Life after Lock down – psychological strategies for managers
Life after lock down – psychological strategies for managers. Emerald Consulting.
Life goes on in spite of the Coronavirus Pandemic – where #’stay home’ has become the new normal. This world-imposed level of isolation and social distancing seemed surreal and nay on impossible to comprehend for the majority of people.
Fear, confusion and anxiety have entered the fray with many people’s first reaction being disbelief especially as it all seemed several persons removed and somewhere over there initially. With daily mortality figures rising exponentially- the gradual realisation was morbid and grim as we endeavour to stay as safe as we can.
With the details of the new so-called ‘3 stage government plan’ emerging it looks as though we can at least begin to consider a return to normality in the not too distant future. But we now realise that the hidden killer Covid 19 will remain with us for some time after restrictions are lifted and we will all have to continue to take measures to keep this insidious and lethal invasion in abeyance.
In the absence of what the ‘new normal’ will look like accompanied by the dawning reality of continuing to face this dreaded adversity for an unknown period of time – this article explores the psychological impact this pandemic is having upon everyday people and their wellbeing particularly as they are re-establishing life beyond lockdown. Furthermore, it considers how managers of businesses might help their workforce return to work in a healthy and supportive manner.
People don’t like uncertainty
It is a known and undisputed fact that, as a species, we are creatures of habit and prefer certainty rather than a prolonged state of not knowing – this is largely adaptive and required for survival. The recovery of global health in the face of this coronavirus attack, however, leaves the whole of mankind unsure of any certain future and this inevitably generates a strong threat or alert response in the limbic system (the most ancient part) in the human brain. This is likely to deplete our resources somewhat as we are compelled – for survival – to navigate our way around our environment taking all the necessary steps to minimise the risk of infection.
Antidote: Create as much certainty as you can muster in the workplace. For those with managerial responsibilities, keep people informed and be transparent about their immediate future and company priorities aligned to the issues the company is grappling with in the aftermath (e.g. financial, supply chain, staff reduction) to lessen anxiety about even more uncertainty. Allow people to voice their concerns and be as honest as possible without alerting more concern. Make sure that behavioural management of risk reduction is established so that it becomes habitual rather than ‘special’ measures.
Humans are facing individual and collective mortality more than ever before
With this particular strain of coronavirus, the potential of being stricken by the disease either in ourselves and/or close relatives and friends woefully hangs over us all. It is all pervasive and the figures across the world have yet to instil hope. In human behaviour – there will inevitably be an increase in the degree of symptom monitoring (as we have been advised to do so) and, for some, neurotic types worrying will escalate. These are after all matters of life and death.
Antidote: Encourage people to ‘bracket off ‘ the necessity to regularly monitor their health from other aspects of their lives. Support them with a mental shift away from becoming preoccupied with the constant reminders (of checking temperature and other symptoms) which might dominate their thoughts – more akin to the need to check for lumps and bumps in intimate parts of their bodies (i.e. it’s just a necessary precaution). Run wellbeing sessions to manage stress and develop healthy immunity education resources.
People are experiencing/will experience loss and death of close friends, colleagues and relatives.
With the grim toll of the deaths due to Covid 19 it will be inevitable that someone will know someone who sadly lost their life. Grief is all around and we are all facing the worst loss of life due to an unseen killer in known history. The fact is – grief has become a collective experience as we mourn those we love, those we admired and those who we consider heroes on the front line. The everyday stories touch all our lives and grief and loss may underscore our memories when this is all over.
Antidote: In the workplace promote acceptance that grief and loss related experiences are pervasive. Remind people that it is a normal human process which they will get through in time and create a culture to enable people to talk about death and dying as – for now at least – part of our everyday reality. Accentuate hope for those of us who survived and honour those staff members lost with lasting tributes of their lives such as a roll of honour or celebration of remembrance. Offer formal bereavement support for those worst affected by the losses.
