With love to Kate Falkenhart for her additional kind contributions and course corrections to this post.

We’ve all heard about self care at this point, and probably even have our own routines. However, when crisis strikes, it can be tempting to throw out your adaptive routines in favor of all the pressing work that surrounds you. When this is the case, we must both model the behavior ourselves as well as instigating strong guidelines across the community, lest people burn out and hurt themselves (or others). 

I struggled to do this for myself and those around me during digital response campaigns earlier in the 2010s, saw better success as more coordinators came online and came up to speed around 2015, and saw the best example yet during Occupy Sandy response in 2012.

Bringing joy

Take time and space to notice the things that bring you joy, make you pause to pay attention, shake your preconceived notions, or inspire those around you? Laughter and joy are important things to experience during a crisis, even though it may feel inappropriate at the time. This is something we can give to one another: time to stop and experience.

Embed assumptions into everything else

Everyone is always jumping from topic to topic as priorities change during a response. As systems fall into place, people start making notes in their “space” – whether physical space (as pictured above), in onboarding docs, or as reminders present in digital communication. Self-care guidelines should be included in this, along with an explicit expectation that people support each other if someone is struggling to follow community care guidelines. They may already be facing internal shame for not modeling the behavior.

For example, rotation of duties is an excellent way to build resilience of responsibility in your community and to strengthen the overall system by knowledge sharing. Taking at least one day off a week is a necessary additional example. Both come at a cost – a maximum of 5 days in one’s speciality – but the overall benefit to the system is well worth it.

Lead by obeying

You cannot go all out indefinitely and your body, relationships, and work will suffer if you try to. If someone (including you) is unwilling to take care of themselves, there is likely either a codependent need to be valued that needs self reflection, or they may be more interested in being seen as heroic than in actually being effective or modeling care for others, and that should be avoided. Life will continue after the crisis, and you have to have things worth going back to, that hopefully you’ve been able to enjoy and maintain in the meantime.

Pushing power outwards

Look for people invested in the cultural context of the group you’re working in. They will foster the emotional safety that will allow you to take informed risks. Look for people who make space for others, and ask them to lead. Quiet, competent leaders are often overlooked in favor of those who are brasher. However, the quiet, competent people can also be the most skilled at delivering on group goals while also uplifting the group. 

Those folks can be quiet, though! And quiet people sometimes like quiet spaces. Having a “sacred” quiet space to go amongst the chaos of response can help people recenter themselves and find balance. It’s a good place to practice gratitude and pause to be strategic rather than reactionary.

Support your leaders, IE if a quiet, competent leader is also a single parent, find a way to get them child care support while they coordinate your group. Additionally, it is a full time job to support the frontline workers. Those support roles ALSO need support and can succumb to burnout.