Can AI help workforce mental health?

With burnout increasing in the UK, a new survey from Unmind, a workplace and wellbeing platform, shows that 42% of HR leaders are considering adopting artificial intelligence (AI) as a way of addressing workforce mental wellbeing.

The data, based on insights from 2,000 UK HR leaders, also shows that 89% of those surveyed are planning to implement AI to streamline people management in their organisations with 86% believing that AI will play a crucial role in the success of workplace mental health strategies by 2030.

So how can AI technologies be leveraged to support and enhance mental health in the workplace?

• AI mental health chatbots can provide immediate and confidential support to employees, offering resources, coping strategies, and suggestions when professional help may be necessary on a 24/7 basis.

• AI can analyse facial expressions, voice tones, and other biometric data to assess the emotional well-being of employees, allowing for early intervention if signs of stress, anxiety, or other mental health issues are found.

• AI algorithms can analyse data patterns to predict potential mental health challenges within the workforce, allowing proactive measures to be taken to address issues before they escalate.

• AI can assist in creating personalised well-being applications that cater to individual needs around mindfulness, exercise, stress management or other resources based on the employees’ preferences.

• AI-driven virtual reality experiences can be developed to help employees relax and manage stress by calming environments or guiding them through relaxation exercises.

• AI can analyse work-related data to identify patterns that may contribute to stress, burnout, or dissatisfaction. These insights can then inform decisions about workload distribution and help design more supportive work environments.

• AI can analyse employee feedback and surveys to gain insights into overall workplace satisfaction and identify areas that may impact mental health.

• AI can be used to develop interactive training modules on mental health awareness and stress management. These modules can be tailored to the specific needs and challenges of different industries or job roles.

72% of those surveyed observed an increase in mental health-related employee absences so the idea that AI can offer a personalised 24/7 support service for employees is undeniably attractive. However, AI must be used safely and responsibly if HR leaders and managers are to create work environments where every employee can flourish.

AI has great potential to support workforce mental health but it's essential to implement these technologies ethically, ensuring user privacy, consent, and addressing potential biases. It should complement human support rather than replace it, and employees should be informed about how AI is used in the context of mental health within the workplace.

When resilience becomes toxic

In today’s fast-moving and competitive workplace, the idea of resilience, of bouncing back and remaining positive in the face of adversity or stress, is seen as an important attribute. But, with the world of work constantly changing and ongoing disruption and uncertainty, being consistently upbeat can take a real toll on mental health and emotional well-being. At this point resilience can become toxic.

The idea of toxic resilience centres on the expectation that employees should be able to deal with stress, pressure, and adversity by hiding their human vulnerabilities. Despite adverse situations such as ineffective organisational culture, inept management, or ongoing under resourcing, high workloads, and lack of work life boundaries, they keep going and stay productive!

This type of culture puts pressure on employees to keep quiet when they’re overwhelmed or struggling. They don’t feel able to ask for help or raise their concerns because if they do, they are made to feel that they are letting their colleagues down, are incompetent or weak, or simply aren’t resilient enough. A culture of fear then develops, and employees start to put their own needs behind that of the organisation, going beyond their limits and adopting unhealthy coping mechanisms that can have severe and long-lasting effects, and lead to burnout, mental health issues and decreased morale.

It's therefore important that leaders are able to recognise if a culture of toxic resilience is emerging and can instead start to build an environment where healthy resilience can develop. This means creating a culture where authenticity and open communication is valued, mental health resources provided, and managers enabled with the training to support their team and to understand the importance of their own mental health and wellbeing.

Resilience shouldn’t be needed to get through every day, it should be drawn on in the short term, when challenges arise, or problems have to be overcome. If leaders want to create workplaces that foster growth, fulfilment, and well-being, they need to lose the culture of toxic resilience.

Quiet cutting. A new trend?

Increasing uncertainty in the workplace has led to some organisations to look at different ways of reducing costs. One of the ideas that has increased in recognition is ‘Quiet Cutting’, a way to restructure an organisation by reassigning staff so they remain employed but are moved to new roles that can be less prestigious, have lower pay, and more demanding.
 
Currently, some employers are looking at this as a strategy that can play a significant role in the workplace dynamic because it offers a way of stopping talent loss by leveraging existing staff to meet immediate requirements and maintain stability. Other organisations though can see it as a passive but hostile way to lose workers.

It’s a situation that can be difficult for employees to deal with. Whilst they might feel some initial relief that they are still in a job and may even be retrained, it could also be seen as a demotion and a way of making them quit so their employer can avoid paying redundancy. However, its seen though, it can have a significant effect on an employee’s wellbeing. Employees start to question their abilities, their value, the way the organisation works and its culture. Feelings of confusion, fear, anger, self-doubt, diminished confidence, and anxiety come to the fore, which can also impact on other employees. Even those who aren’t at risk of reassignment see a situation that’s out of their control and may start to look at alternative employment options.

Despite the potential cost benefits, quiet cutting can have a detrimental effect on organisational culture, employee wellbeing, and productivity as employees become disengaged, uncertain about their future and unhappy in a role they didn’t ask for or want. However, the situation can be managed in a more positive way. If the purpose of the changes and future plans are effectively communicated, a reorganisation can increase understanding, reduce uncertainty, and solidify employee commitment. Involving employees in the process and providing support services can also contribute to building a better outcome for both the organisation and employees.

Burnout or Boreout?

We’ve all heard about burnout. There are numerous articles telling us what signs and symptoms we need to look for but, there is another lesser-known work-related condition that has very similar symptoms. Boreout, is the exact opposite of burnout, but it’s effects can be just as detrimental, with negative consequences on mental health, well-being, and performance.

Most people find themselves bored at work sometimes but if people are bored over a long period of time, stuck in their comfort zone too long or don’t experience any personal development opportunities they often start to feel their job is meaningless and their work as has no value or purpose - they are suffering from boreout.

Employees suffering from boreout may find themselves with too little to do, not enough meaningful work and responsibilities or, constantly having to deal with tasks that are monotonous and don’t utilise their skills and abilities. This can lead to feelings of frustration, dissatisfaction and a lack of motivation that leaves them unfulfilled, disengaged from their work and suffering from a decline in their overall well-being and mental health. From an organisation’s perspective, boreout can lead to reduced productivity and creativity as well as counterproductive work practice such as distraction and absenteeism.

The signs of boreout are very similar to the signs of burnout. People may feel overwhelmed, exhausted, or emotionally drained with little or no purpose or direction. Their behaviours start to change, and they begin to stretch tasks out for longer periods to seem busy and engaged. They do just what is required, come in late, leave early and take more time off sick.

