disconnection from others – Grow Mindfulness

Self-Care for Community Care

Shelly Tygielski – activist, author and mindfulness teacher – was recently interviewed by Fleet Maull as co-host of the Self-Care Summit. Shelly’s lifetime focus is on self-care with an emphasis on transforming self-care into care for the community. She is a living example of her beliefs and has worked with trauma sufferers including refugees from Ukraine and provided trauma-informed counselling and healing to victims of the Buffalo supermarket shootings.

Shelly is accredited as a Mindfulness-Based Stress Reduction (MBSR) facilitator. The creator of this intervention process, Jon Kabat-Zinn, describes her as “the real deal” – she genuinely and uniquely practices what she preaches. Her commitment to community action is also reflected in her creation of the Pandemic of Love – a global, mutual aid community that connects people in need with people who can provide help and resources. It has grown from one person, Shelly, posting a simple matching process online to more than 3,000 volunteers. Shelly was inspired by the fear and traumatising needs arising from the pandemic, such as the fear of one’s young family running out of food.

Shelly provides a range of resources to assist people with self-care, including a weekly guided meditation that is conducted with thousands of people. Her podcasts and webinars also provide insight into her philosophy and approach and the inspiration to engage in self-care for community care. Shelly’s experiences, insights and practices are also capture in her online course, The Power of Showing Up: Learn how to best support yourself and others.

Shelly acknowledges that she herself suffers from intergenerational trauma which involved, in part, the way women were treated in her own family line. She readily shares that she herself has had to deal with a lot of issues but has found that this makes her more empathetic to others and helps to build rapport and authenticity with the people she is attempting to help in whatever context she is working in.

Principles and practices

Underpinning Shelly’s approach and dedicated community service is a set of principles and practices that she shares generously with others in her writings, workshops and speaking engagements. In the limited space provided in this post, I can only hope to scratch the surface of what she provides elsewhere as a source of inspiration for others:

Self-care is self-preservation: self-care is not self-indulgent. We all need to care for ourselves so that we can manage the ups and downs of the waves of life, including the “dumpers” that leave us floundering. Without self-care, we can “go under” – drowned in the misfortunes, setbacks and failures we experience in everyday life. Carers and people in the helping professions tend to ignore self-care at the expense of their own physical and mental health – they identify with their role of care giver, not care taker. They see self-care as self-indulgence and in their view can ill afford the time to attend to their own needs.
Self-care is community dependent: we cannot survive without the support of others. One of the main causes of depression and addiction is disconnection from others – being isolated from the “helping hand”, the thoughtful word and the kind action. GROW, a peer-led mental health program, reminds us that “You alone can do it, but you can’t do it alone”. We need the support of others – we may be “down” and de-motivated when they are “up” and providing energy and inspiration by their example, enthusiasm, commitment or encouragement. Shelly recommends having a personal self-care plan that we share with a “community of care” that can keep us accountable for our planned actions. She suggests that this is the way to achieve “sustainable self-care”.
Self-care is for community care: we are all interconnected and interdependent. The pandemic has highlighted our dependence on doctors and nurses, transport workers, farmers and farm workers, shop assistants and anyone who provides products and services. It deepened our sense of the pain and grief of others who experienced illness and/or loss of friends and family. Shelly’s Pandemic of Love provides a constructive way to help those in pandemic-driven need. She leads by example and asserts that self-care in isolation does not recognise our connection to others in all walks of life. Shelly argues that self-care for the community is what is ultimately important. She maintains that if we are depleted, cynical or depressed we cannot show up for others in need. Self-care re-energises and re-builds us to provide the help and support that members of our community need. This lesson was particularly brought home to Shelly after leaving behind the devastation of the lives of refugees from Ukraine whom she had been helping – besides experiencing emotional and physical exhaustion, she felt shame and guilt on returning home to peace, access to the healing power of nature and support of family and friends. She found that her self-care, micro-practices helped her to restore her perspective and energy.

Reflection

Kelly’s message is not only to engage in self-care but to transform this into community care through caring for others within our capacity and in accord with our knowledge and skills – the theme of her course, The Power of Showing Up. She acknowledges that many of us are “time-poor” and often feel guilty for taking time for ourselves, particularly if we are in a carer role. With this in mind, she highly recommends micro-practices which she utilizes extensively herself. Shelly shares her insights and practices in her podcasts and her recent book, Sit Down to Rise Up: How Radical Self-Care Can Change the World.

Shelly contends that we have a moral obligation to show up for others in need. We can create “ripples of influence” by joining with others to create social movements. The recent example of the success of TEAL candidates during the Australian Federal election shows how community activism around a shared set of values can cross the divide of location, socio-economic status and prior conditioning. TEAL is a loose connection of independent political candidates (not bound to any political party) who share a commitment to the common values of climate change, political accountability and gender equity. This solidarity led to unseating previously-elected members of the ruling political party who failed to demonstrate true commitment to these values, and, in some instances, had actively worked against them.

