Shelly Tygielski – Grow Mindfulness

How to Build Team Resilience: The 10 C’s

After writing multiple posts about personal resilience over the past five years, I have turned my attention to the task of building team resilience. This has always been a challenge for managers but the issues have been compounded by the challenging times we are experiencing at the moment (with the global pandemic, war in Ukraine and elsewhere, economic uncertainty and the differential impacts of climate change and associated global warming). Managers and staff are increasingly facing discontinuities in the way work is done, in where they work and in the nature of internal and external environmental changes.

How then do we go about building team resilience as we are confronted with multiple assaults on many fronts – e.g., on physical and mental health, economic welfare, working conditions, supply and demand, and relationships? More recent writing and research point to a number of factors that contribute to team resilience in these challenging times. I have summarised these as the 10 C’s for ease of access and recollection.

The 10 C’s for building team resilience

Team resilience has been described as “the capacity of a group of people to respond to change and disruption in a flexible and innovative manner”. Even if adverse conditions result in a temporary loss of productivity, the resilient team can restore its balance, take care of affected members and find new ways to work and achieve their goals. They are able to revise their goals, too, where necessary. The 10 C’s of a resilient team are described below:

Congruence: This is the cornerstone of a productive, mentally healthy and resilient workplace culture. Managers need to ensure that they share their values and align their actions with their words. Congruent leadership inspires, motivates and engages others in the task of personal improvement and innovation. Lack of congruence on the part of a manager adds to environmental uncertainty, derails personal resilience and undermines team cohesion. Team members don’t know what to believe, question their own self-worth and lose confidence in the face of the ambiguity created by incongruent behaviour. Managers need to develop managerial mindfulness so that they are constantly aware of the impact of their words, actions and omissions on the welfare and resilience of their staff.
Connection: Dr. Erin Raab maintains that “resilience is rooted in relationships” which enable trust and flexibility to develop and grow. Without trust in a team, there is no resilience – individuals withhold information, protect themselves and withdraw (both psychologically and physically). Managers need to be proactive in building connection through established rituals – e.g., regular, productive and focused meetings; celebrations of birthdays and personally significant events such as cultural or religious days; on-boarding and “off-boarding” practices; and regular occasions of eating together (e.g., enjoying shared lunches that reflect the multicultural nature of a team). Foundational to trust and a sense of being valued for contributions to a team, is expression of appreciation given as positive feedback in a way that is sincere, specific, timely and personal. This builds personal self-efficacy, reinforces team values and develops overall team competence and capability.
Clarity: Along with relationships, Dr. Erin places considerable emphasis on the role of clarity in building team resilience. She maintains that clarity “facilitates communication, increases intrinsic motivation and engagement” and contributes to a team’s capacity to handle change adaptively. At a fundamental level, this involves ensuring that each person understands the specific requirements of their job and are trained and resourced to achieve them. For the purposes of this discussion, clarity includes not only roles and structures but also team values. Lack of clarity around roles/structures can lead to role overlap, role conflict and role ambiguity – each of which can undermine alignment of individual effort with team goals. Clarity about team values is critically important to team resilience. If team values are developed collaboratively, along with the explicit behavioural expressions of those values, they provide agreed guideposts and enable individual and collective alignment with the ethos of the team, facilitating working together productively within an ever-changing environment.
Collaboration: This includes being conscious of contributing to a team effort (rather than solely absorbed in one’s own tasks) and a willingness to work together and to help out where needed. It also involves moving beyond competition to “committing to build each other’s competence” to enable other team members to be the best they can be. In line with an action learning approach, this can entail providing “supportive challenge” to assumptions or negative self-talk that are holding an individual back and undermining their personal resilience and capacity to contribute to the team. Managers can proactively build collaboration through cross-functional, action learning project teams, establish reverse mentoring (e.g. where new, young staff with specific technological skills mentor older staff in those skill areas) and/or engage in team-building activities such as collaborative problem solving using change tools (e.g., Force Field Analysis or Brainstorming). These activities build overall team competence and capacity to effectively manage change as a team. They also develop a sense of agency amongst team members – the ability to influence their work environment and how their work is done.
