All Podcasts

Hello, my name is Caroline Mayger. I am a Service Manager for Independence and Wellbeing, front line social care services to vulnerable adults living in Enfield and this is my story:

I returned to the UK from India on March 16th, 2020 after 6 months of travelling.

What a return! No smooth entry but a large bump!

The world I found was upside-down chaotic, full of insecurities and fear – an unknown narrative and I realised India was about 3 weeks behind the curve. I went in to self-imposed 7- day isolation, a drift and struggling to make sense – It definitely wasn’t normal and I can remember thinking that if this was the new normal I didn’t like it!

Reflecting now on my return to the UK I can see that it took me time to find some rhythm to my day get up, shower, get dressed, breakfast, emails, Zoom, lunch, day time TV, watch a film, yoga…anything to get me through the day.

Once I managed that I felt a little better and I was reframing my day to day life as information came through. I still felt very unsettled but was becoming adjusted to my new normal.

I returned to work on the 4th April 2020. From the outset I was remotely working – that took some getting used to – no existing workload, no face to face contact and Covid-19 causing chaos, upset and fear. I felt impotent – it was like being in a vacuum.

Lockdown was in place and our frontline staff remained in work looking after vulnerable people – the first cases of Covid were present in services. I remember one early managers’ meeting – I was present but not.  As a remote worker I felt guilty at not being with colleagues in work.

I felt a clear resonance with the time I spent at home – insecurity, the need for routine, searching and shifting for information that ‘felt’ real. We needed a clear pragmatic approach for our staff and managers – to provide reassurance and to navigate the risks. I found myself a new role – coordinating clear information, structure and an evidence-based approach to supporting services, leaving colleagues to focus on the front line, manage the risks, support staff.   

My role was an outside-in view of what was happening and in response to an ever-changing landscape. This was a whole team effort with everyone playing a part to create an environment where we could deliver services.

Gaining staff trust was paramount – it was and is a new environment for us all – If the staff felt like I did – what did we as an organisation need to do to get through this? At the time it was about survival and trying to find a way through, to take staff with us and to reduce the risk and get the job done. 

In terms of leadership, during this time we took a directive approach to provide a structure for people to work within whilst also being very supportive to individual and team needs when required – providing people space to question and communicate with us – our approach has been by being consistent, sharing information – we listened flexed and responded – sometimes hour by hour.

Feedback from staff is that this was appreciated, and our care staff continued to provide services during the biggest challenge we have ever had despite their own anxieties.

My emotional intelligence has been at full stretch – especially as a remote worker – picking up on issues through tone and nuance – checking in with people, offering time to just listen. On a day to day basis and from a distance communication was key – ensuring information was valid and fact based. This was especially difficult in the first two or three weeks when the information was changing, being updated and we had to respond daily to review the guidance and practice – on a personal level I was anxious that we were doing enough – was it correct? Were we creating risk? I had to trust in our approach – open communication, respond when required, be transparent, listen.

We were often reactive to the changing landscape and ensuring these messages were communicated effectively to staff. I think that the one thing that worked for us was that we were very open about not having all the answers, we couldn’t eliminate risk completely but based on best available advice this was the approach we were taking. We did not waiver from that stance and it stood us in good stead.

During this crisis our staff and our managers have stepped up and provided the stability needed to provide safe and responsive services.

I hope that from a distance I have been in some way able to provide the framework for those on the front line to focus on their work and to stay safe.

We are not at the end of this journey yet – We need to continue to provide consistent leadership – to be clear, to listen, to communicate and to be available – this will support our staff in the best way possible and enable them carry on caring. I am very proud to be part of these Teams. Thank you for listening.

Caroline Mayger is an Independence & Well Being Service Manager in Enfield. She shares how it feels to manage an adult social care service remotely by creating stability within care settings from a distance.

Wellbeing Quiz Profile: #LessInterested

Hello, my name is Fiona Hartnett and I am the General Manager for Clinical Services at the Tavistock and Portman NHS Foundation Trust. My role involves overseeing operational and administrative support to our childrens and adults services. During the Covid-19 pandemic this has required a real increase in the frequency of communication with staff across the Directorates and today I am going to reflect on how we have done that and hopefully offer some useful advice to both those receiving and those delivering communications in this context.

