How hobbies can improve your mental health when living with serious illness or injury

How hobbies can improve your mental health when living with serious illness or injury

Living with the impact of a temporary serious illness, chronic illness, or injury can be draining in many ways and adversely impact your mental health. The routine of illness/injury can quickly take over. It feels like the illness or injury dictates your life and is in control. It feels like parts of you are slipping away and you don’t recognise yourself anymore.

This is understandable. When you are living with the impact of a serious illness/injury, it’s not like you know automatically what to do. You have to figure out new ways of taking care of yourself and what works for you. That can be time consuming. Also, life continues to happen around you and you have to deal with that. It can feel like there isn’t time left to focus on fun things like hobbies and personal interests. Life is just too busy or you’re too tired to focus on them.

But hobbies and fun activities can be the very thing that will improve your mental health and quality of life. This is super important when you are living with a potentially life-changing health issue. Your mental health is just as important as your physical health.

Having been inspired by my own and a colleague’s experience, and others writing about their experience, I share the 10 ways hobbies and personal interests can help you improve your mental health, and restore some normality to your life, your quality of life, and your sense of self.

hobbies can improve mental health

 

How hobbies improve your mental health and quality of life

 

Here are 10 ways in which hobbies improve your mental health and quality of life. Hobbies can:

1. Provide an escape from symptoms

In the early days of living with Transverse Myelitis, I had bad fatigue, neuropathic pain and major sensory disturbance (pins and needles everywhere in my body). I couldn’t only sit on the sofa and watch daytime telly, which I found boring.

So I opened my laptop and despite my hands being badly affected, I started genealogical research. I was quickly absorbed and distracted from the pain and fatigue for a time. Even though I made loads of typing mistakes because I had constant pins and needles in my hands and so could not feel things properly (still do just not as bad), I was so absorbed in my work I didn’t mind. My focus was on the hobby, less so on my hands.

I once heard a story of a person with Parkinson’s whose tremors stops when she picks up a camera to take pictures. There is a respite from the Parkinson’s symptoms for a time.

A colleague with Parkinson’s told me about how when she rides her bike, she is free of symptoms. She forgets she has Parkinson’s and values this sense of freedom. The cycling is also great exercise.

2. Remind you of abilities you still have

Being able to engage in research reminded me my brain was fine even though my body wasn’t. I could still do research and use my brain in a way which I valued.

3. Process of learning and getting better provides a sense of mastery

With many hobbies you learn even if you have been indulging in the hobby for many years. I’ve been doing genealogical research for 9 years now and I am often learning something new about my family or how to conduct the research so I achieve what I am aiming to. That process of improving is very satisfying.

4. Provide achievement

Hobbies enable you to achieve something of value to you whether that is drawing or painting a picture; completing a cross-stitch, book or bike ride; gardening; writing a poem or story; creating music; going for a walk; cooking a meal; winning a game; finding that one rare stamp to add to a collection, etc.

hobbies improve mental health

Hobbies can improve your mental health and quality of life.

 

5. Provide an opportunity to socialise with people

Some hobbies naturally lend themselves to being with other people and may even need others so you can engage in the hobby. Like a team sport. Being with others doing an activity you all have an interest in fosters a sense of belonging. This is hugely important as sometimes when living with a serious illness, you can feel very isolated.

I adore kayaking because it gets me out in nature, it gets me moving, it’s a mindfulness practice for me, it’s hugely relaxing, and most of the time I kayak with other people. I find paddling very therapeutic for my body and mind. As a hobby it ticks boxes of what is important to me.

6. Provide a safe way to deal with unpleasant feelings associated with the changes in your life so they do not end up dominating your life

This is important to do. It enables you to get in touch with the experience of your illness/condition/injury so you integrate it into the story of your life without it being ignored, shut away or owning you in an unhealthy way. I wrote about how you can do this here. 