My takeaway from listening to Shelly and observing her vast array of actions and activism is my need to join or develop a community of care. To this end, I have purchased her course, The Power of Showing Up, so that I can engage more actively in community care. I also need to maintain my self-care activities in the form of Tai Chi, mindfulness activities, micro-practices and the reflective writing of this blog. As we grow in mindfulness through these kinds of activities, we can gain the necessary self-awareness, emotional regulation, self-care and courage to show up in the world and use our gifts to support others in their daily lives.

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Image by Angela Huang from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group, and the resources to support the blog.

Managing Remotely: Challenges and Opportunities

Managing remotely brings many challenges and these are compounded in the current uncertain times associated with the relentless march of the Coronavirus. Managers like their staff can be ill-prepared for the sudden change in their work location and circumstances. Managers who are used to seeing their staff daily and being able to observe what they are working on, lose that “line of sight” and can become anxious about their perceived loss of control. Workers themselves can experience a sense of social isolation and can lack access to timely information and adequate technology. These difficulties can be aggravated by distractions, particularly where there are young children at home and other children who need to maintain a school study program while being unable to attend school. Managing remotely demands increased flexibility and adaptability on the part of managers, the willingness to “cut their staff some slack” and the emotional agility to manage themselves in times of crisis.

While the challenges of remote management are personally demanding for managers, particularly in times of uncertainty, there are also opportunities inherent in the remote circumstances. These include the opportunity to develop stronger relationships with individual staff, to build effective teamwork and to promote creativity and capacity development.

The challenges of managing remotely

Staff working from home and/or in remote locations can lose their sense of belonging very quickly and become withdrawn and disengaged. Managers on our Confident People Management (CPM) Program report that some of the other challenges that arise are:

Things can get out of hand quickly
Staff can become demotivated because they often do not know “what is going on” (compounded by the absence of the informal, “drink fountain” conversations that often entail sharing, “Did you know that…?”)
Misunderstandings and conflict can arise because of the lack of information and/or communication
Staff can feel a lack of support because the normal supports (presence of mentors, technical experts and resources) are not readily accessible
The working space and/or technology of staff working from home may not be ideal
The potential for negative cohesion and “groupthink” to arise in the absence of the physical presence of the manager
Staff can experience feeling isolated and this sense of disconnection from others can compound, or be the catalyst for, mental health issues such as loneliness and depression
Managing poor performance can be more difficult because of the loss of “line of sight”, the lack of face-to-face interaction and the extra demands of communicating and problem solving on a more regular or routinised basis.

People ideally suited to working remotely are those who are self-reliant, strong communicators, self-directed, resilient, trustworthy and outcomes/results focused. Unfortunately, in these times of enforced working from home arrangements, managers do not get the opportunity to decide who is personally suited to working from home and whose work is adaptable to a working from home environment. This situation of lack of control over a critical aspect of decision making can be particularly challenging for a manager and also make performance management even more difficult because some people will not be suited to these quickly implemented, new working arrangements. The current need for social isolation and social distancing for both managers and staff can place an added burden on the manager and can make it difficult for them to maintain a positive mindset when faced with the added challenges of complexity, uncertainty and anxiety (their own and that of their staff).

The opportunities of managing remotely

Managers on our current CPM Program report that the remote management situation has surprisingly improved their communication with individual staff when they use video as apart of remote communications technology (such as Zoom© or Microsoft Teams©). Both managers and staff are finding it easier to share openly and with some degree of vulnerability in this new context. They put these relationship improvements down to the lack of workplace distractions, the absence of an open office environment where privacy is sacrificed in the misguided pursuit of efficiency and a mutual sense of vulnerability (occasioned by the Coronavirus).

With the right strategies for managing remotely, managers can create opportunities for staff to develop new skills, build resilience, improve teamwork and collaboration and gain more enjoyment and motivation in their work. As the oft-quoted English-language proverb goes, Necessity is the mother of invention – the need to do something imperative about something that is significant to working effectively, generates creativity and innovation. Both managers and staff are forced to find new ways of working and communicating to maintain their own sense of agency and to achieve the desired team outcomes.

Reflection

There is a tendency to see only the challenges inherent in remote management because of our natural negative bias when we feel threatened or forced to go outside our comfort zone. However, there are very real opportunities involved in managing remotely, not the least of these being the catalyst to involve managers in accelerated self-development. As managers grow in mindfulness through meditation, mindfulness practices and reflection they can build their personal resilience, enhance their capacity to make “adaptive change” in their behaviour and more readily access their creativity and innovation. With every challenge there is an opportunity for personal growth if the manager has worked at creating fertile ground, through mindfulness, for their own flourishing.

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Image by Anrita1705 from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.