In these challenging times it can feel difficult to keep on top all the information that is flying around and it may feel that somehow you have missed something that everyone else knows, or that you can’t keep your team up to date quickly enough. Guidance and information is constantly changing and what was right one week may no longer be the next.

It is important to remember that lots of people at all levels in organisations can feel this way and that usually this is not about you not paying attention, it really is difficult. It is important that you find a balance between keeping in the loop and supporting your own wellbeing by not becoming overloaded with information. Managers also need to strike this balance and not give their teams too much information that can be overwhelming.

For those on the receiving end, remember its normally not necessary to know the latest information straight away. It may help you to set a time of the day to catch up on emails, read minutes of meetings or listen in to staff briefings that may have been recorded. Having a specific time may make it feel less overwhelming and can hopefully mean you see the latest information and can digest it at your own pace. Linked to this I would advise considering setting periods in the day when you close your email so you are not bombarded and can focus on specific tasks, if anyone really needs to contact you they will find a way to do so.

Secondly don’t be afraid to ask – if something is unclear you can be sure you are not the only person to think so. Ask for clarification or for more details. Similarly if you have an idea for how the team can improve communication let your manager know, it may be something they hadn’t thought about.

For those of you responsible for communicating with staff be sure to keep communication regular – I have found that even team catch ups where I thought I didn’t have anything to say have been helpful to check in, confirm nothing has changed and to let people bring their own questions. If you send email updates consider doing this at the same time each week or day so people know when to expect it.

In email communication where possible keep it brief. Consider sending headlines in the body of the email and more complex breakdowns of information in attachments so people can choose how much they can or need to read now but can get the salient points quickly. Make sure you check your emails and documents before you send them to be sure that they are clear and if necessary ask a trusted colleague to look over it for you as its easy to miss something when you understand the information well yourself.

Think about communicating in more than one format – one email is unlikely to be enough so do try various methods to get messages across. Linked to this you should be prepared to repeat yourself and be patient in doing so. People will miss messages and in these challenging times it’s important to give them that time and accept you may need to say things more times and in more ways than usual.

Finally, while it is of course OK to say you don’t know, don’t ignore people, explain that you need to look into it further and that you will get back to them. While it may be difficult or feel unimportant to you it isn’t to whoever asked.  

I hope this was useful to you and encourage you to remember that communicating in this environment is difficult for everyone and if you are finding it hard to know what is going on you are not alone.

Fiona Hartnett is the General Manager of Children, Young Adults and Families and Adult and Forensic Services at The Tavistock and Portman NHS Foundation Trust. Fiona reflects on the impact COVID-19 has had on communications with staff and offers some useful advice to both those receiving and those delivering communications in this context.

Hello, my name is Jane O’Rourke. I’m a Child, Adolescent and Family Psychotherapist, and I’m a yoga and meditation teacher. Today we are going to do a tree visualisation.

Many of us are finding that being in nature can be really helpful when we are feeling stressed and overwhelmed, it helps to calm the nervous system and there is lots of evidence that people who suffer from depression or anxiety are helped by being in nature.

So, before we begin, start to find a comfortable posture, perhaps sitting on a cushion or maybe just sitting on the floor, or you can be standing if you like. And being able to relax the spine enough to feel comfortable but you are aiming for a straightish back. Relax the neck, just notice if you are holding any tension in your shoulders, soften the jaw, and you can start to soften the eyes by either lowering the eyes or just keeping them open a little.

And start to feel your connection with the floor and the earth below. By feeling the connection with the earth we can feel also the qualities of the earth, the feeling of steadiness and calm, that’s always there for us whenever we need it. And then I invite you to remember a tree that you might have seen, maybe on holiday or maybe it’s just closer to home. A tree that has made an impression on you, for its strength and solidity, and if you like imagine yourself next to this tree, and you can look up into the branches into the canopy, seeing the leaves and the sun glinting through the leaves, and the sky beyond. And noticing the strength of this tree, its trunk and the branches that reach out, up to the sky. And of course, like us, trees have had to weather storms and periods of draught, and in these times they grow deeper roots. And for us when things are difficult it is important that we can dig deep too, that we can reach into our resources, and connect with others and find strength and solidity by doing so. So in this way the tree is a friend and we can imagine ourselves growing roots into the earth when we are sitting here.

