Self-care for humanitarian workers

Why does self-care matter in humanitarian work?

Aid work can mean long hours, pressure, uncertain security and close contact with suffering. In Myanmar, many staff are also affected by the crisis themselves. They may have families in affected areas, lose income, or face limits on travel and communication.

The IASC guidelines on mental health and psychosocial support in emergency settings say staff often work many hours under pressure and within difficult security constraints. They also say that many aid workers name insufficient managerial and organisational support as their biggest stressor. National staff may be more likely to have been exposed to extremely stressful events, and they and their families often cannot leave if security worsens.

Self-care is therefore not a luxury. It is part of doing the job well and safely. This article gives general information, not medical advice.

What are the early signs of stress?

Know your own signs before they become severe. Common signs include:

• Trouble sleeping, or sleeping much more than usual.
• Headaches, stomach pain or tiredness without a medical cause.
• Irritability, or small problems feeling very large.
• Feeling numb, or losing interest in work or people.
• Making more mistakes, or struggling to decide.
• Using more alcohol, tobacco or other substances to cope.

Write down your three most common signs. Share them with one trusted person who can tell you when they see them.

What daily habits help?

1. Protect sleep and food. Keep regular meal and sleep times, even on busy days.
2. Limit hours. The IASC guidelines advise managers to define working hours and monitor overtime. Shifts of eight hours are preferable, and no longer than 12 hours in an emergency. Tell your manager when you are over your limit for more than a short period.
3. Take rest days. Rest and recuperation (R&R) is part of the IASC advice for staff support. If you cannot travel, plan a quiet day with no messages.
4. Stay connected. Keep contact with family and friends, even briefly. The guidelines call for facilitating communication between staff and their families.
5. Move your body. Walking, stretching or sport helps many people.
6. Mark the end of the work day. Close the laptop. Mute work groups at night where possible.
7. Limit news and graphic images. Choose set times to check updates.

See also setting priorities when everything is urgent.

How can peers support each other?

The IASC action sheet on staff and volunteers recommends training some staff to give peer support, including stress management and basic psychological first aid. In a small team you can start with simple steps:

• Hold a short weekly check-in where each person says how they are, and may pass.
• Pair people as "buddies" who check on each other after hard events.
• Listen without forcing people to describe events in detail. The guidelines say survivors of critical incidents should not be pushed to share details.
• Agree that it is fine to say "I need a break".

When should you seek professional help?

Peer support has limits. The IASC guidelines say that when acute distress limits basic functioning, or a person may be a risk to themselves or others, the person must stop working and get immediate care from a mental health professional. Ask for help earlier if you can. Signs that you need it include:

• Distress that does not ease after several weeks.
• Thoughts of harming yourself or others.
• Heavy use of alcohol or drugs to cope.
• A hard event that still intrudes on daily life.

Stigma stops many people from asking. The guidelines note this. If you cannot find local services, ask your manager or a trusted colleague to help you find a counsellor or health worker you can reach, in person or online.

What should managers do?

Self-care puts too much weight on individuals if the organisation does nothing. The IASC guidelines list actions for managers: have a concrete staff wellbeing plan with a budget, give clear job descriptions, hold regular team meetings and briefings, and make sure national and international staff get equal support and equal choice about security risk. They also call for support after the mission or job ends. Read our guide on staff wellbeing and burnout for the organisation side.

What mistakes should you avoid?

• Waiting until you collapse. Act at the early signs.
• Comparing your stress to others. "Others have it worse" does not remove your stress.
• Coping with alcohol or drugs. It adds risk.
• Hiding stress from your manager. If it affects the work, say so early.

How EMPO can help

EMPO is a reliable, Myanmar-based training and consultancy provider and one of the country's leading names in practical training for NGOs and CSOs, with 1,200+ people trained and 15 partner organisations. Our Personal Development training and organisational development support can help teams build healthy working habits and staff policies, in English and Burmese, online or in person across Myanmar. See our training services or contact us.

Sources

• IASC Guidelines on Mental Health and Psychosocial Support in Emergency Settings — Inter-Agency Standing Committee, 2007