Introduction

When disasters or tragedies occur, people seek information from traditional news sources and social media. Staying up to date is part of being an informed citizen, and while consuming media can be beneficial in moderation, “doomscrolling” — exposing yourself to a never-ending stream of distressing information — could be negatively impacting your overall wellbeing.

If you find yourself overwhelmed by the constant flow of negative information but can’t bring yourself to turn away from Twitter, you are not alone. For 50 years, Magellan Federal has helped more than three million civilian employees and their families enhance their emotional wellness and reduce stress. The following information and tips can help you to avoid doomscrolling if your social media usage is getting in the way of your wellness.

Doomscrolling Defined

Doomscrolling (also known as doomsurfing) is the term used for persistent and excessive reading of negative news online. It was popularized by Quartz reporter Karen Ho in 2020 during the lockdown at the height of the COVID pandemic. Like many of us,  Ho struggled with compulsively reading upsetting news about the ongoing pandemic. She would send nightly tweets (pictured right) to her followers encouraging them to take a break from doomscrolling bad news and to get a good night’s sleep (8).

Doomscrolling Characteristics — What to Look Out For

Doomscrolling differs from regular social media usage and has four main characteristics that makes it a distinct activity.

• This is a persistent activity that becomes habitual.
• It is caused by environmental factors.
• The sessions are multiple hours, and the user often loses track of time.
• The content viewed is negative, distressing, and timely.

While typical social media usage may have one or more of the above-mentioned factors, all factors are present for doomscrolling. Further, a study used to create a doomscrolling scale found the activity was highly associated with “online vigilance, problematic internet/social media use, and FOMO” (fear of missing out) (13).

Reasons for Doomscrolling

Fear of the unknown is the primary motivator driving people to engage in doomscrolling, however, multiple factors may contribute to and perpetuate their fear.

Biological Imperative

During times of crisis or tragedy, people gather information to reduce uncertainty, create a plan, and attempt to exert some measure of control over the situation (17). This behavior is rooted in survival instincts related to paying more attention to negative information than positive and scanning the environment for danger to protect one’s family (14).

Fear of Missing Out (FOMO)

While FOMO typically refers to anxiety experienced as a result of seeing an exciting or interesting event happening elsewhere, FOMO also applies to doomscrolling. With no end to social media posts, there is always one more piece of information that could be read.

Perpetuating the Cycle

With doomscrolling, the information collected on tragedies and disasters that was meant to reduce uncertainty and allay feelings of anxiety instead increases these feelings, particularly when the events are beyond one’s control. As we scroll, we’re flooded with information that for the most part, we can do nothing about, except to keep scrolling and sharing, perpetuating the cycle. As a result, we feed the paralyzing loop of information that can lead to feelings of helplessness and despair (11).

Algorithms

It’s no secret that the goal of social media titans like Facebook and Twitter is to have users interact with their products for as long as possible. To that end, these platforms create algorithms to learn their customers’ habits and then customize the online experience to them (15). The more a user interacts with the platform, the more the algorithm “learns” what content to provide, without concern for possible user harm (8). As a result, the curated content displayed for each user plays on their emotions to keep them engaged—even negative ones. Naturally, repeated exposure to distressing content can have a negative impact on mental health.

Risk Factors

Current research findings show that certain individuals are more likely to engage in doomscrolling than others.

• Men and younger adults regardless of ideological beliefs (13)
• Those with anxiety or depressive disorders
• People who score high in neuroticism
• Those who are addicted to social media (12)
• Individuals with previous childhood maltreatment experiences

Effects of Doomscrolling

Since the start of the pandemic, there have been multiple studies on the mental health effects of doomscrolling. Recent research findings suggest doomscrolling is associated with:

• Increased anxiety and psychological distress
• Lower mental well-being
• Increased depression
• Increased phone use
• Post-Traumatic Stress Disorder (PTSD) symptoms
• Decline in sleep quality

Prevention & Coping Techniques

As with most harmful habits, the best time to address them is before they start. Many of the techniques and tips provided below can be used to both prevent doomscrolling (or any excessive social media use) and also to help reduce doomscrolling once it has become a habit.

