by pam | Aug 27, 2024 | Feminine Leadership, Healthy Organizations, LeadinginUncertainTimes, Preventing Burnout, Women in Business
Now, more than ever, we need to create and nurture cultures of collaboration within our organizations and communities. The complex issues we are facing today such as climate change and systemic racism require multiple “heads” and diverse perspectives “around the table” to generate creative solutions.
In the past few years, more and more influential women are coming out publicly and acknowledging that they have burnt out. An example is Jacinda Ardern, the former Prime Minister of New Zealand who in January 2023, announced “I no longer have enough in the tank to do the job”, and declared that was why she was stepping down.
It is being acknowledged more widely that the traditional ways of doing business and being successful; of driving and striving, valuing competition over collaboration, and leading from our heads and egos rather than from our hearts, are no longer sustainable. Arianna Huffington, co-founder of the Huffington Post and founder and CEO of Thrive Global, has shared her story of collapsing from overwork and why she created Thrive Global. It was as a result of her experience of “working day and night” and the negative impact it had, and her desire to share that there is a healthier way to be “successful”.
In more than three decades of facilitating multi-stakeholder consultation processes and strategic plans, co-creating projects, managing large international projects, and founding and running a national not-for-profit, I have experienced the amazing power of working collaboratively and the rich solutions that result when people from different backgrounds and cultures work together toward a common goal. I have also experienced the negative impacts that can result from focusing on competition.
What is the difference between a culture of competition and one of collaboration?
A Culture of Competition
Looks like:
- Individuals are rewarded, rather than teams, for their performance
- Everything is urgent; priorities are unclear
- Organizational values are not clear or not “followed”
- Unclear vision; people do not see how they “fit in” or contribute to the organization
- Senior management makes decisions with little or no consultation with other levels of the organization
- Planning is “top down”
- Leaders tend to hire folks like themselves
- People criticized for deviating from the organizational norms and for their “failures”
- Unclear expectations about where work ends, and personal/family life begins
- Managers expect people to respond to emails and/or text messages evenings and weekends
- People consistently work more than 50 hours/week
Results in:
- Reduced employee engagement
- Reduced productivity
- Little if any innovation
- Reduced morale
- Extreme stress leading to Increased rates of absenteeism and sick leave … and in extreme cases burnout, chronic illnesses and what the Japanese call “karoshi” or death from overwork
- Increased conflict among employees and managers
- Stress on families and relationships …
- A reduced “bottom line”
Whereas,
A Culture of Collaboration
Looks like:
- Teams are rewarded for their performance
- Priorities are clear to everyone in the organization
- Organizational values are clear and people “walk the talk”
- The vision of the organization is clear, and people see how they “fit into” or contribute to the organization
- Senior management believes in and involves those closest to an issue to be part of the process to generate solutions to address it
- Planning is participatory
- Leaders are aware of their strengths as well as their weaknesses and hire a variety of people to complement their strengths and address their weaknesses
- People feel safe in the environment and are encouraged to voice their concerns and suggestions
- Leaders set clear expectations and model work-life balance (e.g. do not expect their direct reports to respond to emails and/or text messages on evenings and weekends)
- People are not expected to work more than a forty-hour week unless there is a critical issue or proposal, for example, that needs to be addressed/finalized
- Feminine leadership qualities such as: collaboration, inclusiveness, intuition, emotional intelligence and creativity are valued and modelled by those in leadership positions
Results in:
- Enhanced employee engagement
- Increased productivity
- Enhanced creativity and innovation
- Improved morale
- Enhanced health and well-being of employees
- Reduced tension and conflict
- An enhanced “bottom line”
I invite you to “weigh in” on whether you think it is time to value, create and nurture more cultures of collaboration and why.
Stay tuned for future posts on creating cultures of collaboration.
by pam | Nov 6, 2023 | Celebrating, Feminine Leadership, LeadinginUncertainTimes
When was the last time you truly rewarded yourself for a job well done? In my former life of driving and striving, I would complete something on my list, check it off and get on with the next thing. I didn’t take time to celebrate.
