Desk bombing? Why it’s good to talk.

Desk bombing seems to have become the most recent buzzword to hit the workplace. It’s a phrase that appeared recently in a Financial Times feature where highlighted the incident of a worker who’d received no response to emails they’d sent to someone in the same office. It was suggested that they walk over and get the matter resolved but the worker refused, saying they didn’t want to “desk bomb” their colleague.

The idea is to encourage workers to think about whether they need to get up from their desk to discuss something with a colleague or if what they want to ask can be put in an email. To critics, the one-on-one is considered a waste of work time and 'intrusive', with mailing or messaging being preferable and less invasive. To others though, face-to-face contact is part of being human and an essential part of a flourishing workplace culture.

Communicating with co-workers has always been fundamental to building and maintaining strong working relationships and in creating a healthy working culture. So what’s changed? Is it that working from home has somehow damaged working relationships? Do some workers now feel uncomfortable or anxious interacting with colleagues and clients face-to-face after working on their own during lockdown? Do employees who prefer being ‘left alone’ really welcome the idea of desk bombing becoming an HR or contractual issue if someone turns up at their desk unscheduled?

We all have moments when we’re really under pressure and don't want to be disturbed so its important to recognise personal space.  If someone looks totally engrossed in what they’re doing or are wearing headphones it's a sign that they don’t need or want to be disturbed. That's all good but we need to remember that it’s impossible to build a strong team if some of its members are unable or unwilling to talk to others.

Good communication is an essential tool in maintaining strong working relationships at all levels of an organisation and conversations with co-workers are an important aspect in creating a healthy work environment. 

Personally, after the last few years working from home with endless Zoom calls, actually talking face-to-face seems a far more enjoyable method of communication - as well as being more efficient by not generating a long and unwarranted email trail.

Become a Braveologist. The key to conscious bravery

Pamela Brinker has been a psychotherapist for more than thirty years but, when her second husband died of brain cancer eleven years ago, in her grief she didn't know what to do or where to turn. She looked at the obvious resources and tried to modify things as she had taught her clients but, within months, both of her then teenage sons turned to drugs and alcohol in their pain and suffering.

 Even though they were close it was such a challenging time for them. They were turning to each other and to substances. Within three years they were both addicted to amphetamines and Pamela had to come up with some different strategies. She became a ‘Braveologist’, using tools and resources differently and adapting and modifying different techniques not just for grief but also for the mental health and addiction challenges her sons were facing.

There is an assumption that drug users ‘come from the wrong side of the tracks’ and a lack of understanding that addiction can start in many ways - having an operation and getting addicted to painkillers or from grief. There are negative connotations when they talk about addiction and this is a stigma we need to break. None of us want to become addicted but most of us are to something – albeit chocolate or shopping!

Pamela thinks we need to start having a view of addiction that's on a continuum. Although she uses word addiction in her book, she sees it as substance or behavioural issues. She feels that we all need compassion and understanding to realise that no one wants to be dependent on a substance to get the level of happiness or containment that they seek or to deal with pain. That's really part of how addiction develops over time - it's a combination of a lot of different things. There is no one size fits all and it becomes a brain issue of pleasure and desire.

Some of the most recent research shows that the part of our brain that we need to use to help us override our dependency, is the same part of the brain that is flawed and not working properly. Pamela suggests that we walk alongside those we care about with deep compassion with tenderness and with strength.

One approach that is used when working with addicts is the 12 Steps which has been adapted for many different addictions such as eating, shopping, gambling etc. In the US there also mindfulness or whole-being based programmes with strategies that support people getting into their bodies not just their hearts and minds. Pamela has done a lot of work with somatic enquiry, awareness and body work which helps get us into the places in our bodies where our pain is stored. This is an answer to the ‘how do we resolve addiction’ and the ‘how do we quit depending on a substance’ questions. If we bring deep compassion to ourselves, to our whole being, we are seeking something to help us with what our brains, bodies and hearts can’t handle.

Linking the body to the mind is important as we wear pain in the body as well as the mind. The answer to many mental health even trauma issues is in the body. Pamela feels that we need to move past mindfulness and use the data available to us from going both inside and outside our beings so that we become more consciously aware. She uses the six zones of experience to do a whole being scan – the body, the heart, the mind, our intuition, the energy fields/environment around us and then the deepest part of our core self or essence. We can do this scan in thirty to sixty seconds and can gain a wealth of information so we can realign and balance and be there for our loved ones.

Self-care is very important when working with addicts because it’s very draining giving of yourself. It’s also important to guard and protect our happiness so we can remain a vibrant being who isn’t defined by our circumstances, situation or other people. When we are feeling agitated or tap into a situation which might be a crisis we start asking ‘what should I do?’ The key foundation of self-care is to tap into our own being where we have a wealth of data that can help us to decide what to do, to see what options are available and to think more clearly and be calmer - which is what we think we want when we say we want mindfulness! What we really want is to be truly aware and make choices that are truly brave.

Integrating the body with the mind helps the mind make better choices and allows for pattern disruption so that other things aren’t distracting you from harnessing your whole self. Most of us activate emotionally, in our bodies or both. Our minds start racing so we want to be able to ground ourselves and rebalance, to tune in to our bodies and calm the sympathetic nervous system.

There is a criticism of some awareness approaches. The critical thing is what comes next, of having awareness not for the sake of awareness but of making choices and taking meaningful action. We can’t just pretend to live joyful lives, we can’t just hope and affirm.

Being consciously brave is about being able to know what is needed in any given moment and then doing it. When we have the capacity to be free of all feelings and not judge ourselves we can come into our whole being and say ‘I can do this’. We need to be able to know who we truly are – to know I’m not my situation or defined by my loved ones - I’m defined by my essence which is never changing

Conscious bravery is innate. We are born with the capacity for it but we do have to cultivate and learn what tools work for us as its not a one size fits all.  Your form of conscious bravery may look different to everyone, but its something everyone has to practice.

Pamela is the author of the new book CONSCIOUS BRAVERY Caring for Someone with Addiction or you can find out more about her at https://bebrave.us/about-the-author/

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 positive side of conflict

The word “conflict,” generally conjures up negative associations. It’s seen as hostile, frustrating, negative and uncomfortable with a “win or lose” outcome. Many people fear it, seeing it as something to avoid when in fact it’s a normal and natural part of our lives which, when handled correctly, can be very beneficial.

In the workplace conflict is almost inevitable when people with different goals, opinions, and attitudes work together. Feelings of insecurity, clashes of personality, misunderstandings, breakdowns in communication and competition for limited resources will all emerge in an environment where people care about the outcome. But whatever the reason for it, a sharing of differing viewpoints shows an organisation that has diversity, innovation and risk at its core and a vibrant culture where people are actively interested.

Unresolved though, conflict can quickly escalate and lead to the disintegration of relationships and teamwork, the removal of goodwill and the loss of areas of common ground or agreement. There is also a detrimental financial effect with increased costs in employee turnover, time wastage, increased absenteeism and health or stress-related claims.

