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Mindsets to support children through COVID-19

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Mindsets to support children through COVID-19.

In this episode, Dr. Russell Thackeray talks to Dr. Christine Adams, MD, a child, adolescent and adult psychiatrist who has practiced in Louisville, Kentucky for over forty years. Her work there involves long-term dynamic psychotherapy to help resolve anxiety and depression issues.

In this podcast, Dr Adams talks about the work she has been doing on children’s mental health and wellbeing during the COVID-19 pandemic. The potential mental health risks for children include anxiety, depression, loneliness and not being able to see their friends. These are all things adults can find just as problematic. As children can pick up on their parents behaviour and mimic it, adults need to pay attention to their own mental health.

Parents need to be engaged so they are aware of the things to look out for. Hardship builds resilience. If something is blocking you from achieving something you think of ways to get around it. Children are exactly the same. They come up with something new and from that will start to build resilience which they can then apply to situations in adult life.

Dr Adams has developed seven mindsets to support children during a quarantine period or lockdown. These are:

Explore how to be patient: Children don’t fully understand the concept of time until they are around ten years old. By linking the child’s experiences to waiting for things such as how long it took for their broken arm to heal or how long they had to wait for their birthday to come around you plant the idea ‘you waited for it then so you can wait out lockdown’.
Schedule and organise: Lockdown has meant families have been together at home far more. Being in the same space but with different schedules means there needs to be an understanding of who needs what space at what time. Its also a great opportunity for children to discover how the household works and to do chores of their own.
Boost creativity: Children need to work out how to make use of their free time. Much of childhood now revolves around organised activity so they need to learn how to use their imagination for entertainment.
Getting outdoors: Being outdoors is both mentally and physically refreshing. It also helps creativity and how to deal with the outside world and risk
Disconnect work from play: Its important to be able to keep schoolwork and play separate. Having a designated place for school work helps children focus. It also helps teach them the mindset of work and play which is important for adults working at home and work/life balance.
Share more: Being at home more means sharing and negotiating for space and time. This also prepares children for living in close proximity as adults. It also helps quieter, more submissive children develop the skills needed to stick up for themselves against an alpha child
Emotional health: Having a family discussion once or twice a week where everyone sits down and listens to each other is really helpful. Each family member can talk about their fears, hopes, whats gone well and whats not. This helps children listen to different views and people and helps parents correct misinformed outlooks.

These are all skills that will be helpful as children get older. They will remember the resilience they built and used during lockdown and be able to use these skills in their adult relationships and emotions

You can find out about Dr Adams through her website where there are free resources to download, blogs, podcasts and interviews.

Dr Adams book Living on Automatic is available from Amazon.

You can listen to the podcast in full and find out further information about Dr Adams here. Our previous podcast episodes and upcoming guest list are also available and there is an option to sign-up to receive our podcast episodes on release.

Our full blog archive is also available and you can sign-up to receive these on a weekly basis.

The impact of food choice on health

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – The impact of food choice on health.

In this episode, Dr. Russell Thackeray talks to Mary Sheila Gonella, a former pilates teacher who twelve years ago changed direction to become an Holistic Nutrition Consultant and Educator. Mary Sheila, who is based in Sonoma, Northern California, helps people suffering from the effects of their food choices, stress levels and high blood sugar complications by making changes to their nutrition, food choice, diet and lifestyle so they can get their bodies back into balance and enjoy better health.

In this podcast Mary Sheila talks about the importance of our gut microbiome to our immune system, how it educates it about the different bacteria and viruses it meets and helps it regulate itself so we stay healthy. One of the things that can have a huge impact on our microbiome is stress and Mary Sheila recommends that we become more mindful when we eat our food – to rest and digest. If we eat when we are in a stressful situation such as driving, our fight or flight mechanism is engaged and our digestive system effectively shuts down. By stopping, sitting down and taking time when we are eating, we get much more out of our food. She also suggests that deep abdominal breathing can be very helpful for stress but also for issues like SIBO as it helps ‘massage’ the GI tract as well as oxygenating the body.

Growing up with six siblings in the 1970’s, Mary Sheila had access to a lot of the highly addictive convenience foods that were starting to flourish at the time and she talks about how this change in food culture has contributed to the weight problems, nutrition deficiencies, toxicity, and diabetes epidemic we face today. She also talks about the importance of coming back to our food roots through more traditional, simpler foods and eating food more in harmony with our body.