Managing the wellbeing of staff in the aftermath of returning to work in a destabilised local and world economy
Many employees returning to work after the lockdown has been lifted will face a range of unravelling new ways of working alongside accompanying anxiety and stress. It will take time and effort to return to business as usual. It is likely that new strategies will be developed and previously effective business models adjusted. New responsibilities might be required and workforce distribution and roles and practices negotiated. Proactive change management at this stage is crucial to stabilise employee experiences.
Antidote: Seize the opportunity to review your business. What are your new priorities and setbacks due to Covid 19? How will you realign your business trajectory to its earlier projections? Your main asset is your workforce – appraise them of the problems the organisation faces in a culture of transparency and candour- invite them to take ownership of the challenges and to collaboratively generate novel ideas and solutions. Work with partners across the local community and further afield – they will also be seeking solutions (globally and locally).
People are social animals and the need to socially isolate and work within the 2-metre rule impacts on this basic requirement of what it is to be human
Generally speaking, human beings require closeness and intimacy with other humans. It has hitherto been an essential, adaptive aspect of survival of the species. However, conversely, social isolation has become a new necessity for survival of the species – and it will have a lot to answer for. People have become isolated from others not immediately living under the same roof. Children have become detached from their grandparents and some romantic relationships have had to go on hold. Tensions have arisen in some households where due to a mixture of anxiety, stress, fear, bereavement and boredom interpersonal relationships have become strained. Family holidays are notoriously times of great strain – and, although novel, this family gathering will not have felt like much of a holiday to many people.
Antidote: Employers need to take these background issues into account when their workforce returns to work. Some people will return with a deep sense of relief -as work provides them with structure, purpose and fulfilment. Others will continue to worry about social distancing and not spreading/catching the virus. It is an imperative that they are informed on return as to the continued measures being implemented for safety. It is also an opportunity for work to replace social lives albeit on a temporary basis. Consider enhancing the social aspect of work where staff come together in ways they might not have before (of course, this could remain on a virtual basis) – offer quiz breaks or talent breaks or daily/weekly appreciation/recognitions for staff who have gone the extra mile for the business as part of the working day. Reward staff for social cohesion – which is necessary to take the business forward.
I wish you well in your endeavours. Amanda Hall CPsychol; AFBPsS Consultant Psychologist and Director of Emerald Consulting – Bespoke Psychological Services
Emerald Consulting – Bespoke Psychological Services Introduction Emerald Consulting offers high end support to professionals experiencing life or work-related challenges and mental health issues. Our bespoke approach aims to provide a top-level service to upper layer professionals who often neglect their own needs whilst focusing on the wellbeing and performance of their workforce.
Amanda Hall (Director)is a Consultant Chartered Psychologist and Associate Fellow with the British Psychological Society (BPS) and Registered Practitioner Psychologist with the Health and Care Professions Council (HCPC). She has amassed over twenty-five years of experience in the Mental Health and Psychiatric field at a Clinical, Management and Executive Director level, both in the NHS and latterly in the private health care sector – working with people with a wide range of problems and diagnosed mental disorders.
What we offer Amanda specialises in providing top level coaching and psychological assessments and support to consultants and managers, board and executive level personnel across all settings to include: ● healthcare consultants ● business consultants ● media and sports personalities ● leaders of industry ● high-level public profile clients
In addition, Amanda offers whole system psychological solutions to workforce or workplace matters based on her own experience as a manager and Executive Director in the Welsh NHS.
This might include: ● conflict resolution ● trauma and critical incident debriefing ● critical incident analysis ● chairing grievance or disciplinary panels ● investigative officer for workforce incidents ● psychological assessments and reports ● bereavement support ● executive coaching ● mental wellness ● motivational enhancement ● stress management ● psychological approaches training (e.g. behavioural principles on how to get the best from you workforce/board business) ● workforce relations ● workforce behaviour change ● service redesign and improvements utilising lean technology ● medico-legal cases ● board cohesion ● company principles and values
Emerald can offer individualised support packages with a mutually agreed fee schedule and is registered with the major healthcare insurance companies. Please feel free to contact for any assistance with the issues discussed.