Conflict needs to be resolved but it needs to be dealt with so the passion people feel about their work is harnessed and the work environment remains vibrant and healthy. Management fear and a lack of skills in this area means many managers are more focused on avoiding conflict rather than the benefits it can bring. The key to unlock this is to empower managers to see conflict as a core part of a vibrant culture and give them the skills and support needed to recognise and address potential conflict and then to positively manage it.

Handled correctly in the right setting, conflict can be very beneficial and produce new and creative solutions, improved teamwork and a better understanding of the situation and the people involved. There are definitely positive outcomes from conflict - it’s just a case of learning to manage it and harness its potential.

The Role of Psychological Safety

Stephan Wiedner is a psychological safety expert whose career has focused on developing sustainable high performance leaders, teams, and organisations.

Stephen’s interest in psychological safety spans twenty years and is based around his interest in psychology, technology and how to bring them together to help people live fulfilling lives and make teams and organisations more sustainable and effective over time.

Psychological safety is also important in schools as well. They are workplaces and places where its important for people to speak up because you want different opinions to be shared and debate and discussion to expand learning and knowledge. Reportedly there is currently an agenda to close down free speech and remove the ability to debate and disagree to protect us from ourselves. People often don’t realise that psychological safety isn’t about not talking about things - it’s about being safe to talk in a way that is acceptable to everybody.

The definition of psychological safety used by Stephen is from Amy Edmondson – ‘that psychological safety is a belief that you can share ideas concerns, mistakes etc within the work environment without the fear of reprimand’. That gives a subtle distinction that is critical and informed because its happening all the time. We’re constantly trying to manage our reputations and will refrain from speaking up because we don't want to look as if we’re going against the grain or by asking a question that we fear will make us look ‘stupid’. We are constantly protecting ourselves by withholding information.

There is a difference between explicit criticism and an inferred or implied reprimand. This is one of the challenges because we need resilient people and organisations who are able to have adult conversations where conflict creates the diversity you need to get innovation and energy flowing. Sometimes the organisation takes the rap for having people who aren’t resilient enough to have these types of conversations.

When we think about these challenging conversations our desire is to move towards politeness. Where there is a rupture within a team or where people don't necessarily agree, there is often a tension to get to a place where it is a little less uncomfortable, where it’s ‘nice’. We need to move not to ‘nice’ but to a place where we can generate fresh and new ideas, where we can have discussions that move the organisation, the team or a group of individuals to a new place, a new solution or a new way of doing things. This is what psychological safety is facilitating. It’s learning within a group environment - that is how we overcome any change in the world

The research Stephen is involved in shows that psychological safety is built on respect. The area he is focusing on is that of interpersonal skills - what are the specific interpersonal that lead to psychological safety within a team. Respect is very high on the list as is empathy and the desire or willingness to put yourself in someone else's shoes.  To start to consider how other people are looking at the world needs a certain level of curiosity and from a leader or manager and is also a demonstration of respect.

Respect is perhaps something we have forgotten how to do. There is a focus on self-care, self-respect, self-organisation and self-awareness and the Mecentric culture means we have forgotten how to collaborate well. The constant push for connection online is a completely different form of communication to that in the past and the immediate and long-term impact isn’t really known. A lot virtual relationships seem to be rather tenuous and seemingly not built on a sold foundation of respect or care but on transaction through the sharing a mutual dopamine hit so are they that meaningful?

Psychological safety is a very powerful thing but people can mistake it. It isn’t about agreeing. There is a need to foster psychological safety by getting peoples opinions and sharing what’s going on but leaders and managers some leaders seem to think that by asking you need to agree. What psychological safety is about is having the courage to speak up and the confidence that you know you’ll be heard. It's the job of the leader to give the confidence that they will be heard and listen to their input but it's the leader that still needs to make the decisions.

In high performance teams there is pressure and it doesn't always feel rosy and can be uncomfortable especially when people provide competing ideas. It’s fast moving, rigorous and challenging, an environment for growth, development and expansion on what exists. It’s all about an adult culture - treating people as adults and expecting to be treated as an adult. People can say what needs to be said because no-one is treating you like a child, patronising or over-parenting you. It’s about establishing an adult contract between people.

Stephen feels that in order to really be able to speak up you need to have the courage to have that conversation – to be disagreeable or to give critical feedback and have what it takes to get the words out. It might feel challenging but if you flip the script it’s not about being disagreeable, its about being respectful. You provide the opportunity to improve, to hear the feedback and action it.  Some leaders feel they are babysitting people at work, they feel it’s their job but don't realise the correlation between the way their team performs and their actions.

Stephen’s research project is looking at the interpersonal skills of leaders and psychological safety - that leaders who naturally possess these interpersonal skills will foster psychological safety and an environment where people can be more adult-like and contribute and communicate in a way that moves the organisation forward. He calls this Management Faciliative Interpersonal Skills. The starting point is to assess leaders and managers interpersonal skills then, through training and development, these skills can be improved.  Because these skills can be identified they can be made more tangible. Interpersonal skills are often described as soft skills but because they can be identified they can be assessed and then improved and measured through deliberate practice.

You can find out more about Stephen at zarango  A free psychological safety assessment for a team at zarango/freepsi

Stephens research study is about measuring the psychological safety of a team and the interpersonal skills of the leader of that team. If you are interested in volunteering to participate in the study please go to the Zarango contact page.

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.

Intimidating? Me?

Nobody likes working in an intimidating work environment. The problem is some people don’t know the effect they have on people. They think they operate in a collaborative culture and value input from their staff but the office goes quiet when they walk in, people won’t look them in the eye and are nervous when asked to complete a task!

Intended or not, intimidation implies a threat and some people just aren’t able to regulate their responses to others. They lack ‘Emotional Intelligence’. Their mood or emotional state makes them seem threatening and they use phrases and body language that are ‘too powerful’. That said, most people don’t deliberately try to intimidate their co-workers - it's obviously much better to motivate and inspire your team rather than intimidate them into action.

Whilst the intimidation could be created by something you can’t actually control, such as being taller and towering over other people, it is possible to change some of your actions to help foster an open environment where employees feel able to express themselves. 

• Look for what people do well and congratulate them

• Focus your attention solely on the person you’re talking to

• Be an active listener

• Ask how you can help

• Use open body language

• Maintain good eye contact and smile

• Admit to mistakes you make

• Try to be more relaxed

• Be a continuous, lifelong learner

• Ask for constructive feedback

Very few leaders set out to be intimidating. Most have a real desire to get along with their employees and build relationships based on mutual trust and respect but no one is immune to intimidating staff.

By better understanding how to moderate unspoken gestures and spoken reactions, being real with other people, setting aside the quest to win or be perfect, and being as compassionate to those around you as you would be to yourself means you’ll be better equipped to avoid being seen as intimidating.

Military physician to telehealth entrepreneur

Laura Purdy MD is based in Nashville, originates from southern Kentucky and grew up in Indiana. She did her medical training and first seven years of medical practice in the US Army and when her contract ended she moved into the telemedicine or digital medicine sector. Laura is licensed in 50 states so has patients all across the country as well as four children under the age of nine so she really ‘gets’ things from a working mother’s perspective. She is also an entrepreneur and currently has two businesses in the Nashville area that she owns and runs as well as having been heavily involved in telehealth start-ups as a co-founder, senior advisor and executive.