On an each in breath bringing up the qualities of the earth, of strength, solidity and steadiness and on the out breath a releasing and letting go. So imagine this in your breath cycle, bringing up strength and solidity on the in breath, all the way up through the body. And on the out breath a releasing and letting go back down to the earth. And all the while feeling your connection to the earth.

It’s known that oak trees, for example, do much better in groups, as often we do too. We need other people to help us in times of adversity and when oak trees are feeling compromised and maybe they have had an attack of fungus or they have got some insect invasion the other oak trees send nutrients in their roots to them.

And so bringing to mind someone you know who is feeling that this is a time of difficulty for them, they might be struggling or in pain, or stressed, or anxious. And bringing them to mind and sending your good wishes to them and you can say to them “may you be happy, may you be healthy, and may you live with ease and grace”. And then letting them say to you in return “may you be healthy, may you be happy, and may you live with ease and grace”. And then sending out your good wishes to everyone who needs it, everybody you know and everybody in your wider community and the world beyond. You can say to them “may you be happy, may you be healthy, and may you live with ease and grace”.

So as this image of this mighty tree that you have been visualising fades, know that this is a resource that you can come back to anytime when you need to feel more grounded and stronger. And know that receiving compassion and good wishes from everyone is also available, and it’s what you can do for others too. So very gently, coming back into the room in your own time.


Jane O’Rourke guides us through a tree visualisation exercise to help us connect with nature when feeling stressed and overwhelmed. Jane is a Yoga and Meditation Teacher, and a Psychodynamic Psychotherapist with Children, Young People and Families. She teaches Yoga4Trauma within the Trauma Service at the Tavistock and Portman NHS Foundation Trust.

Wellbeing Quiz Profile: #MoreFrantic #RelivingTrauma

This week there is a global initiative asking health care staff to ask the question: ‘What Matters to You’? of their patients and service users. It prompts us to think about the need for staff to feel that what matters to them is able to be expressed and being listened to. Can we ask our colleagues, our leaders, our team members the same question and can we really listen to their answers? How can we create and sustain workplaces that understand the importance of communication, praise and acknowledgment? We know that organisations that create cultures that encourage open communication, where the giving and receiving of feedback is valued, are organisations that thrive. They benefit from the diversity of experience and perspective from their staff members. They are organisations that are more able to navigate and respond to challenges successfully.

As we continue to respond to the pandemic with many people working in potentially traumatising and certainly challenging situations this is all the more important. So how do we really listen to our colleagues and develop our listening and questioning skills and through this broaden our awareness of what problems are, might be and how individual beliefs and assumptions frame and contribute to them.

In this time when we are all under considerable pressure it is even more important to check in with colleagues, ask them how they are and then give time and present attention to the answer – listen with you whole self, notice the emotions you feel, when your attention wanders or when it is piqued, whether you move to thinking about solutions instead of listening. Is it possible simply to listen and to be alongside people as a witness to their experience, to allow them the space to talk and to work through their dilemmas?

We are often asked to be experts, indeed many of us are experts in our roles in the disciplines in which we practice but this can also impede our ability to listen as we are hard wired to think about and come up with solutions. Can we also be facilitators and enablers and to sit in open curiosity with another and to really hear what they are saying and in so doing begin to know how they are doing. We can then begin to think about listening as an active process that is a skill that can be developed and honed.

Sometimes this active listening is just just about being emotionally present and able to sit through the uncomfortableness of just being and listening without rushing to those solutions. But questions that show openness and curiosity and a desire to understand as well as just hear can also be helpful – the so called what and how questions. So ask someone: How important is this to you? What’s at stake here? What is your greatest fear? How is this affecting you? What is the broadest range of options open to you? What could you start to do differently?

A helpful concept to support this stance of curiosity and presence is that of negative capability coined by the poet John Keats in 1817 who describes it as the state in which a person is `capable of being in uncertainties, mysteries, doubts, without any irritable reaching after fact and reason’. If we can tolerate ambiguity and paradox, and anxiety and stay in uncertainty, new thoughts and perceptions may emerge.

Breakthroughs in understanding often occur at the edge of ‘knowing’ and ‘not knowing’. Around every situation or ‘presenting problem’ lies an ‘empty space’ (full of issues about which we are not aware, tacit/unconscious assumptions, and unspoken imaginings and beliefs). The key is to resist the pressure to fill that space with our own assumptions and solutions.