Technology Tips

• See no evil: Provide feedback on social media posts with negative content by using the “hide post” or “block/mute” features. This will provide information to the platform algorithm to provide less of this type of content (9).
• Set a time: Reduce the amount of time online by using screen timers and stick to no more than 30 minutes as any more has been connected to increased levels of anxiety (3, 17).
• Scroll with purpose: Picking a specific subject to get information on will not only help meet the new scrolling time limits, but it will also create a sense of accomplishment when the information is obtained (17).
• Subdue screen colors: As all casinos know, the more flashy and colorful something is, the easier it is to keep someone’s attention. Changing social media settings to “gray–scale” will make the screens more monotone/less visually appealing and can make it easier to stop scrolling (3).
• Search for the happy: Known as “hopescrolling,” this can lead to more positive thoughts and can help “reset” social media algorithms to show you more positive content.

Beyond Online

• Connect with others: Share the burden with loved ones and others within your social networks to reduce anxiety (17).
• Connect with yourself: Perform regular self-check ins by listening to your body and paying attention to how you are feeling to understand when it is time to take a break (16, 17).
• Connect with the outdoors: Engage in hobbies that involve the outdoors including exercise and fresh air while leaving technology, and feelings of anxiety behind (17).

Clinical Support

• Nonmedical counseling: Qualified counselors can help create a plan to address the problem. Non-medical counseling is short-term and addresses general conditions of living, life skills, improving relationships, and stress management.
• For Clinicians: Since clients also consume social media for entertainment as well as coping measures, it may be helpful to work with them to identify alternative hobbies or activities they will enjoy that will not involve social media or other digital technology (10).

Summary

In a global society with a 24-hour news cycle and social media that offers infinite scrolling, there is always more news to consume. People can fall victim to doomscrolling when distressing events occur, leading to increased anxiety and stress, creating a self-feeding cycle that can be difficult to break.

For those wanting to stop doomscrolling, it is important to first acknowledge the behavior, be honest with how it may be affecting your mental health, and be proactive in your approach to modify your actions. No matter what your relationship is with the news, this technique will help maintain a healthy relationship with social media and overall digital wellness.

To lead differently requires grit. In a time where “difference” is still feared and excluded, today’s executive and government leaders must harness grit—which is unwavering courage and tenacity—to model and embrace differences in leadership. Government and industry senior leaders are positioned to continue disrupting the status quo among leadership ranks by creating and cultivating space for Black, Indigenous, People of Color (BIPOC) and Asian American Pacific Islander (AAPI) individuals to lead at all levels in organizations. As a diversity, equity, and inclusion (DEI) leader at Magellan Federal, I will share why BIPOC and AAPI leaders are critical to business success and offer ways to help senior leaders diversify those who occupy leadership positions.

Why BIPOC/AAPI Leadership is Business Critical

We all can agree that our world is constantly changing. As a nation, we are more diverse than ever. Still, the group of individuals who occupy leadership positions in many industries is quite homogenous, and the absence of adequate representation across leadership tiers in industries is, unfortunately, not new. Nevertheless, in the wake of a global pandemic, political and social upheaval, and a period that is being called “the great resignation,” the call for representation among leadership has increased and intensified.

Senior leaders are having to re-examine how they perceive and practice leadership to secure the long-term success and health of their organization as employees place greater demands on them to be more diverse and inclusive among leadership ranks. While many senior leaders embrace the idea of diversity, they sometimes grapple with understanding and articulating the nuanced need for and importance of diverse leadership.

One reason more leaders from BIPOC and AAPI communities are critical to the health of organizations is because BIPOC and AAPI leaders—like other people groups—approach leadership from their own diasporic lens. Historically, mainstream leadership in our nation has been largely shaped by Eurocentric ideals, views, and experiences. However, as organizations and businesses become more and more of a microcosm of the diverse world around us, our view and expression of leadership must evolve to reflect the diverse environment in which people work.