Recognising these signs and taking appropriate steps to address the underlying causes by establishing effective communication and social connections, prioritising work-life balance, and ensuring that work tasks remain engaging and meaningful!  Employers need to create work environments that promote a healthy balance of challenge and support, as well as enabling open discussion about workload and job satisfaction. This might require re-evaluating job roles, providing more challenging tasks, fostering a positive work environment, providing new challenges, exploring avenues for personal and professional growth.

Supporting Employee Mental Health in a Remote Work Setting: HR Strategies for Well-being and Resilience by Bash Sarmiento

The shift toward remote operations has transformed not just where we work, but how we work. For many business leaders and remote team managers, this new normal brings a unique set of challenges, particularly in nurturing and supporting the mental health of our teams. As stewards of our teams' well-being, we must adopt HR strategies that not only address these challenges but also promote resilience and a sense of community among a remote workforce.

Unique Challenges of Remote Work

The transition to remote work introduces specific challenges that can impact the mental well-being of our teams. Recognising these challenges is the first step in creating a supportive environment tailored to the needs of remote employees.

Promoting Work-Life Balance

While the flexibility of remote work is a boon, it can also blur the lines between professional and personal life. This inevitably leads to stress and burnout. Encouraging a clear separation helps prevent negative experiences that stem from remote work. 

Leaders should advocate for regular work hours, emphasise the importance of taking breaks, and respect employees' personal time to foster a healthier work-life balance.

Combating Feelings of Isolation

Remote work can often lead to feelings of loneliness and disconnection from colleagues. It's important to create opportunities for virtual social interaction and team bonding. This could include virtual coffee breaks, team-building activities, or simply encouraging informal chats among team members.

Ensuring Effective Communication

With the absence of face-to-face interaction, maintaining clear and open communication becomes a challenge. Implementing regular check-ins, using collaborative tools, and encouraging an open-door policy can help mitigate misunderstandings and ensure that team members feel heard and supported.

Addressing Technological Challenges

Remote work is heavily reliant on technology, which can lead to its own set of stressors, especially for those less tech-savvy. Providing ongoing tech support, training, and resources can alleviate these pressures, ensuring that all team members feel comfortable and capable in a digital work environment.

Acknowledging Diverse Home Environments

Each team member's home environment is unique, with varying degrees of conduciveness to productive work. Recognising and accommodating these differences - whether it be through flexible scheduling or providing stipends for home office setups - can greatly enhance employee comfort and productivity.

Implementing Effective Employee Engagement Strategies

Keeping remote teams engaged is vital for maintaining productivity and fostering a positive work environment. Engagement goes beyond work tasks; it's about creating a sense of belonging and connection among team members who may be spread across different locations.

Utilising Technology for Engagement

Leverage technology to keep your team connected and engaged. Tools that facilitate easy communication, project management, and collaboration can make remote work more efficient and enjoyable. Consider platforms that facilitate effective employee engagement to enhance your team's cohesiveness and productivity.

Fostering a Sense of Community

Building a strong team spirit in a remote setting requires intentional efforts to create a sense of community. Virtual team-building activities, celebrating team achievements, and encouraging non-work-related interactions can help bridge the physical distance. Regular virtual events, like team lunches or happy hours, can replicate the camaraderie of an in-office setting.

Recognising and Rewarding Contributions

Acknowledgment goes a long way in boosting morale and motivation. Make it a point to recognise individual and team achievements, no matter how small. Whether through shoutouts in team meetings, awards, or personalised notes, showing appreciation for hard work reinforces positive behaviour and fosters a culture of recognition.

Cultivating a Culture of Open Communication

Clear and consistent communication is the lifeline of remote work, playing a pivotal role in ensuring that team members feel connected, supported, and part of a cohesive unit.

Prioritising Transparent Communication

Transparency in communication helps in building trust and reducing anxieties that can arise from uncertainty. Regular updates about company news, project statuses, and team changes can help everyone feel informed and involved, mitigating feelings of being 'out of the loop.'

Implementing Regular Check-Ins

Regular one-on-one check-ins with team members provide a private space for open dialogue about work progress, challenges, and personal well-being. These sessions are crucial for understanding individual circumstances and offering support where needed.

Promoting Psychological Safety

Creating an environment where employees feel safe to express their thoughts, concerns, and ideas without fear of judgment is essential for mental health. Encourage an atmosphere of mutual respect and understanding, where all voices are valued and considered.

Leadership Through Egoless Leadership

The approach of egoless leadership can significantly enhance communication dynamics within a team. Leaders who demonstrate humility, empathy, and a willingness to listen can foster a more open, supportive, and collaborative work environment.

Fostering a Security-Aware Remote Workforce

Security of workspaces and data is not just a technical issue but also a contributor to mental well-being. Ensuring that employees feel secure in their digital environment can alleviate stress and foster a sense of reliability and trust.

Establishing Robust Cybersecurity Measures

Implement strong cybersecurity protocols to protect sensitive company and employee data. This includes secure VPNs, regular updates of security software, and safe data storage solutions. Educating your team on cybersecurity best practices is also crucial in building a security-aware remote workforce.

Providing Technical Support and Training

Offer comprehensive technical support and training to help employees navigate any technical difficulties they may encounter. This reduces the frustration and anxiety associated with tech issues and ensures that team members can work efficiently and confidently.

Creating a Safe Digital Work Environment

A safe digital work environment extends beyond cybersecurity. It's about creating a space where employees feel comfortable and equipped to perform their best. This includes providing ergonomic advice for setting up home offices, ensuring they have the right tools and technology, and offering stipends for necessary equipment.

Regular Mental Health Check-Ins and Resources

Regular check-ins dedicated to discussing mental health and well-being can significantly impact an employee's sense of support and belonging. These conversations should be normalised and integrated into the regular workflow to remove any stigma associated with discussing mental health.

Providing Access to Mental Health Resources

Make mental health resources readily available to your team. This can include subscriptions to mental wellness apps, access to counselling services, or an employee assistance program (EAP) that offers confidential psychological support.

Encouraging Mindfulness and Stress-Relief Practices

Promote practices that can help reduce stress and increase mindfulness among your team. This could be through organising virtual meditation sessions, encouraging regular physical activity, or providing resources on stress management techniques.

Supporting Flexible Scheduling

Recognising that each employee may have different needs and circumstances, especially in a remote setting, offering flexible scheduling can greatly alleviate stress. This approach allows employees to work during hours when they feel most productive and balanced, contributing to better mental health.

