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Hello everyone! I’m Beckie, and it was a pleasure to join the Scribe Academy to share advice on time and stress management for Clerks and RFOs. For those who don't know me, I have been a Parish Clerk for 14 years. Currently, I serve as the Clerk for Little Shelford Parish Council in South Cambridgeshire, and I also work as a locum clerk stepping in to support councils during transitions.
Beyond the world of agendas and minutes, I am a qualified life coach, NLP (Neuro-Linguistic Programming) practitioner, hypnotherapist, and EFT (tapping) practitioner. My journey into coaching was born out of a desire to understand the way we think and the language we use with ourselves. I’m also a runner—having recently completed the Cambridge Half Marathon—which is my personal way of managing the "mental load" that comes with our unique sector.
Why This Matters for Parish and Town Councils
The period from late March through June is arguably the most pressured season for council officers. Between closing the accounts, preparing for internal audits, and submitting documents to the External Auditors, the workload is immense.
This pressure isn't just about the "year-end." Parish council life doesn't stop; trees still fall, and residents still have questions. Research and sector trends suggest that many clerks resign in the summer months following the audit season, and I believe this is directly linked to the cumulative stress of this period. Understanding how to manage our capacity and perceptions is vital for the long-term health of our councils.
The Three Pillars of Stress
To navigate this season, we must understand that stress is often a combination of three factors:
- Pressure: This is the weight we feel from ourselves or that our councillors might be putting us under.
- Capacity: This relates to our actual hours and resources; not all of us are full-time, yet the legal deadlines remain the same.
- Perception: This is about our beliefs. If we tell ourselves the year-end is going to be difficult, our brain will ensure it feels difficult.
Core Framework: The Musts, Shoulds, and Coulds
We often treat every email and task with the same level of urgency, but they aren't all equal. I use a simple framework to categorise my workload:
- The Musts: These are your legal deadlines and audit requirements. You know when notices must be on the board and when accounts must be presented to residents at the annual parish meeting. These are non-negotiable.
- The Shoulds: These tasks are important but flexible. I actually dislike the word "should" because it often carries a heavy weight of unnecessary guilt.
- The Coulds: These are the "nice-to-have" extras. For example, a council might want a decorative poster for the annual meeting. If you are overwhelmed, remember that good enough is good enough. Don't bust a gut for the extras that don't change the legal outcome.
Managing the Stress Response
When we are stressed, our bodies enter a survival state. This is why we might feel "locked in" or unable to think clearly during a public meeting. Recognising this physical response is the first step toward regaining control. Here’s a few techniques to manage that physical response:
- "Name it to Tame it": This is an NLP technique where you simply label the emotion you are feeling. By acknowledging the stress, you move the experience from the reactive part of your brain to the analytical part, reducing its power over you.
- Breathing and Visual Resets: Don't underestimate the power of a sigh of relief or a micro-break. Stick your head out of the window or look into the garden for a moment. This focal shift tells your nervous system that you are safe.
- Stretching and Movement: It is all connected; physical tension in your body often manifests as mental stress. Even short periods of movement or stretching during your five-minute breaks can prevent that "locked-in" feeling from becoming permanent.
- EFT (Emotional Freedom Technique) Tapping: This involves tapping on specific meridian points on the body to send a calming signal to the brain. It is a powerful tool for lowering cortisol levels in the moment.
Practical Strategies for Council Officers
Implementing these strategies can significantly reduce the "year-end crunch":
- Realistic Time Blocking: You cannot work at 100% intensity for hours on end. Work in "focus chunks" that suit your rhythm. I recommend the Pomodoro Technique: 25 minutes of work followed by a 5-minute break. During those 5 minutes, get a cup of tea or look out the window to reset your brain.
- Build in Buffer Time: As clerks, we know the "swing" always breaks at the most inconvenient moment. Always leave room in your schedule for the unpredictable nature of council life.
- Utilise Checklists: Use resources like the Scribe Year-End Toolkit, which includes step-by-step PDF guides and checklists to ensure you don't miss a legal requirement.
- The "Honesty Policy" in Meetings: If a member of the public asks for a complex figure you don't have to hand, be honest. Say, "I will come back to you," rather than feeling the pressure to be perfect in the moment.
- Prioritise Sleep: A lack of sleep has long-term consequences on your ability to function. If the "year-end" is keeping you up, it’s time to renegotiate your deadlines or seek support.
Scenario-Based Guidance
For New Clerks
If you are taking over accounts from a previous clerk, it can be a "headache". Don't feel you have to fix every historical error instantly. Focus on the Musts for the current audit year.
For Those Dealing with Micromanaging Councillors
If a councillor is frequently interrupting your work to "help," try setting boundaries. Say: "I appreciate your interest. Let me get the work done for the deadline, and then I can walk you through the process later". You can also invite them to the internal audit meeting so they can see the professional scrutiny you are under.
Key Takeaways
- Done is better than perfect: Don't bust a gut for extras that don't need doing.
- Step away: Use the Pomodoro technique to ensure your brain gets a reset every 25-30 minutes.
- Prioritise Sleep: A lack of sleep has long-term consequences. If you aren't sleeping, it’s a sign that you need to renegotiate your workload.
- Categorise daily: Start your morning by identifying the "Musts" for the day.
- Be honest: If you're struggling, tell your Council. It is better to admit you need more time than to burn out and resign.
Conclusion
Our work as clerks and RFOs is the backbone of the community, but we can only serve our residents if we are well ourselves. Put things into perspective: most "emergencies" in a parish council can wait 24 hours. Let’s move through this year-end with a focus on sustainable service and self-compassion.
Webinar Playback
- Watch the Webinar
- Access the Slides
- Listen to the Podcast - coming soon!
About the Author
Beckie is a seasoned Parish Clerk & Founder of Cloudless Sky Coaching. She integrates her deep sector knowledge with qualifications as a life coach, NLP practitioner, hypnotherapist, and EFT (tapping) practitioner to support council officers through high-pressure periods.
🌐 https://www.facebook.com/cloudlessskycoaching/
📧 beckie@cloudlessskycoaching.co.uk
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