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Tuesday 20th July 2021

Good to meet everyone and thank you for the opportunity to present on Tuesday: it is much appreciated. There were some great questions and to help follow up on those questions in a little more depth I have:

  • attached the slide deck

  • created extra slides to help address some of those topics.

  • included a link to an explanation of HRV...see below for the connection with one of the questions

  • included some examples of resources created for clients in helping with Covid

I think it was Michael (Dromgoole) who asked a very pertinent question about how to know when you were in a high performance trap on the downward slope of the performance curve and if introspection or other methods/tools could help determine where you are and what to do. This requires a long set of answers really. However, a possible approach is to measure HRV (see the link). This measure together with

  • cognitive introspection about sources of stressors, lifestyle choices, coping habits etc. and

  • somatic awareness...a heightened awareness of how you are feeling internally

can be used to adjust decisions which impact upon your ability to recover effectively, reset the nervous system and recharge your batteries. There are simple tools which can be taught to help manage/improve HRV and your somatic awareness. These tools were at the heart of the resilience training developed for the US Marines.

The additional slides

I have put in one slide to describe the benefits which are being targeted for the BAM/British Antarctic Survey work and the partners involved in the 10 year project upgrade. One objective was to generate benefits at 4 levels: the project, individual, team and social. It is very high level and I can provide more details about that if it helps.

3 additional slides, in part, address the questions about delivery to front line/field workers and also the difference between stress/challenges experienced in elite sport/military versus organisational leadership. As I explained, the processing of stress by the mind/body adheres to the same principles irrespective of the source of stress. The essential difference in organisational leadership is the nature of the stressors tends to be relentless. This may require different solutions/tools to those in sport where they actively practise recovery protocols...recovery is part of their work you might say. It's too long to explain here but senior leaders, in my personal experience, can find themselves in a similar position to a military person being away for 6 months. They have 'adapted' to the relentless nature of the stress...this adaptation is sometimes unconscious and not always positive. So, the 3 extra slides offer a selection of feedback from:

  • senior leaders

  • front line/field workers in the rail sector where we have delivered a substantial amount of training and interventions over the past 7 years

  • a variety from other sectors just to add some balance

I have also added one slide which expands upon the resilience model a little. Within this is a comment about helping people enjoy their work.... because enjoyment is a great performance enhancer.

A final slide lists all the various 'products' we have delivered either as one-off pieces of work or as part of a programme/strategic development. This was created for a third party training provider who uses us for their wellbeing offerings.

I will separately send Adrian a video of one of our events run for Network Rail...it is the type of day Adrian experienced at Siemens. It's a short clip of our team at work with their trackside operatives who can be a hard bunch to engage with! The comment in the top right of the second slide of feedback (from A Shepherd) was about this event.

many thanks

Mark

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