Mary Sheila talks about the role blood sugar plays in the body, its relation to food, its importance for metabolic homeostasis and balance, its link to the endocrine and hormonal glands and the effect it can have on our health when it goes out of balance. She feels that all of our body systems work better and our health is improved when our blood sugar is balanced so, as well as diabetes and gut disorders, we will have better sleep, improved digestion, a decrease in chronic inflammation and hormone imbalances, increased energy and a lift in mood disorders such as depression and anxiety,

You can listen to the podcast in full and find out further information about Mary Sheila here. Our previous podcast episodes and upcoming guest list are also available and there is an option to sign-up to receive our podcast episodes on release.

Our full blog archive is also available and you can sign-up to receive these on a weekly basis.

You can get in touch with Mary Sheila through her website Occidental Nutrition where you can also download her eBook The Breakfast Report

Post Traumatic Stress Disorder. What happens after traumatic events?

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Post Traumatic Stress Disorder. What happens after traumatic events?

In this episode, Dr. Russell Thackeray talks to Helen Barnett, an ex Metropolitan police officer. Helen was the first Mother to join the Metropolitan Police’s SO19 Armed Response Team. In the line of duty, she was stabbed, caught up in two terrorist explosions and shot at in a firearms incident. These incidents resulted in her being medically discharged in 1996. She then had some bigger struggles to face when diagnosed with Post Traumatic Stress Disorder. This manifested itself in Bulimia and a relationship breakdown.

Helen joined the Metropolitan Police in 1984. She passed out as top student from Hendon Police College two years later when she was 19 years old. Initially, she was stationed in North London just after the Tottenham riots when PC Keith Blakelock was killed. Her role was to deal with day-to-day enquiries and incidents but it was still a steep learning curve. Additionally, she got married and started a family.

Helen’s life changed on September 2 1991. Until then she felt pretty invincible and was physically very fit. That afternoon she and a colleague were sent to a disturbance at a shop on Wood Green High Road. When they arrived, Helen saw the man in question. Her colleague went into the shop to find out what had happened and Helen went to see the man. He had his back to her but he was very tall, about 6’6”. When she spoke to him he turned round and she then found herself flying through the air. She was unarmed and got up feeling very angry but in considerable pain. This was because she had actually been stabbed in the stomach. Her assailant was still holding the knife and attacked one of Helen’s colleagues. Helen tried to intercede but was stabbed twice more.

At that point she was completely incapacitated and felt fear and overwhelming terror. As well as Helen, three of her colleagues were stabbed. The man was actually a mental health patient who had stopped taking his medication. The incident was unusual as it involved three female officers so it received a lot of media coverage. At the time stress and trauma was still a taboo subject and in the police force it was seen as a weakness. Helen spent some time in hospital and recovered from her injuries with no long lasting effect. However, the trauma side of the incident wasn’t really recognised.

Helen went back to being the Mum of a ten-month-old toddler. Her marriage started breaking down but she didn’t understand why and didn’t connect it to the incident. When her physical injuries were better she went back to work. She coped relatively well with the help of her colleagues. Helen now feels that dealing with hostility, aggression and conflict regularly over period of time builds up. She thought she had dealt with it at the time but on reflection she didn’t. Her husband at the time had had similar experiences so they were both dealing with the effect of trauma.

At Christmas 1993 Helen was studying for her Sergeant’s exams. The station received a coded message from the IRA saying bombs had been planted in shops on Wood Green High Road. It was a recognised code so evacuation was started. Helen had moved into a covered area when a bomb went off in a bin. The impact blew her off her feet. She felt terror and vulnerability. Having got to her feet, she went back to the street and a scene of chaos. With a colleague she started moving people again but another bin blew up. They were small bombs and nobody was killed but flying glass injured a number of people. Helen wasn’t injured herself and afterwards she simply went home.

Helen feels it’s impossible to train for how you’re going to react to traumatic situations. You have a job to do so you have to just get on and do it. You have the normal reactions anyone else would have but you need to face these feeling and fears. Having passed her sergeants exam life went on. In hindsight, Helen feels she was on a treadmill she couldn’t get off of.