Competence: Conscious efforts to build individual and team competence are an essential element for moving a team beyond its current level of capability. This not only involves providing externally facilitated individual and team training opportunities but also building competence through internal, prioritised knowledge sharing processes, multi-skilling activities and related learning-on-the job opportunities. If people in a team are not developing their knowledge and skills, they are going backwards in terms of a changing environment and its concurrent demands for upskilling. The wider the gap between the present level of team members’ knowledge and skills and that demanded by the internal and external environment, the less resilient the team will be. In contrast, relevant competence building develops a team’s resourcefulness and the process of continuous learning builds a team’s resilience. Having a debrief or reflection process after a mistake or setback, without trying to apportion blame, can provide team members with new insights, ideas, tools and increased capacity to avoid or manage such adverse situations in the future.`
Candor: LHH and Ferrazzi Greenlight, through their research, identified candor as one of the four critical characteristics of a resilient team, along with compassion , resourcefulness and humility. Candor can be understood as “tell it like it is”. It entails honesty, openness and transparency on an individual as a well as a team level. It is the manager’s role to keep the workplace “businesslike and professional” and a key element of this is providing corrective feedback to an individual where they fail to meet communicated performance and/or behavioural standards. Honesty in this interaction is essential to develop the receiver’s self-awareness, create the opportunity for their skill development and reduce the possibility of disharmony in the team. On a team level, the manager can openly share with the team where they are placed in relation to the team goals and elicit team members help in attaining the goals and/or setting new goals.
Challenge: Keith Ferrazzi, Mary-Clare Race and Alex Vincent argue that helping team members to own, and share, their workplace challenges, builds trust and openness. This is important on a team level as well as individually. Managers can be open about the challenges facing the team as a whole. I worked with a CEO some years ago who managed an aged care operation with 23 different residential facilities on the one site, each with a separate manager and providing services ranging from respite care to palliative care. What the manager found is that the level of care required by residents was increasing in need, complexity and cost, at the same time that Government funding was reducing dramatically. The manager openly shared this financial situation with his team of facility managers and enlisted their aid in resolving the challenge. The facility managers came up with a number of innovative solutions which enabled the installation to overcome substantial losses. Managers, where possible, can share information about impending organisational changes to build change readiness in the team and to prevent team members from being blindsided by the changes when they occur. In the absence of information, team members fear the worst and start to share rumours that undermine individual’s confidence and the team’s resilience. Sharing information about forthcoming changes can enable a team to collaboratively develop strategies to effectively manage the changes, thus building resilience.
Compassion: It is important that managers show that they care – not only expressing empathy for staff needs, but also taking compassionate action. This may entail making reasonable adjustments for people experiencing mental or physical health issues. It could involve developing mental health awareness programs that facilitate people effectively managing their own mental health. Another approach involves offering workplace mindfulness training to enable staff to manage stress and build personal resilience in the face of multiple workplace stressors. Mindful organisations develop compassion in all their interactions, including actively listening to each other in the workplace and helping each other through the challenges they experience. Overall, it entails cultivating a care and concern culture where peoples’ welfare comes before task achievement – a culture that can be developed by regular, non-invasive check-ins by the manager as well as by workplace colleagues. Involvement in the RUOK? movement can facilitate the development of this cultural orientation.
Communication: “Information is power”, so sharing information is sharing power – empowering others to achieve. This involves moving from sharing information on a “need-to-know” basis (often arbitrarily determined by the manager) to a “need-to-enable” basis. People need information to do their job, to understand the organisational context and to align with the organisation’s strategic direction. Managers are interpreters of the organisation’s vision, values and goals and have a critical role in ensuring their staff know where the organisation is headed and why. They can enhance their role in engaging the minds and hearts of staff by enabling collaborative development of a local statement of the team’s vision in line with the organisation’s direction. What mangers say and how they say it can create a positive or negative culture and contribute to team resilience or undermine it. Research has shown that a manager’s mood is contagious. This emotional contagion impacts how a team responds to challenges and setbacks. Managers are encouraged to be positive and avoid cynicism and negativity if they want to build team resilience. They need to be conscious about the impact of their communication and monitor their own talk
Celebration: Celebrating successes in terms of goal accomplishment or achievement of project milestones, deepens the memory of team members in terms of how they have overcome obstacles and setbacks and serves as a fall-back when future challenges or setbacks arise. Mind Tools provides the research behind the value of savoring team success and offers multiple ways to celebrate team achievements. Celebrations open up the opportunity to share success stories, build cohesion and reinforce positive emotions associated with belonging to the team – all of which adds to a sense of connectedness and team resilience. Another way into savoring team achievement is to engage in an “appreciative inquiry” process with a team. This strengths-based approach works from what is good about the present (revisiting achievements) to envisioning an even better future and innovating to realise this vision.