7. Provide enjoyment

I enjoy genealogical research. I love the process of discovery it provides. I enjoy sharing what I learn with my family.

8. Reduce stress and provide relaxation

When we do something we enjoy that is just for us, we often relax. The stress leaves our bodies as we focus on our hobby. So when you feel stressed, indulging in your hobby is a brilliant antidote to it as @HannahEliza1 finds with playing the piano.

9. Provide meaning

Regarding genealogical research, I feel like I am the keeper of the family stories and it’s my job to record them and pass the on so current generations can do that too. That gives meaning to me and my life. It also allows me to live my value of the importance of family.

10. Restore a sense of normality to your life

Hobbies are part and parcel of life. Most people have them. So they bring a sense of normality. Although your life may have changed substantially due to a serious illness, hobbies can still be a part of it. They may be hobbies from pre-illness/injury days or new hobbies chosen due to the changes you’ve experienced because of your illness or injury.

Hobbies can provide all of this. And do you know what all this does?

 

Hobbies feed your self-worth

 

Those 10 things hobbies do for you are good for your psychological wellbeing. They improve your quality of life. They feed your sense of self-worth.

Hobbies allow you to be you, to do something for yourself, to express all the richness that is within you, and to feed that richness so you can keep expressing it.

So claim back time for your hobbies and interests. Your mental health and self-worth are too important. They matter because you matter.

hobbies improve mental health chronic illness

The value of hobbies to your mental health when living with serious illness or injury.

 

What’s it like for you?

 

Has a hobby helped you to deal with the impact of your illness or injury? Did you pick up any new hobbies as a result? Or are you trying to adapt a hobby so you can still indulge in it or searching for a new hobby to restore a sense of normality to your life? Share below as a comment and you may end up helping someone else.

If you are living with a chronic illness or the after effects of a serious illness, or are caring for someone who is and would like support to enhance your sense of emotional wellness, have a look at how we can work together and get in touch for a free no obligation consultation.

 

Pass it forward

 

Although I write this blog in the context of living with a serious health issue, the ideas contained within are applicable to everyone. If you think someone you know would benefit from reading this blog, or you just want to share it with the world, share it using the icons below.

If you or a loved one experienced a serious health issue in the past 2 years and are struggling or wondering if you can accept what has happened and whether you have to, I would love to speak with you. I am researching the concept of ‘acceptance’ within the context of a serious health issue by collecting people’s experiences with it. Click here to find out more.

© Copyright Barbara Babcock 2017

 

Uncovering the unconscious biases that can hinder an employee’s return to work after a serious health issue

Uncovering the unconscious biases that can hinder an employee’s return to work after a serious health issue

This post focuses on uncovering the unconscious biases which can interfere with an employee’s return to work after a serious health issue. It s the fifth and final post in this series for line managers who have a team member returning to work after a serious health issue, and are wondering how they can best support their employee. 

Rather than focus on HR policies and employment law, what I am sharing here are the subtle and often unseen aspects which can help the employee’s return to work or derail it. Knowing about them will enhance your ability to relate empathically with your employee and support them, which is a key ingredient for a working relationship built on trust. This in turn can enhance employee engagement and loyalty. The previous posts are here, here, here and here.

As part of supporting employees returning to work after a serious health issue, one of the topics I’ve written about has been how not to say the wrong thing. I’m continuing this theme but from the perspective of how the biases and assumptions we hold around health, illness and disability can impact how we treat people.

My starting point is to look at some of these most common assumptions we hold as a society. These are the messages we are surrounded by every day, which we absorb and can sometimes impact what we believe, assume, think, feel, do and say.

The aim is to deepen our awareness so we can make mindful choices regarding what we say and do when supporting a colleague returning to work after a serious health issue. Last week I shared two prevalent biases.

  1. Having had a serious illness or acquired a disability means you can no longer work
  2. For an illness/symptom to be valid, it must be visible.

This week, I’m sharing three more and offering an exercise to uncover the unconscious biases around health, illness and disability you may hold.

