Keeping well
Careers information, advice and guidance (CIAG) Part of the BPN Boost provision
Aim
AIM & OBJECTIVES
To develop strategies that support personal wellbeing, resilience and sustainable performance in an operational leadership role.
Objectives • Consider the importance of wellbeing and resilience in effective leadership(K16, B5) • Explore factors that influence stress, pressure and personal wellbeing (K11, S12) • Use the Stress Container model and consider Inverted U-theory and the Five Ways to reflect on wellbeing (S12, B5)
• Consider how leaders can support wellbeing in themselves and others through everyday practice, modelling and behaviour (B2, B5, S17)
Some of the content in this session relates to stress, pressure and personal wellbeing. If at any point you feel uncomfortable, triggered or concerned about your wellbeing:
You may switch your camera off You can step away for a short break You may choose not to particate in a particular activity Please speak to your line manager, HR or wellbeing lead if you need support If you feel your wellbeing is at risk, please seek help from your GP or relevant support services.
Important Course Information • Safeguarding & Prevent • British Values • GDPR • Health and Safety • Equality, Diversity and Inclusion www.bestpracticenet.co.uk/safeguarding https://www.bestpracticenet.co.uk/our-policies
Check in… How do you feel about wellbeing at the moment? A. I feel well B. Mostly ok C. Feeling under pressure D. Overwhelmed
Why wellbeing matters for leaders – page 1 Wellbeing directly affects decision-making, communication and relationships High stress reduces clarity, slows thinking and increases ‘reactivity’
Leaders set the tone for team culture and working habits
Why wellbeing matters for leaders – page 2 Sustainable performance relies on healthy boundaries and recovery Poor wellbeing increases risk, reduces quality and impacts stakeholder confidence
Summary… Supporting team wellbeing is part of ethical, values-based leadership (K16)
Adapting to pressure and managing change requires personal resilience (S12, B5)
Stress, pressure and performance Some pressures can be helpful – it can focus attention and boost energy
Too little pressure = boredom, disengagement, low motivation Too much pressure = overload, anxiety, mistakes and poor decision-making
Inverted-U Theory Yerkes & Dodson www.toolshero.com
The goal is not “no pressure”… but…the right amount of pressure…
…with recovery built in.
The Stress Container Brabban & Turkington (2002) If you feel your wellbeing is at risk, please seek help from your GP or relevant support services.
The size of the container changes depending on wellbeing, capacity and circumstances
If it fills too quickly = pressure builds & performance drops Overflow = stress (fatigue, irritability, reduced clarity, withdrawal etc) The Stress Container Brabban & Turkington (2002)
Key point… The goal is not to empty the container entirely, but to stop it overflowing.
The stress container Breakout room 1
• Introduce yourself to the group • Discuss the following prompts and prepare to give feedback
What is currently filling your stress container? • What tends to fill it the fastest in your role? • What signs tell you your container is close to overflowing?
• What already helps to “open the tap” for you? • Which of these pressures feels within your control and which feels outside your control?
5 Ways to Wellbeing An evidence-informed framework used in health, education and other workplaces to support personal and collective wellbeing.
Connect Talk & listen – be there & feel connected.
Be active Do what you can, enjoy what you do – move your mood.
Take notice Remember the simple things that give you joy.
Keep learning Embrace new experiences, see opportunities – surprise yourself.
Give Of your time, your word and your presence
5 Ways – key messages Wellbeing is shaped by everyday behaviours, not one-off initiatives Small, intentional actions can make a meaningful difference over time
Leaders influence wellbeing through what they notice, prioritise and model Leaders influence through everyday behaviours not wellbeing ‘initiatives’.
Reflection… • What do you need more of over the coming weeks? • What do you need less of? • What is one small boundary you could protect?
Aim
AIM & OBJECTIVES
To develop strategies that support personal wellbeing, resilience and sustainable performance in an operational leadership role.
Objectives • Consider the importance of wellbeing and resilience in effective leadership(K16, B5) • Explore factors that influence stress, pressure and personal wellbeing (K11, S12) • Use the Stress Container model and consider Inverted U-theory and the Five Ways to reflect on wellbeing (S12, B5)
• Consider how leaders can support wellbeing in themselves and others through everyday practice, modelling and behaviour (B2, B5, S17)
Learn. Share. Grow.
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