Laura started her military career in Washington DC where she did her training at Walter Reed Military Hospital before moving to Fort Benning in southern Georgia. She also served at Fort Bragg in north Carolina and Fort Campbell in Kentucky which led her back to her roots. She also spent time in Hawaii, Seattle, Texas and Virginia.

As a physician in the army you can practice at clinics where you deal with children and veterans so it’s similar to working in general practice. Laura did this but also spent time as a unit physician and in a hospital in-patient role dealing almost exclusivity with soldiers or veterans. Here the most common problems were musculoskeletal but there were also heat, blast and war injuries as well as a tremendous amount of mental health and behavioural health disorders.

As well as PTSD and trauma, adjustment disorder, depression and anxiety were very common. Military personnel are constantly being moved around – they are relocated, separated from their friends and family as well as having to live up to high expectations of performance and physical challenges. Work requirements mean early starts, late nights, weekend working and uncertainty about taking time off. Even if you don't experience deployment, war or combat, the military is a very stressful and demanding lifestyle so its not surprising that adjustment disorder, depression and anxiety are prevalent. The family network can also be an asset or a liability as can the quality of the professional support system which can greatly impact the outcomes and trajectory of the people going through a stressful or challenging situation.

In business, mindset and change are often linked together. Some people feel that the military is far more capable of dealing with adjustment because the level of constant change is more natural and frequent.  This can create its own set of problems with constant frequent movement either creating higher adjustment disorder or helping your ability to deal with change.

Laura’s last job in the Army was as Chief Medical Officer of the Warrior Transition Battalion where she was dealing with soldiers who were no longer physically or mentally fit to serve. Over 50% of that population had some behavioural health condition. This may have been the reason for their discharge or it may be comorbid with something else. Whilst there are a lot of people out there who are exceeding, excelling and doing well with that operational tempo, Laura also spent a lot of time working with people who had trouble adjusting – they weren’t a good fit for the lifestyle.

After her seven-year residency Laura knew would not be staying in the military until the end of her contract. She was stationed apart from her husband for the first three years of their marriage and during that period she had a baby and was effectively a single parent for nine months. There had been an option for them to be together so at that point she decided the best thing for her was to leave as soon as her contract would allow. It took eight years for her contract to end and it took a few years to arrive at the point where she wasn't bitter, angry or passive aggressive. She had to get to the point where could make some mature decisions, that she was going to make the best of it and going to choose to get as much out of it as she could.

A lot of people who leave an occupation like the military or after achieving something like an Olympic medal often find it difficult to decide where to go next or what to do with their life. Laura started by deciding what she didn’t want to and then doing a backwards plan. This was how she arrived at telehealth, entrepreneurship and digital health – all were things she felt would be components of a lifestyle and career she could create that would keep her out of the things she didn’t want to do.

Laura feels she is really a businesswoman disguised as a doctor and as a soldier. Her father was a businessman and did his MBA when Laura was in high school. She was really interested in what he was doing as well as in his business so she spent a lot of time discussing it with him. When she graduated in 2008 she was uncertain of what she was going to do but her father told her she should go into healthcare. She had seen the sacrifices he had made to keep his business going so she followed his advice. She then spent considerable amounts of her time getting out of providing healthcare and into the administration and business of healthcare because that was what she really enjoyed.

In the army you have complex problems to solve with fixed or few resources and a short timeframe in which to do it and that's what Laura feels entrepreneurship is.  Innovation, creativity, rolling up your sleeves, self sacrifice and dedication are all values of entrepreneurship so Laura feels her army and entrepreneur careers are directly related.

Laura feels telehealth and digital health are the progression and future of healthcare. She sees healthcare as following the way the banking industry has evolved – we do almost everything remotely, rarely go to the bank and when we do its’ an inconvenience. If healthcare follows that trend, as technology is developed and adoption increases it will get to the point where the first thing we think about in getting care is how do we do it digitally and the last thing we think about, unless its an emergency and needs in-person care is actually going to see someone. Laura feels this will disempower institutions and health insurers and give access to care in new ways and bring cost reductions, increased efficiency and, in some ways, better care. With the progress, changes and innovation there will be a complete transformation in the entire way we do health care.

Every day Laura comes across circumstances where she finds herself reflecting back to people she knew, positions she had, decisions she needed to make, life lessons and values of the military and she feels her military experience has had a tremendous positive impact on everything she does.

You can find out more at https://www.linkedin.com/in/laura-purdy-md/

 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.

Moral injury. A new type of burnout?

Post-pandemic there have been huge changes in the workplace. This has resulted in a large number of resignations with burnout being thought of as one of the contributory factors. The classic signs of burnout - mental exhaustion, disengagement, negativity, cynicism and reduced productivity - are well established but now a new study from the University of Sheffield, Affinity Health and Softer highlights that moral injury and stress in the workplace can contribute to a new type of burnout.

The new study, which looked at the experiences of workers in a number of different industries including law, healthcare and HR, considers that moral injury can lead to a type of burnout that is more intense, more challenging to overcome and even lead to increasing the number of resignations.

Moral injury originates from research with the military and refers to the violation of deeply held beliefs. This might be as a witness of an event or as being a participant who has to obey orders in circumstances that were felt to be morally wrong, for example having to shell a school or hospital where civilians would be injured. There has also been work with health care workers and education providers. This cited external pressures and circumstances such as the pandemic or financial interventions as being morally injurious, leaving them unable to provide the service they were employed to give and powerless to intervene.

In other businesses moral injury can be linked to working in toxic environments where an employees values and beliefs are challenged.  This could be around bullying, sexism, racism, homophobia or another moral issue and may be directly experienced, witnessed or learned about such as a colleague’s transgression or betrayal, an unfair redundancy or disciplinary procedure, a failure to act on a whistleblowing complaint, or unfair use of managerial power. 

The study found that although people’s experience of moral stress was different in source, severity and length, many of the respondents felt that the impact on them was so great they had no option but to resign from their positions. This would appear to show that as well as the original problem, there was a lack of support from managers and colleagues that exacerbated the situation and led to feelings of disengagement and, in some cases, of being in a type of abusive relationship.

Many of the warning signs of moral injury are similar to the ones experienced with classic burnout but additionally there may be a sense of shame, embarrassment and hopelessness. The loss of deeply held values and beliefs may also result in feelings such as guilt, anger, grief, anxiety and disgust as well as disillusionment with figures of authority and organisations, social withdrawal and a loss of trust.

Moral injury is caused and experienced differently to burnout but the feelings experienced by someone in a morally injurious situation can contribute to the development of burnout. As moral injury impacts on an individuals trust and self-respect, the strategies and tools needed to mitigate it are different to those needed for burnout and organisations need to be careful not to conflate the two.

Aligning Psychological Safety, Burnout and Resilience

Psychological Safety is something that Dr Russell Thackeray has long been fascinated by. He is particularly interested in how it aligns with Burnout and Resilience. He feels that in order to build a psychologically safe culture we probably need to have psychologically safe people. But which comes first? This is where the challenge of resilience links together. The idea of resilience is that after making a mistake or error, resilient people are able to bounce back or forwards, to weather the storm, build capacity for change and understand themselves well enough to know where their own resilience may be compromised. They are able to make a mistake and come back from it.