 

illness biases

Illness biases in our society. Drawn by B Babcock 2017.

 

As you read each bias, consider what could be the result if someone acted on them when supporting an employee returning to work after a serious health issue.

 

Unconscious Bias 3 – When you are ill, you must look ill. You cannot look or feel well.

 

This bias relates to the invisibility bias mentioned above and says, ‘You must be sneezing, blowing your nose, have a limb in a cast, stay in bed, be in a wheelchair, whatever. You can’t laugh or smile if you are depressed. You must give me a visible sign that you are really are ill. Only then will I believe you.’

Many illnesses, symptoms, and conditions are invisible like Chronic Fatigue Syndrome, Myalgic Encephalomyelitis (M.E.), Transverse Myelitis, and Multiple Sclerosis to name a few. And these conditions can fluctuate. There may be periods when the symptoms are very bad, and then they reduce or even disappear for a time. You can have a long-term condition punctuated by periods of wellness. And when you are in a bad patch, you can still look well.

Consider what it is like for the employee who has an invisible illness or disability who sees their employees roll their eyes when they leave work early because of symptoms, or the manager who asks more questions than of others who have been off sick.

 

Unconscious Bias 4 – You look well so you must have recovered or be recovering.

 

This bias says, ‘But if you are still ill, despite looking well, you must not be working hard enough at your recovery.’ Ach, that puts a ton of responsibility on a person and assumes a level of control that may not be possible.\

At work and elsewhere, this can lead to people giving the employee the quizzical look and possibly even saying something to others that the person looks well but is ‘supposed to be sick’. It can also lead to receiving a lot of advice regarding what you can do to recover.

When it comes to our bodies, we can directly control our breath, muscles and mind. We can influence other things, for example weight and body mass index through our diet and exercise. But there’s a lot going on in our bodies that we don’t see and cannot control.

 

Unconscious Bias 5 – Mental health issues aren’t real; people who have that are ‘soft’

 

The following example in the sport of cricket reminded me of this assumption. Jonathan Trott left England’s Ashes tour in 2014 because of a stress-related illness and took a leave of absence to focus on his health. ‘Michael Vaughan asserted that “both he and the public have been been ‘conned’ by Trott…”’ (Moss, 2014).

I don’t need to explain that further. The impact of being on the receiving end of that can be crushing. Having people say this about you can come across as if you do not know your own body and so are unable to evaluate your own experience.

Stigma around mental health issues unfortunately still exists in the workplace. Although there are initiatives encouraging Human Resources professionals to share their personal stories with mental health issues, ‘less than 10% of employees feel comfortable disclosing mental health problems…yet 78% of employers believe their staff are comfortable having mental health discussions at work’ (Gyton, 2017). There is an obvious disconnect.

What is it about mental health at work that isn’t working?

 

Perhaps it comes down to what Dr. Miller, policy advisor at the CIPD, said ‘A crucial missing link is often found in the relationship between line managers and their employees.’ An important link to this is the training line managers receive to manage and support staff with mental health problems. Dr. Miller said 22% of employers are investing in such training (Gyton, 2017).

There is the saying that people leave line mangers and not jobs. That line manager and employee relationship is so important. If you are a line manager supporting an employee with mental health or another health issue, one of the things you can do is develop your awareness of the assumptions you hold around health, illness and disability so you can make mindful choices going forward. Keep reading to find out how.

stigma of mental health at work

The stigma of mental health at work. Drawn by B Babcock 2017.

 

IMPORTANT TANGENT – MIND offers a course called Mental Health First Aid, which trains you in the signs of various mental health issues and appropriate ways of dealing with them. It’s very informative and helpful and I recommend it. Click here to learn more.

 

How to ensure you don’t act on unconscious biases when supporting colleagues returning to work

 

These 6 questions will help uncover unconscious and biases you may hold around health, illness and disability. This will enable you to make mindful choices on how you support an employee returning to work after a serious health issue. You can also book a session with me and we can do this together. Sometimes having an objective person listen can give you new insights.