Final Thoughts

Supporting the mental health of remote employees is vital for building a productive and positive work environment. By implementing thoughtful strategies and resources, leaders can ensure their teams feel supported and valued, fostering a culture of well-being and resilience in the remote workspace.

Bash Sarmiento is a writer and an educator from Manila. He writes laconic pieces in the education, lifestyle and health realms. His academic background and extensive experience in teaching, textbook evaluation, business management and traveling are translated in his works.

Renee Joyal – Living beautifully

Keywords

Resilience - Wellness – Lifestyle Change – Self-healing

In this episode of Resilience Unravelled Renee Joyal, a newly published author and wellness enthusiast shares her personal journey with lupus and how she made lifestyle changes to overcome it. She emphasises the importance of nutrition, exercise, and self-healing practices in maintaining good health and also talks about having a holistic approach to health instead of restrictive diets.

Renee discusses her approach to wellness, emphasising the importance of focusing on both physical and mental health and shares techniques for strengthening the mind, such as journaling and meditation, which can help in handling life's challenges.

Main topics

• Making specific lifestyle changes to overcome autoimmune disease.

• The functional medicine practices Renee implemented in her life.

• How being in an abusive relationship affected Renee’s health and autoimmune disease.

Timestamps

1: Introduction. The host welcomes the audience and introduces the guest, Renee, who is a newly published author and wellness enthusiast. Renee talks about her passion for helping people expand their health journey - 00:02-01:03
2: Overcoming Life's Obstacles. Renee discusses how to overcome life's obstacles, live healthily, feel good, and enrich your life to live it to the fullest. 02:12-02:29
3: Renee's Health Journey. Renee shares her personal health journey, including her debilitating illness, Lupus diagnosis, and how she made lifestyle changes to improve her health - 02:29-07:31
4: Focusing on Healing. Renee talks about her focus on healing and what she added to her life to make it better and live fully without restriction - 09:16-11:32
5: Strengthening the Mind. Renee discusses the importance of strengthening the mind and shares techniques such as journaling, meditative experiences, and empowering mind techniques - 11:32-17:56
6: Live Beautiful Book. Renee talks about her book, Live Beautiful, a compassionate balance guide to everyday wellness and well-being. She shares where to find it and discusses the rewarding process of writing and connecting with the community - 17:57-20:43

Action items 

• Renee’s book is Live Beautiful: A Compassionate Balance Guide to Everyday Wellness and Well Being

• Connect with her on her website or Instagram to learn more about her approach to wellness.

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.   

The increase in unpaid overtime

New research from Ciphr has shown that some UK employees are clocking up three hours of unpaid overtime per week with 11% of those surveyed putting in an additional five hours a week.

The survey, of 1,000 employees, showed that there are more employees who work unpaid overtime (49%) than those who do receive payment (23%). Employees most likely to work the unpaid extra hours include senior managers, 25-34-year-olds remote workers and those working in legal services and education.

Employees can work unpaid overtime for a variety of reasons. It might be an industry or work culture norm, a dedication to their work, a desire for achievement or to achieve their personal goals, in understaffed or resource-constrained environments, they might work unpaid overtime to cover gaps, ensure essential tasks are completed or because of pressure from managers and colleagues. Alternatively, there may be a fear of falling behind through heavy workloads and tight deadlines or of being seen as less dedicated particularly if job security is low.

Employees might also work unpaid overtime to ensure that a project is completed successfully on time or because they don’t have a clear understanding of their job responsibilities or how long tasks should take whilst some employees resort to working unpaid overtime to catch up on tasks they couldn't complete during regular working hours, something that can be particularly noticeable if people are hybrid or home working.

Although employees might need to put in extra hours to meet business needs, (and be happy to do so), It's important that both employees and employers understand the negative consequences of unpaid overtime. The aim should be to create a workplace culture that values the work-life balance, fair compensation, and sustainable workloads. Employers should communicate clear expectations, manage workloads effectively, and discourage a culture of overwork whilst employees should prioritise their well-being and consider the long-term impact of consistently working unpaid overtime.

To nap or not to nap?

In the past napping at work was a quick way to get fired but now some organisations are starting to consider whether ‘taking a nap’ should be part of the working day.

The average adult needs at least seven hours of sleep a night to achieve optimal health but many people don’t get anywhere near that with Nuffield Health’s 2023 ‘Healthier Nation Index’ (a survey of 8,000 UK adults) highlighting that, on average, we’re only getting 5.91 hours of sleep a night, down from 6.11 in 2022 and 6.19 in 2021. This discrepancy positions insufficient sleep as one of today’s pressing health issues.

In the workplace, whilst we might think that powering through the day without breaks is the most effective way to work, it’s actually counterintuitive to health and to productivity. We’re actually wired to take time to recharge through ultradian rhythms with our brains actually achieving maximum productivity when we follow 90 minutes of work with 20 minutes of a recharging activity - something like yoga or mindfulness, or just something as simple as taking a nap.

Around 3% of GDP is lost each year due to sleep deprivation, so offering employees the opportunity to recharge with a nap during the day could not only help to improve their physical and mental health but could also see them contributing more. Research shows well-rested employees are better cognitively and this includes essential work functions such as learning, decision-making, attention to detail and memory recall.

Of course, creating a napping policy would take some commitment and resources and the idea of “sleeping on the job” is still anathema to most companies. But if you want your team to be at the top of their game then maybe giving them the opportunity to have scheduled naps could mean improved mental wellbeing, increased employee performance and productivity and perhaps even a way to attract and retain top talent.

Putting people first – the benefits of Human Leadership

A survey by Gartner of 230 HR leaders showed that 90% of them believed that it was essential for leaders to focus on the human aspects of leadership if they were to succeed. It also showed there was a 37% increase in high engagement for those employees who worked for a human leader and that these employees improved their team’s performance by up to 27%. However, another Gartner survey of 3,400 employees conducted at the same time showed that only 29% of them thought that they were led by a ‘human leader’. The business case for human leadership is there so why aren’t leaders more committed to the approach?

Human leadership refers to the practice of guiding and influencing a group of individuals or an organisation towards a common goal through effective communication, collaboration, empathy, and understanding of human behaviour. It emphasises the importance of connecting with and inspiring people on a personal level, considering their needs, motivations, and strengths.