Psychological Safety works on the idea that you can state the mistake so you don't actually make it or if you do, you can disclose it. So if you aren’t resilient are you able to be resilient in a non-psychologically safe culture? If you are resilient part of the way a making a psychologically safe culture is having the skills of resilience. The term burnout is used to describe a situation where people become exhausted and lose their capacity to care and to cope.  If you’re psychologically safe or talking about the correlation between overwork, a lack of care and burnout this may be an organisational indicator.

This is an increasingly important part of leadership and management. Dr Thackeray feels that part of the challenge is that leaders and managers have lost the subtlety to build a culture that is adult, robust and resilient, where people can still be accountable and responsible for the management of their own feelings. That in creating a psychologically safe culture, there is a risk of disempowering a manager to do what needs to be done.

In a psychologically safe culture leaders should be able to take feedback but Dr Thackeray feels that everybody needs to be able to take feedback. If anyone’s performance has gone off track there needs to be the type of culture where what needs to be said can be said. He thinks that having an adult culture is at the heart of psychological safety.  Having the ability to say I can be accountable, I cannot feel safe from time to time but also that sometimes I have to recognise my part in that process.

The question is how much baggage does a person bring into a psychologically safe environment? When we think about auditing people we need to have a baseline understanding of the level of anxiety that exists for people and also their level of independent safety. If you feel unsafe or feel anxious in your day to day life, your baseline of anxiety is going to be higher than other people so, when it comes to working in teams, having identity, purpose, fun and the ability to bounce ideas around, you are naturally going to be more anxious.

Does a leader therefore create a psychologically safe culture at the level of the most anxious person given that the most anxious person does not always divulge their anxiety? How do you create good practice? As well as great feedback that goes both ways, there needs to be a sense of camaraderie, of purpose and of meaning in the role that you’re doing. You have to have meetings where you say what needs to be said and you’re not shut down for putting forward an idea.

People can ask a very innocent question and someone can take offence or see a threat where there is none. There is a need to build intentionality in the culture, where people state that their intention is to build something but there may be times we it goes wrong but that shouldn’t mean we stop trying even if it isn’t always perfect. Dr Thackeray feels we have to test the culture and test the individual attitudes to anxiety before we start. We also need to have a sense of direction, a sense of meaning in the job and be able to speak out and share ideas without being laughed at.

When Dr Thackeray looks at the confluence of psychological safety, resilience and burnout, one of the key areas he considers is meeting’s. Often in meetings the happiest person is the one running it. People are there but they don't know why. It’s not relevant, it’s inefficient because it’s not the right medium. Meetings are where we can start to spot the issues. If people aren’t saying this meetings not for me, this meeting’s too long, do I need to be at that meeting they need to be more robust about the idea of return on investment and what they produce and where they invest their time. An adult culture allows anxious people to see the value in the time they are spending and making choices in where to spend that time.  So when a leader or manager asks where is the value of your contribution over the last week, that person can say this is the value of what I’ve achieved and this is where my value has diminished because of these effects.

There are always going to be meetings that need to be attended but there are numerous casual or careless meetings where people have just got into a routine. Meetings are where most people come together so if you cant challenge the team and speak out then there is an argument that you don't have psychological safety. If you don't have the confidence to talk to your manager directly, then that may be more of an issue between you and your manager. It might be down to your level of anxiety or their ability to lead you well. On a one-to-one level there is an equal responsibility to look at those things in both ways.

The question is how do we take leaders and managers to produce leadership, management and process that allows culture to be what we need it to be? 

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.

Why neurodiversity is good for your business

It is suggested that around one in seven of the UK population are neurodiverse, the term used to describe someone who thinks differently though conditions such as ADHD, autism, Asperger syndrome, dyslexia, dyspraxia or dyscalculia.  These “spectrum” conditions have a wide range of characteristics, but share some common features in the way people learn and process information. Increasingly , it has been shown that these characteristics can bring a variety of strengths to the workplace, such as problem solving, pattern identification and enhanced visual spatial thinking.

In the workplace neurodiverse people can use their unique qualities to excel in specific areas and provide new perspectives to old challenges. For example, people with autism tend to be logical and data-driven and do not fall into confirmation biases easily. People with dyslexia are often inventive and creative with around 20 per cent of the UK’s entrepreneurs being dyslexic, including Richard Branson, Lord Sugar and Jamie Oliver.

Whilst there are tasks and roles that neurodiverse people are well suited to, there are others that may not be right for them or environments that don't play to their strengths. Workplaces and work patterns are generally designed by neurotypical people and the ways of working that help neurodiverse people perform may be seen as out of place. Bright office lights or computer screens, noisy open-plan offices, and a lack of personal organisation could prove very difficult but are relatively easily adjusted. Strengths-based management that focuses on enabling people to do what they can do and love to do (whilst avoiding the things they can’t do) and aligns these abilities to what the organisation is trying to achieve, can also help get the best from neurodiverse employees.

Aspects of good support and management are equally applicable to all employees - giving clear instructions, ensuring staff are not overloaded and providing a working environment that is free of distractions - but specific knowledge about neurodiversity should also be shared. Teams can then understand and accommodate co-workers and provide help where needed. Neurodiverse staff also won’t necessarily pick up on any ‘unwritten rules’ of your company, so HR departments and line managers should be aware of each member of the team’s strengths and weakness to alleviate any workplace issues.

Provided ways of minimising any areas of weakness can be put in place, there are great benefits for employers having employees who think differently. Creativity, lateral thinking, bringing a different perspective, the development of highly specialised skills and the consistency in tasks once mastered are all skills that allow companies to be more innovative, spot solutions others may have missed and make better decisions as a result. Ultimately though, neurodiversity in the workplace is about helping everyone thrive and seeing everyone as talent no matter how their brain works.

From ladder to leader

Ryan Larson has been a fire fighter for 21 years for the city of Phoenix. When he left high school he didn’t really know what to do with his life so he joined the fire explorer programme. He now feels that not only did it introduce him to the fire service, it also helped to mold him into being a good citizen and human being. Ryan had had some issues when he was growing up. His upbringing had been pretty tough and he wasn’t the best kid .He got involved in street fights but the fire explorer programme helped him to develop into a good leader and a good advocate and voice for his clients in his second career, the financial service sector,

In the emergency services sector people often talk about the physical requirements, the structure, the sense of clarity and knowing what you have to do and your role. But you also have to use your brain. Being a firefighter isn’t just about running into a burning building, it’s about knowing your environment, knowing the structure and what you’re going into. You’re trained to use all your senses  - if you go up to a door and its really hot your senses tell you not to go through it so you have to change tactics. It develops you into someone who is able to use their skills to see the dangers. You’re planning, plotting, analysing and doing major risk management in your head as you walk through a building.

There are other skills the fire service provides in terms of being a leader. Getting out into the community and speaking about fire safety needs good communication skills. When Ryan started out as a young firefighter he didn't have these skills. He had struggled at school and the fire service helped him to articulate his words in both his professional and personal life.