All work provokes emotional responses in us all – is there space to reflect on and think about those issues and what they mean as a way of accessing some of the creativity within the organisation that sheds new light on the organisation’s challenges and dilemmas? I think there is.


Helen Shaw is the Portfolio Manager for Social Care, Leadership in the Directorate of Education & Training at the Tavistock and Portman NHS Foundation Trust. She is also an organisational and leadership consultant. To celebrate What Matters to You? Day 2020, Helen talks about the concept of listening and the importance of this skill as we respond to the current pandemic.

Wellbeing Quiz Profile: #LessInterested #DoingOkay

Hello, my name is Jane O’Rourke. I’m a Child, Adolescent and Family Psychotherapist, and I’m a yoga and mindfulness teacher. Today we are going to be practicing soothing rhythm breathing.

How we feel effects how we breathe and how we breathe effects how we feel. So by slowing the breath down to a soothing regular rhythm, we can start to slow the mind down, and slow the body down, and feel less anxious and stressed. It’s also a really good way to give ourselves self-compassion, looking after ourselves, supporting ourselves. Soothing rhythm breathing also helps us to self-regulate by stimulating the vagus nerve and it increases our heartrate variability which is a really good marker of our body’s ability to respond effectively to stress. It will also activate your brain’s soothing system.

So starting to find a comfortable seated posture, somewhere where you can feel comfortable and your spine can rise tall, and your chest is open, your heart is open, your jaw soft, your shoulders are sliding down the back and you feel yourself rooted to the ground, and supported by the earth below. You can rest your hands in your lap.

We are going to be really slowing the breath down to about five breaths a minute. We are going to be aiming for a really smooth in breath and a really smooth out breath, so that the length of time you breathe in matches the length of time that you breathe out, and as we breathe we will be focussing on slowing the body down, so the mind can slow down too.

And before we start just checking our facial expression, and softening and relaxing the face so that you have a friendly expression on your face, reinforcing a friendly intent to ourselves. So I am going to be counting you in and out and then you can rest for a while afterwards, just breathing at your own rhythm.

So breathing in for a count of 1, 2, breathing out 1, 2, breathing in 1, 2, 3, breathing out 1, 2, 3, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4. Last time, breathing in 1, 2, 3, 4, breathing out 1, 2, 3, 4. 

For now just let your breath just go at its own rhythm, breathing in and out in your own time and noticing as the breath has slowed down, with your mind has managed to slow down a little too. And all the while feeling connected to the ground and the earth below. Feeling a steadiness and rootedness, just focusing on the flow of the in breath and the steady flow of the out breath. And you can stay here for as long as you like, just watching the breath, feeling a steadiness and a rootedness or in your own time coming back into the room.

This breathing exercise is a good way to experience self-compassion for times when you need more self-care. Soothing Rhythm Breathing relieves stress and anxiety by slowing the body and mind down. Jane is a Yoga and Meditation Teacher, and a Psychodynamic Psychotherapist with Children, Young People and Families. She teaches Yoga4Trauma within the Trauma Service at the Tavistock and Portman NHS Foundation Trust.

Wellbeing Quiz Profile: #MoreFrantic #FeelingHopeless

Hello. My name is Dominic O’Ryan and I am the Lead Psychologist in Substance Misuse and the CBT Training Lead for Camden and Islington NHS Foundation Trust and I’m going to talk to you for a few minutes about sleeping well; in particular about sleeping well during these strange times.

I think it’s best to avoid all the literature that tells you about how bad it is to sleep badly. You don’t need any more information then how you feel. Sleeping well is also by definition good for you. Getting a good night’s sleep helps us feel refreshed and is very important for our physical and mental health.

However, heightened levels of arousal due to constant work and social stress, broken and shifting routines, home working, difficulties switching off and broken boundaries between work space and home space and sleep space, are amongst the kind of pressures that people are under at the moment and they can have an enormous impact on our wellbeing, and our sleep in particular.

We can find ourselves struggling to get off to sleep, we can experience broken sleep and nightmares, and we can experience general fatigue on waking, wondering if we’ve got any sleep at all.