The questions ask you to reflect on what it is like for you when you, and those around you, are ill, disabled, and in good health. The questions are repetitive, but it is important to consider them in the different situations to uncover any unconscious biases. Take the holistic approach used here and consider what you think, feel and actually do. You don’t have to do this all in one go. It may be helpful to write your responses.

 

Uncovering the unconscious biases – The 6 questions

 

1. When you are ill and/or disabled

What is that like for you? What do you think, feel and do? Do you continue going into work, work from home, or stay in bed? Something else?

What is it like for the people around you? Your family, friends, colleagues, clients? How do they respond to you when you are ill? How do you respond in turn?

2. When you are in good health

What is that like for you? Again, what do you think, feel and do?

What is it like for the people around you? How do they treat you? How do you treat them?

3. When a family member, friend or colleague is ill and/or disabled

What is that like for you? What do you think, feel and do? Do you look after/deal with them the same way you look after yourself when you are ill? Or differently?

4. When a family member, friend, colleague, client is in good health

What is that like for you? What do you think, feel and do? How do you treat them?

5. For each of the above questions, review your responses. Ask yourself,

What must be true about me (and others) for me to think, feel and act the way I do?

What do I have to believe?

What am I assuming of myself and my capabilities? What am I assuming of others?

6. Read through your beliefs and assumptions because they point to the biases you may hold.

The biases can be helpful or unhelpful and that may depend on the situation. Consider a real life situation (your own or another person’s situation) and how the biases can lead to action on your part which is helpful or not to the situation. With these new realisations, you can choose to do something different when that is appropriate.

 

unconscious biases

Uncovering your unconscious biases? Drawn by B Babcock 2017.

 

What’s it like for you?

 

What biases around health, illness and disability have you come across at work or elsewhere? Which ones did you find unhelpful or helpful? Feel free to share here and ensure examples cannot identify companies or individuals.

If you have an employee returning to work after long-term sick leave and would like support to ensure a smooth transition, have a look at how we can work together and get in touch for a free no obligation consultation.

 

Pass it forward

 

Although these blogs are written in the context of living with the impact of a serious health issue, the ideas contained within are applicable to everyone. If you think a colleague, friend or family member would benefit from reading it, or you just want to share it with the world, share this post using the icons below.

If you or a loved one experienced a serious health issue in the past 2 years and are struggling or wondering if you can accept what has happened and whether you have to, I would love to speak with you. I am researching the concept of ‘acceptance’ within the context of a serious health issue by collecting people’s experiences with it. Click here to find out more.

© Copyright Barbara Babcock 2017

 

References

Moss, B., It takes strength to recognise your own mental ill-health, People Management, CIPD, 25-Mar-2014, Available http://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2014/03/25/it-takes-strength-to-recognise-your-own-mental-ill-health.aspx?utm_medium=email&utm_source=cipd&utm_campaign=pmdaily&utm_content=250314_comment_1

Gyton, G., Less than 10 per cent of employees feel comfortable disclosing mental health problems, People Management, CIPD, 20-Feb-2017, Available http://www2.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2017/02/20/less-than-10-per-cent-of-employees-feel-comfortable-disclosing-mental-health-problems.aspx

 

Unconscious biases can hinder an employee’s return to work after a serious health issue

Unconscious biases can hinder an employee’s return to work after a serious health issue

This post focuses on the unconscious biases which can interfere with an employee’s return to work after a serious health issue. This is the fourth post in a series for line managers who are supporting such employees, and are wondering how they can best do that. 