Contrasting with more traditional, authoritative, or transactional leadership styles that focus primarily on power dynamics, hierarchy, and task-oriented goals, human leadership places people at the centre, recognising that a motivated, engaged, and well-supported team is essential for achieving sustainable success. Some of the benefits of human leadership include:

• Enhanced Employee Engagement: Human leaders build relationships with their team members that lead to higher levels of engagement and job satisfaction. Employees feel valued, supported and understood so are more likely to be motivated and committed to their work.

• Improved Communication: Human leaders prioritise open and transparent communication, creating a culture of trust and encouraging team members to express their ideas, concerns and feedback, leading to better collaboration and decision-making.

• Higher Productivity: Employees who feel connected to their leader and colleagues, are more likely to work collaboratively, share knowledge and contribute, leading to increased productivity and better results.

• Reduced Turnover: Human leaders create a work environment that fosters loyalty and a sense of belonging. Employees are less likely to leave so staff turnover and recruitment and training costs are reduced.

• Enhanced Creativity and Innovation: Human leaders encourage employees to share ideas and perspectives, promoting a culture of innovation, creative problem-solving and new solutions.

• Higher Employee Well-being: Human leaders show genuine care for the well-being of their team, provide support during challenging times and promote a positive and healthy workplace culture.

• Effective Conflict Resolution: Human leaders address conflicts and disagreements constructively, using open communication and empathy to facilitate resolution and maintain positive relationships within the team.

• Development of Leadership Skills: Human leaders focus on mentoring and developing the leadership skills of their team so individual growth improves and a pipeline of future leaders built.

• Positive Organisational Culture: Human leaders contribute to the development of a positive organisational culture based on respect, trust and collaboration. This attracts top talent and contributes to the organisation's reputation and success

• Adaptability to Change: Human leaders are more attuned to the emotional and psychological impact of change on their team which helps employees navigate transitions and adapt to new circumstances.

• Higher Employee Satisfaction: Employees with human leaders are more likely to feel satisfied with their work, interactions with colleagues and overall work environment.

• Improved Performance Reviews: Human leaders provide regular feedback and coaching so employees improve their skills and performance and contribute to meaningful and productive performance reviews.

Whist other leadership styles may have their own strengths and applications, human leadership stands out for its emphasis on building strong relationships, understanding, and addressing the emotional needs of team members, and promoting collaboration and empathy as fundamental aspects of effective leadership.

Human leaders choose transparency over control, relationships over hierarchies and wellbeing over productivity. They engage with employees, lead by example and are authentic and empathetic. They possess high emotional intelligence, are calm and confident, and communicate clearly.  They see change as a way of building a new and better future where the values and purpose of the organisation are genuinely believed in and lived out every day.

In today’s constantly changing world of work, can you afford not to be a more human leader?

Just ticking the boxes? The rise of wellbeing washing.

In a time of tight recruitment markets, employee wellbeing has gone from a nice-to-have to a must-have.  However, research from Claro Wellbeing seems to show that not all employers are as committed to their programmes as they might not be - they are not  ‘putting their people first’ and instead are ‘wellbeing washing’.

Wellbeing washing is the practice of superficially promoting or claiming to support well-being without genuinely addressing the underlying issues or taking meaningful action - offering employees gym membership, fruit boxes and stand- up desks but then not worrying about unrealistic workloads which mean instead of exercising and eating healthily the same employees are slumped on a sofa at home with a takeaway! 

The Claro survey was taken from a nationally representative survey of 1,000 adults in May 2023 and it suggested that over a third of those surveyed thought their employer was wellbeing washing with one in six thinking that their employer had lost trust as a result of this behaviour. It also found that seven in ten workplaces celebrated mental health awareness days, but only a third of organisations had mental health support that was seen as good or outstanding by employees. So, in the eyes of employees, company rhetoric is not matched by the robust structures, schemes and mechanisms needed to support better wellbeing.

The disconnect seems to be between what employers offer and what employees feel they need. Many employers’ wellbeing initiatives are well-intentioned but lack a systemic approach and are based on a poor understanding of the true state of workforce wellbeing. Others though are focused on boosting their brand reputation, using social media to pump out their support, cynically paying lip service to mental health issues without considering the real needs within their own organisation.

Now more than ever employee wellbeing is something employers need to get right. It isn’t a perk. A free gym membership will do nothing if someone is too exhausted to exercise. The aim has to be the creation of a company culture that really cares about wellbeing, because getting this right is a win-win for employees and employers. There are commercial risks in not engaging properly with employees and if the negative aspects of wellbeing washing are to be avoided, businesses need to lead by example.

Recognising a toxic work culture

With senior executives at ITV defending their work culture against allegations of bullying, trauma and discrimination, allegations of bullying against Dominic Raab and of misconduct at the CBI, workplace toxicity has never been so high-profile.  And recent research shows that these problems are a lot more common than you might think. In the US, around 30 million or one in nine workers consider their workplace toxic according to research from MIT Sloan School of Management, with the three main factors creating toxic cultures being bad leadership, toxic social norms, and poorly designed job roles.

These unhealthy and negative workplace environments can have detrimental effects on employees' well-being, job satisfaction, and productivity and are characterised by various negative behaviours, practices, and attitudes that hinder collaboration, growth, and a sense of belonging. So, if you’re looking to move jobs, what are the signs that an organisation is ‘toxic’?

1.     High employee turnover: A consistently high turnover rate may be an indication of a toxic work culture. People tend to leave in search of a healthier environment.

2.     Lack of trust and transparency: In a toxic work culture, there is often a lack of trust and transparency between management and employees. Important information is withheld, decisions are made without consultation, and communication is inconsistent or one-sided.

3.     Negative and gossip-filled environment: A toxic work culture often fosters negativity and gossip. If you frequently hear employees complaining, engaging in office politics, or spreading rumours, it suggests an unhealthy atmosphere.

4.     Micromanagement and lack of autonomy: If employees are excessively micromanaged and not given the autonomy to make decisions and contribute their ideas, it can indicate a lack of trust and a toxic work culture. Micromanagement can lead to feelings of frustration, disempowerment, and decreased job satisfaction.

5.     Lack of work-life balance: When work-life balance is disregarded, and employees are expected to work long hours consistently or are discouraged from taking time off, it can contribute to burnout and negatively impact well-being.

6.     Bullying or harassment: Any form of bullying, harassment, or discrimination within the workplace is a clear indication of a toxic work culture. This can include verbal abuse, insults, belittlement, or any behaviour that creates a hostile work environment.

7.     Lack of recognition and appreciation: In a toxic work culture, employees' efforts and achievements are often overlooked or undervalued which can lead to demotivation and decreased morale.

8.     Fear-based management: When fear and intimidation tactics are used to manage employees, it indicates a toxic work culture. Fear-based management can include threats of job loss, public humiliation, or unfair treatment.