So I’m just going to say a few things about what’s going on during sleep because I think it is helpful to remember that sleep has a natural structure and its own way of managing itself.

Firstly, sleep is driven by the earth’s own day-night cycle. This circadian rhythm is as in-built and important as any other biological or physical process. If we are working shifts, or not getting natural light in the day or we’re exposed to high levels of light at night, sleep will be broken. So the first step is to check on our own day-night cycle and to take steps as far as possible to retain or reset that soon and often.

Secondly, and paradoxically, sleep is designed to be broken. Sleep has distinct phases of light sleep, deep sleep and rapid eye movement or REM sleep. Dreaming happens in all phases but is mostly associated with REM sleep. These phases together last for an hour and a half or maybe 2 hours at a time. Even though we might think we should be sleeping for longer, we naturally come back to the surface of wakefulness after this time, then generally speaking we drift back to sleep without paying much attention.

But something that happens to all of us sometimes, and to more and more of us at these times, is we noticed that we’re awake and then we can become quite agitated about this, which in itself gets in the way of the natural process of falling back to sleep. And so accepting that waking up in the night is actually a part of sleeping well is a key step in returning to sleep.

Thirdly, humans are natural problem solvers. And we can easily fall into the trap of trying to use day-time active, conscious problem solving at night. We try to solve the problems of the day and we try to solve the problem of why we’re not asleep by actively thinking about them. This kind of problem solving is for day time only.

Instead, that’s something that’s sleep is designed to do on its own. The phases of sleep all have problem-solving components built in. They are there to help us consolidate memories, make sense of things, practice our emotional responses, and anything that we do that interferes with the natural process of sleep just makes the natural process unworkable.

If sleep is proving to be elusive just let sleep look after itself. If you’re not getting to sleep then look for a tendency to problem-solve and just allow yourself to gently stretch and let your mind wander off and do something else. The more we try and bring it back to problem solving of getting back to sleep, the more we’re getting trapped in active problem-solving mode when the problem really is something that can solve itself.

Paul Gilbert’s model of threat mind, drive mind and compassionate mind is very helpful here. We can experience poor sleep as a threat, so we get more aroused. We respond by using our drive systems to try to fix it. In reality the best thing to do is just to be gentle, kind, open and let the compassionate mind look after itself.

This part of ourselves can sometimes be tricky to activate and a simple soothing rhythm breathing practice for a few minutes, a few times during the day, can make it easier to bring on line at night.

And so, if you’re lying still in bed with your eyes closed in the dark, breathing gently, who is to say that you aren’t actually already asleep and you just think you’re awake.

Overall, allow your mind and body to look after you, by being kind to yourself during day and particularly at night.

Dominic O’Ryan qualified as a Clinical Psychologist from UCL in 2000. He is the Lead Psychologist in Substance Misuse Services and the CBT Training Lead for Camden and Islington NHS Foundation Trust. He talks about three simple approaches to sleeping well.

Wellbeing Quiz Profile: #MoreFrantic

The past few months have been a whirlwind; a time that has flown by whilst feeling protracted, life changing and leaving us struggling to remember what “pre-COVID-19” life looked like. You may have worked longer, harder hours than you ever thought possible. You may have been redeployed to a new role, moving even further away from “normal” life. You may have been told to “watch and wait”, bouncing between feelings of guilt that you “should be doing more” and anxiety as you anticipated the threat of redeployment.

Whilst our individual experiences may look different, we are united by two common themes: 1.We have all, for an uncertain period of time, had to say goodbye to our “normal” professional roles and 2. We have all been living in a high threat environment.  

So, as talk turns to establishing a “new normal” and re-opening services, I wanted to spend time thinking about what it’s like to “come home” from the experiences we have had.

Whilst our understanding of the psychological impact of COVID-19 on NHS staff is still emerging, we can begin to anticipate some of the likely psychological responses (and possible avenues for psychological support) from other areas of literature.

For example, research into the experience of humanitarian aid workers highlights how difficult it can be for them to return home from the experiences that they have had.

Humanitarian aid workers will often return home feeling emotionally and physically exhausted (following a prolonged period of time in a “high threat” state). Research highlights the experience of “vicarious traumatisation”, or the belief that one’s self (i.e. an individual’s hope or meaning) has inherently changed following exposure to a trauma environment. They have seen things that they can’t unsee, and are now acutely aware of how cruel Mother Nature and mankind can be.