Additionally, BIPOC and AAPI leaders are critical to long-term business health because BIPOC and AAPI communities have unique lived experiences that inform how they show up in the workplace. When people come to work, they tend to bring their values, lived experiences, and cultural roots with them to varying degrees. In organizations where difference is embraced and celebrated, individuals are more likely to share their authentic selves, which has the capacity to enrich collaboration and team environments. Moreover, when BIPOC and AAPI leaders have the freedom to lead authentically by leveraging their lived experiences, they can positively contribute to organizational outcomes by modeling and establishing the possibilities of an inclusive culture.

While there are many more reasons BIPOC and AAPI leaders are critical to the health of organizations, it is not enough to simply recognize their importance. Senior leaders must take steps to create and cultivate space for diversified leadership.

How to Diversify Organizational Leadership

For senior leaders, creating space for diverse forms and expressions of leadership will require a great deal of personal introspection along with a commitment to examine the way business is done in one’s organization. The following list is only a handful of actions senior leaders can begin to take to diversify their leadership.

1. Confront Your Embedded View of Leadership. If we are honest, many of us are still discovering and shaping our personal commitment to diversity, equity, and inclusion. Contrary to popular belief, this is good because it takes time. However, senior leaders should proactively and diligently confront their personal views, thoughts, assumptions, and ideologies regarding leadership. We all have embedded cognitive scaffolding that creates mental shortcuts to aid in quick decisions. The consistent mental effort required to work against this scaffolding is admittedly rigorous but is critical to identifying biases and errors in our thinking about leadership.
2. Examine What Behaviors and Attributes are Rewarded. When building culture, it is important to know that in many cases, what leaders reward—consciously and unconsciously—influences what is repeated in the organization. Observe how (or if) divergent, yet productive forms of leadership are positively highlighted. Take note of how the word “leader” is ascribed to behaviors. When someone offers a contrasting view, do you or other leaders verbalize their thought leadership to signal that this is a welcomed form of leadership?
3. Adopt a Positive Psychology (Asset-focus) Lens. Historically, psychology has taken a deficit or pathological view when examining and seeking to understand human thought, effect, and behavior. Such a view is also prevalent in our day-to-day endeavors. We tend to gravitate to what is deemed “normal” and reject what is “different,” leading to the tendency to want to put everyone in a familiar group to reduce their degree of difference. Senior leaders can adopt a positive psychology lens and decide to elevate and affirm differences as strengths or assets instead of requiring individuals to conform to normative or traditional forms of leading that can exclude and disenfranchise entire groups.
4. Examine Who is in Your Proximity. By nature, we tend to interact most with those who are in proximity to us. When we diversify leadership at all tiers in an organization, we diversify who is in proximity to employees. Similarly, as a senior leader, diversifying who is in proximity to you can help broaden your worldview, allow you to see and hear new perspectives, and learn about existing realities among your employees that may not have been previously apparent.

 Conclusion

Since the mid-1800s there have been major advances and iterations of leadership theory. Individuals have made it their life’s work to understand and improve how we lead, and we are making progress, but there is still much more work to do, and it requires conscious effort.

What is abundantly clear is that senior leaders who dare to lead differently are always learning how to lead more inclusively and equitably. To make strides in our diversity among leaders across government and industry, we need to remember that all people groups bring distinction to leadership that is informed by their diasporic lens and current lived experiences. Bringing the collective experiences of all people to the forefront and allowing others to lead who have historically been regulated to only the opportunity of followership, will help engage your employees, and ultimately strengthen your relationships as well as your business. It’s a win-win for everyone.

According to Gallup®, 70% of the population is struggling or suffering, and 70% of employees are not engaging at work. Investing in wellbeing at work is critical to the success of your employees and organization.

The impact of wellbeing extends far beyond how employees feel — it affects the number of sick days they take, their job performance, burnout levels, retention rates and the organization’s bottom line.

We will dive into these issues in this blog post, and you can learn by listening to the webinar recording: “eMbrace the link between employee engagement and wellbeing.”  Click here to access the recording.

