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

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. 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. 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. 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. 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. 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. • 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. 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. An update on the
National Wellbeing Offer
#Caring4NHSpeople @AHamiedNHS
Abdul Hamied
Transformation Lead
(Culture) & COVID19 Health
Wellbeing
People Directorate
NHS England and

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. 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. 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. Professor
Em Wilkinson-Brice,
NHS Deputy Chief People
Officer
NHS England and
Improvement#Caring4NHSpeople @BriceEm
Supporting your own and
your teams wellbeing

15. #Caring4NHSpeople @sonyawallbank
Resilience and Recovery
Dr Sonya Wallbank
Health and Wellbeing Clinical Lead,
People Directorate
NHS England & NHS Improvement

16. • 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

17. 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

18. 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

19. 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

20. 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

22. 1. Blue 2. Green 3. Yellow 4. Orange 5. Red

23. • 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?

24. 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

25.  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

26. Dr Olivia Donnelly,
Consultant Clinical Psychologist,
North Bristol NHS Trust
#Caring4NHSpeople @Dr_O_Donnelly
Enhancingour wellbeing
through ‘teaming’

27. 1. Blue 2. Green 3. Yellow 4. Orange 5. Red

28. Dr Olivia Donnelly,
Consultant Clinical Psychologist,
North Bristol NHS Trust
#Caring4NHSpeople @Dr_O_Donnelly
Enhancingour wellbeing
through ‘teaming’

29. Enhancing our wellbeing
through ‘teaming’
Dr Olivia Donnelly, Consultant Clinical Psychologist
Head of Staff Wellbeing Psychology
@Dr_O_Donnelly

30. “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.”

31. 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?

32. 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’)

33. What influences the quality of
team-ing?

34. Psychological safety
“a shared belief held by members of a team that
the team is safe for interpersonal risk-taking” - Amy
Edmonson, 1999

36. 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

37. Pilot 1: Start well>End Well
Step 1: Check in
Step 2: Peer to peer
Debrief ‘Pit-stop’
Step 3: Check-out

38. • 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

39. • 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

40. 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

41. ACT for Wellbeing: Impact on individuals
Not
‘Caseness’
86%
‘Caseness’
14%
Not
‘Caseness’
32%
‘Caseness’
68%
GHQ - 12
PRE POST
*‘Caseness’ ≥ score 3

42. 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

43. 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?)

44. 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

45. Reflections…
#Caring4NHSpeople

47. 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?
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