Adjusting back to an old but now unfamiliar environment can contribute to a complex mixture of emotions including guilt, anxiety, anger and loneliness. It may also leave an individual longing for what they left behind, wanting to return to those that understood the challenges they faced.

Importantly, research further documents how difficult it can be for aid workers to seek support on their return either viewing this as “weak” or neglecting their own distress because “other people have it worse”.

Whilst the experience of NHS staff working in the COVID-19 pandemic and humanitarian aid workers cannot be directly compared, there are a number of similarities that may be able to inform psychological support moving forward. Importantly, research highlights the value of preparing staff for returning home (including debriefing and reintegration sessions), psychological assessment and psychoeducation.

Preparing to Come Home: Key Questions

With that in mind, I invite you to consider the following questions as you navigate this next period of uncertainty (it might help to get a pen and paper and write your answers down):

  • What am I coming home from?

Take a moment of gentle reflection, gently breathing as you do this. What impact did COVID-19 have upon your job role? What other challenges did COVID-19 bring? What difficult emotions have you had to navigate over the past few months? Try to offer yourself a sense of kindness and compassion as you reflect back upon some of the challenges you have faced.

Now turn reflection to your strengths, again gently breathing as you do this. How did you manage to navigate this time of difficulty? What helped you to cope? What did you say to yourself? Who else helped to support you?

  • What am I coming home to?

This may include reflection on what your new working role or environment looks like. Acknowledge that this may have changed, and that this may create new anxieties.

If you notice yourself getting overwhelmed by difficult thoughts or feelings, it may help to practice a grounding technique such as ACE.

  • What am I bringing home with me?

Continuing with your gentle breathing, try to think about what you are bringing home with you. This could be difficult emotions such as stress or anxiety about the future.  This could be feelings of guilt if you think you “have not done enough” , or a sense of sadness for a team that you are no longer working with.

You could also be returning home with positive emotions. What adventures did you have? How did you help and feel worthwhile?

Take a moment to notice what emotions are showing up for you. Gently acknowledge these, without judgement. As you gently explore these emotions, try to offer yourself the same kindness and compassion that you would to someone that you care deeply about.

  • What do I need to help me move forward?

Whilst this can sometimes be a difficult question to answer, try to focus on labelling the main emotion that you are struggling with. What might help you to best navigate this? What has helped you to manage this emotional response in the past? This might include seeking support from those around you, prioritising self-care, or problem solving areas of difficulty.

For additional ideas on how to best manage difficult emotions please visit the resources page on this website.

Dr Sarah Appleton is a Clinical Psychologist working in Employee Health for Central London Community Healthcare NHS Foundation Trust. Sarah explores the experience of returning to ‘business as usual’ following participation in a crisis response such as COVID-19, and helps us prepare to navigate this next period of uncertainty.

Wellbeing Quiz Profile: #LessInterested

Hello, my name is Jane O’Rourke. I’m a Child, Adolescent and Family Psychotherapist, and a yoga and meditation teacher. Today we’re going to be doing a compassion exercise.

Showing compassion for others often comes a lot more easier than showing for ourselves. But research has shown that if we can show compassion for ourselves, our mental wellbeing can be really improved and we can also sustain higher levels of stress and anxiety if we’re showing ourselves compassion through times of difficulty.

So, finding a comfortable position to either sit in, perhaps feeling supported by a cushion or maybe you’d like to lie down. So whatever feels more comfortable for you, and just allowing yourself to feel more settled here, so just allowing your breath to move freely ant noticing any tension in your body, relaxing your shoulders, relaxing the face, softening the eyes. So you can either close your eyes of just lower them, whatever feels good, and allowing the earth to support you. Giving yourself permission to do nothing for the next few minutes.

So as the body settles, allow your mind to as well. And then bringing to mind somebody you know who is going through some difficulty at the moment, and visualising them and perhaps you’re standing near them and looking at them and taking them in and saying to them “may you be happy, may you be healthy, and may you live with ease and grace”.

And notice them looking back at you with gratitude and feeling your sincerity and your warmest wishes to them. And then visualising them, sending their compassionate wishes to you too, and them saying to you “may you be happy, may you be healthy and may you live with ease and grace”.