9.     Resistance to feedback and change: Toxic work cultures often resist feedback and change. If suggestions for improvement are dismissed or met with hostility, and the organisation remains stagnant in its processes and practices, it suggests an unhealthy work culture.

10.  Physical and mental health issues: A toxic work culture can contribute to physical and mental health problems among employees. Increased stress levels, anxiety, depression, and physical ailments like headaches or sleep disorders may be prevalent.

Toxic workplaces are psychologically, emotionally, and physically draining so it’s best to avoid them completely. They can be difficult to spot though as the recruitment process puts leaders and teams on their best behaviour but research about the company prior to the interview and looking for the warning signs during the interview process could provide a heads-up.  Asking specific questions about work culture, expectations, employee turnover and workload and if possible, talking to current employees to get their perspective should also help avoid getting pulled in.

Optimise your teams through psychological safety.

Psychological safety, the belief that you can express thoughts, ideas, and concerns without fear of negative consequences such as ridicule, embarrassment, or punishment has been found to be essential to the success of an organisation. This has been shown recently in research from Google’s Project Aristotle where psychological safety was found to be the single most important factor for effective teams.

Now, with the lack of equity, diversity, and accessibility, falling levels of retention and productivity and a rise in burnout all pointing to people feeling unsafe and unhappy in their workplaces, surely, it’s time for the psychologically safe workplace to play a key role in optimising teams.

In a psychologically safe environment, people feel comfortable taking interpersonal risks, sharing their opinions, and being vulnerable without the fear of being judged or criticised. This sense of safety promotes open communication, collaboration and innovation within a group or organisation. People are more likely to engage in constructive dialogue, provide feedback, and contribute to problem-solving efforts which also enhances creativity, productivity, and overall team performance.

To be effective psychological safety needs to be taken up by employees at all levels in an organisation. Team culture reflects the actions of its leaders so to establish and maintain a psychologically safe workplace, leaders must consistently adopt inclusive behaviours to build new team norms over time and identify when an employee’s threat responses are triggered, and how to effectively deal with them.

Overall, psychological safety creates a supportive, inclusive, and collaborative work environment that enables teams and individuals to perform at their best, contribute their unique perspectives, and drive organisational success. Conversely, when psychological safety is lacking, people may hesitate to speak up, withhold their opinions, and avoid taking risks. This can lead to a culture of silence, poor decision-making, and stifled innovation within a team or organisation.

By prioritising psychological safety, organisations can create an environment where individuals feel valued, empowered, and motivated to contribute their best, leading to higher levels of collaboration, innovation, and overall well-being.

Are you ‘rusting out’ at home?

Following on from quiet quitting, the next trend to hit the workplace seems to be ‘Rusting out’, the term used to describe a state of disengagement and apathy that can occur when someone feels unchallenged or unfulfilled in their work. It’s something that’s often associated with feelings of boredom and stagnation and can lead to a decline in motivation and productivity.

The benefits of ensuring employees are engaged is well established and is of course paramount for business growth. Finding the right work environment is therefore essential and, whilst working from home and hybrid working options really suit some people, others find being away from the office leaves them feeling less connected or engaged by work and at risk of ‘rusting out’.

There are several varying factors such as personality, work environment, job characteristics, and personal circumstances that can contribute to it, for example the nature of the work itself can play a significant role in preventing rust out. If the work is inherently unchallenging or lacks variety, it can lead to monotony and reduced motivation, regardless of whether one is working from home or in a traditional office setting. Employers should therefore strive to provide stimulating and meaningful work assignments to maintain employee engagement and prevent rust out.

Additionally, the increased autonomy and flexibility working from home provides allows individuals to have more control over their work schedules and environment. This can be beneficial as it provides an opportunity to manage work in a way that suits individual preferences and needs. Having control over one's work can help prevent rust out by promoting a sense of ownership and engagement but the lack of social interaction that can occur when working remotely is a real red flag. Social connections and interactions with colleagues are important for motivation and engagement in work so if an individual feels isolated and lacks opportunities for collaboration and socialisation, it may increase the risk of rust out.

The blurring of boundaries between work and personal life can be another problem. A lack of clear routines can make it challenging to maintain a healthy work-life balance because without proper boundaries, people may find themselves constantly working or struggling to separate work-related tasks from personal activities. This lack of structure can contribute to feelings of monotony and eventually lead to rust out.

Like its distant cousin ‘burn out’, ‘rust out’ can have a real negative impact on an individual's well-being and performance. Recognising the signs and taking appropriate steps to address the underlying causes is essential to restore motivation, engagement, and overall satisfaction in work and life. To mitigate the risk of ‘rust out’, it's important for individuals and organisations to establish effective communication and social connections, prioritise work-life balance, and ensure that work tasks remain engaging and meaningful!

Manic Mondays?

We've all been there. Waking up on a Monday morning and realising the weekend wasn't quite long enough to recover from the stress of the previous working week. If you've ever had similar feelings, the latest emerging workplace trend may well be something that might appeal to you.

Bare Minimum Monday is intended to lower all the feelings of anxiety and stress about the upcoming working week.  These start to build on a Sunday afternoon so the idea is to focus on your own mental health and wellness by giving yourself space and a sense of calm to better navigate your first day back to work.  Doing “the bare minimum” of what needs to be done on a Monday (along with whatever else you want to do) means you are better able to focus on larger or more complex tasks on your other working days.

The idea comes from TikTok creator Marisa Jo Mayes who sees it as a form of self-care and a way to fight back against the feelings of overwhelm, exhaustion work-related stress. By prioritising the self and avoiding stressors, better outcomes are achieved, there is a positive impact on employee wellbeing by protecting mental health and employees are happier and healthier in the long term.

Recent work trends such as the Great Resignation and Quiet Quitting have shown that employees are considering how their work impacts their mental health far more but Bare Minimum Monday would seem to be at odds with the classic models of self-care. These tend to be built on meaningful engagement, not avoiding or ignoring challenges and building ways to thrive. If employees are just doing the bare minimum, or getting the ‘Sunday Scaries’ it could be a sign of disengagement, which leads to the question, if you need to disengage from a job to cope with it, is it really the right job?

Expecting employees to be at the top of their game 100% of the time is unrealistic. We all have good days and bad days and its certain that there will be times when we are more productive and produce better quality work. Whilst it may be tempting to do as little as possible on Mondays to avoid stress, this approach may not be the most effective in the long run. It's important to find a balance between minimising stress and meeting work responsibilities. Instead of doing as little as possible, prioritising your tasks and finding ways to work more efficiently may be a better way to manage Manic Mondays.

