sense of agency – Grow Mindfulness

Strategies for Managing Remotely

There are numerous suggestions available for managing remotely given that many people are working at home because of the social isolation associated with the Coronavirus. In a previous post, I explored some of the challenges and opportunities involved in working from home that managers need to be aware of. There are many common strategies employed by companies in relation to communication, support, information management, performance management, accountability and frequency and modes of interaction between managers and staff (and amongst staff themselves). However, it is vitally important that the practices and processes of remote management reflect and reinforce organisation culture.

Reflect organisation values in remote management practices, processes and tools

While there are many suggestions regarding best practices for remote management (for example, on YouTube©), it is important not to just “copy and paste” them into your own company’s processes. What is really needed is to build company-wide processes for remote management that reflect your company’s core values, e.g. friendliness, empowerment, accountability, transparency, consistency, inclusive. Elizabeth Hall provides a comprehensive example of how Trello’s values are embedded in a wide range of remote management processes, systems and practices for their global organisation, e.g. virtual parties, chat system with multiple channels (work and personal), saying good morning (despite country of location) and mandatory overlap hours for working wherever in the world.

Communication practices and processes for remote management

One of the basic rules for managing remotely is to find ways to compensate for the lack of social interaction that people would normally have in a “bricks and mortar” environment. From a management perspective, systems and processes for accountability are also important but need to be culturally compatible. Communication strategies can be adapted to the nature of the work, location(s) of workers, time cycle of producing product and services and sensitivity/urgency of the core business. Here are some communication strategies that companies employ to achieve these goals of social interaction, accountability and adaptability:

Mandatory online meetings – these can be daily or weekly and are mandatory often within a flexible working arrangement. This ensures one form of interaction across the team and can build in accountability via a reporting mechanism (e.g. against KPIs, project milestones, or output measures). For teams that have a high level of interdependency, a daily “stand-up” meeting via video conferencing can be important to ensure that people are “in-synch” in relation to work-in-progress. The sharing involved can take many forms, e.g. sharing “three things I did yesterday” and “three things I plan to do today”. The manager then has the opportunity to check for coordination of effort and re-visit priorities in consultation with staff. Some companies that have a mixed mode arrangement (work from home and work from company offices) ensure that all participants in the mandatory meetings are online (not a mix of face-to-face and virtual participation) – a practice designed to build in consistency and inclusiveness.
Replicating the “water cooler” experience – finding ways to make up for the lack of social interaction of remote workers. The processes employed are intended to build trust and understanding through mutual sharing, informal information exchange and storytelling. Processes range from continuous online chat channels (both business and personal) to time-structured interactions for pairs or groups of four to enable them to share information about their personal life through online video conferencing (videos of the interaction can be shared more widely in the organisation with consent of the parties involved).
Face-to-face interactions for the group – many companies institute an annual get together for a team (or linked teams) to create connections, build relationships, facilitate consistent communication of company information, share progress/strategies/intelligence and for forward planning. These can take the form of retreats, conferences or workshops and incorporate games, partner interactions and/or social events. It is important that the structure and processes of these scheduled face-to-face interactions reflect the characteristics of the company’s culture such as values, rituals and norms.
One-on-one interactions with the manager – ideally these entail visits by the manager to individual staff members. However, regular and predictable one-on-one interactions are important to gauge how a staff member is coping with their work and environment and to provide a means of accountability. It is increasingly important that managers find a balance between task and personal needs of staff when having these interactions. In crisis times like the present, managers may need to change the balance by giving employees more slack and spending more time on personal matters to provide additional personal support. This is necessary when working from home is enforced and not a matter of choice, when there are high levels of job insecurity and the broader environment is turbulent and uncertain. Managers have a duty of care in relation to the mental health of their employees. If they observe signs of mental illness, they can employ approaches such as the “R U Okay?” enquiry and access the relevant resources.

Processes and systems to support work achievement

It is important to put in place processes, systems, technology and policies to support effective remote management. Clarity around expectations and system processes supports efficiency and effectiveness and reduces misunderstanding and conflict. Developing protocols, practices and rituals provides some degree of certainty in a very uncertain world. Strategies companies employ to support work achievement include:

Setting expectations: being clear with staff about performance and behavioural expectations is critical at the outset. Included in this is establishing onboarding processes for new staff so that they understand what is expected of them as well as become familiar with the team’s processes and systems. It is common for different teams (e.g. system developers vs sales staff) to have different preferences about the means of communicating – e.g. email vs phone. At the outset, the manager can support teams to develop groundrules about how they want to operate and collaborate. For an established team, this could include exploration of the “unwritten rules” which create behavioural norms unconsciously. Clear expectations provide the stimulus for personal motivation and contribution and the groundwork for performance management. Some organisations employ 360-degree feedback to support performance management and identify development needs – the frequency of these feedback processes (e.g. quarterly, half-yearly or annually) will depend on the time cycle of the organisation and the need to highlight accountability.
Systems development: develop systems and procedures to support daily processing and achievement of team’s goals. These should be documented and readily available to all staff. In the absence of formal systems and procedures, information and intelligence can be lost and result in inconsistent treatment of staff and customers. Systems should cover data storage, retrieval and editing. Cloud storage is often recommended for ease of access for remote workers. Visuals such as flow charts, diagrams and videos can be used to support communication about systems and procedures.
Support for workers in remote localities – often remotely located employees feel “left out” because their needs are not taken into account. They suffer from inadequate infrastructure, the increased cost and limited availability of transportation and limited resources. Ways to reduce the sense of isolation for remotely located workers include establishing a “buddy” system; visits by senior management; developing joint projects involving these staff and people in hub localities; and connecting them with local groups, organisations and government entities. To help people in remote localities really feel as if they belong to the organisation, the manager can involve them in planning and review processes, ensure equitable access to training and be conscious of their timeframes (and time zones where relevant) and commitments when scheduling meetings.
Facilitate remote social interaction – this involves establishing a culturally appropriate way of providing fun and light relief so that staff can interact on a non-work basis. Some groups have instituted virtual coffee breaks or lunches and others have introduced a virtual “happy hour”, while some groups with a light-hearted approach have enjoyed virtual games and parties. Whatever form of remote social interaction you choose, it is important to encourage staff to take time out.

Reflection

Managing remotely adds considerable complexity to the role of a manager, especially in these uncertain times. The demands for emotional agility and adaptability on the part of the manager are very high. It is critical for remote managers to be able to manage themselves effectively in times of crisis.

With appropriate communication strategies and supportive systems and processes, a manager can help staff realise a work from home environment that is both enjoyable and productive. As managers grow in mindfulness through reflection on experience, mindfulness practices and meditation, they will be better able to access their resourcefulness and resilience, heighten their compassion and build a sense of agency for themselves and their staff.

In his book, A Gentleman in Moscow, Amor Towles writes about Count Alexander Rostov who was evicted from his usual plush suite in the Metropol Hotel and confined to an attic room in the hotel for an indefinite period by The Bolshevik. During an early stage of describing the house arrest, Towles shares the Count’s reflection on his confinement and depleted situation (which incorporates a salutary lesson for dealing with changed circumstances):

Having acknowledged that a man must master his circumstances or otherwise be mastered by them, the Count thought it worth considering how one was most likely to achieve this aim when one had been sentenced to a life of confinement. (p. 38-39)

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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.

Working from Home and Staying Mentally Healthy

Many people have been thrust into the situation of working from home because of the Coronavirus and related Government restrictions on movement and contact. As a result, numerous people are ill-prepared for the challenges and opportunities involved. However, there is plenty of advice available through blog posts, videos and podcasts to help us acquire the necessary information to work effectively from home. There are also specific suggestions for particular groups of people, e.g. teachers working from home and working from home with kids. Many of these sources of information stress the need to stay mentally healthy as well as look after your physical welfare. Here are some strategies to achieve both effectiveness and sound mental health.

Strategies for working from home healthily for mind and body

The pattern you create needs to meet your personal preferences (e.g. a morning person vs. night person), your lifestyle, family situation and location. Here are some suggestions that may help you to make choices that are relevant to your needs and those around you:

Negotiate arrangements – this entails reaching at least a tentative agreement at the outset with other affected parties such as your boss, you partner and your colleagues – having some clear understandings and groundrules at the outset can pave the way for a relatively smooth transition to working from home and avoiding unnecessary conflict at a time when everyone is feeling stressed. If you have a partner living at home with you, it pays to negotiate arrangements about working space, quiet time, coffee buying or making and eating arrangements (e.g. getting your own breakfast and lunch but sharing dinner preparation and eating). It is often the little things that can bring daily angst if they are not sorted out early. If you have had an extended marriage or living together arrangement, groundrules get established unconsciously and it pays to explore how these might change with one or both of you working from home.
Establish a routine: this gives you a sense of agency, the feeling that some aspects of your life are under control when everything else is changing constantly and creating uncertainty and anxiety. It is strongly suggested by many authors that you maintain your daily routine of getting ready for work (e.g. showering, getting dressed well, and beginning work at a set time). I think some flexibility here can be healthy without jeopardising your ability to work effectively and not waste time. You might, for example, wear more comfortable clothes, introduce a morning exercise routine (to take advantage of the time saved in not having to travel to work), occasionally sleep in when you feel tired from the extra stress created by the Coronavirus) and take time for conscious reflection (e.g. writing a journal about what you are experiencing and how you are responding). Sleep is particularly important at this time to enable your body and mind to recuperate from the stresses that you will be experiencing.
Develop an exercise program: physical exercise reduces stress and builds positive mental health. It is wonderful to see so many people making the most of their additional time at home to walk, run or ride in the open (particularly along the bayside where I live). Yoga and Tai Chi, offer physical, mental and emotional benefits in these times of stress and anxiety. Getting some fresh air is important – there can be a tendency with social isolation and safe distancing to become stuck in your home and not take in the benefits of time spent mindfully in nature. Activity is a great antidote to anxiety and depression.
Don’t sweat the news: in times of uncertainty, there is a strong tendency to become obsessive about news reports (via newspapers, emails, social media or podcasts). This not only dissipates your focus but also exacerbates difficult feelings of anxiety, depression and loneliness. Obviously, some information is important to know (e.g. available relief packages for individuals or businesses and Government advice/directives/legislation relevant to the Coronavirus). Experts in the area of mental health suggest that establishing a set time or times during the day for catching up on the news can be a useful way to proceed (do you really have to be the first to know?). It also pays to take note of the positive news, e.g. the many random acts of kindness that are occurring everywhere in the world as people struggle to cope with the present crisis.
Stay connected: with your work colleagues and boss – establish a routine for checking-in (preferably daily) as well as strategies to effectively employ electronic communication for planning, sharing and product/service development. There is a need here to maintain the balance between work and task – not oversharing social information but not being overly focused on work alone. Some work-from-home groups institute a set time each week to share recipes, a virtual lunch experience or happy hour, a sing-along or coping strategies.
Undertake special projects: there are often work-related, home-based projects that have been put off because of lack of time or prioritising. These projects can improve your work-from-home situation and enhance your productivity. They could involve, for instance, clearing up the clutter in your “office”, strengthening the security of your computer system, improving recycling in the home (including disposal of sensitive work information) or establishing a home-based coffee-making machine or a filtered water system such as the Zanzen Alkaline Water System.

Elizabeth Gilbert, author of Big Magic: Creative Living Beyond Fear, recently participated in a Ted Connects© interview and provided deep insight and very sound advice about dealing with the overwhelm of the current Coronavirus crisis. She advices strongly against substituting the busyness of the workplace environment with a new form of busyness in the working from home environment. Elizabeth argues that we spend so much time running away from ourselves, not fronting up to ourselves including our fear and anxiety. She argues that the present situation of enforced or voluntary working from home creates a wonderful opportunity for developing self-awareness and self-regulation through meditation, mindfulness practices and reflection. Often our greatest, unconscious fear is being-alone-with-our-self. We seek distractions and fill up our time with multiple tasks only to find that we have no time to truly find ourselves.

Reflection

The current working from home situation that many of us face has inherent challenges and opportunities compounded by the requirements around social distancing, safe distancing and avoidance of unnecessary travel (local and international). Clarifying working arrangements, establishing a routine, developing an exercise program, avoiding obsessing over the news, staying connected and undertaking special projects that enhance a sense of control over your environment, are all important for a healthy mind and body.

However, the real challenge and opportunity lies in developing self-awareness and self-management through meditation, mindfulness practices and reflection. As we grow in mindfulness, we enhance our focus (at a time of intensified distraction), our resilience (at a time of extreme mental and emotional stress), our creativity (when we appear lost for personal and community solutions) and our compassion (when so many people worldwide are suffering and grieving). In all of this turmoil and uncertainty, there lies the opportunity to truly find ourselves.

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Image by Igor Ovsyannykov 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.

Turning Fear into Resilience in the Time of the Coronavirus

Rick Hanson recently produced a Being Well Podcast focused on Fear in the Time of the Coronavirus. He provided strategies to deal with fear (both rational and irrational) and to convert fear to resilience by drawing on our inner resources – determination, true grit, courage and creativity. Rick is the author of Resilient: Find your inner Strength and provides numerous resources on his website to help us develop resilience, wisdom, happiness and mindful relationships.