And then bringing to mind any other people that might have really been compassionate to you in your lifetime, or somebody that you consider to be a compassionate figure. It might be a religious figure; perhaps Gandhi, Jesus, Mohammed or Martin Luther King, perhaps Mandela, or it might be a pet, an animal who you know has been a trusted and kind animal in your life. So there might be one or two people now standing next to the person who you know you’ve given compassion to, so there’s a circle around you all wishing you well. And they’re saying to you and looking into your eyes, and saying to you “may you be healthy, may you be happy, and may you live with ease and grace”.

And taking in their good wishes and noticing how that feels. Sometime sit can be quite hard to accept compassion from other but noticing if there is a little bit of resistance there, and then sending out compassion to everyone else who you know needs it and perhaps everyone else in the world might need you compassion and good wishes, and saying to them “may you be happy, may you be healthy and may you live with ease and grace”.

And just allowing the breath to settle again, feeling the support of the ground around you, feeling the support of good wishes and compassion from so many others in the world, and your compassion and good wishes resonating throughout the world to anyone who needs it. And if you like it, you can remain here for as long as you like, allowing the breath to be steady and feeling some of the support from the ground, or whenever you’re ready, opening your eyes and coming back into the room in your own time.


Jane O’Rourke guides us through a compassion exercise for wellbeing and ease at times of difficulty. Jane is a Yoga and Meditation Teacher, and a Psychodynamic Psychotherapist with Children, Young People and Families. She teaches Yoga4Trauma within the Trauma Service at the Tavistock and Portman NHS Foundation Trust.

Wellbeing Quiz Profile: #MoreFrantic #LessInterested #FeelingHopeless

Hello my name is Jane O’Rourke, I am a child, adolescent and family psychotherapist and a yoga and mindfulness teacher and today we are going to do a simple technique to help to embody the qualities of strength and courage.

So start by finding a sitting posture that feels comfortable for you, so it might be sitting on a chair, or you might find sitting on a cushion comfortable. The idea is that we start to embody the qualities of strength and courage. So first of all start by finding your sit bones, so you might need to take some of the flesh of the buttocks away a little bit, in order to find the bony bits to make contact with whatever you are sitting on. You might find that by finding that contact, it will start to help you give a really steady foundation to your posture.

So find your sitting bones on your cushion or on your chair and then start to rise out of that posture. So, you might find a little tilting forwards of the pelvis and so then your heart and chest can rise, and your shoulders can slide down the back and your neck is nice and long. So you’ve got a strong back and a soft open heart.

And then allow the eyes to close or just keeping them open a little, whatever feels most comfortable and start to do our internal weather check. So just noticing how you are feeling at this moment. So not pushing anything away, just allowing anything to arise, any feelings that you might be feeling, and just noticing these feelings perhaps as you would clouds passing by on a windy day, just coming and going.

And then start to give some attention to the breath and all the while allowing our spine to feel nice and strong, your neck nice and long.

And noting the breath now, and it might help you to focus the breath at the tip of the nose or perhaps in the chest or in the belly, so having a focus point. Noticing the rise of each breath and the fall of each breath, the texture of the breath at the tip of the nose, perhaps the warming of the breath on the out breath as it leaves the body.

And by embodying this strong posture and cultivating the qualities of strength and courage in your posture, it allows that feeling to become part of who you are in this moment. It’s not pushing anything away in terms of any difficulties or anxieties or worries, but allowing them to sit alongside the strength of the posture and the steadiness of the breath.

And every time your mind gets diverted as minds do, just gently bringing back the focus to the breath at the tip of your nose. Your spine rising tall, the chest is open and soft.

And you can stay here longer if you like or when you are ready very slowly coming back into the room in your own time and knowing this is a resource that you can come back to at any moment, sitting tall in your chair or on your cushion or in your seat when you want to embody the qualities of strength and courage.


Jane O’Rourke guides us through a simple technique to help to embody the qualities of strength and courage. Jane is a Yoga and Meditation Teacher, and a Psychodynamic Psychotherapist with Children, Young People and Families. She teaches Yoga4Trauma within the Trauma Service at the Tavistock and Portman NHS Foundation Trust.

