Self-Care And Leadership Lessons From The Pandemic

In Chinese, the same word is used to describe crisis and opportunity. And the word ‘crisis’ comes from the Greek "to separate, to sift" which encourages us see things from a new perspective.

So, in every crisis there is opportunity. And for many leaders the opportunity was to remember the importance of self-management and care.

While it might be some time since we boarded an airplane, we all know that in the event of an emergency to put your oxygen mask on before you help others. The lesson, of course, is to take care of ourselves so we can better care for others.

This is true for leaders too.  And this has never been more evident than during the COVID19 outbreak. A leader needs to think strategically, make key decisions and engage with others - all of which requires stamina, endurance and focus. This means taking a moment to check in with ourselves and call a HALT if we sense an imbalance in our mood or that others are reacting to us unfavorably.

HALT stands for Hungry, Angry, Lonely, and Tired.

HALT stands for Hungry, Angry, Lonely, and Tired. This simple acronym reminds us that to lead we need to attend to our physical and mental health as well as our leadership capabilities. The following explains HALT in more detail.

H - Never let yourself get too hungry.

Hungry people can be cranky, tense and short on patience. As a leader, you need your temperament to be even - now more than ever. A study published by the American Psychological Association suggests that hunger-related irritability is more than a decrease of blood sugar levels. Researchers found that physiology and environment are factors that trigger what’s now defined in the Oxford dictionary as hanger - hunger-related anger. Understanding hanger is important if we are to manage such strong emotions.

Remember this when you are tempted during a long and trying day to grab foods empty of calories and devoid of nutrition. Choose wisely, prepare ahead of time, then sit down and enjoy your food mindfully.

A -Never let yourself get too angry.

This of course follows never let yourself get too hungry. Handling a crisis can be frustrating. There are many variables, unpredictable outcomes and things we have easily managed before are now out of our control. It is understandable to find ourselves irritated and cross. What is useful, however, is to manage these emotions before they escalate. Like other emotions, anger is experienced in our bodies as well as our minds.

Research shows that anger and hostility lead to stress-related problems including insomnia, digestive problems, headaches and heart disease. Giving into such aggression and frustration activates the body's the adrenalin response - its fight or flight system which puts the immune system at risk at time when we need strong system stay well.  

To manage the complex series of physiological events that occur when as we become angry we only need to breathe. Slow, deep belly breaths is a great way to calm down the adrenalin response.  A simple breathing exercise is to breathe in and out to the count of five during the inhale and again for the exhale. Continue the same cycle of breathing until you feel a sense of calm.  It may take five minutes or it may take twenty minutes. Make this a regular practice not just when you are experiencing strong emotion.

L- Never let yourself get too lonely

Loneliness can mean feeling isolated, disconnected or even desperate. As we experience a quarantine or ‘stay at home’ order to help prevent the spread of infection, we may have found ourselves unprepared for such loneliness. Perhaps you have a new appreciation for the collective energy of groups and, the often, silent support of others that gives our work meaning and purpose.

People work to contribute, to feel acknowledged and to enjoy a sense of fulfillment. David and Wendy Ulrich address this issue in The Why of Work: How Great Leaders Build Abundant Organizations That Win. Employees find meaning when there is a clear connection between what they value and what they spend their work days doing.

Leaders, especially during uncertain times, must purposely remind themselves of the need to create a culture of communication and connectivity and to share this as a company value. Leaders can make this come alive with stories of people who have been helped by the company’s products or services and letting them share their stories too. When working remotely this is more important than ever as we are not connected by physical space and to continue this connection when work returns to normal.

T - Never let yourself get too tired

The research is conclusive: being tired or sleep-deprived affects our mental, physical, and emotional health. Experts worldwide are asking us to get more rest. The scientific evidence of the importance of sleep is overwhelming. According to Harvard Medical School, even sleeping one hour less than the needed 7-8 hours of sleep can have a negative impact. Without adequate rest, we have less energy, less self-awareness, and our problem-solving and decision-making abilities are compromised -- all of which get in the way of effective leadership.

Even under normal circumstances leading can be exhausting. And when extraordinary changes arise such as a pandemic, most leaders react by working harder and longer. This creates a vicious circle as we develop a pattern that may continue after the crisis passes further risking an imbalance in our work and life (Harrison & Horne, 2000).

Organizations need leaders to engage others, navigate challenges, and manage change in a complex workplace which is why they offer leadership development opportunities such as coaching. Add to this the need to take care of themselves if they are to perform to their full potential, stay on top of their game, and model for employees a culture that appreciates their humanity. Calling a HALT from time to time and checking for areas of concern, addressing them quickly can make all the difference in a world that is becoming less predictable every day.

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The author of this article

Merci Miglino

ICF Master Certified Coach
Merci is an ICF Master Certified Coach who has been coaching and training coaches for 20 years. Her experience and natural emotional intelligence support executives in enhancing and sustaining leadership skills that drive results.