As a firefighter you see a lot. On average there are 10- 15 calls per shift. You can be up all night, suffer from sleep deprivation and then when you come home you have to take care of your family and maybe juggle another career. There is the mental aspect of ‘how do I cope with things’. You can’t just tuck everything under the bed. When you see a lot of traumatic things over the years you can become a little desensitized but you need to talk to people because if you don't lower the wall you put up and show your true feeling that's where the mental struggle is going to happen. You need to talk to people. You see a lot of stuff and you need to share it. If you don't share it you lock it away and then you become a little bitter or angry. As a firefighter you see the worst of people sometimes as well as the best.

Nowadays there is a big push about sharing your feelings but this works differently for men. They talk about things in a different way – when Ryan is talking to his workmates they sometimes use dark humour to get them through sensitive issues. Making fun of things becomes a coping mechanism. That doesn’t mean it doesn’t affect them, it hurts to see people in their worst moments but you have to have some sort of dialogue. Many conversations take place at the table and are very intimate but they don't go outside the walls. You need to bring some light heartedness to the profession because it’s such a stressful profession especially in these days where a lot of things are going on in the world.

Many firefighters have a second income because being a firefighter does not pay enough.  They make a modest income but there a stability in the fire department with a guaranteed income coming in every two weeks and a pension that be accessed after twenty years service. Even so a lot of firefighters have side hustles because ultimately they are hard workers and just want to supplement living expenses and their lifestyle with more money.

It makes sense to transition into second career whilst you are still involved in your first career – it’s sensible to be getting started earlier rather than later. Ryan took the decision to move into the financial services area – moving from one of the most respected careers to one of the most disliked. Ryan realises there is a shadow over the financial world, that some salespeople are looking out for their best interest rather than their clients. Ryan had always looked after his own investments so his plan was always to exit the fire service and move into the financial sector. Initially he had conversations with his co-workers about his own investments and they became interested and started to ask him to look at their finances so he always had a lot of people watching him. He wasn't your typical salesman who comes in and sells you a mutual fund and then walks out the door and collects the fees. Had an obligation to accumulate their wealth so they could achieve their goals.

Ryan’s started writing his book in 2020 during the pandemic. He wanted to share his story of being resilient and the steps he took to achieve his goals. He hadn’t been a good student but that didn’t limit him from achieving all his goals.

You can find out more about Ryan at http://www.laddertoleaderbook.com where you also find his book Ladder to Leader: My Journey from Failure to Fire to Financial Freedom

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.

Embracing the 4-day working week?

In 1926 Henry Ford became one of the most high profile employers to reduce the working week from six days to five. As well as the benefits this brought to his employees, his business actually benefited as productivity rose as his employee’s leisure time increased. Since then, the five-day working week has generally become the norm but now the question being asked is whether a further decrease in hours would not only lead to improvements in productivity, but also to employees mental and physical health.

The 4-day Week Global initiative is a coordinated, 6-month trial of a 4-day working week.  It’s currently running in the US, Canada, Australia, New Zealand, Ireland and the UK where there are 3,000 workers in 70 companies each having an extra full day off each week whilst still being paid 100% of their salary.

Supporters of the idea highlight the benefits that a reduced working week might bring. Staff who work less may be healthier and less stressed so there could be a noticeable reduction in burnout, depression and anxiety as well as countering the negative impacts of remote working. Reduced hours would improve employees work life balance with more options for flexible working and increased time for family responsibilities and commitments, socialising, exercise, continuing education and volunteering, all leading to an improvement in both mental and physical health. 

Advocates also argue that employers have a lot to gain from a shorter working week. Employees who are better rested and generally happier tend to be more focused, and motivated. This in turn could boost productivity and engagement and reduce the number of absences caused by illnesses, stress, and mental health conditions. Moving to a four-day working week could also make companies more appealing places to work and help in recruiting and retaining the best talent.

Despite these benefits, many businesses are hesitant. Even if predictions that reduced hours would increase productivity are true, its quite possible that changing work patterns would prove difficult and expensive to particularly in industries such as hospitality, retail and health implement where choices would need to be made in terms of staffing and opening hours. Although a reduction in hours might seem a good option for people unable to work from home, perhaps the question should be whether more time off or an increase in salary would be most beneficial?

The feedback from the initiative at the halfway point of the project has been mixed, with some companies taking part finding it difficult to implement and benefit from a different operational model. Other response has been positive though so with three months to go its becoming increasingly obvious that whilst shortening the working week isn’t a silver bullet for increasing engagement, productivity and improved employees physical and mental health, in some businesses it may well help.

Linking values and identity

Sam LaCrosse lived in Cleveland, Ohio for the first eighteen years of his life before attending university at Ohio State for the next four years. He then took an entry-level job in Boston before moving to Austin Texas in summer 2021.  Since then Sam has written a book called Value Economics. The study of Identity.

The motivation for writing his book came in the summer of 2019 when he was doing an internship. He was talking to his mother about believes and what to put your energy into. At the time there were a lot of different things going on culturally but they started talking specifically about Sam’s generation, Gen Z. His mother said that she didn't feel they believed in anything. Sam thought this sounded a little harsh so he decided to look a little more deeply into what was going on in the world. His conclusion was that there was some merit in what she was saying - he wasn’t sure if she was correct or not but he thought the idea was worth exploring.

Sam thought about his time growing up and, more specifically, the household he grew up in. Both his parents were there and his grandparents lived very close by so it was a tight knit family unit. The one constant was the ethos of values and growing up Sam know they were important but he didn't really know what they really were. Later he started asking what are values and from this the relationship between value and sacrifice. He came to the conclusion that the more you value something the more you will sacrifice to get that something. The less you value something, the less you will sacrifice to get that something.

When Sam was at university he had to take a mandatory economics class. One day in class they were talking about supply and demand and he decided that he would use the model of supply and demand to navigate and map out the value of sacrifice to relationships. Sam’s definition of value is that it is something scarce, rare or hard to find. There has to be a finite resource element to it – there is only so much of something to go around. He links value in an economic sense rather than in the psychological sense of beliefs and values. He does feel though that he is talking about both belief systems and values as the central thing you hold close as a person. He wanted to have a rationale when explaining it to people and he gravitated towards economics for explanation because he saw a clear line between the two things.

Sam feels that a value is something that you hold close to yourself and that it can depend on your culture, family or place you grew up, how people value different things. If you want to look at it from an economic stance, these values are generalised in the market place. You can go and purchase or gravitate towards something in the market place but you have to find values that you find work for you. This can be based on experiences - how you like interacting with the world or other people, discipline, self-awareness or how much you care about these things. You have to take the values that most closely match up with those requirements and use them as the anchoring point of who you are as a person. The sacrifice comes in because these things are so important to you that you have to sacrifice so you can live them and let them work for you.