Wellbeing Quiz Profile: #MoreFrantic #LessInterested #FeelingHopeless #RelivingTrauma

My name is Jo Williams and I am the Delivery Lead for the Practice Supervisor Development Programme and a Senior Lecturer at the Tavistock and Portman NHS Foundation Trust.

This podcast draws on some recent reflections from conversations with co-facilitators on the Practice Supervisor Development Programme, about the impact for supervisors in social work during the COVID-19 pandemic.

If the emotional landscape of social work practice wasn’t hard enough… the coronavirus onset has certainly increased the probability of fear, anxiety, tears, frustration and emotional meltdowns for practitioners in recent weeks…

What we have noticed, is that thinking is much harder to do, perhaps because the realities of our situation are sometimes too unbearable to think about…it is difficult for many of us to compute what is happening…this is a new experience for which there is no internal working model – yet…

We have found that our regular conversations on Zoom…in spite of the paradoxical feelings of ‘disconnected connection’…have provided valuable ‘thinking space’ where perhaps the familiarity of our relationship has provided containment… sufficiently enough to ignite new thought.

We are hearing from practice supervisors across the country, that during the recent onset of lock-down in the UK, many are adopting the practice of ‘checking in’ with their teams at the beginning of the day and ‘checking out’ at the end of the day

…this emerging practice will no doubt be serving as an essential ‘thinking space’ for them too…where stories can be shared…feelings can be expressed…made sense of and attended to…perhaps modelling a process for social workers to emulate with the people they support…

…the notion of uncertainty can seduce us into feeling that we must ‘do’ something…a theme of our conversations was to notice in ourselves and others sense of urgency to do something…a sense of ‘panic working’…and maintaining the status quo…

…we wonder if these reactive and instinctive ‘doing’ responses are perhaps a desire to mitigate our unprecedented experiences …and navigate adapted professional working practices…

…what is required first though…is for us to attend to our feelings…or our ‘being,’…there is a need to ‘pause’…to take a moment…to stand still and notice what arises for us within the intensity of the unfamiliar circumstances being encountered by everyone

…by doing this,  we can start to think more effectively about the sort of actions that might be most useful… …‘Being’ before ‘doing’ enables social workers and supervisors to more holistically understand the lived experiences of the people we support…

At the moment, the uncertainty and disruption that everyone is living with is extreme and ongoing and most people find high levels of anxiety hard to manage….we are all faced with the challenge of navigating how to look after ourselves and others in the face of something which is far too big for us to make sense of…

… for all of us in the sector, if there was ever a time to put our relational skills, experience and knowledge into practice, it is now…

…when the world becomes unfamiliar, it is all the more important to remember what is familiar…this situation requires us to hold on to the ordinary, everyday practices and ways of relating that we can rely on…this is the consistency that the people we support need…and what we can provide…

It is important to remember…that…when we are perhaps experiencing hopelessness ourselves…small acts of kindness and thoughtfulness…which are all within our agency…offer some comfort amidst the vast unchartered territory we find ourselves in.

So whilst we seek ways to process our feelings…and ways to think…we can a find new ways of being and doing…we all have the beginnings of a story within us, yet to evolve…and these unlived stories can take form through learning new ways of becoming and creating new ways to live…and new ways to practice.

Jo Williams is a Practice Supervisor Development Programme, Delivery Lead and Senior Lecturer, Social Care Leadership and Management Portfolio at the Tavistock and Portman NHS Foundation Trust. She discusses the impact for supervisors in social work during the COVID-19 pandemic. To accompany this podcast we share Jo’s blog on the Chief Social Workers for Adults, Guidance for the Support and Wellbeing of the Adult Social Care Workforce by the Tavistock, and a blog by Jo, Jerri Damman and Gillian Ruch entitled ‘Feeling, thinking, being: A call to mindfulness in times of crisis.

Wellbeing Quiz Profile: #LessInterested

What are podcasts?

Podcasts are regular, short messages from wellbeing and mental health practitioners within this network. They will be directly responding to what we are hearing from you through both the Wellbeing Quiz and the ‘How Are You Today’ survey, as well as offering more specific presentations for targeted staff groups, for example social workers.

Once you have completed the Wellbeing Quiz, keep an eye on the hashtags underneath each of podcasts to help identify those which might be most helpful for you.