It is widely recognised that employees in the UK are facing unprecedented levels of stress and burnout, with Gallup estimating this at 40%. From my perspective, the actual figure is much higher, especially in the public sector, due to the overwhelming workload and increasing demand for services. This issue has intensified since the COVID pandemic, exacerbated by the austerity crisis and significant cutbacks in public services. This is reflected in high rates of absenteeism and sickness, as well as rising levels of anxiety and depression among staff. Another post-COVID phenomenon is 'quiet quitting,' where employees do the bare minimum, disengaged from their jobs, teams, and clients.
Many individuals I work with one-on-one are either experiencing or on the brink of severe overwhelm but often feel unable to express this at work for fear of being judged as incapable and facing potential repercussions. In my view, this is the biggest well-kept secret in workplaces today, amplifying the already prevalent fatigue and burnout.
While many organisations have resilience and well-being policies and various activities in place, these often fall short as they are isolated initiatives or reactive measures to specific problems. I refer to this as a 'collapse and repair' model.
Therefore, there has never been a more crucial time for organisations to invest in their greatest asset – their staff.
The encouraging news is that with less support than you might expect, your staff can regain their resilience and well-being. With the right kind of personalised support, even the most burnt-out employees can recover. This can significantly impact individuals and their ability to thrive at work. Consequently, when faced with challenges, resilient staff not only navigate through them but also manage themselves more effectively, seek support, and collaborate as needed. Resilient employees possess a 'can do' attitude and a realistic optimism. They are also better equipped to handle organisational and structural changes.
Resilient staff are the lifeblood of effective, efficient, and high-performing teams and organisations. Resilient leaders foster psychological safety at work, leading to greater workforce stability and a collaborative approach to achieving high performance in organisations.
Human beings have tremendous potential, but we often hinder ourselves without even realising it. Resilience is a skill that must be learnt and practised like any other, and it is the most crucial skill at any level within an organisation. Without resilience, we operate far below our capabilities and potential.
My primary focus is to educate staff about the brain, mind, and nervous system. Once individuals understand their physiological responses, they can learn tools and techniques to regain control continuously. I refer to this as 'scaffolding'; it enables individuals to rediscover their inherent strengths, regain their footing, understand, and manage their triggers, and build a robust repertoire of strategies and tools to maintain their resilience and well-being. My approach is holistic, trauma-informed, and based on my experience working with high-performing teams.
I offer one-on-one coaching, workshops, team facilitation, and consultancy for senior leaders aiming to integrate resilience and well-being into the workplace culture. The content of my approach varies depending on the needs of individuals and the organisation.
My approach to resilience and well-being at work promotes autonomy and accountability, empowering staff and leaders to collaboratively create a team and organisational culture rooted in strengths and values, which rebuilds psychological safety at work. This, in turn, leads to greater workforce stability and a collaborative approach to high performance. Employee resilience and well-being priorities must be integrated throughout the organisation, woven into its culture, leadership, and people management.
Instead of a 'collapse and repair' model, I support organisations in building and fostering a 'prevent and invest' model.