Recently I handed over the leadership of a national non-profit I founded about three years ago to two extremely capable women. I feel so blessed that they said yes to taking over the reins. Founding and running a non-profit is similar, to starting up and running a business. You need to generate revenue, identify who you are serving and provide them with products and services that meet their needs. As a leader, it is important to create a team that works well together and inspire them with your vision and mission.
When I founded Female Wave of Change Canada – https://fwoccanada.com on December 7, 2020, it was part of a commitment to the global body Female Wave of Change – https://femalewaveofchange.com to create a legal entity to build the community and grow the movement across Canada. We believe that feminine leadership holds the key to creating a better world; a more conscious, equitable, just, sustainable, and peaceful one. From the outset when Ingun Bol, the founder, invited me to be Ambassador for Canada of Female Wave of Change, I felt the passion and alignment to their philosophy and values. The fact that Ingun did not provide a model of how the community “should” be grown was another thing that attracted me. The opportunity to create something new and inspire others to believe in our mission and vision and truly model the attributes of a feminine leader appealed to me. Such attributes include: authenticity, inclusiveness, collaborative, emotionally intelligent … (explained in more detail here: https://pamela-thompson.com/why-feminine-leadership-holds-the-key-to-creating-a-world-that-works-for-everyone)
In this constantly changing and uncertain world we live in, how many of us take the time to really listen to what our heart and gut are telling us? Perhaps that is one of the benefits of aging. When we are younger, we may set goals and pursue careers based on what others are telling us we’re good at. As we age and hopefully become wiser, we really don’t care much about what others think and gain more clarity about what will truly bring us joy.
I knew more than six months before I mentioned to my Board that I needed to hand over the leadership and that my passion was starting to wane. My heart and gut were telling me that it was important to open up some more space to be creative; to write that next book, to start painting, to be open to other possibilities, whatever they might be. For awhile, I was afraid to announce to the Board my intention. However, when I said in early May of this year that by the end of September, I wanted to hand over the reins, I was extremely clear. I had also considered that if no one came forward that I would have to potentially shut down an organization that I had poured my “heart and soul” into. Having that clarity, I believe assisted me and the Board to decide on a Co-Chair model with two women leaders sharing the responsibility of moving the organization forward with the support of others on the Board. It is also a beautiful way to model collaboration, one of the attributes of a feminine leader.
I’m proud to say that we have a strong committed Board and a core of paid members who attend our monthly virtual gatherings with featured guests on a regular basis. We have also co-created a “Mother Earth Ambassador Program”; an experiential outdoor education program for girls ages 9 to 12 that teaches them about Mother Earth, the Mother Tree, and how to become Mother Earth Ambassadors in their homes, schools and communities. More details here: https://pamela-thompson.com/how-mother-nature-the-mother-tree-and-feminine-leadership-intersect-a-unique-program-empowering-leaders-of-the-future/. The first cohort of the program is happening in Metchosin, BC on Vancouver Island and is scheduled to finish in early December. We are currently seeking partners to implement this program across Canada and beyond. Feel free to reach out if you and your organization is interested in that possibility by emailing me directly at pamela@femalewaveofchange.com.
If interested in learning more about Female Wave of Change Canada I invite you to explore our website: https://fwoccanada.com and register to attend one of our virtual monthly gatherings that typically happen the third Wednesday of every month from 4:30 to 6 pm Pacific/7:30 to 9 pm Eastern.
So, how did I reward myself? I planned a three-week vacation in Portugal and invited a dear friend to join me. We had a blast! How will you reward yourself and celebrate your next achievement?
