequently physically endangered. But.. there’s no better job in the world.”
  29. 29. What makes a good day? What’s the most meaningful part of your work? What makes you proud? When your team are at their best what does that look like? When you are at your best what does that look like? What matters to you in your work?
  30. 30. Resilience and wellbeing are processes that arise from connections between us So, we need to foster interpersonal and team wellbeing, not just individual qualities Being in a team isn't enough – the quality of these connections is key (‘team-ing’)
  31. 31. What influences the quality of team-ing?
  32. 32. Psychological safety “a shared belief held by members of a team that the team is safe for interpersonal risk-taking” - Amy Edmonson, 1999
  33. 33. Pilot 1: Start well>End Well • Context: Rapid teaming - coordinating and collaborating in new contexts, with new colleagues • Aim: Healthy culture is embedded in routine core processes – led by the team itself • What: 3 step team procedure
  34. 34. Pilot 1: Start well>End Well Step 1: Check in Step 2: Peer to peer Debrief ‘Pit-stop’ Step 3: Check-out
  35. 35. • Context: Understandable anxiety in the early stages of COVID-19,; the influence of managers on their teams wellbeing “The most important influence on psychological safety is the nearest boss. Signals sent by people in power are critical to employees' ability and willingness to offer their ideas and observations.’’ Amy Edmondson, 2008 Pilot 2: Me+MyTeam
  36. 36. • Context: Understandable anxiety in the early stages of COVID-19, influence of managers on their teams wellbeing • Aim: Build managers’ confidence and skill to have psychologically- informed conversations with their team • What: ‘Supporting the Supporters’ through a coaching-style conversation session Pilot 2: Me+MyTeam
  37. 37. Pilot 3: ACT for Wellbeing; Self care, Team care • Aim: Practical, evidence- based skills to support their own wellbeing, and the culture in their teams • What: 3 sessions, based on contextual behavioural science (Acceptance and Commitment Training - ACT) Team wellbeing and effectiveness
  38. 38. ACT for Wellbeing: Impact on individuals Not ‘Caseness’ 86% ‘Caseness’ 14% Not ‘Caseness’ 32% ‘Caseness’ 68% GHQ - 12 PRE POST *‘Caseness’ ≥ score 3
  39. 39. Appreciation of common humanity Feeling supported; appreciating others Increased sense of connection across the organisation - ‘in it together’ The power of small changes on others ACT for Wellbeing: Impact on teaming
  40. 40. Team wellbeing: Golden threads • Opening up conversations that support peer-to-peer connection and ‘what matters to us’ conversations • Empowering people to develop approaches within context • Putting knowledge into practice based action) • Small changes (big impact?)
  41. 41. 5 key messages: What we’ve been learning.. 1. Resilience is between us, not just within us – so supporting team wellbeing is important 2. We can all help foster a culture of care and compassion – whatever our role 3. Compassionate leadership and role-modelling are key – invest in supporting the supporters 4. Feel ok to experiment and ‘vigorously discover’, together… we are all learning! 5. Weaving wellbeing skills and psychological safety as part of routine processes helps to embed them @Dr_O_Donnelly olivia.donnelly@nbt.nhs.uk
  42. 42. Reflections… #Caring4NHSpeople
  43. 43. Very helpfulNot helpful To what extent has today’s session been useful in your own role supporting staff health and wellbeing during and after Covid-19? POLL If you are on YouTube or the poll doesn’t work for you on Zoom, write your number in the chatbox

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