Executive loneliness. Overcoming isolation in the business world.

Nick Jonsson was born in Sweden but he left in the 1990’s because he wanted to learn English. He moved to Australia where he played golf professionally for a few years before moving to South East Asia where he has lived and worked since 2004.  Mainly working in Indonesia, Vietnam and Thailand, Nick took on a number of MD roles leading large international companies.  After a while Nick realised he was quite lonely and he can now see he was isolated perhaps because he had ‘elbowed’ his way to the top, something many executives do. He changed his life, leaving the corporate world five years ago and now knows many other senior executives find themselves in an isolation trap.

Nick tried to balance the stresses of his working life by playing hard. Initially he did this through exercise but life had its ups and down and he was divorced in 2015.  This left him feeling even more isolated both at work and at home so it was natural that he wanted to go out and meet people. It was a lot easier to go to the bar instead of going to the gym and having a couple of drinks was OK in the short term but it became a bad habit. He stopped his gym membership and became a regular at the bar, which in turn became a downward spiral. He realised a change was needed but this was very slow. At the time his friends were happy to see he was out and about, it was good to see him enjoying himself, they were worried about him just exercising and being on his own. It felt natural and he didn’t realise it before it was too late. He put on a lot of weight, his health deteriorated, he had hypertension and high blood pressure. He was only 42 years old and was in poor health.

Then with the added stress of work it got to the point where he couldn't stop the drinking. He realised he was addicted. It had been secret and silent for a long time and he didn't want to admit he had an addiction and issues. He was at rock bottom but had to admit it to himself and to other people to get out of it. People had thought he was coping and didn't have a problem with drink and it's the same with loneliness. It seems as if everything is OK until you suddenly realise it’s a problem. Until you realise it's a problem you don't know its problem.

Once he was on his way to recovery, Nick wanted to know if he was the only one suffering in this way. He sent out a survey to other senior executives to find out how lonely they were in their roles. His first finding in 2019 was before the pandemic and showed that 30% of the senior executives he surveyed actually admitted they were suffering from loneliness in the workplace. He went back to the same group in 2020 during the pandemic and the figure had gone up to 59%. He was definitely not alone!

The senior executives Nick surveyed worked in the C-Suite in large multinationals based in Singapore. A number of them were European or American, working as regional directors in large companies so they were displaced from their home countries and often only had their immediate family with them. They needed a different type of support without knowing it.

Nick knew about the loneliness so the next question he asked then was whether this was something they would talk to HR or their boss to. The answer was that 84% wouldn't. The type of role they were in meant they were the people who needed to be seen as being the strongest and stereotypically not able to ask for help. Some people have external executive coaches but many people find it hard to trust internal bosses or HR so who did they turn to? When asked do you seek professional help 75% said no so they were coping by themselves. Nick feels that one of the few good things that came out of the was that psychologists and therapists could be seen online so people could start to reach out without being seen in a waiting room somewhere. Anonymity is there now so there has been some progress but people are still reluctant to talk about it and seem to deny it because the stigma is still there.

Many of these leaders are what Nick calls anxious over achievers like himself. He was not good at high school went overseas to study at university. Once he got a taste of winning scholarships and topping some classes he wanted to take it to the workplace.  What was important was getting to the top, getting power and getting promotions packages. What he saw when he conducted his interviews was that many were as anxious as he had been and thought the way to prove themselves was to achieve and get power in the company. There are many leaders walking around feeling very anxious.

Men tend to define themselves by their work about what they have rather than who they are. If the job is lonely then that's what you've striven for and your sense of achievement is linked to. The realisation that this can feel empty can have a real impact. Nick found that women tended to have a few close friends that they could be vulnerable with. They could share some of the challenges or issues facing them. If you are exposing yourself to a friend that friend will help and guide you but men often have good friends to play golf with, to have couple of drinks with or have a good time with.  Nick’s way of relaxing meant not bothering friends with issues he was having at work, rather it was something he left at the office. He went out and had a good time but then woke up in the middle of the night worrying about a problem that was still there in the morning. He was bad at having someone to talk to about his issues and it was the same with many of the executives he interviewed.

Men can be just as emotionally intelligent as long as they are skilled up to be but there may be a cultural thing around the acceptance that men shouldn’t talk to each other about difficult issues. The current generation breaking it down through and there is a new attitude. Some of this may come down to parenting. In Asia people are very quiet about what’s happening in their family and there is a lot of stigma about mental health and addictions generally.  People keep things to themselves a lot more than in the western world where we are speaking up a lot at the moment.

At work the leaders are often a parent substitute and need to create an adult culture where just deciding you don't like something isn’t OK because you still have to come to work and perform. If leaders are lonely they will find it hard to provide a positive adult culture with supportive mechanisms right through. Vulnerability has to start at the top. No one is going to knock the bosses door and open up about the issues or challenges they are facing if the leader has never been seen to be vulnerable. Why are we all so scared of admitting to others that we are going through a challenging time?

The world of work is changing and although styles of leadership before Covid weren’t working, they are still are being pursued. A new style of leadership may be needed going forward. Career limiting mistakes can drive leaders to loneliness. The easiest thing to do is make a mistake - it’s not about all the brilliant decisions you make, its how few bad decisions you make. This is what leads to the dumming down of the average.  It’s a sign of weakness to make a mistake. Admitting weakness is a sign that we are struggling and that is a mistake. We need to change that. If you have a leader who is lonely, ethical decisions start to be comprised as well because the leader becomes weaker.

There is some positive change though. In his own company Nick operates a fail fast policy so as soon as you make a small mistake people need to admit it and share it so everyone can learn from it. If there is a culture where people are comfortable sharing their mistakes and what they learned from it, people would not be so scared and mistakes will be dealt with and not be so costly. For example, in Nick’s company the marketing team have an additional budget called ‘Test and Trial’ which they can use to try new things so if it doesn't work out its ok and people learn from the exercise.

Nick’s networking organisation, Executives’ Global Network (EGN) Singapore providing more than 600 senior executives and business owners with a safe and confidential space where they can share their challenges, receive support, and learn from each other. It’s as if you have your own private advisory board or an external management team. You can put your problem on the table for the facilitators or moderators to discuss and the aim is that executives leave a session feeling the pressure has been lifted. Just talking can help because even if they don't get the answer, they get sympathy and support. It’s a shared experience. The perception that people at the top don't get lonely is a very dangerous one.