Reflection

The factors impacting team resilience – the 10 C’s mentioned above – are not discrete influences. They overlap to some degree and reinforce each other. The relationship between different factors is often bi-directional, e.g., connection inspires compassion and compassion, in turn, builds connection. So, acting positively on any one of the factors identified, can strengthen other factors and enhance the impact on team cohesion and resilience. The factors provide a focus for efforts to build team resilience. If a manager wants to achieve a significant change in an organisational/team context, they need to have multiple points of intervention to shift from the status quo to a desired future.

However, trying to focus on all the resilience factors at once can create overwhelm for a manager. Shelly Tygielski, international mindfulness trainer and trauma counsellor, encourages “chunking” when faced with such a mammoth “to-do list” – that is, grouping tasks into like activities (chunks) and assigning relative priorities. A manager, for example, could engage their staff in a Force Field Analysis (FFA) process to identify the helping and hindering forces impacting the goal of developing team resilience and then collaboratively assign a priority to each force to determine what factor(s) to focus on. The 10C’s and their component elements could be used as a checklist during the FFA process.

When writing about personal resilience, Shelly Tygielski encourages “building resilience one step at a time”. On a team resilience level, this involves beginning with a primary focus and progressively adding activities as one intervention is established and stabilised.

As managers grow in managerial mindfulness, they will see opportunities for improving their own practices and develop creative ways to build team resilience. Proactivity is required on the part of a manager if team resilience is to be developed and sustained. Writers in this area often liken team resilience to a battery – needing continual recharging and reenergising.

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Image by John Hain 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.

From Inward to Outward: Creating and Realizing a New Order

In a number of forums, Ginny Whitelaw, author of Resonate: Zen and the Way of Making a Difference, expressed concern about society today and the global (dis)order. She attributes much of what is happening to an “extractive mindset” – extracting earth’s resources, taking for oneself at others’ expense, wasting needlessly, endangering the planet with pollution and failing to restore the endless damage that is occurring through relentless consumption. She suggests that underpinning this extraction mindset is acquisitiveness – greed driving the need to have more (money, food, status, power, influence, and/or land). Businesses extract resources from developing countries and do not replenish them while, at the same time, exploiting cheap local labour. There is an increasing desire for larger houses (with more in-built facilities) and cars with more room and power. People have lost the art of “knowing what enough is”. Facebook and other social media feed off and reinforce these acquisitive desires by rewarding the number of followers/likes you have and making you feel bad if you are not an “influencer’.

In her presentation as part of the Masters Series of EVO Sports Collective, Ginny addressed these issues and spoke of them as the “crucial work of our time”. She argued that these destructive trends have arisen because we have “dual consciousness” – separating mind from body and ourselves from others. Associated with this is the disconnection from nature and the failure to understand and appreciate our connectedness to everything and everyone.

Seeing ourselves as separate from nature and others, and viewing our mind as separate from our body (contrary to the experience of trauma), leads to a dualistic mindset that contributes to the disassociation and destruction of the current social order. Ginny argues that we need to “feel the earth and sense the waves” to restore our balance through renewing our relationship with nature. This sense of oneness with nature is cogently and emotively expressed by Lulu & Mischka in the video of their mantra meditation, Stillness in Motion.