His emphasis is on building personal agency. With the Coronavirus impacting every facet of our lives and reducing our sense of control over our home and work environment, we are experiencing a loss of our “sense of agency”. We often try to redress this lack of a sense of agency by adopting ineffective ways to regain control over our environments, e.g. panic buying of water, toilet paper and sanitisers. We can feel helpless and, in consequence, resort to ways of coping that result in misplaced and unproductive effort.

Anxiety can operate on a number of dimensions – e.g. unhelpful or useful anxiety. At the extreme, we can be too anxious (disabled by our fear) which is unhelpful and harmful to our mental health, overall wellness and our relationships. Useful anxiety, the mind’s warning system, can create a sense of urgency/intense focus and stimulate constructive action and a strong sense of agency which, in turn, cultivates resilience. Alternatively, we can be consumed by our sense of helplessness and end up “marinating in it” – to the point where we experience depression and the associated inertia.

Turning fear into resilience

Rick suggest three processes you can adopt to move from helplessness to a sense of agency and personal resilience. The basic steps involve:

Being fully with your current experience – facing your difficult thoughts and emotions and the reality of the challenges both present and ahead. This means naming your feelings (such as anxiety, pain, fear, frustration) and being with them, not denying them out of a need to appear totally in control. It means not giving into your “shoulds” that come with your absolutes. It is human and normal to be anxious and fearful when confronted with the reality of the Coronavirus. The choice lies in deciding whether to maintain a sense of helplessness or to move towards a sense of agency and control.
Release thoughts and emotions that are harmful – This includes letting go of obsessive thinking and the endless cycle of “what if” (catastrophising). It means to treat our emotions as data informing us about a threat to our wellbeing. We are more than our thoughts and emotions. It means avoiding absorption with the latest media posts and news, when we cannot do anything about the reported information, or the situations involved. The reporting is typically sensationalist, alarmist and distorted and is designed to induce fear and dependence. Don’t sweat the news for your own personal welfare and mental health.
Shift your attention to what would be beneficial for you and others you interact with or service – this means focusing on what you can do in the situation, given all the constraints that you are experiencing. It means moving from inertness to being creative in the way you spend your time – finding things to focus on and do that are helpful to yourself, your family and those you interact with. This could involve rethinking your workday, using online communication technology (such as Zoom) or reengineering your business (adopting take-away options, providing delivery services, or switching manufacturing to a much-needed resource in the current crisis, e.g. rum and gin distilleries producing bottles of sanitisers). The oft-spoken saying – “necessity is the mother of invention” – is particularly true at this time. The opportunity exists to use this time of social isolation, social distancing and business lockdown to develop new horizons and new skills. Adopting activities that promote a positive mindset can be helpful here.

Tools to overcome unhelpful anxiety

Rick offered a range of suggestions that can enable you to overcome harmful anxiety and move to proactive action to do things that are beneficial for yourself and others.

Use your breathing to calm your body – Rick suggests taking three breaths (exhalation longer than inhalation, giving a resting state of the body). There are multiple ways you can use your breath to calm yourself and restore your equanimity, e.g. the somatic awareness approach recommended by Jill Satterfield or “breathing in time” suggested by Richard Wolf.
Tune into your inner strength – revisit your determination, courage, and resilience to strengthen your inner reserves. It can be helpful here to visualise success in your adaptive endeavours and/or reflect on past experiences where you have drawn on these personal strengths to overcome adversity or seemingly impossible challenges.
Social support – appreciating the care and support that others show towards you, including your partner, family, friends and colleagues. It also extends to caring for others and engaging others in the process of caring and providing social support to the less fortunate.
Plan and act – appraise the situation and plan some action, however small, that will move you forward. Rick reinforces the view that “action forces out anxiety”. Positive action can change our mental state.
When you feel okay, internalize the feeling – we tend to take it for granted that we will feel okay. However, in times of stress and uncertainty, it is important to notice when you are feeling okay and internalise this feeling of coping well to strengthen it. This positive self-feedback builds self-efficacy which means that you are building up your belief in your capacity to manage stressful situations.

Reflection

Fear can be disabling if we let it grow unabated. It is natural to feel anxiety and fear when things are so uncertain, and everything associated with our normal life seems out of our control. Fear, however, can be harmful unless we look at it fully in the face and understand what it is telling us about the situation we find ourselves in. There are ways to calm our mind, emotions and our body if we choose. There are also constructive things that we can do to manage our situation and our emotional response. As we grow in mindfulness and self-awareness, we can turn fear into resilience by being able to regulate our response and draw on our inner strength to meet the challenges with determination, courage and creativity.

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Image by JamesDeMers 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.