Organizations should care about wellbeing

Contrary to what many believe, wellbeing is not just about being happy or physically fit. Wellbeing encompasses all aspects of our lives:  how our lives are going, feeling good about our thoughts life experiences and what is important to us.

Poor wellbeing affects employees and organizations:

• 75% of medical costs accrued are due to largely preventable conditions.
• $20 million of additional lost opportunity for every 10,000 workers due to struggling or suffering employees.
• $322 billion of turnover and lost productivity costs globally due to employee burnout.

 In contrast, employees with high wellbeing are more resilient during widespread or personal tough times, less likely to have unplanned days out of the office and more engaged than those with low wellbeing.

Traditional EAPs are not enough

Traditional Employee Assistance Programs (EAP) fall short because they average about 5% engagement and focus mainly on distressed employees. Low utilization and a reactive model leave a large gap to fill to meet the wellbeing needs of all employees. Organizations need a proactive program that benefits all employees.

Learn more in the webinar recording.

Building a thriving culture of wellbeing

Leaders that bring engagement and wellbeing together create a high-performance environment where the two inform and build on one another. Magellan Healthcare and Gallup® collaborated to create eMbrace, a fully integrated, evidence-based solution delivering improved employee wellbeing and engagement across six key areas of their lives: Emotional, Career, Social, Financial, Physical and Community.

Through eMbrace, employees and organizations can measure their wellbeing and discover where they are suffering, struggling, and thriving. Employees receive a personalized plan that guides them to services and resources to help them improve their total wellbeing and lead thriving lives.

Resources:

• https://www.gallup.com/workplace/215924/well-being.aspx
• https://www.gallup.com/workplace/320297/invest-employees-wellbeing-afford-not.aspx
• https://www.gallup.com/workplace/358082/struggling-suffering-employees-twice-likely-leave.aspx

As I entered the workforce, I was drawn to work for an organization supporting the military and their families. Magellan Federal’s founding history as a non-profit and mission focus on improving the lives of the military and their families inspired me and has kept me engaged as an employee for 22 years. Service is embedded in our culture—you are surrounded by people who are passionate about giving back to others, especially those who are connected to military service. I’m proud to be a part of an organization that attracts individuals searching for meaning and purpose in their careers, and I’d like to share how volunteering has helped me find even greater personal and professional satisfaction.

Connecting to a Cause

As a military family member myself, with personal experience in the challenges of military life, Magellan Federal was a natural fit for me. I began my career in Member Services, helping active duty, veterans, and family members understand the benefits they were entitled to. Over the years I became a military benefits expert providing guidance on topics ranging from health care, life insurance, dependent entitlements, and survivor benefits. The tragic events of 9/11 led me to my calling of working to support military survivors.

My passion for volunteerism started early on in my career at Magellan Federal (at the time called Armed Forces Services Corporation). I was fortunate to work with leaders and mentors who volunteered often and put a high value on honoring the military community by giving back. This mentality encouraged me to incorporate volunteerism into my life as well. One influential leader was a Board Member at the Tragedy Assistance Program for Survivors (TAPS) and educated our team on their mission and volunteer opportunities. I connected to the TAPS organization immediately and their noble purpose of providing compassionate care to all those grieving the death of a military loved one. I began volunteering for TAPS in the early 2000s because their mission aligned with my desire to help military survivors.

At first, I was unsure if I could make a difference by volunteering, but I soon learned that non-profits like TAPS not only appreciate but rely on any time and help that their volunteers give—whether folding t-shirts, welcoming survivors to an event, writing correspondence, or running in a 5k to fundraise. According to the Nonprofit Leadership Center as of April 2022, the estimated value of each volunteer hour is $29.95. This is a good reminder that no matter what level of service you provide, the simple act of volunteering your time brings a huge value.

