Facilitating Teams Support
The majority of staff at work gain support from line managers, teams, colleagues, community groups and faith leaders to stay well.
Encourage peer support/ buddy systems/ regular team huddles and reflective practice including shift reflection (Ragoobar, 2020).
During the pandemic, teams may be overwhelmed by high patient volume, scarce resources and challenging cases. Therefore, it is important to:
1. Recognise wins and successes to have a ‘collective efficacy’ that team can succeed current conditions.
2. Support teams to sustain shared roles and priorities by sharing common understanding of key elements.
3. Acknowledge and recognise the contributions of those working ‘behind the scenes’ to help them stay engaged and help prevent working in silos.
4. Build and sustain psychological safety to which team members can speak up or admit a mistake.
5. Emphasise and promote team mutual monitoring: the situation, team performance and teammates.
Promote REACT mental health conversation training for managers, to enable them to support staff through compassionate, caring conversations about mental health and emotional wellbeing as well as resources, toolkits and guidance including ‘check-ins’ and check out with each individual within the team in a structured, psychologically safe way, at the start and end of shifts.
Ensure support for team leaders who also need respite/backfill and acknowledgement/support from their leaders for psychological wellbeing to be fostered and maintained.
Links with local, embedded psychologists who can in-reach to teams to provide easily accessible support to team members.