A seven-step guide to escaping mental health distress as a humanitarian practitioner

Humanitarians often work in difficult contexts, which – if not managed properly – may lead to anxiety. It is important for humanitarians to pay attention to their mental wellbeing in order to keep moving – not only in their professional roles but also in their personal lives.

The following are some pointers that you can consider as a humanitarian working in difficult contexts, to help you develop self-resilience and find ways to avoid and – when needed – escape distress.

1. Find your personal stress-relief strategies

In high-stress situations, self-care may seem like a luxury, but on the contrary, it is extremely important. The first step to self-care is to understand yourself well, and what works best for you to decrease stress and bring joy and relief. This could include reading, listening to music, watching or practising sports, and practising mindfulness via meditation, deep breathing exercises, yoga, etc.

Once you’ve identified your best stress-reduction strategies, prioritise them in your daily schedule, make sure you’re doing them regularly and monitor their effectiveness.

During the humanitarian operation in Libya in response to the floods following Storm Daniel, my team and I organised frequent team gatherings in Benghazi city and held daily debriefing sessions, along with encouraging the team to frequently take leave and find time for themselves, all of which were helpful strategies to manage the stress levels of the staff.

2. Prioritise physical wellbeing

Make sure that you get enough sleep, eat well and keep well hydrated throughout the day. Control your consumption of nicotine, caffeine, alcohol and other stimulants. It is also important to ensure that your diet is balanced and as healthy as possible: the healthier your food, the healthier your body. Ensure you get sunshine and fresh air as part of your daily routine. Take enough breaks and rests during the day, especially if your work includes physical activity; this can be in the form of simple stretching, which improves flexibility and reduces muscle tension and stress.

As Head of Delegation in Libya in the Storm Daniel response, I was notified of a high stress level among the team members. I agreed with the organisation’s human resources department to cover the gym fees for whomever was interested as one means of combating stress via physical exercise.

3. Establish boundaries

Set clear boundaries between work and personal time. Try to avoid working after official working hours or on weekends. Of course, you will be constantly chased by deadlines, last-minute calls and urgent matters, but taking ‘me time’ is critical to maintaining your energy and motivation to complete the job properly, as well as to avoid burnout’.

During the Storm Daniel response, despite the fact that the workload was extremely heavy given the large-scale disaster and relatively small number of staff, I was keen to ensure that staff did not work on weekends, and I managed to rotate roles among the staff so that each of them had enough rest and relaxation time in order to avoid burnout.

4. Find peers

It has been proven that loneliness has a negative impact on humans in general, and on humanitarians working in difficult situations in particular. To avoid feeling alone you must not be alone. Be aware that your peers from the same organisation or other organisations across the country are experiencing the same challenges and emotions. So, it’s important to look around and build a network of peers with whom you can interact and find innovative ways to overcome the stressful situation.

5. Stay in touch with your support network

With today’s technology, it is easier than ever to stay in touch with friends, family and colleagues who can provide emotional support. Regular in-person meetings and/or communication with people who understand the struggles you are facing can help you feel less isolated and provide a new perspective on your experiences.

During the response to Storm Daniel in Libya, we experienced a period of around 10 days of complete communication blackout, which immediately raised the tension and stress levels among the staff as they were not able to communicate with their families or friends. To combat this, we straightaway made available the satellite phone, which was intended only for the most urgent communications, allowing each and every one of the staff to communicate on a daily basis with their families. Later, we installed a satellite internet connection and – aside from work-related matters – made it available to the staff for a set period of time during the day to use the internet and communicate with their network.

6. Maintain a positive outlook

Focus on the positive aspects of your work and any progress you make, no matter how small. Celebrating successes and acknowledging the positive impact you are having can boost morale and give you a sense of accomplishment in the midst of difficult circumstances.
The organisation’s management is responsible in this regard for always encouraging the staff for what they have accomplished, shining light on the importance of their successes, accompanying them on the journey of facing the challenges faced on the ground, avoiding blaming or using demotivating language, and dealing with everyone fairly.

7. Seek professional help when needed

Monitor the signs and symptoms of stress and burnout, such as demotivation, anxiety, anger and irritability, isolation from others, low performance, loss of appetite, loss of interest in what you are doing, withdrawal from responsibilities, difficulty in concentrating, depressed mood, feeling pressured/overwhelmed, crying, etc. Stress can also manifest as physical symptoms, such as exhaustion, headaches, high blood pressure, insomnia, back pain and stomach complaints.

If you experience any of these symptoms, do not hesitate to seek professional assistance. Speaking with a therapist can help you develop strategies for dealing with stress and trauma, ensuring that you are mentally prepared to handle the demands of your job.

Many organisations, such as the International Federation of Red Cross and Red Crescent Societies (IFRC), offer counselling services with psychosocial support professionals. This type of support is helpful, and many staff have used it effectively. Additionally, and out of duty of care to the staff, IFRC management in the field communicates with IFRC health staff to explore ways of taking care of the staff especially those who are working in particularly harsh contexts. In Yemen, for example, the IFRC has installed mini-gyms and provided TV network subscriptions in the residences, and the organisation is open to additional suggestions in order to maintain staff wellbeing.

It is important to be aware that burnout occurs gradually. It does not occur overnight – it can sneak up on you.

Conclusion

Humanitarians working in difficult situations must be highly dedicated and resilient. You must maintain your mental health and inner peace, as taking care of yourself is not only good for you, but it also improves your ability to help those in need.

Given the volatile security and high-stress environments in which humanitarian staff are working, humanitarian organisations have a significant duty of care towards their staff, not only in terms of the physical safety but also in terms of mental wellbeing. This can be managed by offering its staff psychosocial support and counselling services, listening to the voices of the staff in the field and regularly assessing their psychological needs. This commitment of the organisation to staff wellbeing is critical for maintaining a motivated, healthy staff capable of providing high-quality assistance to those in need.

Dr Tamer Ramadan is the former IFRC (International Federation of Red Cross and Red Crescent Societies) Head of Delegation in Libya and currently in Yemen.