This article has been originally published at Humentum.
What word or phrase would you use to characterize the past year? How do you sum up a season seen as a global pandemic, travel restrictions, seismic shifts in the global economy and our own working lives, acute political tensions, violence, and renewed calls for racial justice?
When we ask our clients these questions, we hear words like change, upheaval, hard, painful, scary, and growth. And we hear a common thread—uncertainty. It has been a season of extraordinary instability and uncertainty for all of us—one filled with extra pressure, stress, and anxiety.
During seasons like this, it is tempting to put self-care on hold and to think that staff care can wait until things feel less overwhelming and uncertain. But it is precisely when things feel uncertain and overwhelming that it is most important to think about what we’re doing to manage our own stress and build resilience. If we are a leader or a manager, this is also when we should be prioritizing staff care.
But how? And where can we even start?
During OpEx365 2020, we had the opportunity to reflect on principles of staff care that can guide us in times of uncertainty. These principles provide a simple framework that invites us to think differently about the tools we have at our disposal to provide care and support for staff right when they need it the most.
The Essential Principles of Staff Care were developed in 2017 by KonTerra, InsideNGO (the precursor to Humentum), and DisasterReady.org to guide NGOs across the employee lifecycle. While designed for “regular” times, these principles still provide a helpful framework during a season of massive upheaval. The principles are outlined in this infographic, and below, we share some examples of how organizations have responded as per these principles to support staff since the COVID-19 pandemic started.
Here are some examples of how we have seen organizations and leaders act in accordance with these principles to support staff since the COVID-19 pandemic started.
1. Leaders have talked about the importance of psychological health and shared their own experiences
Leaders in numerous organizations have set good examples, created a culture of greater openness and support, and helped destigmatize mental health challenges by speaking to their staff about the importance of psychological health and sharing some of their own experiences.
2. Leaders have communicated with staff regularly—with specificity, understanding, and appreciation
We were all hungry for information during 2020, and that is not surprising. In times of uncertainty, the lack of information and a narrative is often perceived as threatening. As such, organizations and leaders can help reduce that sense of threat by frequently communicating with specificity and compassion. In multiple organizations, we have observed executive leadership teams and managers communicating regularly with staff to:
- Acknowledge that everyone is facing extra pressures, demands, and responsibilities.
- Express their support and appreciation for staff efforts.
- Clarify priorities and work-related expectations and allay a sense of work-related pressure and insecurity wherever possible.