Two Ukrainian girls hold up a Ukrainian flag
Psyche

"Man is torn between two worlds"

In February 2022, Russia attacked Ukraine, and the fighting continues to this day. For Diana, it has become "normal" for her family to live in a war zone. She herself lives in Hamburg and works as a systemic consultant in life coaching at pme Familienservice. How can one learn to deal with the grief and fear of loved ones being threatened?

Hello Diana, thank you for taking the time to talk to us. When you heard about the attacks on Ukraine in February 2022, how did you feel?

Diana: The first few days and weeks were very difficult. You don't understand what's happening. On the very first day, I felt as if I had already lost everyone —as if they were all dead. The grief was overwhelming, and I didn't know how to deal with it.

You have to give yourself some time, then everything becomes a little clearer: what is the situation on the ground, what exactly is happening? In Ukraine, we saw that the country was defending itself and that the people weren't just giving up. That became my mindset too , and I thought to myself: if they're not giving up, why should I fall apart? This attitude helped me not to sink into passive worry. 

"As a psychologist, I know that real fears cannot simply be switched off—nor should they be. They are important because they motivate us to protect ourselves. So it's not about getting rid of fear or worry. These feelings remain, but you can learn to live with them."
Diana Degner, Life Coaching, pme Familienservice

 

How did you learn to live with this fear without breaking down? 

At that time, it was important for me to take action and do something that made me feel capable of acting. The worst feeling for me was powerlessness. 

Of course, it's difficult to take action because such powerful forces are involved and you ask yourself: What can I do—especially when I live somewhere completely different?

How did you get involved? In a project or privately?

I then worked on a foundation project that translated a mental health app into Ukrainian and re-recorded the relaxation exercises for the app. I was also activein a WhatsApp group crisis chat, where we helped refugees with information—for example, when they were stranded in Romania and didn't know what to do next. 

Every year, pme Familienservice a wonderful fundraising campaign. I have already been able to convince my colleagues twice to support Ukrainian projects and raise donations for them—together, we were able to make a difference for Ukrainian mothers and children affected by the war.

It doesn't have to be a special project. For example, I often call my grandmother, who sits in her rocking chair and gets scared when she hears the sirens. Talking to me distracts her for a while, and that helps. These aren't easy conversations, but they're good for her and for me.

How did you cope with everyday life knowing that your family and friends were under threat? I imagine that must have been very difficult.

I tried to carry on as normal. I went to work and shopping, tried to talk to people about everyday things. But it felt like a lie. Because afterwards I went home and watched the news non-stop and was in constant contact with my family.

It just so happens that no one from my family can come here. They are all stuck there, and I am here. Somehow, people are torn between two worlds. And you yourself no longer have any space: your own ideas, desires, and needs. 

Have you found your place to recharge your batteries?



Yes, but it took a while. One day, my husband had the idea of sending me to the spa because I was under constant stress. My jaw dropped. It was so unthinkable for me. My family is suffering and I'm going swimming? It was only much later that I realized that whether I go swimming or not doesn't hurt anyone or betray my compatriots. And I noticed that it gives me the strength to call my family more often. But it just took time. 

The topics and concerns of your fellow human beings must seem very trivial to you. How did you deal with conversations at the lunch table about normal everyday things? 

As a psychologist, I have also learned that it is acceptable to set aside one's concerns for an hour. It is acceptable to allow oneself a bit of normality, to laugh, to discuss something lighthearted, and to simply have an hour without worries. If one is able to do so in the moment, one should allow oneself to do so.

It is also important not to compare your own crises with the concerns of those around you. If my girlfriend is disappointed because a concert has been canceled, that is a legitimate feeling. Nor should you compare realities. 

It's important to listen to your gut feeling. Some days I felt rather lonely and cut off from those around me. Then it helped to spend my lunch break alone, go for a walk, or just be with someone I trusted without talking much.

"I think the most important thing is to be able to combine both realities: on the one hand, to have space for grief, worries, and even crying, and on the other hand, to continue living and participating in the life you have built for yourself—to nurture the relationships that are important to you and to continue doing the 'normal' things."
Diana Degner, psychologist, pme Familienservice

 


 

Have you discussed the war in Ukraine at work?

My team members regularly asked me how I was doing, whether my family was safe, whether I wanted to talk. It wasn't so much a need to talk about it all the time, but rather a comfort to know that people cared. People see what is happening and feel compassion— for me, my country, and my family.

I think it's very important that there is space for such topics in the workplace and that support is available. I could also have taken advantage of life coaching.

As a friend or team member of a relative, I can therefore provide support primarily by offering space for conversation?

"How are you? How is your family? Would you like to talk?" It helps when the suffering is acknowledged and given space. Or genuine interest in the story: "How did this come about? Why is that the case? What is true about what we hear in the news?" These conversations have helped me personally a great deal.

In my consultations, I also find that many of those affected have a strong need to talk about it—even though they know that I cannot offer any solutions in coaching. Just offering to listen can make a big difference. There is even a nice term for this: containment —which means absorbing emotions and holding them for someone. And that is often the most valuable thing you can do.

Do you have any other offers of help that you can give to people in the same or a similar situation? 

1. I would say that the most important thing is to stay in the moment.

Being mindful in the here and now. Today, my family is safe and sound, they have enough to eat, and we keep in touch. I hold on to that. It doesn't help to imagine all kinds of disaster scenarios that might happen in the future. That doesn't do anyone any good. Instead, I try to bring myself back to the present moment again and again.