The following year she joined the Armed Response Vehicle Unit, part of the Firearms Department. This was a new concept at the time. Helen was the first Mother and only the third woman to join. On Boxing Day 1994, the team got a call from local police to attend a domestic incident. The suspect had a gun had taken his toddler daughter. On arrival at the scene, Helen was preparing with colleagues when the suspect appeared. He had his daughter with him. As she moved towards the suspect Helen was shot. She felt as if she had been hit by a truck but didn’t feel any pain. The situation was chaotic but once the danger had subsided the pain kicked in. Helen was attended to at the scene and then taken to hospital. It was not a life threatening injury and again she recovered well physically.

This time Helen was treated for trauma, diagnosed with Post Traumatic Stress Disorder and discharged in 1996. Leaving the police was very isolating and she felt a real loss of identity. In the beginning she really struggled and she feels that if there had been more support in place she would have fared better.

Since leaving the police force Helen has become involved with a number of charities. She was part of the team that broke the Guinness World Record for continuous DeadLift over 24 hours and raised money for the charity Rock 2 Recovery. In addition, she is a patron of the Woodland Warrior Programme. This was set up by Nick Goldsmith, a former solider who suffered Post Traumatic Stress Disorder in 2014 after four front-line tours in Afghanistan.

The charities Helen supports highlight the needs of those who are dealing with the effects of the traumatic experiences they have faced during the course of their service. By sharing her story and experiences Helen hopes she can show that there is help out there in dealing with and overcoming adversity.

You can get in touch with Helen at LinkedIn or Instagram

You can listen to the podcast in full and find out further information about Helen here. Our previous podcast episodes and upcoming guest list are also available and there is an option to sign-up to receive our podcast episodes on release.

Our full blog archive is also available and you can sign-up to receive these on a weekly basis.

Coaching and personal development. Make the leap and invest in yourself.

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Coaching and personal development. Make the leap and invest in yourself.

In this episode, Dr. Russell Thackeray talks to Liz Martell. Liz is an experienced Development and Business Consultant who is passionate about helping people to improve and develop themselves and their businesses.

Liz has a really interesting employment history. She was a partner in a computer and desktop publishing business that was well known for Apple pre-press and print. After Apple went direct and had no need for consultancy, she became involved in ecommerce during the mid 90’s. She was involved in building some of the first shopping sites for companies including Avon, Halfords and Toys R Us. After the dot com bubble burst she did some temping before joining a large corporate organisation on a short-term contract. This was in the training department which was a huge change but Liz found it was really what she really wanted to do.

After 16 years working in the corporate world, Liz set up a new business as a personal development consultant and coach. She wanted to do something that gave her the flexibility she wasn’t finding in corporate life. She also felt the level of impact she was having in a large organisation that was growing rapidly was diminishing and that when coaching is free in an organisation, it is not always acted on. The effect and help she can give to a small business owner is far greater! Liz started her business as the pandemic was just starting to hit but she feels that people are now looking for something more authentic that feels more personal and less corporate.

Coaching is becoming far more known as a form of personal development nowadays. People are also taking more time to invest in themselves. They can choose to engage with a coach at any point in their life or career. They might already be doing something and want to do it better or they might be doing OK but feel there’s a gap. A good coach will hold the space, ask the challenging questions and provide feedback in an authentic way whilst keeping it safe and confidential.

It’s important not to become too dependent on a coach. Chemistry is of course important but you need to remember that a coach operates as a critical friend. They are the person who will tell you things because no one else can. Over time you might need more than one coach as they serve different purposes at different times. There should however always be some discussion about expectation. Sometimes a coach may not be able to help you and they need to be upfront on these occasions.

People at the top of a business are often the least developed. People talk about an investment in their people but there is also the need to invest in themselves. In business planning there is always talk about vision, mission and the objectives that feed into them. It’s exactly the same for personal development.

You can find out more about Liz at www.brightzebra.co.uk

You can listen to the podcast in full and find out further information about Liz here. Our previous podcast episodes and upcoming guest list are also available and there is an option to sign-up to receive our podcast episodes on release.

Our full blog archive is also available and you can sign-up to receive these on a weekly basis.

Work – make a choice and take control

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled, Work – make a choice and take control.

In this episode, Dr. Russell Thackeray talks to Loraine Ladlow, a qualified barrister whose career has transitioned from working full-time for a large corporate organisation to a situation where she now has two portfolio roles.

In this podcast, Loraine talks about why she took the decision to leave her senior leadership role and take ten months out to travel, how she decided what she wanted to do on her return and how her voluntary work at the Football Association led to her starting a paid portfolio role with them.