Many people are fascinated by the idea of identity and it’s become an abstracted question to answer in a lot of different ways. Recently, its been seen as the subject of group identity and classifying yourself with a group of people - black, white, male, female gay, straight. Sam feels there is merit to having that side of identity, the genetic and biological characteristics of a person, but that sense of looking at people is limited. Identity should be composed at the individual level and formed of individual values. The implementation of your values is what truly forms an individual’s personal identity in the most total sense that you can capture in a person.

Sam’s proposition is that you have to figure out what you value and then make choices based on actually living those values by getting rid of the things you don't value and living a life around the things you’ve decided are important to you. Self-help is warranted in some cases but if you don't know who you are and don’t know what you find important then what good is any help going to do you if you go in the wrong direction - if you help yourself for the wrong reasons its not helping at all.

Sam feels you can’t help yourself until you know who you are and knowing your values helps to understand who you are and your identity. We all make a series of choices at certain points in our lives and these choices can change – things we may decide when we are in our 20’s will be different to those at 40 and Sam thinks we need to test our values over time. They are things that are really important and self-identification really matters and should we should live our lives around them but need to be capable of change.

 You can find out more about Sam at LinkedIn, read his blogs on dontreadthisblog.com or listen to his podcast Don't Listen to This Podcast. His book is Value Economics: The Study of Identity.

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 friends we need

They may challenge us, confuse us, and sometimes make us feel we’d be better off without them but our friends are as important to our wellbeing as eating the right foods and exercising!

The great thing about friends is that there are no rules on the amount of friends we can have or the way we interact with them. Obviously friendships can get complicated sometimes and don’t always run smoothly, but the beauty is that they are relationships that are constantly evolving. For example, in this age of Facebook, the word “friend” has changed from when I was growing up. Then, we’d never refer to someone we’d just encountered as a “friend” but nowadays many of us have “friends” we’ve never actually met. In a way though this redefinition of the word friend has highlighted a fact about friendship that has always been true- they are always changing!

At different points in our lives we bring people in and it’s from learning from these people  that we put together the basic components of all our future relationships - we learn how to interact with people and understand the process of meeting new acquaintances and finding out what makes them tick. They help push us out of our comfort zones whilst providing a safe emotional space for us to be totally ourselves.

We all need the ‘Best Friend’ relationship, the one with the person who knows you inside out, but not all of our relationships have to meet this standard. It doesn’t mean they are not friendships, it just means that different people in our lives speak to different aspects of ourselves. Each relationship is unique with it’s own character and has very different profiles. Here are just five of the different ‘friend’ relationships .

1. The Best Friend - The one person who you know will always be there for you. You’ve gone through so many experiences together and know all of each other’s secrets so that you feel as close as family. You go through the bad as well as the good together, but it’s all worth it because these experiences just make your relationship stronger.

2.  The Confident - This is the person that you go to when you have a lot on your mind and you need someone to listen. They lend an open ear without passing judgement or feeling the need to interject, and leave their own opinions aside when all you need is to pour your heart and soul out.

3. The Joker - Funny and witty this person will have us laughing until we cry. When we’re a bit down, they can make us feel better and we always feel happier when we’ve seen them! They are generally full of energy and we can laugh with for hours on subjects that only the two of us understand.

4. The Intellectual - Intellectual friends are inspiring, smart and challenge us to do better every day. They encourage us to be more successful and can help us through any problem, be it educational, professional or personal. They assist in building up our confidence and by looking at their achievements and success, we aspire to become like them.

5. The Artist - Whether it’s choosing a classical music CD or going to an exhibition, this friend is the keeps you up-to-date on all things cultural. They also see the world through different eyes so will push you out of your comfort zone and encourage you to explore your creativity.

Whatever point we’re in in our life, our friendships are important. They are the people who trust us, like us, understand us, and strengthen us, even when we can’t do any of those things for ourselves.

Empowering your health journey

Estelle Giraud is a PhD scientist in population genetics who has become a commercial operator, founder and leader in biotech and frontier medicine @Illumina. Estelle has had to navigate the change and challenges that come with this journey and is both excited and scared by the rise of big data in healthcare and wellness. She is also passionate about creating a better healthcare system from the ground up, especially for individuals. She believes people don’t neatly fit in single boxes and that some of the most interesting insights about people and the world come from the unplanned intersections and she brings her authenticity and openness to the tough conversations about the hard problems we face.

Estelle believes we have the fundamental right to have agency over own bodies and our own health and that this can’t be layered in political, religious or any other way of thinking – it’s your own body, your own health journey and, as humans, we have the right over that along with the privacy that goes with it.

Trellis Health has the belief that health is rapidly changing. What we think about health data is rapidly changing – genetics, wearable’s, where people live and what people eat all impact on our health. At the same time we don’t have a good infrastructure for health data particularly in the US as there is no national infrastructure and people have their health data in dozens of different systems. This means that from a patient perspective there is little value in that health information. It doesn't serve you and allow you to manage and own your health. There are a lot of things you can talk about - AI and data driven medicine for example - but at the end of the day we need good health data on people and that data needs to impact on, and serve them.

Estelle’s company has been creating a platform, a health data hub, which starts with pregnancy. There are a couple of very specific reasons for starting at this point. At a high level pregnancy is a really unique time point in a person’s life where a lot of deep and broad measurements happen. It is the first interaction with the healthcare system and there is a lot of space for improving that user experience as well as the health outcomes – how do we decrease maternal and infant mortality at this intense time in a really data driven way.

The idea is that you own your own health data, cleanse that data and show it to the people who need to know so they can provide the healthcare you need for yourself on a global scale. People are more mobile these days and there are different systems in different countries. You can’t just assume people are going to be born, live and die in one system if we are going to have a mobile lifestyle it makes sense for all of our health information to come with us as we move through life. For example when you are on holiday and something happens to you. You can’t speak and your wishes or allergies are missed.  The mission of Trellis is to empower people to see and connect with their health and those two things are difficult to do. Health is an abstract thing. We don't think about it until we are sick and that's when it will help to have that data at your fingertips. It allows people to connect with it so we can own our health journey.

Estelle comes at this from a patient and a data science perspective. Health is not just about going to the doctor, having some blood tests and going home.  Its about mental health, diet, stress, sleep and community. All of these things impact our health and we’ve gone through the period where people would have one doctor who had seen their family for generations and had information about the whole family in their head. Today’s medical systems have been fractured into specialties and fragmented out – an app for mental health, seeing a specialist for something else - all different people and systems. People are slowly starting to realise that health needs to bring that all together and that to talk about truly managing your health it needs to be holistic.

There are a lot of inaccuracies in health data generally and this is difficult to fix without a level of transparency. With transparency people can see the data and start to have the conversation that something isn’t right so lets try to correct it. To realise precision medicine, we need vast amounts of clean, accurate data – if its full of errors we can’t develop the algorithms to do that. This is of course some of the most powerful data you can have on a person and is even more valuable than financial data which is why the privacy and ethics of this space is so important.

Trellis work automatically though API’s. The US has massive problems with health data and has built exchange networks that operate within the hospitals. This means that when users sign up to the platform they don't need to call every single doctor they've had. They authorise Trellis and then they can collect and build a longitudinal health record for them automatically. The revenue model is that of a consumer paid subscription. They don't take money from insurance companies which simplifies and strips away lots of ulterior incentives. They work with a lot of younger Millennial and Gen Z women who have the idea that if it’s free you are the product. This comes from platforms such as Facebook that monetise people. Trellis makes it really clear that you pay a subscription fee and that's how they make money. It’s your data and they don’t sell it to anybody. They don't make money any other way - it’s all about you and the value you get from your health data.