A way forward to creating and realising a new social order

In her EVO presentation, Ginny argued that the adoption of non-dual consciousness and Perma-leadership represent the way forward to a sustainable social order. Connection with nature and its healing power can be one way to develop a non-dual consciousness and contribute to self-care in these uncertain and challenging times. Mindfulness practices such as loving-kindness meditation and reflection on our emotions (e.g. resentment) can build the sense of connectedness with others and heighten our empathy and compassion.

Ginny reinforces the view that effective leadership and change works from the inside out – from changing our energetic pattern to impact the world around us from a different “place of connection”. She refers to Kevin Cashman’s book, Leadership from the Inside Out, as a point of reference. Kevin, drawing on neuroscience research and the characteristics of high performing teams, points to the need for leaders to strengthen their awareness, be authentic, enhance their courage, build character, develop agility and make a contribution through service of others in pursuit of a life purpose that demonstrates their authenticity.

Ginny suggests that we need to “re-think, re-look and re-invent” to create the future we want – one that optimises outcomes for everyone, rather than maximises wealth for a few. To do this we have to become re-connected to nature, to our bodies and to others so that we can operate from a stable place, being grounded, and sure of who we are. People of like minds can create a “tipping point” – the Pandemic of Love, initiated by Shelly Tygielski, is an example of this. Ginny encourages us to “insert ourselves in what is going on” – just as Shelly Tygielski did from a rich lode of inner work and exploration of her inner landscape. As we develop new energetic levels through inner integration and alignment, we are able to act on the world in an authentic way and make a contribution that aligns with our life purpose. Ginny is a great believer in resonance as demonstrated in her Resonate book and the exercises she provides within it to help us centre our energy.

Perma-leadership as a way to engage

Ginny explains that the concept of Perma-leadership is based on the principles of permaculture – caring for people, the planet and the future. It develops from a deep mind-body connection and profound connection to others where, in line with indigenous wisdom, we recognise ourself in the other and the other in ourself (no separateness or duality). Perma-leadership is an iterative process involving both feed-forward and feedback – where an earlier step is repeated in the light of new insight. Ginny illustrates the stages in the cycle (from both individual and collective viewpoints) in a Forbes article titled, What Globalization Taught Leaders and What They Need to Learn Now.

The four steps in the iterative Perma-leadership cycle are:

Connect and Remember – initially it may involve remembering something in nature that one loves and reconnecting with it, e.g. by becoming lost in its beauty, sounds or touch. This oneness with nature can build into oneness with others – feeling connected to others, not separate from them. Mind-body connection and connection to others deepen over time and provides the impetus for turning practice into action. Practices such as hara (lower abdomen) breathing and the music of chakras breathing can help to achieve this immersion and sense of connectedness. The latter process involving the chakras can be enhanced by employing three levels of activity for each chakra – (1) as you tone the sound for the chakra envisage the sound and breath reaching into the chakra, (2) expand the sound and breath out to the whole world and (3) tap into the depth of emotion experienced within the chakra (as illustrated in Ginny’s EVO Masters Series presentation at 1.20 – note access to this series and other resources are free for people who register with the EVO Sports Collective).
Shift and Reimagine – here the focus is on a challenge, project or purpose that one wants to act on in a different way from what has been happening to date. It involves shifting our perspective on the endeavour and re-imagining it in the light of the permaculture principles mentioned above – caring for people, the planet and the future. It means working from a deep sense of connectedness and shifting our perspective and action to align with a desired future rather a depleted past. It may involve exploring “the ripple effect of your life” and choosing to change the effect you have.
Energize and Inspire – this may involve developing a self-care plan incorporating wellness strategies to enhance our energy and using the resultant energy to show up for community care. We can seek inspiration from people like Shelly and energize ourselves by completing her online course, The Power of Showing Up (which I am pursuing at the moment). Part of this process is overcoming the self-messages such as “I am not good enough, know enough or skilled enough”. If we pursue our purpose with energy and authenticity we will create resonance in others and inspire them to participate and contribute from their own centredness (just as Shelly did with the Pandemic of Love).
Create and Realize – this involves converting intention into action and manifests “attuned human beings, listening, adapting” to realize the future in the present. This requires having the insight to perceive present opportunities for personal contribution and building personal resilience and concerted action one step at a time in line with Permaculture Principles. The cyclic action involved in Perma-leadership also resonates with the principles of action learning.