Loraine discusses the ways work has changed to adapt to personal circumstances and the considerations around how we will need to think differently to manage the longevity of work through career breaks and part-time and flexible working options. She also talks about planning and preparing to make a career change, the benefits of taking on voluntary work to expand your experience and CV and being flexible in exploring new and different opportunities.

You can listen to the podcast in full and find out further information about Loraine here.

Our previous podcast episodes and upcoming guest list are also available and there is an option to sign-up to receive our podcast episodes on release.

Our full blog archive is also available and you can sign-up to receive these on a weekly basis.

Business Resilience – A conversation for the post COVID-19 world.

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Business Resilience. A conversation for the post COVID-19 world.

In this episode, Dr. Russell Thackeray talks about how Personal Resilience, the ability to bounce back from times of adversity, is something that can be applied just as well to businesses and organisations. A resilient business is one that is able to overcome obstacles, meet evolving challenges and make the most of its opportunities. In the current climate it’s more important than ever that businesses look at the issues that determine their resilience and how they can bounce forward and thrive in a post COVID-19 world. As well as ‘the financial picture’, Dr Thackeray discusses the non-financial resilience factors businesses need to consider and outlines some thoughts and questions that may help you think about these issues in your own setting.

1. Mindset – People are dealing with stress and pressure in different ways. Some are running for the hills, some are coping and others are innovating or pivoting and seeing the situation as an opportunity. For some, the fear is overwhelming rationality and needs to be controlled. The future rolling forward could be devastating, it could be benign or it could actually be quite good. There will be a variety of views and whichever comes into being we need to be ready for it. What is important here is the mindset to see this situation as an opportunity and figure out to make the most of it. What mindsets are modelled and need to be adapted in your organisation and team? Given mindset can be adapted and developed, what steps are in place to begin to change the corporate conversation and stimulate fresh thinking in this area?

2. Managing for today and tomorrow – An important part of resilience is managing for today whilst having an eye for the future. If we don’t have a sense of purpose or an idea of what life is going to be at the end of this, then what’s the point of surviving it in the first place? Many businesses only focus on today – whilst business needs to be agile and think about the future. Why are we working in the way we are working? Why are we running expensive retail shopfronts when customers could wear virtual reality headsets? Why are we sending people around the world when it could be done virtually? How can technology, with which many people are becoming increasingly comfortable, add value for employees and customers?

3. Warning signs and triggers – Seeing the warning signs and triggers and knowing when your resilience has been compromised both as a business and as an individual is essential. To what end has your organisation become incapacitated or only wounded by the lockdown? There may a recession coming – perhaps discontinuous trading opportunities and organisations that recognise this may be able to diversify and develop the skills and agile processes (and cash) needed for a recession. Things will not be what they were before this whole episode so now is the time to get ready – perhaps some people furloughed would be best reactivated to plan and build capacity into processes and structures?

4. Building capacity – We’re all generally not best at building capacity, often preferring to ‘put fires out’. When times are good, we very rarely invest sufficiently in assets and resources that can help us during the bad times – and this can be exacerbated by a benign trading picture making us more complex and less lean. Are you aware that taking the decision not to spend any cash to invest in the future now means that you may be restricting your ability to bounce back?

5. Technology to the fore – We can now see the benefits and the risks of technology. Human beings come together because they want to come together and currently some interesting approaches and thoughts are being shared about this. The advantages of smart technology in organisations are clear and whilst some businesses are utilising AI and VR others are struggling with very outdated systems. How much are your IT systems holding you back? How much has the internal politics of the organisation restricted the ability to acquire the most appropriate IT capacity?

6. Economic futures and models – A big (national) debate about how will we bounce forward is looming. Growth funded by consumer and corporate debt is not sustainable over the long term so what’s needed is the key players to sit down and have an ego free conversation about what’s right. Does it look as if the opportunity to really grow a more socially balanced future is in our grasp if we can resist the opportunity to simply begin to trade as if nothing had happened?

7. Sharing ideas – As the population continues to grow how are we engaging across the wider planet? We’ve all come together to beat the pandemic and this coming together has produced a flow of ideas. In the scientific community ideas are shared for greater good regularly so should we go back to a narrower approach? Is it time to decide to invest in ideas and produce ‘things’ rather than simply create more coffee shops and services?