I welcome your thoughts and comments below.
by pam | Feb 8, 2021 | Feminine Leadership, Healthy Organizations, LeadinginUncertainTimes, Women in Business
“Leadership starts with “I” before you can ever affect the “we”. (Lisa Marie Platske – Leadership Coach & Consultant)
Or in other words:
“Until we do the personal development work required as people, we cannot do the work required of us as leaders, and without that we cannot possibly do the work required as
organizations.” (Jennifer Eggers & Cynthia Barlow, 2019, RESILIENCE ITS NOT ABOUT BOUNCING BACK)
I so relate to these two quotes by leaders whom I respect and who inspire me, and believe that to become an effective leader, now more than ever, leadership starts with “I”.
COVID-19 has provided the opportunity for a number of women political leaders globally to demonstrate how by using their feminine leadership qualities, they have been able to rapidly and effectively respond to the pandemic.
Research on leaders in crisis has shown that women tend to lead more effectively than men during times of crisis. [1]
So what are some of these authentic feminine leadership qualities and how can you as a leader develop them? I would like to acknowledge that men as well as women can have and learn these qualities.
An authentic feminine leader is compassionate.
In order to be compassionate to others we first need to be kind and show compassion toward ourselves.
How do you change from beating yourself up about not making that target or about showing emotion during a meeting?
It starts with getting in touch with your emotions and feeling more comfortable with being vulnerable. You can practice this first in your personal life with a friend or a partner, and then when your compassion muscle strengthens you can show compassion to your leadership team and then to other folks in your organization. If you’re not sure where to start, a leadership coach may be helpful. A certified coach helps you peel away the layers, in a confidential space, get in touch with who you really are and gain a better understanding of why you respond the way you do.
An authentic feminine leader is collaborative. S/he believes in and models collaboration. This is important when dealing with complex situations and issues.
In an organization this would look like rewarding teams over individuals rather than individuals over teams.
How do you change from valuing individuals over teams to valuing collaboration and teamwork?
From my experience, it’s important to be part of a collaborative venture that is successful. For a number of years, I believed that if I wanted to get something done and done well, I would do it myself. Perhaps you relate. It wasn’t until my late 30s when I was chairing a national strategy for the federal government with partners from 8 national health professional associations, that I saw the synergies that can be created and the creative solutions that are possible in an effective collaborative partnership. Since then, on a number of occasions, I have experienced the power and magic of a collaborative venture when the whole is truly greater than the sum of its parts. I find Barbara Gray[2] , a seasoned negotiator and organizational theorist’s metaphor of a successful collaboration being likened to a kaleidoscope, illustrative. She likens each piece of colored glass to the various stakeholders that are part of such a process. When we turn a kaleidoscope the image changes, creating something new and making the whole greater than the sum of the parts.
An authentic feminine leader is inclusive. S/he recognizes the importance of different races, religions and ethnic groups being represented “at the table” so their voices are heard, understood and included in the process and outcome.
When we take the time to get to know people from different backgrounds, religions and cultures we learn to better understand them and acknowledge the rich contribution they may make to a team and/or organization. A good place to start is to invite them for coffee or lunch and genuinely be interested in learning more about them and their goals and aspirations.
An authentic feminine leader is intuitive. S/he uses their body as well as her/his mind to make decisions e.g. heart and gut.
To remind us of the importance and power of intuition I offer this insightful quotation from a brilliant man:
“The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift. We will not solve the problems of the world from the same level of thinking we were at when we created them.” (Albert Einstein)
How do you learn to tap into and trust your intuition? Mindfulness practices are a good place to start. They help us get out of our heads (and that constant chatter) and into our bodies where we can find quiet and gain insights.
Mindfulness practices originate from Buddhism. Body scanning is a good place to start. Each morning on awakening scan your body from the top of your head to the tips of your toes. Notice any areas of tension or discomfort. Breathe into those areas and release them. Imagine them flowing out of your body.
Mindfulness walking meditations are another practice. I recommend initially doing these 3 times a week for 15 to 20 minutes a day; for example, at a lunch break or immediately after work. Ideally do this outdoors in a park or in nature if possible. Focus on all of your senses. Hear the crunch of leaves underfoot, smell the salty sea air, view the beautiful vistas surrounding you, feel the wind on her cheeks. When thoughts come into your head, imagine they are clouds. Let them drift by and resume focusing on all of your senses. Notice what you notice during the walking meditations and after.
