Staying Positive and Resilient in the New Year

A year ago today, I was on a girls trip to Barbados. It was a bit more expensive travelling at that time, but it seemed worth it to see in the beginning of a new decade with other successful, independent, entrepreneurial women.  I brought a success planning journal, a book about how to be a bad-a–, and downloaded podcasts.  I/we were going to take on 2020 with gusto, both personally and professionally!

I’m sure many of you felt this way… and then we were all hit by the collective tidal wave called COVID-19.

The posts and memes and sentiments, including mine, about how awful this year was, and we can’t wait to kick it to the curb, are rampant.  There is no way to minimize the toll it has taken on so many individuals, businesses and families.  While vaccines are being approved in record time, it will be months, many months, before the majority of us are immunized. Meantime, we are breaking records we don’t want to be breaking, and being asked to stay home and not do anything for another month, which may be extended based on the numbers.  Not to be a bummer, but let’s remember that this pandemic is not going to magically disappear on January 1, 2021.  It’s important to manage our expectations.

There does seem to be a renewed sense of optimism leading into the new year. It will be important to hold onto that as we enter the next quarter.  There will be highs amongst the lows – some we have to find, some we have to create.  That’s exactly what my most resilient friends and clients are doing.

Before we kick 2020 to the curb, have you taken the time to reflect on what you learned or gained from it?  Have you asked your staff (and your friends, family members, clients…) the same question?   It may be well into 2021 before we have fully processed that, but here are some of the insights I have heard from others or just observed:

– More gratitude – for health, good fortune, kindness, family and friends, people in your life you can count on, selfless volunteers and front line workers!

– Greater empathy – for those less fortunate socioeconomically, as well as marginalized individuals and communities impacted by institutionalized racism or bigotry.  2020 was a gigantic and long-overdue wake-up call.  It is encouraging to see more and more new voices in business, media and other sectors, particularly black, indigenous and LGBTQ+ members of our society, their issues staying on the table and greater equality being addressed.

– Greater appreciation for our communities and environment.  While we can’t gather, or go to restaurants or shows or sporting events, this year has really shone a light on our reliance on our local businesses which are such an important part of our communities, and the ability to go to a park or a trail or out on the water to get some fresh air and exercise and grounding in nature, unspoiled by pollution or commercialism. 

– New hobbies, or the self-permission to do nothing.  I will admit to getting on the sourdough train earlier this year, and really enjoying it!  Zoom cook-along classes got me through much of the early part of the pandemic in a creative, social and healthy way.  Realizing as well that I had perhaps an unhealthy need to stay productive, I also allowed myself permission to watch a lot of TV, and ignore things on my to-do list (!).  Whether you spent this year honing new skills or binging on Netflix, that was the right thing for you to do. 

– Improved employer-employee relationships.  This may not be universal, but in my observation, the pandemic forced many leaders and managers to communicate better, cut their staff more slack, listen to them, support them, leverage technology, and trust their staff to be productive at home. Those who did so have been repaid by greater loyalty and productivity.  I hope this is another trend that sticks.

I was able to stay pretty positive and resilient most of this year.  I am proud of the work I’ve done with clients and on my volunteer board.  I’ve been able to stay reasonably fit and sane, mainly thanks to cooking and my dog. 

Then I shattered my wrist in a cycling accident in November, requiring surgery.  My left wrist and hand are still out of commission.  While I still have the occasional rough day, I was and remain grateful that it was not my dominant wrist, or my head or my legs.  I am grateful for the kindness of strangers who were there when I crashed, the paramedics and all of the hospital staff in emergency, and when I came back for surgery. I probably interacted with about 40 healthcare workers who are there for us every day, now putting themselves at risk.

I am grateful to those who have helped me with chores and errands and the occasional meal over these last couple of months. For someone independent, not wanting to bother people, this was quite an adjustment. But it’s been so nice having people around me I can rely on, from people I’ve known for years, to newer friends, to strangers.  I’ve needed and supported local shops and restaurants.  I would be lost without Zoom and the voice to text feature in my phone and computer.  Still, the highlight of most days is the joy in the face and tail of my dog when we are going for a w-a-l-k.  Her giddiness in the snow makes me laugh out loud!  

This year has been a marathon not a sprint.  I recently asked some friends on a holiday email chain, some of whom are distance runners, what mindset tools they learned from running they apply to getting through life’s peaks and valleys, especially when it seems like the current valley won’t end.  My good friend, Murina, who is probably the most positive and resilient person I know, no matter what comes her way, said:

“…it takes a lot of grit to go the distance.  Though the year ahead will continue to have its ups and downs and the road may seem long, just keep digging down deep to move one step past the other. I think just remembering that even small steps matter, [keep] moving forward.” 