8. Lessons in leadership – The way we manage or lead people when they work in different places needs to adapt. We need to know our people better so the concept of tough love leadership comes to life. The virtual workplace seems too good an opportunity to miss. How will we develop managers and leaders to grow productivity and performance in a more distributed world?

9. The property boom? It may be the case that landlords and property owners have again been well protected in this lockdown. As more diverse technology platforms have been used and utilised, should we still be spending so much time thinking about property rental and ownership? Should we use and think about property assets and change to a more agile investment strategy? Whilst some organisations need physical locations, others definitely could innovate either existing premises or create new access points – could you redesign your property needs perhaps focusing on where office space really creates a ROI?

10. What we do and why we do it – A massive amount of time has been saved by not sitting in endless meetings or travelling, but the risk is that the prevailing culture is spilling into the new world with traditional face-to-face processes being replaced by endless and needless Zoom meetings. There is an opportunity to ask who needs to be in a meeting and when and why it’s called. In fact, how much of what we do at work is relevant and/or add to ROI? How many people have burnout or are currently burning out through irrelevant meetings, systems, processes and inefficiencies?

11. How important are we really? The furlough process has been a bit of a shock to some people who have discovered that their roles aren’t as vital as they thought. The people who actually deliver something tangible seem to be more prized and valued. Is there an opportunity to look at roles and decide whether some of the vague, ill-defined roles need to be trimmed – allowing those people to carry out more meaningful work

12. The role of the media – The media are driving short-term negativity. 24 hour rolling news means programme space needs to be filled and it’s easier to talk about something bad which triggers our negative bias. Constant media interrogation means politicians are appearing to be on the back-foot. We all need to be able to make mistakes, learn from it and move forward, this includes politicians. We need media who ask intelligent, forensic questions that we need answers to rather than the endless pointless questioning and blame game. How much of our organisational attention is focused on blame and exposure rather than accountability and learning?

13. PPE – COVID-19 has made us focus on what keeps us safe rather than what makes us money. The switch has made us focus key resources on the people who really need them and how they get them. When it doesn’t appear, the physical manifestation is the proof that going forward the entire world will not be online. We need the people who turn up and fix things. How much do we need to revalue the roles and efforts of those people?

14. Innovative thinking – Innovation and creative thinking is needed. We need to celebrate what we’re getting better so we need marketeers, creatives and innovators to show us what we can do. Recognising innovation should be part of what we do and should be quantified but not just financially, sometimes in the identification of difference and opportunity. How much innovation in organisations is squashed because of the need to make an instant return?

15. Mental health – Frontline workers may well suffer from PTSD so the effect on economy as well as the individuals will need to be factored in as we bounce forward. Other staff may have issues from staying at home for three months and there may be more lockdowns over the next few months so we will need to make sense of that rolling forward. How well geared are we to support the resilience of people so that they can be effective? How much do we invest in development that inadvertently disempowers managers from helping or making decisions as any form of employee symptom is categorized as a ‘Mental Health’ ‘condition?

16. Develop a sense of purpose – Purpose is essential in building resilience. Businesses are too complex and resilience wise we need to be simple and agile with a better outward focus. A long-term strategy with a culture that people buy into is required to give uniqueness and the ability to not only stand-out, but to stand up for what you are about. How strong and compelling is your sense of purpose? How are you measuring the benefit of that purpose?

17. Market reaction? – Speedy reactions will be needed. When we come out of this people will want to congregate, which is a natural part of human existence. We’re all missing the buzz from uplifting artistic and sporting enterprises but when we all start meeting up will it be wearing sponsored facemasks to protect ourselves? The range of opportunities that will manifest themselves is exciting and challenging – but will your available innovation capacity help you rise to the challenge?

18. Managing expectations – We should move back to productivity as a measure rather than satisfaction or engagement. People are generally satisfied if they are working on the right things, doing the right amount of it and meeting the right quality standard. We need to think about people, what their contribution is and what that means rather than just making them happy. How well situated are you to build this type of culture?

You can listen to the podcast in full and find out further information about here. Our previous podcast episodes and upcoming guest list are also available and there is an option to sign-up to receive our podcast episodes on release.

Our full blog archive is also available and you can sign-up to receive these on a weekly basis.

Employee engagement. Reconnecting, building trust and creating value.

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Employee engagement. Reconnecting, building trust and creating value.

