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| THREE QUESTIONS FOR |
| Jacqueline Brassey |
| Jacqueline Brassey is a director of learning and part of the global learning leadership team in McKinsey’s Amsterdam office. She is also an adjunct professor at IE University and a research fellow at VU Amsterdam. Her work focuses on executive learning and development, including mental health and well-being in organizations.
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| The emotional effects of the coronavirus pandemic are going to be with us for some time. How can people stay balanced? |
| We have heard from many people that they are doing their best to remain calm and keep everything going in the middle of the storm, yet they also report an underlying feeling of vigilance, or alertness. That is a state that may be damaging to one’s health if it goes on too long. When we become drained and emotionally exhausted, it takes a toll on the body. Eventually this may lead to burnout, or even heart-related illness. |
| To manage continual stress effectively, people should think about their own “operating model.” That means consciously choosing times when you are “on,” and making time for other things when you are “off,” or in relaxation mode. |
| I wrote a McKinsey blog post about how building long-term resilience to stress starts from within. While it was written well before this crisis erupted, its points are more relevant than ever. Two in particular stand out—building mindfulness, or being aware of our emotions and surroundings or immersing ourselves completely during daily activities. Just a few minutes a day of exercise, meditation, or listening to music builds the mental muscle needed for focus and peak performance. |
| And there’s acceptance: when outside our comfort zone, we have to face our fears and emotions. Accepting and acknowledging fear and observing it in a nonjudgmental way reduces its negative impact dramatically. |
| How can leaders in particular maintain optimism when events are changing so quickly and people are looking to them for fast answers? |
| As the coronavirus emerged as a threat, we saw that many leaders went into overdrive, working around the clock to respond effectively. It was only after some time had passed that most started to build more structure into their lives. |
| Developing what we call “integrative awareness” helps leaders recognize stress responses as opportunities to pause and reflect before acting. When they do that, instinctive biological reactions will start working for them and not against them. Not only will this practice lead to increased effectiveness, but it is also essential to managing personal health and energy over a longer period of time. |
| On a personal level, it’s easy to get caught up working long hours. How do you make sure your family life isn’t suffering? |
| I always tell people that it’s important to put your oxygen mask on first before taking care of others. The fallout from this pandemic is going to continue for months, if not years. So how can you keep the pace of work up while also focusing on your family? |
| While it may seem counterintuitive, first make sure you have healthy meals, sleep sufficiently, and take time for exercise and relaxation. Working parents know this; family time rejuvenates people. Play a game, go for a walk, plan family meals, do video calls with friends and relatives. Choose moments that are nonnegotiable for you. Block them in your calendar so nothing can get in the way. And don’t feel guilty! |
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| BACKTALK |
| Have feedback or other ideas? We’d love to hear from you. |
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