Learn to listen to and trust in your body’s wisdom. This is one of the 7 keys in my book “Learning to Dance with Life: A Guide for High Achieving Women” .
What I know to be true is that our bodies always know the truth. Many of us were raised in cultures that value and focus on our rational, logical left brain and staying in our heads. Try something as simple as when you feel tired, go to sleep rather than pushing through that last task before heading to bed. When a decision doesn’t feel right, try going with your gut rather than rationalizing a decision. For more tools to assist you to learn to make decisions using your body’s wisdom check out chapter 4 in Learning to Dance with Life.
An authentic feminine leader is creative.
To lead during times of uncertainty we need to use both our right and left brains. [3] The right brain being associated with creative, unstructured, emotional and “big picture” thinking … and left brain being associated with logic, structure, language, words and rational thought.
How do you learn to tap into and express your creative side (right brain)? One way is through the following exercise.
Sit down in a quiet place, free from distractions. Take a few deep breaths to relax yourself and close your eyes for a couple of minutes if you feel comfortable doing so. Ask yourself the following questions and write down your responses to them. Write down the first thing that comes to mind without judging or editing it.
- Do you consider yourself a creative person? If yes, why? If not, why not?
- Are there any creative pursuits you did as a child but haven’t done for years? If so, what are they?
- Are there some creative or artistic pursuits you would be interested in exploring?/trying out?
- Commit to either starting to integrate a childhood “passion” into your life or choose a new one such as “learning to play the piano” that perhaps you always wanted to do as a child but never had the opportunity to pursue. Identify the next steps for taking action to integrate a new or “old” creative or artistic pursuit into your life. It’s helpful to use a two-column table with “activity” heading one column and “timeline” the other.
- Support is important for many of us when starting something new and continuing with it. Enlist the support of a friend, colleague or family member to encourage and support you in your new endeavor or invite them to join you in doing it.
To encourage creativity and innovation in your organization it is also important to foster a culture that encourages experimentation and learns from its mistakes (e.g. Annual Failure Report from Engineers without Borders).
In the words of Ashley Good in Engineer’s without Borders 2017 Annual Failure Report:
“We hope this report serves as an acknowledgement that systems change is complex and therefore some degree of failure is inevitable. … we need to create room for ourselves to try new things and experiment in pursuit of figuring out what might work to shift the system towards our vision. Therefore, the best thing we can do is be willing to take the risk of trying something new, and at the same time, get really good at detecting where our efforts are failing early, analyzing effectively, and applying our learning to continuously improve [4]
So as a leader when will you start valuing these authentic feminine qualities of compassion, collaboration, inclusiveness, intuition and creativity and integrating them into your personal and professional life? I encourage you to start with one, develop it and then try it out in your workplace and notice what happens.
How will you as a leader (in your family, community, workplace) begin? I welcome your thoughts and comments below.
[1] https://hbr.org/2020/12/research-women-are-better-leaders-during-a-crisis?utm_medium=email&utm_source=newsletter_weekly&utm_campaign=weeklyhotlist_not_activesubs&deliveryName=DM113092
[2] Gray, B. 1989, Collaborating: Finding Common Ground for Multiparty Problems. San Francisco: Jossey-Bass
[3] https://pamela-thompson.com/why-tapping-into-your-creativity-is-important-for-leaders-today/
[4] https://www.ewb.ca/wp-content/uploads/2018/08/EWB_FAILURE-REPORT_EN_03-08-2018-pages.pdf
by pam | Nov 12, 2020 | Creativity, Feminine Leadership, Leadership, LeadinginUncertainTimes, Uncertainty, Women in Business
Why is tapping into and expressing your creative side important for leaders today?