Reflection

Ginny throws out a challenge to us to create and realize a new order, one intervention at a time – within our resources and in line with present opportunities. As we grow in mindfulness through mindful breathing and other mindfulness practices, we can gain the necessary insight, courage and resilience to make a contribution to realizing a better world within our local community and/or on a broader scale (through inspiring others and creating a “tipping point”).

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Image by Gerd Altmann 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.

Building Resilience One Step at a Time

We all experience adversity and setbacks – it is how we deal with them that shapes who we are and what we are capable of. Sometimes the setback is so great that it throws us completely off balance – at other times, it involves a minor and temporary dislocation. Shelly Tygielski, in her course The Power of Showing Up, talks about how she was completely derailed by a painful divorce that left her as a single mother trying to raise her young son. She found that she was unable to meditate or focus on anything because of her mental and emotional disorientation.

Eventually, Shelly through persistence with meditation (however dissatisfying because of her incessant distractions) was able to restore her balance and rebuild her resilience one step at a time. She achieved this, in part, by “chunking” tasks to manage the challenges she faced with her endless “to-do lists”. The determinant of the priority of her tasks was the degree to which they served her life purpose.

In her course, Shelly helps us to identify our thought patterns, emotional responses and habituated behaviours. She provides ways to “deconstruct” ourselves and, in turn, “reconstruct” our sense of who we are. The processes, including journalling, help us to break free of the ties that bind us and better align with our life purpose. Releasing the hold of perfectionism, fear and expectations enables us to achieve personal integration and access our innate creative and fearless nature.

Shelly demonstrates through her own life history, experiencing traumas and multiple setbacks, that we can emerge with renewed strength, a laser-focus on our life purpose and the resilience to overcome whatever life’s turbulence throws our way. Tina Turner, too, demonstrated a similar resilience through drawing on the power of meditation and chanting.

The road ahead involves taking one step at a time, confident in the hope that the journey provides its own rewards in terms of self-awareness, emotional regulation and achievement in line with our life purpose. We can get ahead of ourselves too easily, expecting too much too soon – negative thoughts, such as “I should be further down the track” or “this process is taking too long”, will only hold us back. We have to maintain our focus on the end goal – through mindfulness practices such as meditation, Tai Chi, yoga, chanting or journalling.

Chelsea Handler, in the Foreword to Shelly’s book, Sit Down to Rise Up, recounts the story of meeting Shelly backstage at a Wisdom 2.0 Conference. Chelsea was immediately drawn to Shelly’s “vibrance” and to the fact that she was witnessing “someone who lives their life in purpose”. Shelly subsequently invited Chelsea to join her at a meditation retreat for survivors of gun violence and family members who lost someone through such violence. Chelsea immediately experienced negative thoughts about her own adequacy to participate in such an emotionally charged event. Shelly assured her that she is “good enough” and has “personal agency” – messages she reiterates strongly in her book and her online course. Chelsea participated in the retreat and learned a valuable lesson about dealing with people who were experiencing trauma and grief – “sitting and listening to people’s stories is sometimes all that is needed”.

Reflection

I was very recently thrown off balance by the fact that my three-year old car broke down. It lost power and displayed multiple malfunction messages relating to the engine, the transmission and the high level safety features. This was particularly disconcerting and that meant that all the things that I had planned for the day were not possible, e.g. collecting a book from the library, dropping off clothes for dry cleaning, buying fresh seafood for dinner and purchasing other foods from a supermarket. While this was a minor setback (that proved costly), I was blindsided by the fact that it left me so unbalanced. However, I resorted to Tai Chi and persisted, despite feeling very unfocused and distracted by lots of thoughts and anxiety. This proved to be the one step I needed to restore my balance and help me to refocus on my tasks and my writing.

