2021 - Building our Resiliency Stamina

Is 2021 just 2020 in disguise?

Despite the heaviness of 2020, it did feel like we had a chink of light with news of vaccines and falling numbers…But with the surge in infection cases seen in many countries and the delays in supply of the various vaccines – it certainly feels like the home stretch will be long and perhaps take a greater toll on our lives than we expected it to.

January is always a long month as we leave the holiday season behind us, feeling deflated at how much we have eaten ( or maybe that’s just me ), how long it is to the next pay day and we have probably long forgotten whatever resolutions we set on New Years Eve

January 2021 seems to be filled with something different though - Pandemic fatigue - The relentless sameness where for many, work blurs with home life approaches its first year anniversary. 2020 was beyond heavy. Now it feels like the whole world is tired. Even though the vaccine shines a light at the end of the tunnel, it doesn’t seem to have lifted the covid fog.

As a manager, the first wave and even the second, felt like we had the strength to overcome, bounce back and recover in the face of the many challenges.  The knee jerk responses to crisis saw us all pulling together. 

But it has been over one year since we first heard the words Covid-19 and the conditions that breed anxiety are very much present: Working in isolation, living disconnected from family & friends, health concerns, and heavy workloads.

As people managers, we need to be serious about mental wellbeing and intervene sooner rather than later. This means that our teams need more warmth and comfort than they might have prior to the pandemic. This doesn’t come from talking about business plans – it takes listening and daring to stay in the hardest moments –daring to talk about doubt— instead of skipping ahead to the next item on the agenda. It is sometimes the most uncomfortable but often the most supportive thing any manager can do.

It is also vital that we move the traditional conversation around output and deliverables to something more substantive. Don’t talk only about getting things done. Recognise your team – talk of who they are, their specific contributions and human qualities. To be seen is a powerful thing – not just for what you do but who you are.

Yes, the current moment calls for compassion towards others and indeed ourselves, but it also calls for a little more edge and collective defiance against the bloody injustice of the Covid. The question now is “How can we find the mental strength to lead through the fog and over the final hurdles?” – This time round we are having to delve deep into our stamina reserves.  

So how can we energise? We don’t quite know how long it will take to jump that last hurdle and we cannot rely on the urgency of the crisis any longer. Science tells us resilience is a muscle we can build — and when we do, we can not only bounce back, but emerge stronger. This time around, we need to bounce forward. 

How do we build resiliency in our teams?

Resilient teams share many common traits – They feel safe to be themselves, to express themselves and to make mistakes. They feel more comfortable in having alternative points of view, talk about feelings, express emotions, and have fewer “undiscussables”. They reframe challenges – they look for positives or lessons to be better.

They believe they can effectively complete tasks together. Beyond each individual having confidence in their ability to be successful, the team collectively believe that they can overcome obstacles together.

They improvise. Teams must be able to improvise and develop new ways of handling adversity. Resilient teams are familiar with one another’s strengths and abilities and they can leverage the right expertise at just the right time.

Resilient Leadership

This period has made certain vulnerabilities evident but has also illuminated strengths and capabilities that should be recognised and celebrated at every opportunity. Share successes regularly.  

During ongoing times of challenge, it’s essential for leaders to highlight all of the obstacles the team has overcome, the successes they achieved and the capabilities they’ve displayed. Share stakeholder feedback.

Recharge

For me, however, the key to resilience is recharging. And not just physical recharging — our brains need a rest as much as our bodies do. Start by strategically stopping. Give your team the resources to be tough by creating mental and physical recovery periods. Resilient teams are comfortable declaring the end of the working day, even if they haven’t completed their to-do lists.

Resilient leaders know to take care of themselves too! Taking care of yourself is not selfish; it’s the most selfless thing we can do. Exercise more, meditate, eat well and get plenty of sleep.

But ultimately how you do it matters less. That you do it matters immensely. So - share your own stories with your team and normalise taking breaks.

While experiencing stress and anxiety is inevitable, how we respond is both within our control and critical to unlocking better mental health. Yes 2021 may well feel a carbon copy of 2020, but it is within us as to how we choose to respond to the ongoing crisis.

And I choose to bounce forward!

“Anyone can lead when the plan is working. The best lead when the plan falls apart”

R. Sharma