Organisational resilience comes from this consumer model because it gives independence in the market place. It sounds simple but simple is always best, particularly in healthcare. If you get from where you start profitability, the more organisational resilience you’ll have.

Genetics is the use of simple rules that are written in how we inherit things from our parents and how we pass things down to our kids. When you look at population levels there are mathematical relationships between different people based on their genetics. Its also relevant for how we think about disease, and human health and predispositions. If you put the data across populations you can answer really interesting questions about human health. Things like longevity, bullying and mental health are the sort of things you see in a correlation between life chances and wealth, Some aspects of life are hard coded in a very specific way in our genetics but other things are far more complex and depend on environmental signals throughout our life – where you grow up, levels of pollution, how you eat. All of these things throughout your life will impact your genetics. You can derive algorithms for understanding all of that by looking at the data. Everything about us to some extent or another has a genetic component.

You can find out more about Estelle and Trellis Healthcare at LinkedIn or https://www.jointrellishealth.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. 

Lean in and learn. Finding the purpose to change.

David Richman is an author, public speaker, philanthropist and endurance athlete whose mission is to form more meaningful human connections through storytelling. He wrote Cycle of Lives, which shares the interconnected stories of people overcoming trauma and delves deeply into their emotional journeys with cancer.

David was on a quest to try to find out from real life experiences what are some of the difficulties people are encountering, how they navigate those conversations and what we can learn from them and bring to our own lives. He found that when many people try to navigate the emotional facets of the journey, they are not well equipped to have hard conversations or have deep authentic connections with people even their closet loved ones.

When David was at a super low point in life in his mid to late 30’s. He was overweight, a smoker, miserable, stressed and in an abusive marriage with an alcoholic wife.  He was also the father of four-year old twins. It was a destructive lifestyle going nowhere when he got the news about his sister ‘s terminal cancer diagnosis. He realised he had chance to change his life and live for the better but his is sister didn’t.

It wasn’t that easy to make changes. It was tough especially as he set out to find answers without little context – you can hear something fifty times but its not until you hear it the fifty-first that you get it. David heard his inside and outside voice as well as other people telling him that he needed to stop trying to find people to fix and to create problems to get out making changes. He knew he had no self-awareness or self care but he was aware of who he was and didn't like it. He saw himself for the first time and then he saw himself in reflection to his sister and their potential journeys. He had choices but she didn’t.

Someone then said something to him that didn’t make the transformation any easier but it did make the realisation that he had a lot of work to do easier. He was at a low point in his life, complaining about being tired, angry and having to watch his sister die. A friend told him that he’d been listening to him complaining for years and that he should look in the mirror and fix himself, that he needed to realise he was the problem not everyone else. It didn't make it easy but it opened his eyes about what he had to do and that he had to do it fast. The fact he needed to do it fast helped. He felt he didn’t have that much time and he wanted to live on purpose, to see himself for who he really was, to free his mind and forgive himself for his bad choices, the wasted time and the problems he had created. He wanted to lean in and learn. 

He didn't know what a sense of purpose was but he wanted to figure it out. He knew he was a good dad and a hard worker but what gave him purpose was to be present, to be in each moment, to spend time, make a choice that you want and are aware of and be open minded so you can live on purpose. You need to free your mind and let it go. This is your day one now so what can I lean in and learn?  David started with athletics – if he started by becoming healthy where would that lead him? What it led David to do was athletics, triathlons, ironman, 100-mile runs and a 5000-mile bike run. It has given him a lot of focus and purpose and helped solve problems that have crossed over into other areas of life.

In his book, Winning in the Middle of the Pack, he discusses how to get more out of ourselves than we ever imagined. Many people spend too much time thinking about winning or leading or being the best. Sometimes its enough to be yourself and be in the middle of the pack and make the best of yourself rather than being the best of the best or the best against anyone else. There are a lot of people who grow up looking for approval, thinking that other people see them in a different way or do they do things to please people because they think that’s who they need to be. When you think of people at the top such as Roger Federer they don't really care about what anybody thinks they care about what they think. They aren’t driven by outward approval they are driven by what they want to achieve. 

If you’re in the middle of the pack nobody is watching or cares because they are more focused on their own stuff. The only thing that matters is that you care and that you’re doing the best that you can do and that you make good choices – the only one who cares is the one you look at in the mirror.  

David is now leading very moving and transformative Expressive Writing Workshops geared towards people affected by all manner of trauma. He combines traditional expressive writing techniques with elements of both narrative and creative writing so that the participants will be well equipped to continue their expressive writing practices well beyond the workshops. Mental health is such an important topic and David brings his passion, skills, and unique approach to help people connect with their emotions in a whole new way and begin a healing journey.

You can find out more about David at https://david-richman.com/

In his book Winning in the Middle of the Pack, David discusses how to get more out of ourselves than ever imagined and in Cycle of Lives, he shares the interconnected stories of people overcoming trauma and delves deeply into their emotional journeys with cancer.

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. 

Why businesses need resilience

Recent research by MHR International shows the challenges mid-size UK and Irish companies are facing in today’s VUCA (volatile, uncertain, complex and ambiguous) world. Over 500 senior leaders from businesses employing between 500 and 5000 people were interviewed to find their views on the importance of resilience in dealing with change and challenges. The major threats they saw were the expectations surrounding their businesses growth as they compete against multinationals and of staying ahead of agile start-ups.

Recessions and financial crisis are of course not strangers to long-established companies but the pandemic brought unforeseen and previously unknown challenges. Now, businesses face another set of problems including the cost-of-living crisis and the war in Ukraine. 

Many businesses came though the pandemic and will now deal with these new challenges because they are resilient and have the ability not only to deal with change but also to use the experience as a catalyst for further development.

So, in the short term, a resilient business will get through challenging periods but then in the longer term they will start to see a positive impact on productivity and work quality as well as improved employee engagement, performance and an inclusive and secure work culture.

There is no doubt there will be tough times ahead but a resilient business will not just survive, it will thrive.

Unlock your core creativity

Dr Ronald Alexander is a pioneer in the field of holistic health, psychology and behavioural medicine since 1976 and was of the original founders of the very first holistic health and medicine at the Cedar Sinai medical office towers in 1978. He has been teaching and writing books on mindfulness, positive psychology and creativity since 1976.

When he was a teenager he lived in Boston and often spent much of his spare time at the weekends at the Harvard book store reading about philosophy and Zen Buddhism. In the evenings he would go to different music venues initially to listen to folk music but then to the bands that made up the ‘British invasion’ including The Rolling Stones, The Beatles, The Who and Jethro Tull. He also started playing in a group at high school and became fascinated by the creative process in both his own group and through sitting, listening to and being mesmerized by high profile bands.

