Self – Attitude 1. Awareness of self | |
No. 3 – “…what I then notice is that I start breathing faster, I also start talking louder, start interrupting others…” |
2. Open mind | No. 17 – “That you’re not so caught up in yourself or the everyday hustle. You can view things from a distance and that gives you a broader perspective.” |
3. Insight | No. 14 – “…you can (…) definitely also see that as an outcome of the course, that I think 'well you need to watch out now, look at what’s happening, what is it that triggers you?’.” |
4. Appreciation of self | No. 13 – “That as a tutor too I stick to my own qualities more, and am more confident about those, and can more easily say 'I simply want to know this or that' and 'that’s my style of training.' And that’s made me more confident.” |
Self – Behaviour | |
1. Cognitive and emotional regulation | No. 14 – “…to then focus on your breathing, take deep breaths, and, pull yourself back together in a physical sense…” |
2. Letting go of unhelpful behaviour | No. 12 – “We’ve talked about that, about how much we let our phones and email run our lives. And us constantly checking. You don’t need to at all, of course. People can easily wait a day. They don’t need an answer within five minutes.” |
3. Developing new helpful behaviours | No. 9 – “(…) dealing with pressure in a different way (…), taking a moment for myself more often, taking a break when it’s break time and going outside for a walk and thinking ‘bye guys, I’m just popping out to get some fresh air’. And taking more moments in between just to rest for a moment.” |
Other – Attitude | |
1. Being aware of one’s impact on others | No. 9 – “In conversations with others too (….). I think you start looking at it from a different perspective, you become more empathetic I think and more sensitive to ‘how does the other person feel about what I’m saying?’ and ‘how would I feel about it?’.” |
2. Keeping an open mind towards others | No. 14 – “Especially by separating the content from the person talking, and so listening to the story from a very neutral perspective. What is the message? Where is the conflict? Depending on what presents itself, and then keeping the judgement as focused on the content as possible, as factual as possible and not letting it be coloured by the way the story is told or any undertones you might be hearing.” No. 3 – “I judge less. And I’m actually very happy with that. Especially if you then look back at yourself, that I thought ‘you know. Everyone is different of course.’ And I often had an opinion about that or was quick to judge.” |
3. Allowing difficult emotions associated with others | No. 8 – “We had just come out of a very hectic period, and (…) a sensitive and serious conflict (…) and as the manager I was right in the middle of that, and it wasn’t easily resolved (…) A great deal of investment was needed for many of the relationships that had been seriously damaged, so that was quite a challenge too and at times when it didn’t go as quickly as I’d hoped, I simply needed to grin and bear it.” |
4. Appreciating others | No. 16 –“He’s a bit neurotic and very particular and deals with people in a very different way that I do. And very dedicated to his work, but I put a kind of negative spin on that (…) Whereas now (…) I look at things differently (…) when I look at him now, I see a man who has truly dedicated his life to his work.” |
Other - Behaviour | |
1. Communicating more effectively | No. 14 – “…then it’s listening, isn’t it, really just listening and nothing else, just listening.” No. 16 – “…being more open towards that and asking more questions. Asking ‘why’, ‘can you pinpoint why exactly you aren’t doing well?’ ‘Can you articulate what you want, what you need?’ That I guess, asking more questions and more, well that means not drawing your own conclusions, but getting more to the bottom of things.” No. 3 – “(…) then I just show there’s nothing wrong with admitting you don’t know something. Or that you’d like to use someone else’s expertise.” |
2. Providing direction | No. 10 – “I think now that I’ve given myself more direction and I can more clearly outline the direction for the people I manage.” |
3. Empowering | No. 5 – “But experience by now has taught me that the less I interfere (…) the more people start to develop talents (…) That helps people develop and the product may actually be better, especially for those people themselves, because there’s a greater sense of them having done it themselves. So taking more distance, not interfering too much.” No. 3 –“Putting someone down, because that would then feed my ego. That is not at all beneficial to what we need to do, to delivering good patient care. (…) I think well, then I’ll take myself as an example, and they picked up on that, that I said something along the lines of ‘I don’t know this’, ‘Can you contribute any thoughts on this?’ Or ‘I did it for this or that reason, but maybe you have other ideas, or maybe I overlooked something’?” |
4. Caring for others | No. 9 – “I also noticed with the colleague who’s had a burnout, that I was the first to notice that he was burning out and that it started being an issue and that I see it in other colleagues (…) You’re much more aware, not only of yourself, but also of other people around you.” No. 16 – “And then I try to put them at ease a bit that way, by saying ‘You can’t do everything at once, so try to take it one step at a time.’ You hope it helps someone a bit.” |