Rather than focus on HR policies and employment law, what I am sharing here are the subtle and often unseen aspects which can help the employee’s return to work or derail it. Knowing about them will enhance your ability to relate empathically with your employee and support them, which is a key ingredient for a working relationship built on trust. This in turn can enhance employee engagement and loyalty. The earlier posts are here, here and here

As part of supporting an employee returning to work after a serious health issue, one of the topics I’ve written about has been how not to say the wrong thing. I’m continuing this theme but from the perspective of how unconscious biases and assumptions we hold around health, illness and disability can impact how we treat people.

My starting point is to look at some of the most common unconscious biases we hold as a society. These messages surround us and can sometimes impact what we believe, think and say. The aim is to deepen our awareness to enable us to make mindful choices about what we say and do when supporting a colleague returning to work after a serious health issue.

This week I am sharing two prevalent biases. In two weeks, I’ll share three more and offer questions you can ask yourself to uncover the unconscious biases around health, illness and disability you may hold.

 

avoiding acting on unconscious biases

Don’t think I will put my foot in it today.

 

Unconscious Bias 1 – Having had a serious illness or acquired a disability means you can no longer work

 

Consider a man in his mid 40’s who works in a large organisation in a senior position and the organisation’s culture has a reputation for being demanding and stressful. He looks in good physical shape but unexpectedly has a serious heart attack.

Or a person has a car accident and is paralysed as a result.

A common assumption I’ve come across in this instance is the person needs to change their life completely including giving up work. This reminds me of the statistic that ‘42% of disabled people seeking work found the biggest barrier were misconceptions about what they can do’ (ACAS, 2016).

That is a key point. What do we assume of people’s abilities after they have experienced a serious health issue?

 

unconscious biases about disability in the workplace

Picture obtained from ACAS Twitter feed @acasorguk (14-Mar-2017). Myth statistics come from the report ‘Disability Discrimination: Key points for the Workplace’ published September 2016.

 

Although significant changes to one’s life may be needed, returning to work can be possible. With many health issues, people’s physical capabilities are affected temporarily (sometimes for several years) or permanently, but their cognitive capabilities are not. With other health issues, a person’s cognitive capabilities are impacted, but they can employ strategies to manage them so they can continue to work.

The return to work may take time. I’ve seen a gradual return take a year. Adaptations may be needed to physically change the workplace so it is accessible, to alter how things are done (adjusting hours, working from home, adjusting existing role, moving to a new role), or equipment may be needed to help the person do their job (e.g. voice to text software, standing desk).

There can also be assumptions related to specific illnesses, for example heart attacks which happen at an age you don’t expect it to.

  • Young people don’t get heart attacks. – They do. Strokes too. Many illnesses do not practice age discrimination.
  • The stress of the job caused the heart attack. – Not always. It might be a contributing factor, particularly if it has led to unhealthy eating and drinking habits and little or no exercise. The person’s medical history, family history, and any current medical issues which may have gone undiagnosed could also be contributing factors. But sometimes illnesses can unexpectedly happen and there is no known cause.

 

Unconscious Bias 2 – For an illness/symptom to be valid, it must be visible

 

This is a pervasive bias in our society. The impact of illnesses like Chronic Fatigue Syndrome, Myalgic Encephalomyelitis (M.E.), Transverse Myelitis, and Multiple Sclerosis for some people can be invisible. Sometimes you may hear people say, ‘Well, s/he looks well,’ in a quizzical tone of voice and look in the eye. I’ve had many people tell me the response to saying they have chronic fatigue is, ‘You never look tired,’ or ‘We are all fatigued.’

Imagine here that over and over again. You start to feel as if you have to prove that yes, you will do have a health issue. It can over time lead to a deterioration in working relationships.

As I wrote previously, one reason for unpleasant responses could be people experience anxiety (sometimes unknowingly) over not knowing how to respond. When you can see something, like a person on crutches, you have some ideas on how to respond, you open the door for them.

When you cannot see something, you can feel less clear on what is real or not, what is happening and what you could do in response. Many people like to know and feel certain because it gives them a sense of control, it is reassuring.

