Resiliency in mental health and addictions from a front line worker

In reflecting on resiliency in the field of mental health and addiction as a front line social worker, I have two perspectives: the resiliency of the front line worker, and the resiliency of those who we are called to serve. As a seasoned social worker with over fifteen years of experience in the field, ranging from a focus on at-risk youth, HIV AIDS, mental health and addiction, housing and social services, I feel as though I have the experience to speak to the resiliency of both social workers and clients alike.

Resiliency is defined as “the capacity to recover quickly from difficulties; toughness” (Oxford Languages). As front line workers, we are privileged to hear the stories of those we serve. The stories shared with us are seen as “gifts” because not everybody is able to receive them. Often times, a call for help is overwhelming for individuals; it can be scary, embarrassing, and at times, very emotional. For those reaching out for help, we are often their first point of contact, and disclosing their secrets to us can make the caller feel vulnerable. Taking the first step to call for help is a sign of resiliency in our clients. At this point, communication between the social worker and client is crucial. For some clients, they have the ability to share, explain, explore and understand, while others may struggle to engage in open and honest discussion. As social workers, we hope to provide our clients with the ability to reframe what has happened to them and encourage the development of good insight and good judgment for their future.

In the field of mental health, there are many professionals who work together to provide the proper care for those in need. For individuals struggling with addictions and mental health, there is often the desire for anonymity as a result of fear - fear of judgement/stigmatization, fear of being vulnerable, fear of rejection from those closest to us. As a result of this fear, clients will often reach out to front line workers first. On the floor, we refer to this as the “onion theory”. The core of the onion is reached when the client works through the outside layers with health professionals who normalize and support what the client may be going through in a safe manner. Due to the multiple and often complex layers that come with addictions and mental health, it can take time, but often the client has the potential to realize their competence and commitment. This allows the client to recognize the “big picture”, resulting in the ability to problem solve and work towards a realistic and achievable goal every day (Dr. Alison Block). Clients who engage with front line staff are often searching for connection and healthy relationships with family and friends, which is also a part of resiliency. These clients are aiming to internalize a sense of connection (Dr. Alison Block). Our job as social workers is to always empathize with our clients. One of the biggest rewards of this profession is hearing the sense of relief in our clients after a story is shared. In dealing with our clients, we encourage individuals to have a positive, yet realistic view of themselves. We must ensure that our clients have an accurate sense of their abilities and the potential to visualize their goals once their problem is resolved (Dr. Alison Block).

As front line workers, we must also recognize and be aware of our own resiliency. I am very fortunate that I work in a safe environment that advocates self-care. In my years as a social worker, I have experienced burn out. With support, I was able to learn from my experience and also recognize my own resiliency both personally and professionally. In my professional career with Connex Ontario, front line staff are encouraged to utilize resilience techniques (as outlined by Grant and Kinman 2012, 2014). I have utilized each of these techniques and believe they are imperative to understanding resiliency in staff in the field of addictions and mental health.

First, stress management techniques, such as relaxation and time management, are essential to workers in the field of mental health and addictions. It is crucial to create strong boundaries between your personal and professional life. Leaving work at the workplace is a skill that I took a great deal of time to master. I have also learned the importance of regular self care to remain healthy. Self-care may look different for each individual worker. Some may wish to write in a reflective diary, others exercise, while some will read or watch movies as an escape. I view selfcare as a habit that is not only practiced on bad days, rather, it is something that needs to be practiced regularly. For me, this has been ensuring that I am well-rested, properly nourished, and that I exercise and engage in relaxing activities such as regular massages and colouring.

Like any profession, friendships develop amongst colleagues who share common interests. Social interactions for front line workers are of utmost importance to ensure resiliency amongst the staff. Debriefing regularly, particularly with colleagues, assists with resiliency on the floor. I have found that being able to laugh or cry together, and having someone to check in regularly with,

creates a healthy work environment, which aids in resiliency for the staff team.

Finally, a resilience technique that is practiced with front line staff is utilizing supervision for reflective practice. Despite my many years in the field, this was a skill that I did not explore until recently. Like any profession, an employee strives to impress their boss. Often, I would take on too much or bury any of my difficulties because I struggled with admitting that I could not handle what was being asked of me. This worked initially, but not long term. It took a very connected supervisor to recognize that I was overwhelmed and struggling. I was encouraged to open up during my supervision, and although I was tentative, I was able to discuss my burn out. Accommodations were made in order for me to become healthy and resilient again. Since opening up the first time, no supervision has quite looked the same. I now have open communication with my manager who encourages me and supports me. Whether through email, in person, or a formal supervision, I am fortunate to have a manager that assisted me with building my resiliency fifteen years in the field.

For both clients and professionals alike, resiliency is a work in progress. In order to remain resilient as front line workers, we must ensure that we are utilizing all the tools that we have, understand the lessons that we have learned, and continue to build on our knowledge, both personally and professionally.