You can find out more about Nick at nickjonsson.com

  You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
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The rise of the resentful employee

Over the past couple of years we’ve seen the rise of a number of workplace ‘buzzwords’ that describe the growing number of employees leaving their existing roles or becoming dissatisfied with their working life. ‘The Great Resignation’ and “Quiet Quitting ‘ have become well-established terms for people who are no longer satisfied with their work-life balance or are actively reassessing how work fits in with their priorities or lifestyle.

Now though there’s a new word hitting the world of work. Resenteeism is seen as a successor to ‘quiet quitting’ and describes a situation where employees are staying in jobs where they are fundamentally unhappy, feel underappreciated, undervalued and aren’t bothering to hide their dissatisfaction from their employer or co-workers!

This new trend seems to be in response to the unstable economy, challenging cost of living and redundancy and recession fears that are all prevalent at the moment. Employees who were thinking about leaving their existing roles are staying put so feel ‘stuck’ and frustrated by the lack of opportunity. This can very quickly create a negative work culture that discourages open communication and collaboration, affects the morale of colleagues, decreases productivity and engagement and increases workplace conflict.

In the Gallup State of the Global Workforce 2022 poll, the UK was ranked 33rd out of 38 European countries for workplace engagement with just 9% of UK workers being ‘actively engaged’ in their jobs. That’s worrying and really highlights how important it is for employers to have policies in place that head resenteeism off and ensures a productive and engaged workforce is maintained.

In what is a very volatile work environment, employers who promote a positive work culture that values employee well-being, encourages open dialogue and provides resources and support for managing physical and mental wellbeing, will be in a better place to halt the rise of the resentful employee.

Overt or covert? Spot the narcissist in your workplace.

Most people find that their relationships with work colleagues have a huge affect on their wellbeing. Toxic relationships can lead to anxiety and depression and this can be particularly noticeable if you are working with a narcissist. But narcissist is a wide-ranging term that describes many different people who possess similar traits but who demonstrate different behaviours at different times. Generally though narcissists are thought of as incredibly self- centred with no consideration for the feelings and needs of others. While many narcissists do behave this way, there are many other who exhibit completely different behaviours that make them far more difficult to spot.

Two of the better-known types of narcissism are overt and covert. Whilst both share the same behaviours - a lack of empathy, a need for admiration, feelings of inadequacy, a desire to control others and low self-esteem – they are expressed completely differently in their outward actions. Overt narcissists are very easy to spot because they display all the traits we typically associate with narcissism. They’re very vocal, constantly telling everyone how great they are, how everyone else has failed and being completely insensitive to the needs of others. A covert narcissist however is less obvious, they’re more reserved and introverted so are difficult to spot because they hide behind a mask of sensitivity and vulnerability.

Narcissism is all about control and manipulation For example, narcissists always shift blame onto their teammates and an overt narcissist will do this by criticising and taking every opportunity to tell you where you went wrong and how everything is your fault. Covert narcissists however use a more passive form of manipulation, creating confusion by implying you forgot something or remembered it incorrectly and using their workmates to supply constant re-assurance about their skills and talents.

Outwardly, overt and covert narcissists appear to be very different but as well as sharing the same insecurities, they exercise the same narcissistic behaviours and blame-shifting, projection and gaslighting are just some of the forms of control and manipulation they use. Whether you’re dealing with an overt or covert narcissist, being aware of their traits means you’ll be better placed to protect yourself and set some boundaries in place to deal with their dysfunction.

Let your body show you the way

Ellen Meredith is an energy healer, conscious channel, and medical intuitive who have helped over ten thousand clients and students worldwide. Ellen helps her clients engage with the body’s energies to activate healing. Ellen feels we are being forced by our own inner nature and the awakening happening all over the planet and the conflicts were running into. There are a lot of changes and people are shifting in what they want to do and how they want to do it. We are being forced to go inward and reevaluate and ask ‘What’s my part? What do I want to choose moment by moment? What do I want to do with this life?’ Beyond that there is a rising yearning to know ourselves in a deeper way. It's a very exciting awakening or time of change but it also means letting go of a lot of habits and ways of thinking and being social that don't work anymore.

Energy medicine uses energy to heal. We are all made of and fueled by energy and, under the surface of our awareness our body, mind and spirit are constantly communicating using energy. This communication is a language literally something we can learn to participate in and speak. It influences our health and wellbeing and what happens around us to a certain extent by learning to speak the lingo. Ellen’s latest book is about activating the inner guidance system that's built into the body mind and spirit and accessing inner knowing learning how to navigate change using energy tools. The body communicates using chemistry and energy and your energy influences your chemistry but your chemistry doesn't necessarily influence your energy. It’s an emerging field but one that's been around 1000s of years in the guise of acupuncture, yoga or tai chi. There are lots of different practices and traditions that have used the energy communications of the body.

Everyone will say I don't have any energy today. It’s a rare person who says there is no such thing as energy. What’s really going on is a blowback. We’ve been in a long period of outside in thinking where we look outside ourselves for authority. We want science to tell us the truth, we want religion to tell us the truth, we want external forces to validate our truth. We live in a culture that says our objective reality is more real than our subjective reality. That's out of balance. What’s shifting now is the rising awareness that there is a role to be played by inner knowing and inner awareness and the choices that come from within us or from our own experience rather than from statistics about what’s a good life, how you should live or what’s healthy. Something that's healthy for me might not be healthy for you.

All of us have been socialised to think that the outside in reality is more true, more accurate, more correct than something that arises from our own experiences and knowing. We are out of balance and need to activate our ability to access out own inner wisdom because right now we are in an age where technology are enabled us to her everyone’s opinion. We are bombarded by group things such as social media so if we don't have access to our inner wisdom, our inner knowing and our inner truth moment by moment, then we are at the mercy of charismatic but not very balanced people. There is a big move on the planet of authoritarian government and people wanting to turn to authorities who will tell them what the right thing is but there is also a counter move to say no, we need people power, we need to wake up and jointly make these choices and decisions for our own mutual benefit.

Energy medicine has lots of tools for shifting the dynamic of energy that makes us up. It's a very healing thing. Our culture helps us believe that if we have a headache we can get rid of it with a pill but we have trouble in believing that doing something like a yoga pose will also get rid of the same headache. It has to do with our culture and how we are raised. Energy medicine has lots of activities and tools that influence the energetic exchanges of the body and between the mind, body and spirit. We can learn what’s needed, by letting the body show us what’s needed.