The Real Reward

Volunteering for organizations whose mission I care about has given me validation as a contributor but also, I have made lifelong friends. I recognized my professional skills translated well to lending my free time to help organize and implement improvements to non-profit programs. I have volunteered over the years for my daughter’s community recreation dance program and my son’s Little League team by managing their website and programs. I volunteer annually at the Virginia Scottish Games to connect with our family’s heritage. It is very rewarding to give time to these programs that get our community active and involved in the arts, recreation, and sports. While the tangible value of volunteering to me is using my creativity and innovation for the greater good, the feel-good factor is priceless.

I’ve also found that volunteering has benefited me socially in my career and personal life. I have expanded my sense of purpose and community, improved my social skills and self-esteem, learned new skills, and developed an overall happier outlook on life.

Where to Start

Having a formal volunteer program within your organization can be extremely valuable. At Magellan, we are lucky to have a robust volunteer program that is supported at every level of the organization. Not every company has that, and that’s OK. You can start small, connect with others, encourage involvement, and get more organized around your activities. I think you’ll find that volunteering is contagious and can help spread a culture of caring within your career as well as your community.

Through our Magellan Cares Foundation, qualified charity donations made by staff are eligible for matching funds. Full-time employees are also eligible for 8 hours of volunteer time off—paid leave for volunteer activities. We also have a central portal where our employees can record volunteer hours, connect with other givers, and search for or organize events. I love that Magellan makes it easy for employees to give back and encourages us to deepen our ties to the communities we serve.  As another great mentor once said, “working and leading with a servant’s heart will give you and your team fulfillment.”

I think we could all use a little more of that in our lives.

Article originally published on MFed Inform.

References

• https://www.indeed.com/career-advice/career-development/what-are-benefits-of-volunteering
• https://nlctb.org/tips/value-of-volunteer-time/?gclid=EAIaIQobChMIjIzsyOOC-gIVA-TICh3b9gi1EAAYASAAEgK4o_D_BwE
• https://hbr.org/2021/01/volunteer-programs-that-employees-can-get-excited-about#:~:text=Many%20studies%20have%20shown%20that,they%20performed%20on%20work%20tasks.

The destruction left by Hurricane Ian back in September serves as a reminder that times of crisis can often occur quickly with little or no warning. During these events, parents may be coping with children who feel increased worry and anxiousness. Parents and professionals can help by providing guidance on how to develop an at-home safety plan for times of crisis. Supplying children with the knowledge of what to do if an emergency occurs can reduce feelings of anxiety and provide them with a better sense of control in an uncontrollable situation. Below is guidance that our Military and Family Life counselors share with parents.

Emergency Plan Directions

• Designate a general meeting place. Establish an agreed-upon safe place to meet if a parent will be unable to pick the child up from school or will not be at home. This could be a neighbor’s house or community meeting space. Children should be reassured that the adult they are with is aware of the plan, and the parent will meet them at the arranged meeting location.
• Create an emergency backpack. The backpack should have items the child may need in the event of a crisis, specifically, items necessary if an adult was unavailable at the time of the crisis.
• Compile a list of all emergency phone numbers. These numbers should be programmed into a child’s phone, if they have one, written down at home, and placed in the emergency backpack.
• Create a social media plan. Social media sites can be very effective in times of crisis. Discuss what social media site(s) will be used for family communication and information if cell service is down.
• Develop plans for the natural disasters most likely to occur in your area. These plans could include backup locations to go in case the family must leave their home, such as a relative’s house, a community shelter, or another designated safe place.

For even more tips on preparing an emergency plan, refer to the “Make a plan” section of  Ready.gov.

Crisis Conversation Tips for Parents

In addition to creating an emergency plan for their home, parents will also need to discuss crises and other traumatic events, such as natural disasters, with their children. It can be difficult to know how to approach those topics or what to say that will be helpful. Below are tips for engaging in these conversations (Psychology Today, 7.26.22).

• Keep words and language child-friendly and age appropriate.
• Initiate the conversation in a calm manner.
• Leave time for the child to ask questions and remain silent during their questions or requests for clarification.
• Ask if they have any worries about a particular situation.
• For even more tips on preparing an emergency plan, refer to the “Make a plan” section of ready.gov.