Let’s clarify what I mean by “tapping into and expressing your creative side”. As you know, we have both a left and right brain. The left brain is associated with logic, structure, language, words and rational thought; whereas the right brain is associated with creativity, emotion, “big picture” thinking and intuition. We tap into both sides of our brain for a variety of our daily tasks; however, we are usually right or left-brain dominant. Someone who is right-brain dominant is more adventurous, creative and emotional. An example of someone who is left-brain dominant is a person who is orderly, logical and analytical. When we tap into and express our creative side we are tapping into our right brain.
Since the Second World War, our organizations, educational systems and what we value have largely been structured around and based on left-brain logic and values such as “doing” more than “being” and valuing “competition” over “collaboration”.
Faced with increasingly complex issues such as climate change, systemic racism, and the rapid rate of technological change, authors such as Daniel Pink (in A Whole New Mind) and Sir Ken Robinson (in The Element) have made the case that we need to shift our emphasis away from valuing mainly left-brain traits/functions. They encourage us to change our organizations and educational systems so they encourage, stimulate and reward the right-brain functions of creativity and innovation.
Today’s leader needs to have a vision and inspire others based on that vision. Visioning a desired future involves tapping into your right brain. During these times of intense change and uncertainty it’s important to let go of old ways of thinking and acting and explore new paradigms and ways of thinking and acting. A creative leader encourages innovation and new ways of thinking and acting.
An example is rather than the senior management team in an organization sitting in a room on their own with a consultant developing a strategic plan and then communicating it down through the layers of the organization, there is much value in facilitating the creation of a shared vision where people throughout the organization are part of the process and can see themselves in and have ownership for the strategic plan.
From my own experience consulting with organizations in various parts of the world, I have experienced the power of facilitating a shared visioning process and enabling people through various levels of an organization to participate in that process. While working with the Ministry of Public Health in Afghanistan to develop their first strategic plan and build the capacity of a planning team I was assigned, we conducted group consultations across the Ministry. The findings from these consultations fed into a process that included a national level workshop where other key stakeholders were engaged to identify the Strategic Directions and key activities they believed were important to move them toward their shared vision.
Shared visioning is also powerful when designing a new project or program. I have used this strategy; for example, while leading a design team for a donor-funded project in Nigeria, where we facilitated a planning process in the 2 states where the project was being implemented, one in the Muslim North and one in the Christian south. Key stakeholders from each state created a shared vision, identified the key challenges and opportunities in their current situation and key areas that needed support to move from their current situation to their desired future vision. These 2 visions were shared by state representatives (selected by their peers) at a national level workshop with other national level stakeholders. The power of this process led to increased understanding among the two groups and laid the foundation for them to work more effectively together over the 5 year project.
In order for shared visioning and the exploration of new ideas and solutions to occur, you need to believe in your people and create a safe environment/culture where new ideas are encouraged, and mistakes are accepted and viewed as learning opportunities. Engineers without Borders is an excellent example of an organization who have created such a culture. A number of years ago they instituted an Annual Failure Report. As part the process, Project Managers from their various projects around the globe were interviewed and asked to openly share their lessons learned (what worked and what didn’t) in the previous year. These lessons were then built upon and fed into the next year’s planning process. Rather than only report on the positive outcomes of the year, they were encouraged and supported to share and learn from their mistakes. This is the way to improve; to create and share with others the challenges you have faced and explore how you can learn from and prevent them in the future.
As a leader in your community, workplace, business … , you know that change begins with you, as you are a role model for others. So how can you learn to cultivate and tap into your creative side? One way is through the following exercise.
Sit down in a quiet place, free from distractions. Take a few deep breaths to relax yourself and close your eyes for a couple of minutes if you feel comfortable doing so. Ask yourself the following questions and write down your responses to them. Write down the first thing that comes to mind without judging or editing it.
- Do you consider yourself a creative person? If yes, why? If not, why not?
- Are there any creative pursuits you did as a child but haven’t done for years? If so, what are they?
- Are there some creative or artistic pursuits you would be interested in exploring?/trying out?
