4 Things to Do If You Are ‘Isolated’ at Home Because of Corona Virus

I’ve been thinking about how people can best use their time, if they are stuck at home during this Corona Virus, Covid-19 Pandemic. Some people will be asked to ‘self-isolate’, along with their household for 14 days because they have symptoms of a high temperature and/or a persistent and troubling cough. Others will be asked to do the same for 12 weeks if they are pregnant, over 70, or usually receive a flu-jab on the NHS (due to having an underlying health condition or on medication that suppresses their immune system). The reason for all of this is to try and suppress the spread of this virus, and maintain health in the wider community until we are sure we have better treatments and a vaccine that we can use across the population. Obviously, if you’re unwell, the first priority is to give your body time to recuperate by taking plenty of fluids (2-3 litres of water per day), eating well, sleeping and letting your immune system do it’s job, whilst you take paracetamol (at the recommended dose) to control your temperature and levels of pain. For many people, however, this time may feel frustrating, because symptoms will be mild or absent and some will be wondering what to do with the time they have been ‘gifted’.

 

There are 4 things, which I believe we can all do during this time, if we find ourselves in the situation of being in isolation, but not actually feeling too unwell.

 

  1. REST
  2. REFLECT
  3. RE-IMAGINE
  4. RESET

 

REST

This is something which we tend to not be very good at. However, we have been given the opportunity to step back from the fast-paced, consumerist-approach that we have adopted in society and take some time to just BE. Learning to accept that we are where we are and deliberately slowing down will enable us to find new strength and reconnect with that which is most important. Deliberately slowing down our breathing, our pace of walking and learning to calm our racing thoughts allows us to enter into a different mindset. Choosing to turn off our screens and disconnect from social media for good portions of the day allows us to create space in our heads and our hearts for another way of being. I know that social media can be a really important and safe space for many people to continue to connect and feel part of community, breaking down a sense of isolation and loneliness, but if we’re on there all the time, it can really fill our heads with unhelpful traffic and noise, which stops us being able to enter rest. As we rest, we are invited to spend our time differently – to do things that are good for the soul. You could take time to create, write, read, sing, dance, pray, go for a gentle walk, cook, sit round a table and build Lego or do jigsaws with others or on your own. There is no need to accumulate new things, what can you make do with or mend? What old or new hobbies might you rediscover or pick up? How about deliberately choosing not to get a thousand and one jobs done around the house or not rushing into a new decorating project. Just stop for a while, slow-down and rest.

 

REFLECT

When we consider the far reaching potential effects of a global pandemic, like the one we find ourselves in, it causes us to pause, notice more the interconnectedness of human life across the world and the utter fragility of our systems. It should cause us to notice more deeply the injustices upon which we build our society, the insecurity of work and the implications of global capitalism on the poorest in our communities and indeed our environment. During this time, we do well to reflect on what we are learning together. Birds are heard singing for the first time in years in Wuhan – a city usually thick with smog. Destructive air pollution has reduced by over 25% in China and Italy. The canals are cleaner than ever in Venice and global air travel has decreased significantly. Of course, we notice some of the worst bits of our humanity – driven by fear – and some selfishness. But we also see the indomitable human spirit at work – huge acts of love, courage, kindness and generosity. There are amazing offers to help and support with home schooling and teachers are going above and beyond their usual brilliance, thinking creatively about how best to enable their students to thrive. Healthcare workers continue to put themselves at risk and pour themselves into the work of healing. Voluntary food clubs to feed the hungry, delivery services for shopping and medication, community support schemes and the ongoing service of the most vulnerable in our society – it’s amazing. This ability to re-organise ourselves, to connect together differently, to make wider political and economic decisions and find a way to be that feels more wholesome should give us plenty not only to be grateful for but to reflect on about why we put so much energy into maintaining the usual status quo. What good things are we noticing and learning?

