Techniques for supporting well-being

Science leaders can support staff well-being by using these four strategies: active listening, signposting, modelling and self-care. When staff approach you with an issue that is directly or indirectly concerned with their well-being, your response is important in maintaining a culture of openness. Considering your response to a range of common issues ahead of them arising will be helpful.

Active listening

As their leader, teachers need to know that you will listen to them on a personal level as well as a professional level. Being heard by their manager is important, especially when an issue in their personal life has arisen, and knowing that their manager is aware and understands is often enough to reassure an individual. Bringing a concern to a manager can take courage. Encourage openness and conversation generally, so that when an issue arises it is not the first time that they will have an open conversation with you. Good listening involves a few key techniques and is often the first step in resolving an issue.

Signposting

Signposting is a technique that identifies and presents the opportunity for a colleague to access additional support in a given situation. For example, if a colleague has lost a close relative you can support them by listening and then discussing any supportive action they need, eg time off to attend the funeral or a short-term reduction in workload. However, bereavement is often a long-term emotional process and your colleague may benefit from more substantial emotional support. You can signpost them to support within the school, such as occupational health, or beyond, such as bereavement support charities. As a science leader, it is helpful to have a list of informal and formal signposts for support.

Modelling

As a science leader, you can promote healthy working through modelling behaviours and through sharing your expectations explicitly. Your staff will be influenced by your own behaviours, practices and attitudes to working healthily. Modelling healthy working behaviours will likely mean that your own working practices will improve. As with all the strategies in this toolkit, not every strategy suits everybody, but some of these can be tried out to see how they help.

Self-care

Self-care is an important part of well-being, but opportunities to do it can be limited by the work environment. Good physical and mental health are achieved through ensuring that our basic biological and psychological needs are being met. These include eating and drinking healthily and regularly, sleeping well, exercising and resting. Maintaining these on a daily or weekly basis is better than letting them go during term time and seeing them only as part of ‘recovery’ during weekends and holidays. Leading a team who are able to achieve self-care has long-term benefits to staff well-being.