Bridget Forster

Feedback should be a practice not a one off event that comes out of the blue, and you need to practice it. It is a process that your team need to be sensitised to. Feedback should be both positive and negative and the positive should outweigh the negative. If you are giving feedback make sure you get feedback on the recipient's understanding of next steps and follow up

As with everything resilience takes time to develop. You need to build a reserve through setting boundaries, learning how to prioritise and delegate, spending time doing things you love and building connections inside and outside work so you have a support network when times get tough. Also building the skill of vulnerability- being able to ask for help when you need it and admitting you don't know all the answers. ( Don't spring this on the team at times of stress - this should be a regular way of working collaboratively)

Make sure a long enough timeframe is allocated to the introduction of the tech, accept it's going to take time and then make it fun

Avoiding burnout is not just a personal issue. Organisational culture plays a huge role particularly if it doesn't facilitate personal attempts to maintain wellbeing or undermines boundaries. Senior leaders have to model healthy behaviour like taking leave, taking sick days, prioritising family time so that important meetings aren't scheduled late in the afternoon, not working during leave and not sending or responding to emails out of hours. Leaders need to keep the boundary between what is a true emergency rather than identifying every thing as an emergency

Let's be honest receiving feedback can be difficult especially if you aren't in a work culture that practices regular healthy feedback. If a culture of feedback doesn't exist then you have to do the practice yourself. That starts with working on your mindset to embrace feedback as an opportunity to have a conversation. Be curious about what is not working and specific actions you can take to improve. It's also a time to identify any support you might need and if necessary any monitoring or future meetings to check on progress

Modelling behaviour and Leaving Loudly. Take your leave regularly. Make sure the whole team is aware and discuss why it is so important to take leave. Do not email or call when you are on leave and make that clear to your team that you will not be working or sending or accepting work communication during leave. Do not disturb your colleagues during their leave. Celebrate people going on leave during team meetings snd reiterate no work communication from anyone to them. In order to make this work you should have robust handover procedures and confirm in team meetings and 121s the week before anyone goes on leave that upcoming/urgent/ sensitive tasks have an appropriate owner who has been fully briefed