 

RE-IMAGINE

What might be possible together? Can we imagine a world with less commutes and more digital connection? Doesn’t it seem more possible to cut global emissions a great deal more quickly, when we’re forced to focus our attention? Could we work and earn differently and be more generous with wages and leave, so that we don’t see so many people left in such a vulnerable state. If we can find the ability to be so kind to each other at such a time as this – why not more so all the time? As we’ve recognised the fragility of our lives and existence, are the grudges we hold worthwhile? Are we able to forgive and reconnect? Might we adopt a way of life that is more about sharing and regenerating than grabbing all we can? Isn’t community one of the most delicious and richest of experiences? How can we build more of it? Can you sniff an economics that is more about wellbeing than profit and a politics that is more about connection and participation in our life together than centralised sovereignty? How about an education system that doesn’t treat our children like fodder for the machine, but invests in their ability to build a beautiful future. Have you seen how relationship really could be the foundation of our public services? So how might we think differently about our governance structures and the way we organise ourselves – think ‘Radical Help’ (Hilary Cottam), ‘Doughnut Economics’ (Kate Raworth) and ‘All Our Welfare’ (Peter Beresford) – plus many more. Can you imagine a society in which we really put the wellbeing of all people and the planet at the heart of what we do? If so….why would we continue with a way of being together which is so detrimental to both?

 

RESET

Our invitation, therefore, is to reset. This invitation comes from the earth itself, from our deepest longings, and from the source of all love and life itself. We don’t have to continue living in the story of selfishness and scarcity. We have shown ourselves that there is a more ancient and wonderful story of connectedness, restoration and hope, to which we all belong. We don’t have to go back to how it has been. Step by step, we can use this ‘kairos’ moment to walk into a new future together. A future in which we heal our divides and regenerate our planet, forgive our deep, historical wrongdoings, rebuild our ruins and restore our relationships; do away with injustice and create reconciliation. It’s time to reset. Are you ready to press the button?

 

Here is a beautiful poem, by Kitty O’Meara, to help us rest, reflect, re-imagine and rest.

 

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Creating a Culture of Joy in the NHS

A Culture of Joy is the biggest determinant of safe and high quality healthcare! That is such a phenomenal statement that it is worth reading over and over again, making it into a poster, sticking it on your wall and meditating on it morning and night. It feels to be simultaneously absolutely true and somehow beyond belief. I’ve previously blogged here about the need for a culture of kindness in the NHS, and I hold to that – kindness certainly doesn’t exclude joy (!), but a Culture of Joy….. I don’t know, in a day in which 50% of our staff admit to feeling burnt out, can we honestly say we have developed this throughout our health system in the UK? So, what does it take to build this? How do we have a joyful workplace? If it is really the single largest factor affecting patient safety, which research from The Mayo Clinic, The IHI and The Quality Forum tell us it is, then we better sit up, pay attention and do something about it!

 

There are 3 key ingredients to creating a culture of Joy.  The first (and this is in no sense a hierarchical order!) is leadership, the second is how
teams actually function together and the third is personal responsibility. You will see the words incorporated from the ‘culture circle’ in bold!

 

Good Leadership: Here’s a fascinating fact, I learnt from Stephen Swensen, of The Mayo Clinic – The bigger the signature of a CEO, the worse the outcomes for patients, staff and the finances of the organisation!! CEOs are responsible for setting the structures in place that allow healthy cultures to develop. Leaders create a culture of joy by having humility and developing 5 key behaviours:

 