Symptoms are your body speaking to you and telling you that it needs something. We all have to learn how the body communicates and how to respond appropriately but we are pretty clueless about that. If we are tired we think we’d better have a stimulant such as coffee but adding coffee to fatigue doesn't address why – are you fatigued because you’re not loving what you’re doing, because you’re doing too much, because you’ve used up your available energy or because you’re really bored? We have to be able to understand these communications so we can find out what we need and make adjustments to live a healthier more receptive life.

Ellen comes from a background of creative writing and feels we don't always need something that's always calming. Sometimes we need to create something big and bold that runs the whole gamut of possibilities. It isn’t always about applying the same technique when you feel bad, it’s about attuning to what your body, mind and spirit is asking and making different choices moment by moment. We make micro choices all day long. Do I pick up my phone or look out the window? Do I grab something quick to eat or consider what my body really needs at this moment? We need to be awake and aware to get more precise about what we need and listen to the things our body is asking for throughout the day to make us more effective, efficient and passionate in each thing we do.

 You can find out more about Ellen at  http://www.ellenmeredith.com.  

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.

Ellen’s books are Your Body Will Show You the Way and The Language Your Body Speaks. 

Women’s health – a priority for employers.

During 2022 there were over fifteen and a half million women in the UK workforce and, in areas such as health and social care and retail, female workers dominated. However, for many years there has been little awareness of the issues that can impact on women’s health.

Women can have complex and varying health concerns throughout their life including, fertility, miscarriage, pregnancy and menopause as well as endometriosis, breast or cervical cancer, post-natal depression and peri-menopausal anxiety. Despite the large number of women in the workforce however there is often a stigma around these issues with some women feeling so embarrassed or ill equipped to discuss things with their manager that they avoid the conversation all together!

Since the pandemic partnerships and parenting have become more equitable than ever before but the challenge of balancing work and home life still remains. Women often end up compromising on the quality of their personal and professional lives but in a competitive employment market expectations around health and wellbeing are growing. Now, if an employer is to build a truly diverse and inclusive workplace they need to support female health and wellbeing by being proactive in providing flexibility and choices that allow women to remain in or return to the workplace. Organisations that overlook these factors may well suffer from reduced productivity, engagement and retention levels as well as increases in absence or even skill gaps.

As we move further into 2023, it’s the perfect time to focus on making women’s health and wellbeing needs a greater priority for employers. Organisations that can demonstrate they are addressing the challenges women face by offering a more inclusive working environment, support, guidance and access to benefits and services, will retain their female staff and help them reach their full potential but also attract the best new female candidates.

Improving Connection - Humanising the Remote Experience

Dr Amy Mednik is a psychiatrist working in her own private practice in New York. She grew up in New Jersey and went to college at MIT in Boston where she studied, and became fascinated by the brain and cognitive science. She then attended medical school and and fell into psychiatry halfway through the clinical rotation. She received her medical degree with Distinction in Research from Albert Einstein College of Medicine and a Bachelor of Science in Brain & Cognitive Sciences from MIT.

As a psychiatrist she mainly focused on medication versus psychotherapy. This developed into psychopharmacology, giving medication and seeing what symptoms can be quieted down so people can become their best self.  She wanted more to offer her patients so she then got involved with TMS which uses magnets to create electrical fields to intervene on the brain. She had just got up and running with in-person office based treatments when Covid struck and she had to shut down her office.

In 2020 she started working online with her patients, students etc. A colleague then invited her to write a book about an idea she’d had about the remote experience - what is wrong with the remote experience, why it makes us feel exhausted, why we have trouble focusing and why do we feel what we feel socially. They spent a year writing and living it and it was finished in 2022.

Brain science used to be very much about ‘this is where that happens’ and ‘that happens in that one part of the brain’. Things were learnt because when someone had a stroke and they couldn’t recognise faces that must be where faces are stored in the brain. Now we’re learning it’s not that simple and it’s really very network based. There is not one thing, there is a lot of communication between different areas and feedback loops that's great because networks are something that can be intervened on so that that network gets healthier and can be improved.

Amy is very interested in the use of psychopharmacology for anxiety and depression but with each of these things there are medicines that work well for people. When its done correctly negative symptoms are turned off and when you talk to the people you’ve prescribed for they can tell you what they experience and describe what the feeling in their head is really like. When the prescription is adapted, they can then describe the change and what that feels like.

There is a range or spectrum for drugs that also depends on the disorder. Anxiety and trauma really straddle the chemical responses to medicine versus environmental situational responses to therapy. With both of these you have symptoms that you can take and turn everything off so patients don't feel anything. If you are precise though there are a wide range of doses and sometimes a little does a lot so we just quiet the noise, we turn the volume down on the anxiety or trauma that's talking and not serving you. People begin to feel they have more access to themselves, their minds and to their creativity because the fight or fight response that should not be going is turned down. They can then engage better in therapy and in life and do more things. With trauma though its not always safe to go into those parts of your brain, your brain wont always let you into those parts before you build the scaffolding with a little bit of medicine, do the work, break the things down build them back up and then you might not even need the medicine.

Amy feels the maximum between sessions is six months but on average she sees patients every three months. If you are taking medicine and it’s helping you to feel better that's great but if it’s making you feel worse then it’s worth review. These things have side effects but it is not one or another – if your life has changed and you've done well in therapy and things are different to when you started the medicine its also worth reviewing. There is no right answer. Some people stay on them for live because they really help them to be their best self.

Amy’s new book about the virtual experience is Humanizing the Remote Experience through Leadership and Coaching: Strategies for Better Virtual Connections This looks at how we can foster wellness, raise engagement, and strengthen connections in professional contexts as our interactions become increasingly remote. Amy feels that as humans, we’re simply not wired for flat, two-dimensional virtual settings, that we’re built to connect in the real world. When this need isn’t met, we inevitably become stressed, struggle to focus, work harder, and burn out.

There are a lot of ways we can improve the remote experiences, but we need to learn the signs that our needs aren’t being met in our virtual interactions, for example why Zoom calls are physically exhausting, why what we intend to say gets lost and distorted in virtual settings and why being part of a remote team can increase stress.

To understand what is missing from these remote interactions, we need to understand how we use space, sensory cues and group dynamics and the challenges people face when their innate need for human connection is unmet.  Amy and her co-author Dr Diane Lennard used research and case studies, to outline the paradox that the digital technology we use to connect with others can leave us feeling less connected.

Amy’s book is Humanizing the Remote Experience through Leadership and Coaching: Strategies for Better Virtual Connections and you can learn more at www.HTRE-Book.com or you can find out more about Amy at dramymednik.com

  You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.