1. Context of our people 2. What we can all do 3. Tips for leaders 4. Convergence with alcohol 5. Neurodiversity 6. The most precious thing: hope.
Let’s thread
Context.
We tend to focus on location, family etc
It’s also good to understand factors from growing up, family, poverty,
exposure to trauma/grief/violence/drug/alcohol misuse,
education completion/setting/needs.
Normalise getting into that detail and what to draw from it.
2. We all have a role in promoting positive approaches and engagement with #MentalHealthAwareness
- talk about mood
- take time off/out and say so
- create psychological safety to engage & declare challenges
- avoid slurs on mental health creeping in
- use Op SMART tools
BE KIND
3. Leaders.
We have MASSIVE daily impact on #mentalhealth + and -
- Are you creating unnecessary work based stress?
- Understand cumulative work load, be curious about deadlines and use of time in teams.
- Time spent on well-being is not skiving.
Get a reverse mentor.
3.1. Leaders
Army life is inherently stressful - so where is that displacing or flowing to?
What are people doing to cope?
What are YOU providing to support others?
What ecosystem is there in your Unit? In-person, text etc.
Who are your empathetic leaders?
Do the estimate
4. Alcohol.
The only drug you have to apologise for - for giving up.
Booze and negative thoughts are the worst cocktail around depression, anxiety, coping with stress and sleep.
The statistics on alcohol related deaths are brutal (20yr high)
Flick through suicide facts below
Preventing convergence of #mentalhealth and alcohol abuse is a key chain to break.
Be curious.
It’s happening in isolation, has been a coping mechanism in lockdown and will accelerate (my view) as we unlock through the summer.
Lift some rocks. See what you find.
5. Neurodiversity.
ND is the notion that all brains are different and unique.
We all interact, react, process and relate to information and people in unique ways.
ND has HUGE strengths and benefits but co-morbidities can include depression, low self worth and addiction.
5.1. Who are your ND personnel?
Good question.
Truth is we don’t really know (undiagnosed)
Goes back to understanding context, but also stress both at home and work.
Signpost people.
If you have a ND child parenting is intensely rewarding but also hard.
Very hard. Trust me.
6. Hope.
This shouldn’t be the misery Olympics.
Not is life and being in the Army “something to get through”.
Many treatments for trauma and #mentalhealth focus on recognising and reprocessing negative thoughts and emotions.
Hope is a vital motivator.
We tend to focus on the now - and the imminent - almost to the extreme in the Army.
And it’s constant. Tomorrow becomes the next now & so on.
We need a better sense of past - present - and future and where some of our experiences belong.
There has to be a future; a decent one.
Now I’m also a realist/pragmatist and people will say trite phrases of:
“hope isn’t a plan”
“Hope isn’t a principle of war”
(We’re not actually in a war BTW)
But having that notion of past-present-future. How to plan and navigate through them is vital to well-being.
It’s time to talk about moral injury and the Army.
Because if it’s not fixed, I think it might fundamentally alter:
- who stays and who goes,
- how the Army is led
- who the Army attracts.
What I’m saying is - it might shift the character of the Army & service.
A thread.
Let’s start with a definition
Moral injury is distressing psychological, behavioral, social, impact in the aftermath of exposure to events.
It’s different to PTSD - which is based on trauma, processing and recalling memory, and/or the disturbance of the present by the past.
Moral injury occurs when people experience a discrepancy between the moral code they hold, in relation to how they operate within their workplace, which negatively impacts their psychological wellbeing and mental health
We can see how it plays out in a values based organisation.
Been asked by a few for analysis.
Here’s my take from Strategic to Tactical on the current crisis.
Caveat: I’m no longer serving so all this is from #OSINT
🧵
Strategically this operation is doomed.
The rhetoric Putin deployed is unravelling at home and with his friends.
The longer the conflict takes the less solidarity there will be from the East and BRIC.
Despite “fortress Russia” economy China will not like long term disruption.
Putin may have sold a rapid and devastating victory to his elites at home and friends abroad and that’s becoming less likely without deploying overwhelming force.
This type of operation would completely undermine his narrative and build further condemnation and unrest. But why?
In July 2020 I was disciplined by my 1* and 2* boss for challenging a 3* letter on the issue of racism.
In my 12 line email I urged us to move beyond activity, activism, process and hubris and immerse ourselves in the everyday where mistakes occur.
A 🧵on Op Teamwork eve.
First it’s a profoundly good thing we have problem recognition.
The Army finds it hard to act proactively on these issues, often needing an external crisis (oversight) or internal crisis (confidence/discontent) to move.
That’s the first thing to fix (return to this later)
Having had problem recognition
and the acknowledgement for the need for change
where are we then on these two graphs?
More importantly Teamwork needs to be part of this journey.
Ok here we go the Defence Command Paper and the Army.
Here’s my own take which obviously doesn’t reflect policy or party lines etc.
Not sure how long this will be - but let’s go!
The IR (if you bleach out the politics and other bits) is a fantastic piece of work. It paints a bold vision of how to harness levers of National Power to deliver policy and strategic outcomes. Building on the work of fusion doctrine and breaks down barriers between Ministries.
The separation of National and Defence Strategy is, for me, a good thing. No more NSS and SDSR. Linked but not the same.
A blessing and a risk Defence more able to write how it will meet its objectives but crucially more accountable. Key will be freedoms, or not, from HMT.