Creating an emergency plan and having open communication about this topic can benefit both the child and adult and may reduce feelings of anxiety in the child.

Now is the time to recognize and honor family caregivers across the country. It is an opportunity to raise awareness of caregiving issues, educate communities and increase support for caregivers.

The burden of care is often placed on adult children or other family members, many of whom have full-time jobs and kids of their own. According to an Alliance for Caregiving and AARP Public Policy Institute survey, 40% of caregivers feel emotionally stressed, almost 20% say it caused financial problems, and about 20% feel physically strained. Unpaid-caregiver burnout among these “sandwich generation” individuals often impacts their performance and engagement at work.

Family caregivers comfort their elderly and/or ill companions, coordinate their care, help them bathe, clean their houses and shop for them. While many find the experience rewarding, it can also be frustrating and take a toll on their emotional and physical wellbeing. Over half of caregivers report elevated levels of depression and anxiety, worsened physical health and higher use of psychoactive medications.

These tips are a good reminder for caregivers and those who are close to caregivers:

• Seek support Ask family members for help and include them in caregiving decisions. See if your employer offers a program like Magellan’s Senior Caregiver Assistance, powered by DUOS, that combines human contact with technology that can give caregivers much-needed support and enable seniors to live full lives.
• Share the tasks When family or friends offer to lend a hand, be ready with specific ideas. Make a weekly list and share that list with others to help with shopping, housecleaning, etc.
• Take care of yourself Be sure to schedule and go to your medical checkups. Eat a healthy diet, exercise and get enough sleep.
• Make time for activities you enjoy Don’t neglect the things in your life that need attention. Read, listen to music, paint, play a game, etc.
• Plan for respite care Respite services provide someone who can stay with your family member while you get away for a few hours or days. Time off can help you manage your stress and be a better caretaker.

Visit our Behavioral Health Resources web page for free resources and expert advice to help our communities, client, members and providers.

Sources: CDC, Healthwise

Influenza (flu) season can be unpredictable. In the United States (US), flu activity typically begins in October and peaks between December and February, but activity can even continue into May. Australia recently finished their winter where they experienced the most severe flu season in five years, and the season started earlier than usual. Although flu forecasting is not perfect, the Southern Hemisphere serves as a barometer for what might happen in the Northern Hemisphere. In the US, flu activity is elevated across the country.

COVID-19, which is still circulating, is generally mild for children. During the pandemic flu was virtually non-existent. This can be partly attributed to mitigation measures such as handwashing, masking, distancing, as well as remote school, work, and limited travel. The flu hiatus also translates into less pre-existing immunity to influenza due to lack of exposure – from natural infection or vaccines – particularly notable in younger children who may have never been exposed to flu. Further, there is currently a surge in pediatric respiratory syncytial virus (RSV) cases and hospitalizations. Children and the elderly are among the populations at higher risk of influenza complications. With pre-pandemic activities resuming and school back in-person, flu is making a comeback this season.

According to the Center for Disease Control and Prevention (CDC)’s FluView (a weekly US influenza surveillance report), influenza-like illness (ILI) activity is elevated across the country. The CDC’s interactive map offers a visual picture of outpatient ILI activity in the US and links out to state-level information. Additional data such as hospitalization and mortality surveillance are also captured on the CDC’s site.

The best protection against the flu is prevention. The CDC recommends an annual flu vaccine for everyone ages ≥6 months old with rare exceptions. The ideal time for the flu shot is in September or October, and it can be offered throughout the season, as long as flu viruses are circulating. It takes about two weeks after vaccination to develop protection against the flu. New this year, all available flu vaccines in the US are quadrivalent, meaning they contain two influenza A and two influenza B virus antigens, thus designed to protect against four flu viruses. The dominant strain is currently influenza A (H3N2), which is especially tough on the elderly. Also new this year, is a preferential recommendation from the CDC Advisory Committee on Immunization Practices (ACIP) for high-dose, adjuvanted, or recombinant vaccine over other flu vaccines for adults ≥65 years old.