That seems like great advice.  Dig deep when you can, take the small steps when that’s all you can do, just keep moving forward, even a little bit.  It’s not always going to be easy, but when the road has been long and hard, the payoff for getting through to the other side is that much greater.  There will be sunshine again… It’s already there, waiting above the clouds.

Wishing everyone a happy, healthy, prosperous and inspiring 2021!

Leadership During COVID-19: Managing Stress and Mental Health

Businesses who have found a way to adapt to the change in circumstances, and have staff working remotely, or on-site with appropriate health and safety measures, face a new set of challenges.  These may include things like how to lead from a distance, and how to help staff who may be struggling with new work arrangements, reduced pay, stresses at home etc. 

It is tough on everyone to have so many restrictions suddenly imposed, and our typical ways of living and working, socializing and networking, drastically changed.  There wasn’t much time to prepare, causing stress for both leaders and employees.

In a recent webinar on Building Resilience offered by Rotman School of Management, Julie McCarthy, Professor in Organizational Behaviour at U of T, reported that pre-Covid 19 research indicated that everyday stress at work was 58%, and would now definitely be higher due to the sense of ongoing uncertainty and lack of control. 

The overall message from the webinar was control what you can, to the degree you can.  Areas covered included time, energy, autonomy, and interruptions.  Here were some examples:

  • Keep up healthy habits – e.g., sleep, nutrition, exercise routines.  
  • Interpersonal connections – e.g., chat times, help family and neighbours, discuss shared experience. 
  • Care and concern for self and others builds energy, immunity and speeds recovery.
  • Engage in activities you enjoy.  Clear your mind.  Relax.  Minimize news.  Mentally detach every day. 

Some cautions:

  • Be aware of “emotional contagion”.  Happy or negative messages or energy can spread quickly.  As a leader, set the tone at the start of the meeting.  Stay calm and positive to minimize your and others’ stress.  Let others voice their concerns and challenges, one to one or in a group setting.  Be empathetic, but try to stem any continued focus on the negative. That becomes rumination which can be detrimental.  Some may benefit from speaking to a professional counsellor for additional support.* 
  • Videoconferencing has emerged as a popular mode of communication for team calls.  A challenge here is additional pressure to manage expressions and emotions.  Be careful not to overburden people with too many videoconferences.  Mix in phone calls etc.

Co-presenter, Professor John Trougakos, gave shared research and suggestions on controlling time to reduce anxiety, increase productivity and feel more motivated to work when faced with different circumstances, distractions, feelings etc.:

  • Focus on autonomy.  Make choices, plan for the day/week.  Create boundaries around space (e.g. tape, signs on door, baby gate!) and optimal times and ways to work. 
  • Do your best, and be patient with it not being perfect. 
  • Try to minimize interruptions.  Consider “re-start cost” – it takes 15-20 mins to get back to where you were when concentrating. 
  • Do one task at a time.  Most are not good at multi-tasking, and don’t get better with practice… 
  • Schedule and take breaks when needed – micro (get up and stretch) to longer breaks. The average amount of high productivity is 90 minutes.  Then a 15-20 minute break is ideal.  Top performers work in 52-minute bursts, then break for 17 minutes, on average. 
  • Do high value tasks at your peak time, which is morning for most.  Take a lunch break. Do more routine tasks after lunch. 
  • Leaders should create a supportive culture for breaks and recovery.  Think of the Raptors “load management” strategy for peak effectiveness when needed. 
  • Manage expectations, celebrate wins and successes a team.  Share creative ideas. 

These are excellent coping strategies for leaders and employees to get through this period of disruption and uncertainty. 

It is essential for leaders to recognize that most of their staff, admittedly or not, are having moments of fear and uncertainty, and dealing with new personal and professional demands during this time, some more than others. It may be valuable as well for leaders to be transparent about their own concerns, but empathy and support for staff, on both a broad and one to one scale, are characteristics needed now more than ever.  That should, in turn, be rewarded by higher degrees of trust and productivity. 

The good news is we are all going through this together, and can learn from each other and grow our businesses and individually in new and unexpected directions.  Hope you’re keeping well and finding some silver linings in the clouds.

* Regarding counselling services, if your company does not offer an Employee Assistance Program, the Ontario Government recently announced an increased investment in mental health services.  Here is a link to some of the services available for individuals to access: http://news.ontario.ca/opo/en/2020/04/ontario-increasing-mental-health-support-during-covid-19.html?utm_source=digest&utm_medium=email&utm_campaign=p