2. It is just as important to maintain structure.

There may be times when you feel completely overwhelmed and would rather not work at all. But if you call in sick and get stuck in a day full of worries, it often becomes even more difficult. A fixed daily structure can provide support and security—it is something you can hold on to.



3. Get support for yourself and find someone to talk to when you need it.

And always with the awareness that you can't help anyone if you're in need yourself. I can't be there for my family, take care of their worries, and remain completely alone myself. I also need someone to hold me.



4. Even if it's difficult: stay active and don't become completely passive.

It can also be something small. A very valuable tip is to help people who are worse off than you are. For example, a friend of mine in Ukraine, who has to endure bombings almost every night with her baby in the capital, organizes beautiful St. Nicholas gifts for the little children in a children's home and finds a lot of meaning and joy in doing so.

5. Another idea is to seek inspiration.

There are many impressive people who, despite or perhaps because of their proximity to the front lines, are keeping their businesses running or organizing fantastic aid projects. We can learn a lot from these strong and inspiring individuals, and in doing so, gain new energy.

zero How ILB makes employees crisis-proof

The ILB building in Potsdam
Leadership & HR

Strengthening team resilience: How ILB makes employees crisis-proof

In this interview, Kathleen Wiesener, HR Development Officer at the Investitionsbank des Landes Brandenburg (ILB), sheds light on the importance of a strong team spirit and how targeted measures such as coaching, feedback culture and external moderation help to strengthen employees. She explains which strategies ILB uses to create a resilient working environment in which employees receive the support they need to be successful in crisis situations.

What does ILB mean by team resilience and why is it particularly important for the company?

For us, team resilience means the ability of a team to overcome challenges, crises or stressful situations together and emerge stronger. This includes cohesion, mutual support, good communication and trust within the group. A resilient team can adapt quickly to new circumstances and remains productive even in difficult times.

What specific challenges do you face in strengthening the resilience of your teams?

Digitalization presents our employees with considerable adjustment requirements. In addition, there are frequent reorganizations, for example due to new guidelines or efficiency measures. There is also a high workload in many areas due to sickness absences or unfilled expert positions as a result of the shortage of specialists.

How have you anchored the topic of team resilience in your organization?

ILB recognized team cohesion and resilience as key issues many years ago. We offer our employees systematic support from coaches and trainers from the pme Academy. We have succeeded in raising awareness among managers that good team dynamics promote well-being. This leads to fewer conflicts and less sickness-related absences and strengthens the team's performance.

How does the cooperation with the pme Academy work?

The pme Academy supports us in the organization of team meetings and the moderation of larger workshops - ranging from small teams of 4 people to entire areas with 80 participants. We also work together with their conflict moderators. Managers are part of the system and therefore cannot mediate neutrally, which is why external support is very valuable. There are also preventative offers that enable managers and employees to address conflicts and provide feedback.

Unleash the full potential of your managers and teams now.

Our trainers and coaches at the pme Academy support you in difficult transformation and change processes or analyze together how you can make even better use of your team's strengths. 

More information on the seminars and training courses: pme Academy

What effect do these offers have on your employees?

Our employees find these offers very helpful. They appreciate being able to talk about team spirit away from the daily work routine. Since the coronavirus pandemic, many have been working from home, which has led to fewer informal meetings and more social distancing. Hybrid or digital meetings are often very business-oriented, but personal interaction is crucial to strengthen bonds and a sense of community.

How do managers specifically support their teams in difficult times and ensure a resilient working environment?

We promote a sense of unity in a variety of ways in order to strengthen cooperation. Together with the workforce, we have developed guidelines for transparent, constructive communication, a lively feedback culture and cross-divisional collaboration.
Not only managers but also employees are responsible for regularly discussing and reflecting on these values. Regular team events offer the opportunity to maintain personal connections despite hybrid working models and to discuss common interests beyond work content.

What measures do you take to ensure that employees dare to speak openly about challenges or mistakes?

Dealing constructively with mistakes and challenges is firmly anchored in our vision of a learning organization. We promote transparency and encourage our managers to support their employees and adopt a solution-oriented approach instead of looking for someone to blame.

How does this work in practice? Are there tools and techniques for systematically talking about setbacks and mistakes?

We systematically integrate the topic of feedback into our annual appraisals and thus repeatedly raise awareness of its importance. There have also been campaigns on how to give constructive feedback, with newsletters, postcard campaigns and training measures.

What programs, training or resources do you offer to continuously promote the resilience of teams and individuals?

In addition to various communication training courses, such as conflict management, we offer teams the opportunity to call in external mediators or moderators for team building in times of crisis. The pme Familienservice is an important partner here.
In addition, all managers have the opportunity to choose a coach to support them in challenging situations. In day-to-day work, it's often all about the "what" and less about the "how". When a team is reassembled or a new manager is appointed, we support the process with targeted guidance.

How do you ensure that employees are not overwhelmed in stressful phases and remain productive?

Stress management is a key issue that we support through training for both our employees and managers. It is an essential part of management development so that they can protect themselves and their teams from overload and manage crises in a targeted manner. We also offer social counseling and practical support in difficult private and professional situations via an external partner.

We are currently experiencing a very strong polarization in society. Is this also noticeable in your teams? Are the conflicts growing?

My perception is that we are very reluctant to talk about politics, possibly to avoid conflict. I can only speak for my team here: It is very important to us to treat each other with respect, and that includes respecting different opinions. One example was the vaccination debate during the coronavirus pandemic, where there were both supporters and opponents. I experienced a lot of tolerance. Good cooperation is important to us and helps us to overcome crises together.