To find a flu vaccine provider, visit vaccines.gov. The flu and COVID-19 vaccines can be given at the same time. Prescription flu antiviral medications to treat flu are currently available. Remember, good hygiene and self care are critical in fighting the flu and a number of other viruses, so wash hands, cover your cough, rest, and stay home when sick.
As the flu continues to unfold this winter, prevention, awareness, and health literacy are key to being prepared.

Disclaimer: The content in this blog is not a substitute for professional medical advice. For questions regarding any medical condition or if you need medical advice, please contact your healthcare provider.

Introduction

Given these extraordinary times, “resilience” has become a very popular word used to refer to a capacity that can be developed in people to withstand disruption or recover from adversity more quickly and completely. It is important to ensure teams remain ready and able to adapt to increasing demands. Historically, more pressure is put on leaders, especially those who need their teams to continue to perform at a high level when it matters most.

In our experience, organizations and their leaders truly care about their employees and understand that while some individual skills can be self-developed, leaders themselves need tangible strategies to create conditions for resilience development and thriving. If a leader has the tools first, then it is easier to set a good example and have a foundation for transferring these skills to their teams.

Magellan Federal delivers cognitive training and coaching services to over 700,000 Department of the Army personnel and civilians each year. We have gained valuable expertise and insights on implementation strategies that can enhance resilience development. In this white paper, we will detail our unique approach based on experience implementing systems that embolden leadership to invest in their most important asset—their people.

The Problem

Quite often, people are promoted into leadership positions because they excel at their job, which intuitively makes sense since they are likely to be top performers at what they do. What we find overlooked is whether people are ready to lead and influence other people. When they get into a leadership role something shifts and they can’t quite do what you thought and hoped they could.

Additionally, leaders face higher demands than the general worker population because they are responsible for their own performance plus those they lead. It is not uncommon to observe these individuals with higher levels of cortisol, an indication that their bodies are not adapting well to these demands. The ability to respond favorably following increases in demands is an essential quality for sustained readiness in a leadership position. Resilience is a term often used to label this quality, but resilience is a complex concept that is often misunderstood, and therefore treated reactively, not proactively within organizations.

Resilience is personal

Resilience can be defined as resources and processes that combine to restore equilibrium, counter challenges, or transform an individual or group. Resilience is a dynamic construct made up of personal and environmental factors such as hardiness, grit, self-efficacy, social support and other lived experiences and learning that combine uniquely for an individual response. Essentially, we all respond very differently to demands and challenges based on a multitude of individual and social resources. Given that these unique resources and processes are able to be influenced, resilience can change and develop over time.

Since leaders generally experience higher demands and resilience is malleable, Magellan Federal believes it is essential to equip leaders with methods to enhance positive adaptation following adversity, laying a solid foundation for increased resilience across the entire workforce.

Our Solution — Human-Centered Leader Training

Resilience is teachable

Research is clear that leaders play a significant role in the performance, resilience, and wellbeing of their people. Therefore, targeted training and coaching for leaders can be a force multiplier for a resilient workforce.

Our depth of knowledge in the science of cognitive performance is broad and deep, particularly in the psychophysiological mechanisms of learning, thriving, and resilience. We have learned it is valuable to first train leaders, so they are equipped to be resilient themselves and better positioned to support their teams. Leaders then need to be supported and coached how to transfer resilience principles to their peers and subordinates.

Our successful coach-the-coach approach has three tenets: Leading Self, Leading Others, and Leading Teams.