Educating colleagues so they understand the impact of the condition and that the person can look well on the outside, but inside feel very unwell, and how they can support the person and each other can help. This can enable the team to continue focusing on what they can all do and performing as a team rather than only focusing on what one person cannot do.

However, some people will not want to disclose information about their health issue and how they are affected. There can be many reasons for this, some which are a desire for privacy, to be seen as normal and just like everyone else, not wanting to respond to questions which may be felt to be too personal, not wanting to talk about it because it makes the health issue that much more real, or the person is tired of talking about it. Whatever is said, it must be agreed with the employee. And as the line manager, you can still promote the two-way street of support among all team members.

 

Team work sharing the workload

The ideal – supporting each other. Drawn by B Babcock 2017

 

This invisibility bias points to related assumptions in our society. But I will address them in two weeks. In the meantime, consider what can happen if someone acted on these assumptions when supporting an employee returning to work after a serious health issue.

 

What’s it like for you?

 

Have you seen these two unconscious biases in action in the workplace? Or others? What was the result? Feel free to share here. Just make sure examples cannot name companies or people.

If you have an employee returning to work after long-term sick leave and want some support to ensure a smooth transition, have a look at how we can work together and get in touch for a free no obligation consultation.

 

Pass it forward

 

Although I write these blogs in the context of living with the impact of a serious health issue, the ideas contained within are applicable to everyone. If you think a colleague, friend or family member would benefit from reading it, or you just want to share it with the world, share this post using the icons below.

If you or a loved one experienced a serious health issue in the past 2 years and are struggling or wondering if you can accept what has happened and whether you have to, I would love to speak with you. I am researching the concept of ‘acceptance’ within the context of a serious health issue by collecting people’s experiences with it. Click here to find out more.

© Copyright Barbara Babcock 2017

 

References

Disability discrimination: Key points for the workplace, ACAS, September 2016 (Downloaded 14 March 2017 from www.acas.org.uk)

Helping your employee return to work after a serious health issue – What not to do (Part 2)

Helping your employee return to work after a serious health issue – What not to do (Part 2)

This is the second post in a series for line managers who have an employee returning to work after a serious health issue, and are wondering how they can best support them. Rather than focus on HR policies and employment law, I share the subtle and often unseen aspects which can help the employee’s return to work or derail it. Knowing about them will enhance your ability to relate empathically with your employee and support them, which is a key ingredient for a working relationship built on trust, and can enhance employee engagement and loyalty. You can read the first post here.

 A member of your team has been on long-term sick leave due to a serious health issue and wants to return to work. You want that too but based on discussions with them, HR and/or occupational health, you have concerns, feel it might be too early and are wondering what to do. Should the employee return now or wait a bit?

There are no straight forward easy answers here as every person, line manager employee relationship, organisation, illness and its recovery process are different. My aim is to explain what not to do in this situation, the reasons people often want to return to work (sometimes early), and what you can do.

 

return to work after illness

The desire to return to work. B Babcock 2017.

 

Don’t assume you can sort an employee’s return to work by yourself

 

This is not a situation you may often deal with at work so make sure you get support. You’re learning too. Not speaking to your HR team and any occupational health services you have access to could result in you saying and doing the wrong thing from a legal perspective.

WHAT TO DO: Speak to your HR team, occupational health, and where appropriate other managers who have been through a similar situation. Read information by charities and the NHS about the illness your employee has. I’ve heard many people express appreciation for a line manager’s willingness to learn about their health issue in order to help them have a good return to work.

 

Don’t assume they would rather be off sick but are returning to work only for the money

 

I’ve heard line managers say, ‘Yeah, they’re only returning to work because the money the company pays over and above statutory sick pay is going to finish. They always return then.’

Whether or not the employee feels ready to return to work, money could very well be the reason they do so. The employee may be the sole or primary bread winner, may not have much savings, and needs the money to pay their rent or mortgage or support their family.