As we grow in mindfulness through practices such as Tai Chi and journalling, we can realign with our life purpose, restore our balance and build our resilience one step at a time (through one setback at a time). It may take a short time or years (as in one of Shelly’s many setbacks) to restore our balance and alignment, but we need to persist in this process of metamorphosis.

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Image by Ralf Kunze 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.

Showing Up for Community Care

Shelly Tygielski is an advocate for translating mindfulness practices and related self-care approaches into community action. Shelly herself epitomizes this translation, being a trauma counsellor for surviving victims of mass shootings in the US and for refugees from Ukraine in Poland. She advocates strongly for both self-care and community care and argues that you cannot do the latter without the support of the former, otherwise you will suffer “compassion fatigue” and burnout.

Shelly sees meditation and other mindfulness practices as central to self-care. She is a meditation teacher and herself practices meditation and what she calls “micro-practices”. These are brief mindfulness practices that can be employed by anybody throughout the day, particularly at times when you are time-poor and feeling stressed, distressed or anxious.

Shelly indicates that these micro-practices can be linked to some action you already undertake during the day, e.g. she employs the yogic technique of 4-7-8 breathing when washing her hands. This involves breathing in through the nose for four seconds, holding the breath for seven seconds and breathing out through the mouth for eight seconds (there are various combinations of these breathing processes, but basically the outbreath is longer than the in-breath or holding your breath). This breathing practice can be used when waiting for traffic lights or waiting for the jug to boil or food to cook on the stove. Richard Wolf in his book, In Tune: Music as the Bridge to Mindfulness, offers alternative breathing practices that are linked to the different times in music, e.g. ¾ time. He also offers deep listening approaches that can be employed as micro-practices.

How to show up for community care

Shelly provides the answer to this question in her new 10-day online course, The Power of Showing Up. I recently purchased this course and I am very impressed with the way she has structured the course to literally “take you by the hand” and lead you to self-empowerment and the capacity to undertake community care. She is not only a very inspirational speaker but totally transparent, sharing her own struggles and ways she overcame them. It is not as if she immediately fell into the practice of community care. She herself had to overcome the scars of being kidnapped at the age of two and inheriting “intergenerational trauma”.

Shelly provides support for developing our inner landscape and overcoming negative thoughts such as “I am not good enough” or “I don’t know enough” or “I feel like an impostor” (“impostor syndrome”). She strongly encourages us to overcome these obstacles (that she herself has experienced and overcome) and offers knowledge and pathways to develop a community of care – epitomized by her own creation, Pandemic of Love, which has matched the needs of 2 million people with other people who can provide concrete help and support.

Shelly’s course offers ways to help others in need so that they feel valued and appreciated. In the process, she helps us to understand our own inner world and what is holding us back. She offers a way to live a more meaningful life, aligned to our values and utilising our core knowledge and skills for community care.

Reflection

I was very inspired by Shelly’s presentation at the Self-Care Summit and since then have joined a community of care, ExtendaTouch (Caregivers Supporting Caregivers). I joined this community after receiving an invitation following publication of my blog post, Conscious Aging: Reframing for Health and Happiness.

As I participate in Shelly’s course, I am working on developing an online Community of Care that will involve people sharing their mindfulness practices, approaches to self-care and strategies for overcoming daily challenges. I hope to progress this community to a stage where we share our “self-care plan” and hold each other accountable for its implementation and ongoing refinement. As we grow in mindfulness together, we will be able to develop the necessary self-awareness, courage and creativity to overcome our life challenges and help others (in our online community and elsewhere) to do so.

Shelly also provides added inspiration and insight in her book, Sit Down to Rise Up: How Radical Self-Care Can Change the World.

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Image by fernando zhiminaicela 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.

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)

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