- Commit to either starting to integrate a childhood “passion” into your life or choose a new one such as “learning to play the piano” that perhaps you always wanted to do as a child but never had the opportunity to pursue. Identify the next steps for taking action to integrate a new or “old” creative or artistic pursuit into your life. It’s helpful to use a two-column table with “activity” heading one column and “timeline” the other.
- Support is important for many of us when starting something new and continuing with it. Enlist the support of a friend, colleague or family member to encourage and support you in your new endeavor or invite them to join you in doing it.
There are a number of other practical strategies for “tapping into and expressing your creative side” in Chapter 5 of my book Learning to Dance with Life: A Guide for High Achieving Women.
What tools and strategies have helped you get in touch with your creative side? Do you agree that creativity is an important leadership quality for these constantly changing and uncertain times? I welcome your comments and experiences below.
by pam | Oct 23, 2020 | Change, Dealing with Uncertainty, Embracing Change, LeadinginUncertainTimes, Uncertainty, Women in Business
During these times of intense change, why is it important to be able to “manage uncertainty”? Let’s first define “uncertainty”.
Uncertainty arises when change comes to us “out of the blue” or is imposed on us by someone or something that is outside of our control. This could be when we receive a “pink slip” and are laid off from a job with little or no previous warning. It can be when our partner says they no longer love us, have found someone new and asks for a divorce (when you have no inkling of it). The added intensity of the current pandemic is that usually there is some sort of predictable timeline on a change that comes to us “out of the blue”; whereas with this pandemic we have no idea when we will return to our “new normal” and what that will look like.
What happens when we feel uncertain?
We often experience fear and anxiety and go into fight, flight or freeze – the stress response – as we feel unsafe and our body wants to protect us. This response is meant to happen for short periods of time; however, if we live in constant uncertainty, the stress hormones keep coursing through our bodies and over time can lead to burnout and adrenal fatigue, auto-immune disorders such a fibromyalgia and multiple sclerosis, and various types of cancer.
When we feel uncertain we may “jump” at the first solution that presents itself, so we feel more comfortable. This can be a business decision that isn’t well thought through, a position we aren’t suited for because we need the money, or a relationship with someone who comes into our life, so we don’t feel alone.
When we feel uncertain it is often difficult to focus; when this happens over time our productivity goes down and then it negatively affects our bottom lines.
When we are under the grip of uncertainty we often feel “on edge” and more easily “snap” at those close to us at home and at work.
So, if we don’t learn to “manage uncertainty” it has a number of negative impacts on our bodies, our minds, our relationships, our work, our businesses and our bottom lines.
What do I mean by “Managing Uncertainty”? To me it means understanding how I respond to change that “comes out of the blue” and having tools and processes to support me to move through it with courage, clarity and confidence.
If you have your own business or are a leader in an organization, it means becoming aware of how others on your team respond to change that “comes out of the blue”, and supporting them with tools and processes to help them move through and “manage intense change” and develop creative solutions to address issues and situations related to that intense change.
A helpful framework to support you and your team to “manage uncertainty” is my “Art of Change” Framework.(See https://pamela-thompson.com/strengthen-impact-world-dance-change/ for an outline of the framework.) It is underpinned by the belief that “embracing change (and uncertainty) is a creative process that opens us up to new possibilities”. Using this 5-step process, you identify an uncertain situation you want to work on and through the process gain increased understanding and awareness of that situation and how you and your team respond to it, explore and let go of old patterns and ways of functioning that are no longer working, envision a new way of working, and develop an action plan to move toward the new vision.
The “Art of Change” Framework is based on over 25 years of living and working on 5 continents (including in conflict zones) as a consultant, facilitator and project manager. It is underpinned by evidence from neuroscience, organizational development, the health promoting and healing benefits of the arts and eastern psychology.