Your employee may have critical illness cover, but their illness/condition/injury may not be covered. If it is, it doesn’t guarantee your employee will receive a pay out. And if they can, it can take some time, at least 6 months.

Finances can be a major concern for people who are experiencing a serious health issue. And this is on top of dealing with the illness, recovery, and learning to live in a changed body.

WHAT TO DO: If your organisation offers its employees access to a confidential financial advice service, consider mentioning that it’s offered by the company to all employees. The Citizens Advice Bureau can also provide advice or the charity of the illness/condition your employee has (if such a charity exists).

 

Don’t dismiss your employee’s optimism regarding their return to work if you think they aren’t ready

 

Many times, your employee is keen to return to work, despite the questions and fears they may have. Work gives us a routine in our lives, and as routine implies predictability, this lends us a sense of safety and normality. After a serious illness/injury, returning to a sense of normality is what people want.

Returning to work can also be a sign to the individual that they are indeed getting better.

Work also provides us with an opportunity to contribute, help others, and achieve, all which contribute to our wellbeing. Those opportunities are also great ingredients to grow our confidence and self-worth, which often take a beating during a period of serious ill health when people cannot do very much physically and/or mentally and have to depend on others.

So that keenness could be your employee’s desire to feel like they are getting better, to return to a normality, and restore their confidence.

WHAT TO DO:

  • Use opened ended questions to explore what your employee is looking forward to when they return to work, their concerns and the support they need and want from you – What are you looking forward to? What are your concerns? What support would you like from me? Find out if they want their colleagues to know what they have been through and how that information will be shared. Not everyone will want their colleagues to know though.
  • Keeping in touch with the employee whilst they are on sick leave can help the employee still feel connected to work, and help you and they gauge when the return to work can start. But some employees may not be up for having regular contact. They may not feel well enough or just want to be by themselves or with family during this time. If you don’t have much contact with your employee, remember that it doesn’t mean they are not keen to return to work.

 

Don’t assume your employee’s recovery will be just like your family member, relative, or friend who had the same illness/condition

 

It won’t. See next point.

 

Don’t assume that once your employee has returned to work all is back to normal regarding their health

 

I referred to this idea in the first post on this topic where I cautioned against assuming that recovery means ‘cure’.

Regardless whether your employee returns to work too early or not, something can happen resulting in them having to return to sick leave or slow down their phased return.

When you get a life-changing serious illness, you don’t know what you don’t know so you can’t predict how smooth or not your recovery will be. A medical prognosis is the hoped-for outcome and you can do all you can to maximise it, but neither are guarantees.

There are many sources you can learn from about an illness and dealing with it, but illnesses affect each person differently, so every person’s recovery path will be different. The recovery process is one where you learn as you go.

Therefore, your employee can’t make predictions about their recovery and how they will cope with working, so they may not always be 100% sure when is the ‘right’ time to return to work. Balancing the pros and cons for all parties involved, there may never be the ‘best’ time either.

WHAT TO DO: Ask yourselves when is it a ‘good enough’ time for the employee to return. Offer confidential 1-1 support via a third party such as a coach or your Employee Assistance Programme to help your employee create coping strategies for now and into the future.

 

Don’t rush to the assumption that your employee can no longer do their job

 

Your employee may return to work earlier than they feel ready to because they are worried about losing their job. They may fear that people will think they can’t do the job anymore and find a replacement.

WHAT TO DO:

  • Keep in mind that a change in physical or mental functioning may not necessarily mean a person can no longer do their job. A temporary or permanent change to how your employee does their job or even the job they do may be required. External confidential 1-1 support as mentioned above can also help the employee figure out what adjustments they may require and even alternative jobs they can do.
  • Plan with the employee and be prepared to change that plan. Meet regularly. The plan may not turn out to be a smooth upward trend of your employee going from zero to hero according to timing guidelines given in HR policies.