  1. Appreciation – good leaders build joy in their teams by saying ‘Thank You’ – it is one of the things the team at my surgery consistently tells us, as partners. Of course we are grateful, but we don’t say it enough. Every member of a team knowing that they have value is so vital. I remember, as a house officer on a medical ward watching a lady called Jean, cleaning the ward and saying hello to all the patients. I went up to her and said, “Jean, I just want to thank you for everything you do on this ward, every day. The way you keep this place clean helps fight off infections and keeps people well; and the smile and kindness you bring is really comforting to people who are scared or hurting.” To my great surprise, she burst out crying. I asked her what was wrong and she told me that she had worked on this ward for 25 years and no-one had ever said ‘Thank You’ to her. My favourite hashtag on twitter is trybeinggrateful – it costs so little.
  2. Transparency – good leaders communicate openly with their teams. They don’t do ‘special huddles’ in which they invite a few ‘high level’ people to know their secrets. No. They communicate with honesty and openness and this builds trust. And with trust they are able to negotiate difficult situations and requests of their teams, because there is a belief that everyone is in it together.
  3. Ideas – They look to their teams for ideas. One of the things I loved learning about recently is that the CEO of Toyota in Derby, deliberately does not park his car in the special ‘CEO parking space’ right next to the building. Instead, he parks it at the far end of the factory, so that the walk to his office takes him through every department, (a good 30 minutes of his time), so he he can say “hi” to his staff, connect with them and ensure that he is hearing about their ideas for innovation and improvement. Toyota takes 2.5 million suggestions from its staff every year. This simply doesn’t happen enough in the NHS, and I wonder how many CEOs take time at the start of the day, to walk the corridors, listen to patient stories, understand the pressures in the ED, hear the heartbeat of the wards and get a sense of the ideas brewing in some of the most compassionate, caring and intelligent staff of any organisation in the UK. If we are to transform the NHS into a system that is truly safe, sustainable and excellent, we must listen more to the ideas of our teams and in doing so, we will cut waste, undo the reems of red tape and instead find we are working far more effectively and efficiently. To embed this into the culture, there must be psychological safety – that means that no question is too stupid, no idea is too dumb and it is safe to bring to attention concerns a person may have, without a fear of retribution. One great question for leaders to ask is, “what are the pebbles in your shoes?’ – in other words, what matters to you? Or what are the barriers for you here? What’s getting in the way? Great CEOs do not have great answers, they are willing to work with complexity and have great questions!
  4. Career Mentorship – every person needs to be able to keep learning and develop in their role. We all need mentors or coaches at different stages in our careers, and ensuring these structures are in place to support staff as the complexity and pressure we deal with increase, is vital in building joy. People who are developing in their role are naturally safer in their role.
  5. Inclusiveness – To a good leader, it doesn’t matter who you are, what you look like, what you believe, what your sexual orientation or status might be. You need to know that you are welcome and you are loved just as you are. Inclusive teams that do not scapegoat, do not sideline and do not bully are joyful teams. Joyful teams celebrate difference and thrive off it.

 

Joyful Teams:  It’s really important to understand that joy does not mean false happiness. It does not mean that we walk around with fake smiles on our faces all the time and pretend that everything is ok. Joy is much deeper than that. We deal with very sad and difficult things in our workplaces every single day. We break bad news, we hold people as they take their final breaths, we watch people make terrible life choices, we see and carry the hurt of those who suffer loss and each of us has our own burdens we carry from the lives we live outside of work. Joyful teams do not pretend like that stuff isn’t happening every day – quite the opposite. Joyful teams develop three key qualities:

  1. Camaraderie. The high school musical song – ‘We’re all in this together’ is a great theme tune for NHS teams. People need to know that they belong, that they are loved and that people care about them. On good days, we celebrate together, on bad days, we pull together. Joyful teams develop encouragement, support and kindness in how they treat each other.
  2. Purpose. Joyful teams have a real sense of shared vision and purpose. They know what they are there to do and each person knows that they are valued in that team. The posh term for this is a sense of corporate agency. This is our job to do, we are responsible for what happens here and we want to do our work with excellence. 
  3. Trust. It is really important that individuals feel trusted to do their job without feeling like they are always being watched or criticised or that they have to give an account for every action. When people feel trusted, they actually work more effectively and produce better outcomes.

 

Personal Responsibility: in order to create a culture of joy, it is not just the responsibility of the CEO or team leader, nor the atmosphere created by the team as a whole – we each have a responsibility to steward and hold to this culture. And that means taking care of our own needs. We need to be active, eat well, take notice, be mindful, sleep well, forgive those who hurt us and have good friendships. Making sure that we ‘host ourselves’ well, ensures that we play our part in building the culture of joy that is so vital to the providing care that is of the highest quality and safety. There is a personal accountability to ourselves and to those we work with to ensure this is so. There is also personal agency that rises to the challenge that each one of us can set a new trend and make a significant difference to the culture in which we work.

 

In the midst of all we are currently facing in the NHS, for the sake of our patients and their families, it is vital that we build cultures of joy now and cultivate them for the future.

 

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How To Forgive

Tweet Many of us feel that forgiveness is a good idea or it is something we would like to do, but when it comes to actually forgiving someone, it can be hard to know how to go about it. In my last vlog I talked about the extraordinary and healing power of forgiveness and how [Continue Reading …]

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The Extraordinary (Healing) Power of Forgiveness

Tweet There are many times when people come to see me, as a GP, and I cannot find a physical cause for their pain. There are various other conditions when people have what we call “medically unexplained symptoms”. For others, they can get stuck in a rut with their mental health and feel unable to [Continue Reading …]

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