When artists describe their creative process, they inevitably talk about being in an open mind state where the download of core creativity can happen. Musicians such as The Band’s Robbie Robertson’s description that “Creativity comes from the womb of emptiness” to James Taylor’s observation about “waiting to hear it” and having “to be in a place where you can receive the song” reveal that creativity isn’t a rational, calculated activity. It’s about allowing oneself to become receptive. 

Whether its creating from scratch, interpreting music and adapting music, Ronald feels the processes are similar or are derivations of each other. There is a similarity between all creative processes in music and other forms of art in that the thread is in innovation, invention and a development of a particular musical or artistic theme. Then there is core creativity and that's something that is very unique and special. For example Paul McCartney wrote the song ‘Yesterday’ after dreaming it. When he woke up and wrote it down and played in on the piano. For a month or so he took the song round London asking people if they had heard it before realising it was his and that it had come from a creative unconscious.

Pure originality is core creativity and arises whether its Mozart or Beethoven. When they are composing they actually hear simultaneously the various parts of the symphony and its as if it’s coming from some sort of mystical other. If we want to de-mythify the thing Ronald calls the mystical other, we could say it comes from ones pure core collective unconscious. From all cultures, all histories all times, for example the Greeks organised and articulated creativity through the metifor of the nine goddesses, the sense of the muse.

Most of the creatives Ronald has interviewed, whether they have a formal meditation or prayer practice or something more informal such as sitting outside of their studio on their front deck have a cup of coffee or tea, smoke a cigarette and look at the sky, what they are really doing is creating their own meditative state to access or tap into their creativity. Mindfulness meditation takes us out of overthinking and into the mind state of receptivity. The stillness and focus involved in meditation alters our brainwaves, and therefore, our mind state. Distraction-free time leads us to an open mind. Both core creativity and intuitive wisdom and knowledge can be accessed in an open mind state — not because we have an open mind, or are trying to be open minded, but because we’re in a state of pure receptivity after giving ourselves over to emptiness.

You can find out more at www.CoreCreativity.com or at https://ronaldalexander.com Dr Alexander is also the author of the highly acclaimed book, Wise Mind, Open Mind: Finding Purpose and Meaning in Times of Crisis, Loss, and Change (2008), and the new book, Core Creativity: The Mindful Way to Unlock Your Creative Self.

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.

Is the workplace a gratitude free zone?

To get the best from employees, it’s well established that they need to feel valued. The drive for wanting to do well primarily comes from a feeling of being acknowledged and appreciated so why do some businesses seem to think that saying thank you isn’t necessary?

Gratitude can be a great motivator! It can also contribute to the kind of workplace that has fewer sick days, lower levels of work stress, improved work relationships, and greater job satisfaction and self-esteem. Studies also show that employees who receive gratitude are more likely take on things that aren’t necessarily part of their job, helping to contribute to a culture of positivity and an environment where employees are happy to go above and beyond.

Positive habits and a culture of gratitude has to start at the top - just a quick thank you from the boss can go long way! Everyone wants to have a positive experience at work and to feel appreciated and recognised and a thank you is a no cost way of showing your appreciation.

We live in a culture where problems are regularly highlighted but the positives ignored. Leaders and managers who don’t thank their employees won’t get the best from them. A lack of gratitude leaves employees feeling unsatisfied, unappreciated and demotivated, all of which have a significant impact on employee happiness, engagement and productivity.

Meditation for gratitude and forgiveness.

Lori Saitz is the CEO of Zen Rabbit and host of the podcast “FINE is a 4-Letter Word.” She’s an award-winning writer, speaker, and broadcaster, and a nationally recognized expert in using gratitude and meditation to manifest goals faster. Lori has over twenty-five years experience in marketing and is now teaching the concept of gratitude and meditation. Her mission is to teach the world to become grounded no matter what is going on around them. This means taking a pause to respond to situations instead of jumping straight away by reacting as though your hair is on fire - which seems to be the way the world works right now.

There is an overwhelm of information being thrown at us on a daily basis. The amount of information we are exposed to every day is the equivalent of what our grandparents were exposed to over their entire lifetime. We have not evolved to the point where we can process all this efficiently and discern what’s true, what not true, what do I need to pay attention to or what can I ignore.

In a busy world where there is a lot going on around us we are often told that we need to spend a lot of time meditating each day. Lori doesn't agree with this. There is no one right way to meditate there are many. It’s about finding the thing that works for you. It doesn't have to take a lot of time. You could spend just ten minutes and she sees this more as an investment of time because meditation helps you be more focused and productive so fifteen minutes meditating is actually buying yourself time.

Research and science shows that meditation actually enhances creativity so you can come at a problem with several different angles and be more creative about solving it. It decreases anxiety and in a more relaxed state you are open to getting more insights and having more breakthroughs. The other thing that meditation can do is enhance emotional intelligence which makes you more empathetic, less likely to act impulsively and get frustrated in an emotionally charged situation and make interactions easier.

Gratitude is another powerful way to reprogramme your brain because you are strengthening your neural pathways. When you are practicing gratitude they get stronger. The more your can find gratitude for what’s happening in your world the stronger the neural pathways will become. The brain chemistry actually changes. Feelgood chemicals like dopamine increase and cortisol the stress hormone reduces so you can get a reduction in physical pain and an increase in the effectiveness of your immune system.

On a practical everyday basis, we live in a world that loves complaining and criticising When you want to become more grateful recognise when you are complaining or criticising and add on this phrase – but I’m grateful for it. The more you do that, the more proactive you get into doing that the more you will catch yourself and naturally start seeing more things to be grateful for. Sometimes it’s had to find the greater good about a situation until you are a little more removed from it but you can still find some element of gratitude in it.

Forgiveness is releasing gratitude within yourself. Again can you find gratitude in a situation where someone has wronged you?  By allowing forgiveness nothing changes for the other person but everything changes within you. Forgiveness doesn’t absolve the other person from their guilt rather its actually forgiving yourself. You have to be able to learn the lesson – if you can find gratitude for that situation then again you’re giving yourself that piece of mind and sense of calm.

You can find out more about Lori at https://zenrabbit.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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Above and beyond? The trend of quiet quitting

In the midst of everything that's going on around the world, one thing that has been trending consistently over the last few weeks is ‘quiet quitting.’ But is this really anything new? There have always been employees who check out because they are exhausted, bored, stuck or fed up with the amount of work they’re asked to do. So has the huge change in the way people view their lives and work and consequent revaluation of priorities and work/life balance that was driven by the pandemic simply provided a new label for disengaged employees?

Previously of course dissatisfaction with your job was something just people close to you knew about but now it’s out there on social media that the employee experience just isn’t what it should be. Of course there are some people who feel their work/life balance is a problem and are close to burning out but there will be others who are simply sitting it out because a new job might come with more problems than their existing one.  

Having an employee who although physically present at work is so disengaged that they just do the bare minimum to keep their job can cause huge damage to a team and to the wider business. Improving the employee experience is therefore essential - getting feedback, ensuring realistic workloads and boundaries, open and honest relationships, stress management policies and structured career paths with achievable goals will all help to manage expectations and contribute to a positive work culture where employees feel engaged, valued and don't quit – quietly or not.