Managing Yourself in Times of Crisis

Susan David was recently interviewed as part the Ted Connects© series of talks. Susan spoke on the topic, How to be Your Best Self in Times of Crisis. She maintained that “life’s beauty is inseparable from it’s fragility” and provided a number of ways to manage yourself in times of crisis. She emphasised the importance of facing our difficult emotions, naming our feelings, being curious about what our emotions are telling us, developing our sense of agency and finding ways to help other people. Susan stressed that underpinning her approach is the concept of “emotional agility” – the core of which involves “radical acceptance” of our emotions and self-compassion.

The fragility of life

Susan reminds us that the Coronavirus highlights the fragility of life. This fragility, however, is part of our everyday life experience. We love someone then lose them, we enjoy good health then experience illness, we savour time with our children only to watch them grow up and leave home. The problem for us is that our social narrative, the stories we tell ourselves as a society, is so focused on the importance of always achieving, being fit and happy and appearing to be always in control. There is an inherent denial of the reality of death and the fragility of life – we have to appear to be strong and deny our difficult emotions.

Facing our difficult emotions

Susan stressed the importance of overcoming our habituated way of responding to difficult emotions. We typically deny them, turn away from them and, yet, end up stuck in them or “marinating in it” as Rick Hanson, in his Being Well Podcast, describes the resultant state of self-absorption. Susan maintains the critical importance of facing our emotions and owning them, not letting them own us. This involves naming our feelings not in a broad way such as “I’m feeling stressed” but in what she calls a “granular” way or fine-grained identification of exactly what we are feeling, e.g. disappointment, resentment, anger, fear or anxiety. It is only by truly facing and naming our difficult feelings that we can tame them, stop them from owning us. Susan points out that this self-regulation is a key facet of mindfulness.

Being curious about our difficult emotions

This is a form of self-observation and self-exploration. It’s being curious about what our difficult emotions are telling us about ourselves and what we value. Strong emotions are indicators of what is important to us but, at the time, perceived as lacking in our personal situation. Loneliness, for example, is experienced as disconnection from others and tells us how much we value relationships and connection. Social distancing and social isolation, as a result of the Coronavirus, have compounded our feelings of loneliness. So, it’s important to move towards ways of re-connecting, if not face-to face, by phone and online communication.

Developing our sense of agency

Susan argues that in these times when everything seems out of control, it is important to develop “pockets of control” to enable us to develop our sense of agency – our capacity to control some aspect of our life and our immediate environment. These arenas of control can be minute things like deciding what three things you want to do today, developing a menu plan for the week, setting up a daily routine (especially when you are working at home with children present) or changing the way you normally do things to adapt to changing circumstances. It may be that you decide to master the skill of online communication – developing new capacities as well as gaining control. Some people look to regain control and appreciation over their own yard or garden. My wife and I have recently bought a coffee-making machine so that we can better control our expenditure on coffee, increase our control over how our cappuccinos or Piccolos are made and limit our time and social exposure by avoiding having to go out and queue up for a take-way coffee.

Sense of agency can extend to appreciating what we have and savouring it. The Coronavirus attacks our respiratory system, quite literally taking our breath away. We can begin to really value our breathing through various forms of meditation which can ground us in our body in these times of uncertainty and anxiety. As we learn to control our breathing through meditation, we can develop ways to calm ourselves in times of crisis and stress. Our calmness is reflected in our breathing, as is our agitation.

Helping others in need

Besides showing compassion towards ourselves (in owning and accepting our emotions and what they tell us about ourselves), it is important to move beyond self-absorption to thinking of others and undertaking compassionate action towards them. This may mean a simple phone call to an elderly relative who is in lock-down in a retirement village or contacting someone you have not spoken to for a while. Everyday we hear about people showing random acts of kindness and generosity towards others.

For example, our weekend newspaper reported about the wife of a doctor on the frontline of the fight against the Coronavirus. He has decided to live apart from the family for six months to protect them from contracting the virus. Despite her resultant loneliness, his wife is creating homemade meals for him and his fellow health workers and enlisting the support of neighbours, friends and anyone else to do likewise so that these frontline workers don’t have to rely on unhealthy take-aways to sustain them during their very long hours of courageously caring for others. Susan challenges each of us with the question, “How can we help in little and big ways?” – how can we demonstrate being part of a community and being “values-connected”?

Reflection

In times like the present with the Coronavirus impacting every facet of our lives, we begin to wonder how we will all cope. Susan expresses great optimism that the crisis will enable people to be their “best self” and daily we see evidence of this. Susan points to the history of people handling crises with courage, wisdom, compassion and mutual kindness (witness the recent wildfires in Australia). As we grow in mindfulness and learn to face our difficult emotions through meditation and reflection, we can understand better what our emotions are telling us, regain our sense of agency and begin to show compassionate action towards others in need. Mindfulness helps us to be calm, resilient and hopeful.

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Image by ShonEjai from Pixabay

By Ron Passfield – Copyright (Creative Commons license, Attribution–Non Commercial–No Derivatives)

Disclosure: If you purchase a product through this site, I may earn a commission which will help to pay for the site, the associated Meetup group and the resources to support the blog.