• Leading Self: Helps ensure a wider swath of potential future leaders has the self-management skills which are foundational for Leading Others, particularly through volatility, uncertainty, complexity, and ambiguity. Principles include:
  • Personal philosophy, values, and core beliefs (self-awareness)
  • Fueling behaviors and restoration (diet, hydration, movement, sleep)
  • Presence (mindfulness, authenticity, confidence)
  • Psychophysiological regulation (readiness for the task and situation)
  • Mental rehearsal (intentionality, deliberate practice, imagery)
  • Self-motivation
• Leading Others: Provides new and seasoned leaders the opportunity to develop a deeper understanding of the human side of leadership and how to have the most beneficial impact on the lives of those they lead. Principles include:
  • Build trust (consistent discipline and follow-through through the ability to lead self)
  • Develop psychological safety (transparency and vulnerability, applying presence in communicating with others)
  • Promote growth (feedback, mentoring, peer support)
  • Foster motivation (autonomy, supportive leadership, behavior)
• Leading Teams: Provides senior leaders a necessary opportunity to reflect and recalibrate their internal compass, adjust their approach to leading others at a larger scale, and align both with the goals of the organization so they can move forward with increased intentionality and commitment. Principles include:
  • Executive messaging, modeling, implementing and promoting performance psychology principles across the enterprise
  • Building trust in relationships (consistency in Leading Others across the organization)
  • Mental agility, situational awareness, pattern recognition (consistent yet adaptive)
  • Authenticity & Alignment
  • Cultural awareness and sensitivity

Guidance for Organizations

Focus on manager training and support

Meaningful growth requires the transfer of knowledge, demonstration, practice, feedback, adjustment, and repetition. Expertise is accelerated with the support of a coach who can provide both the right level of challenge or adversity and effective feedback to unlock solutions to overcome these challenges and facilitate growth. We have found our greatest success when we take a human-centered approach, arming leaders not only with foundational knowledge communicated with stories and science, but coaching through authentic interactions.

Organizations should support their leaders by:

• Training leaders on general learning principles and how to effectively teach psychological and interpersonal skills to their teams.
• Providing leaders ongoing coaching support in the following areas for improved thriving and resilience:
  • Establishing a secure base
  • Facilitating connection
  • Building and sharing meaning
  • Enabling growth
  • Reinforcing work-life flow
• Using a holistic approach that values principles of physical fitness, mental fitness, social fitness, and spiritual fitness, as well as targeting opportunities for change by leading self, leading others, and leading teams.

Providing growth opportunities in these areas will fill an often much-needed gap—the human dimension of leadership.

Guidance for Leaders

Based on our experience, we recommend starting with these individual steps to build a more resilient workforce:

• Develop deep personal awareness (e.g., purpose, vision, mission, motives, beliefs)
• Develop personal and team mindfulness practices
• Build systems and practices that help you be intentional with time, both yours and your team members
• Establish regular, if not daily, check-ins with team members
• Develop an understanding of what drives your team members
• Celebrate, cultivate, and grow team members strengths
• Express gratitude authentically and liberally
• Learn and respect team members’ boundaries
• Recognize and address the role of emotion and empathy in the workplace
• When facing change or adversity, reinforce a sense of community and shared meaning

Innovating for the Future: Digital Coaching & Mentoring

Many thought leaders in human performance and resilience lead with high-tech solutions and simulation exercises to accelerate learning and optimize performance. While there is utility in technological advancements, we firmly believe in the power of trusted relationships and high-touch engagement.

Magellan Federal recently piloted a digital training and coaching intervention with midlevel managers in the corporate space. The overwhelming majority noted a desire for ongoing human engagement both with an outside expert coach and with a community group. Unsurprisingly, these leaders felt a strong sense of investment in themselves as people but understood how the content, strategies, techniques, and skills would apply in both their work and personal lives.

We are engaged in product development of digital coaching and mentoring technology that will allow for follow-on support with tactical personnel as they rotate duty stations, deploy, or otherwise distribute geographically. We understand that trust is the bedrock of personal and professional development, and that trust is a uniquely human, high-touch phenomenon. Our vision for the near future is service provision that begins human-centered, customized to the client, augmented with technology that allows our coaches and mentors to remain connected and engaged beyond the training environment, affording individual leaders more timely, relevant coaching feedback.

If you are interested in learning more about Magellan Federal’s Resilience training program, please contact our director of human performance, Dr. Jon Metzler, at metzlerjn@magellanfederal.com.

For a downloadable version of this whitepaper, visit MFed Inform.