 

return to work after illness

From zero to hero. The hope when returning to work after long-term sick leave. B Babcock 2017

 

Ongoing communication and trust between all parties is critical to the employee’s successful return to work

 

Here are two things you can do to help that.

  1. Check your assumptions. When preparing for meetings and during them, ask yourself, ‘What is what I am thinking, aiming to achieve, saying to people assuming of the employee? What does it assume of this process we are working through? What am I assuming of myself?’ This self-observation can help you catch assumptions which may not help you and your employee achieve your common goal of their successful return to work.
  1. Be prepared to listen to understand first before making yourself understood. If you experience inner head chatter when listening to others, bring your attention back to what the person is saying. This saying can be a great reminder to do that: You’ve got two ears and one mouth, use them in that proportion.

 

how to improve listening skills

Seek to understand before making yourself understood. B Babcock 2017.

 

What’s it like for you?

 

If you have any best practice or what not to do when helping an employee transition back into work after a serious health issue, share them here. Just remember confidentiality and ensure examples cannot identify companies or individuals.

If you have an employee returning to work after long-term sick leave and want some support to ensure a smooth enough transition, have a look at how we can work together and get in touch for a free no obligation consultation.

 

Pass it forward

 

Although these blogs are written in the context of living with the impact of a serious health issue, the ideas contained within are applicable to everyone. If you think a friend or family member would benefit from reading it, or you just want to share it with the world, share this post using the icons below.

If you or a loved one experienced a serious health issue in the past 2 years and are struggling or wondering if you can accept what has happened and whether you have to, I would love to speak with you. I am researching the concept of ‘acceptance’ within the context of a serious health issue by collecting people’s experiences with it. Click here to find out more.

© Copyright Barbara Babcock 2017

Helping your employee return to work after a serious health issue – What not to do (Part 1)

Helping your employee return to work after a serious health issue – What not to do (Part 1)





This is the first post in a series for line managers who have a team member returning to work after a serious health issue, and are wondering how they can best support their employee. Rather than focus on HR policies and employment law, what I’ll share here are the subtle and often unseen aspects which can help the employee’s return to work or derail it. Knowing about them will enhance your ability to relate empathically with your employee and support them, which is a key ingredient for a working relationship built on trust. This in turn can enhance employee engagement and loyalty. I have accumulated the information and advice I will share in this series over 8 years from my personal experience returning to work after a serious illness, supporting a loved in the same position, coaching clients, and supporting many other people through a charity I led. And if you are the employee returning to work, you’ll find something of value here too.

It’s not easy when a team member suddenly becomes seriously ill or has a serious injury and they are on long-term sick leave. You have to reorganise priorities, who is doing what, and may still be expected to get all the work done regardless of having one less person in the team. That can add to any pressure you may already be feeling. There is also the genuine concern you feel for your colleague.

When you hear that your employee is ready to return to work, there is that sense of relief. They will be able to take back the elements of their job you and others may have been doing so you want to help them get up to speed as quickly as possible. And the team will be complete again.

Given your employee may still be recovering from their health issue as they return to work, I share some of the finer points of what to do (and what not to do) to help you support your employee.

supporting employees returning to work after serious health issue line manager concerns

A line manager’s concerns. B Babcock 2017

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Make your New Year’s health resolutions stick in 2017

Make your New Year’s health resolutions stick in 2017





New Year’s resolutions are upon us. There is a lot of helpful advice out there on how to set resolutions. But keeping them can be the hard part. We may focus on making the change in January, it gets harder in February and by March we find we are not doing very much. Then the ‘beat myself up’ can start and sometimes it doesn’t end.

Stopping making the change becomes our preferred option so the self-battle ends. But then guilt creeps in. The what if’s, the could have’s, the feeling of failure, not being good enough, the hope… These feelings hang around in the background but are ever present.

Change isn’t always easy and straightforward and actually, that is really normal. Some stuff I learned about neuroscience explains that and I share it with you to help you make the change you want for yourself happen and stick.

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