To learn more about the workshops on “Managing Uncertainty” I offer to groups and organizations, contact me at pam@creativelivingcommunity.com to set up a discovery call and explore how I may support you and your team.
by pam | Aug 25, 2020 | Coping with Change, Entrepreneurship, Leadership, LeadinginUncertainTimes, Women in Business
COVID-19 has created much upheaval in our personal and professional lives. Those of us who love routine and tend to resist change, were totally knocked off balance. If you are an empath, someone who feels deeply, you may have felt almost incapacitated at times; as if you were carrying all the worries of the world on your shoulders and like you were on an emotional roller coaster, one day up and the other day way down. Others pivoted quickly, their creative juices flowed, and they were able to quickly adapt and adjust to an ever-changing new reality. Why and how is this so?
I believe it is partly due to personality, partly due to previous life experience and partly due to environment and mindset. If you believe that embracing change (and uncertainty – which is change that comes “out of the blue” that you didn’t invite into your life) is a creative process that opens you up to new possibility, the way you feel and act during times of uncertainty is quite different than if you fear and resist change and uncertainty.
If you live in a beautiful natural environment and can easily get out in nature on a regular basis (and at the same time maintain social distance), these past months have not been near as difficult for you as for those who live in densely-populated areas or concrete jungles with little or no access to nature.
If you have had previous life experiences such as living and working in conflict zones and areas with restricted movement, you may have learned some valuable lessons you can apply to your current reality (see previous blog for more details – https://pamela-thompson.com/dealing-with-uncertainty-insights-and-lessons-learned/).
A number of women leaders and colleagues I have spoken with have shared their experiences of what it has been like to live and work during these uncertain times. Many have found it challenging to deal with a number of their direct reports who are stressed and having difficulty dealing with working at home. Previous emotional tensions have been aggravated. Working at home with a spouse in close quarters, while at the same time trying to manage young children, is not easy. Many report having to work more hours than normal and having difficulty separating work from life. A number of women leaders are feeling “burnt out” and are also seeing burnout in their colleagues and employees.
So how can we prevent leadership burnout? Based on my own experiences of almost burning out several times in my career here are a few practical tips.
- Set clear boundaries between home and work. If you used to leave work at 5 pm, turn off your computer at 5 pm and, if possible, go for a walk outdoors.
- Establish clear expectations of your direct reports or colleagues. Let them know your hours of work and model work-life balance for them.
- Take a 5-minute stretch and walk around every hour, if possible, to release the tension in your body and give your eyes a break.
- When fears and worries about the future come up, take 3 deep breaths in through your nose and out through your mouth and notice how your body responds. When you take such breaths the hormone oxytocin is released which calms your body and your mind. Share this strategy with your colleagues and direct reports.
- Begin meditating daily. There are a number of meditation apps available including:, https://www.headspace.com/, https://www.calm.com/ ,
- and one of my favorites Deepak Chopra and Oprah Winfrey’s 21-day meditation experiences – https://chopracentermeditation.com/
- Spend some time getting clear on what is really important for you in life and in work and then create an action plan to move forward daily in those priority areas. Let go of people and activities that do not nourish you.
- Communicate with others who are close to you. They will then understand how you are feeling and often “cut you some slack”.
- Get lots of sleep. If you’re feeling really tired experiment with going to bed earlier.
- Pamper yourself; have a bubble bath, massage, pedicure, make time to read a favourite author
- Begin integrating mindfulness practices[1] into your life. For additional strategies on how to prevent burnout and thrive in uncertain times, I invite you to check out my #1 best-selling book “Learning to Dance with Life: A Guide for High Achieving Women” (which is also helpful for men) and emerged from my experience of almost burning out.
Over to you, what strategies have you found helpful to prevent burnout during uncertain times? I invite your comments below.
[1] Mindfulness practices help you “get of your head” and “into your body”. An example is mindfulness walking meditation which can be done indoors but is more powerful when done outdoors in nature. Rather than thinking of our upcoming meeting or the recent argument we had with our partner, we focus on all of our senses. We feel the wind on our cheeks, smell the salt sea air, hear the crunch of leaves underfoot and see the beautiful vistas that surround us.
