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Helping others feel more in control
These resources will help you support those who feel they have lost control of certain areas in their work, and work with them to regain this control or feel more comfortable with the degree of control that they have.
Teachers’ Guide - Building Resilience
The Teachers’ Guide shares the techniques and approaches to resilience of a number of Hampshire Teachers as well as wider professionals. School leaders are encouraged to share the guide with their teaching staff, encouraging use of the document to prompt their own thinking. The document can be used to support discussions regarding wellbeing and resilience whether formally through line management and staff meetings (for example focusing on particular sections) or more informally as needs arise to explore strategies for individual staff.
Download the Teachers’ Guide – Building Resilience
Reduce your anxiety
This habit is valuable for people who are stressed, who worry or who overreact. It reduces anxiety and uncertainty by empowering them, through reflecting and organising their thoughts, to focus on what they have some influence over.
It’s also a useful ‘emergency’ process for those times when people are panicking.
Uphill Struggle
Resilient people manage their workload through good personal organisation, knowing their boundaries, when to say “No”, when to negotiate and when to go the extra mile.
How do you get the right balance of workload and well-being for your people?
Uphill Struggle gives you lots of ways in to discuss individual effectiveness with your people whether that’s in a one-to-one, a team discussion or a routine of daily review for individuals using this resilience habit. The goal is the right-sized load, a strong individual with enough stamina for the gradient s/he is on, ready for any change in weather conditions.
Resources for Employees
You can encourage your staff to use the tools and advice in the Employee section of this site.Stress Management
Wider Advice from the Health and Safety Executive (HSE) on managing stress within the workplace, using the Stress Management Standards which cover six key aspects of work that, if not properly managed, are associated with poor health and wellbeing, lower productivity and increased sickness absence: Demands, Control, Support, Relationships, Role and Change. They have a number of tools and resources to support your school’s work around this.
In addition, for Hampshire maintained schools, the Children’s Services Health & Safety Team have a Stress Management Standards Assessment Checklistword based on the HSE model which provides a risk assessment tool to help you ensure you meet your requirement to minimise the risk of stress on your staff.
Stress Management Guidance is also available from the Children’s Services Health & Safety Team.
EqualIIse
Displaying the EqualIIse sheet on a noticeboard, on your desk, in meetings for example, will give all the right messages around a respectful attitude at work. Using the Big i, little 'i' and equalIIse vocabulary with your people enables everyone to address tensions in themselves and others more easily. “I’m feeling little 'i' to your Big 'i' here. How can we get back to equalIIse now?
Sharing situations where you weren’t in the equalIIse zone and discussing what behaviour and words would have kept you in the equalIIse zone will also make others more at ease in their reflections and insights about how to be there.
Considering consequences
This resilience habit is a great way of getting people to think beyond themselves, to think things through and to think bigger picture. Disruption, inefficiency and conflict are often just a few degrees of separation away from an action or an omission. Discussing consequences, step by step, in team meetings reinforces taking this kind of responsibility as a consistent practice:
If I do this…… , then this…. , then this……. , then this……
And if I don’t do this……, then this…… , then this ……. , then this…….
Considering Consequences is quite an eye-opener when explored in the context of values. People soon realise that the consequences of NOT living the values of the organisation have actually become the reality for many.
