What next for key workers?
- Capability: Carol knows what care looks like. She knows what it involves and she is able to observe and notice how her team is doing. In this sense, she has some of the skills and knowledge required. But we have also heard that she can struggle at times to recognise and make room for vulnerability, especially her own. In order to care for her team, she may need to be thinking about supervisory courses to gain further skills.
- Motivation: Carol’s motivation is clearly strong. She consistently aims to look after her team. One thing for Carol to look out for in the coming months is whether she can maintain consistent motivation. A potential threat to this at the moment is that she is recovering from illness and has overworked in the past. This will involve thinking about her own mental and physical health. Though she is identifying a wish to get things done at work, in order to this she will also need to attend to herself to ensure she able to continue to be motivated. A key message being sent to health workers at the moment is: it’s okay not to be okay. Notice how different this is to Carol’s wish in Week 1 for her and her team to be fine.
- Opportunity: This is where Carol will be more dependent on her surroundings. She wants to ensure her team are well looked after. When we think about this, further useful questions about details and logistics begin to emerge:
- is there a physical space for staff to meet for supervision or support?
- is there a regular time to meet?
- if the wellbeing of her team is to be higher on the agenda, what will give? Another target or outcome? Time with patients?
- from whom does Carol need permission to make this change? This may not only be immediate management, as targets are issued sometimes at the trust, borough or even national level.
- recalling our discussion on levels of evidence, how might research articles and data feature in Carol’s plans to implement changes?
COVID-19: Psychological Impact, Wellbeing and Mental Health
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