In this episode, Dr. Russell Thackeray talks to Shona Elliott, a Canadian who is currently based in Edmond, Oklahoma. Shona is an experienced senior leader in the healthcare and not for profit sectors in Canada and the U.S. She also has a proven track record in helping organisations achieve cultural renewal with a people-centered focus.

Shona was in the process of setting up her own executive advising business helping CEO’s with employee engagement and and goal alignment when Covid-19 hit. She had also written her first book Create Value as a Senior Leader. During the crisis, she realised the book had not covered her experience in pandemic planning, health and safety and infection control. This was suddenly very relevant. She now helps senior leaders emerging from crisis to reconnect with employees, rebuild trust and work at relationships.

Shona feels leaders need to connect with employees by looking at their individual roles in the organisation. She used to shadow employees so she could understand their perspective and listen to their thoughts and fears. Learning their reality by working alongside them helped her realise the impact her decisions had on them. Personally connecting with employees also meant she could bring the organisation mission alive to them. Interacting, getting out of office and ‘walking in their shoes’ helped them all see the reality.

Shona has 15 years of hospital experience but feels that the challenges in the healthcare sector are applicable in other sectors. There are commonalities in leadership. Connecting authentically, understanding what is important to employees and connecting employees to the mission of the organisation are fundamental and transportable.

Employee engagement can lead to better results, increased productivity, improved quality and reduced absenteeism. Engaged employees will go above and beyond because they have invested in the organisation and its success. Leaders often ignore employees who are not engaged so have no perspective on why the relationship has gone wrong. They need to find out why they are not engaged. Being personally interested can help them understand and incorporate their thoughts into strategies that make a difference.

Shona wrote her book after having her daughter. She found it very helpful to take some time to reflect on her leadership style and principles. Using her experiences, she drew out what she found valuable and found a way to share the information and message. She knows that leaders can get caught up and lose their way. That they need to reconnect with the purpose of leading and provide value to their employees.

Post Covid, the role of leaders may change. Some employees may feel that trust has been broken. For example, healthcare workers who felt they were not provided with the correct PPE. Here, work will need to be done on rebuilding trust. Leaders will need to hear stories personally, own any mistakes and put forward ideas on how to do things differently. Another area is where organisations have had to restructure because of a loss of revenue. Where employees have been lost, leaders will have to communicate new missions, new goals and organisational structures.

Going forward, Shona feels leaders will have to be as resilient as we emerge from the crisis as they have been over the past few months. The real work will start after the dust settles and resilience will be a critical skill.

You can find out more about Shona at https://www.shonaelliott.org/

You can listen to the podcast in full and find out further information about Shona here. Our previous podcast episodes and upcoming guest list are also available and there is an option to sign-up to receive our podcast episodes on release.

Our full blog archive is also available and you can sign-up to receive these on a weekly basis.

Preventing Workplace Suicide

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Preventing workplace suicide

In this episode, Dr. Russell Thackeray talks to talks to Dr. Sally Spencer Thomas, a psychologist based in Colorado. Dr. Thomas has worked in the mental health field for a number of years and in 2004, after her brother died by suicide, she became very focused on suicide and what could be done to prevent it.

This is the second conversation between Dr Thackeray and Sally and, in this podcast, she talks specifically about workplace suicide, how it can be prevented and the signs and signals that can be picked-up on. Sally explains how work provides a social structure that gives us meaning, connection and our view of how we define ourselves in the world but how it can also impact on someone who is suicidal.

Sally feels that currently suicide has been medicalised and that the consequence of mental illness is not the only cause of suicide. Other things contribute to suicide including toxic workplace conditions and research undertaken in the US looks at the work environment and how it helps or hurts someone who might be vulnerable. Psychosocial hazards were identified that increase vulnerability – Variable 1 included job control, variability and security, Variable 2 included bullying, harassment and discrimination and Variable 3 looked at the areas around work and family integration.

Sally feels the conversation around workplace mental health where employees are encouraged to build their mental health awareness, resilience and emotional coping strategies is positive but that its equally important for organisations to look at what are they are doing that might contribute to vulnerability and that a combination of both views will provide a much better outcome. Sally also talks about the importance of leadership and communication in suicide prevention, how building resilience can help and that an organisations policies and practices for illness or physical injury should be a starting point for it’s mental health policies

The National Guidelines for Suicide Prevention in the United States that helps employers and professional organisations such as unions through a process of onboarding nine practices has information and resources that may be helpful and is available at https://workplacesuicideprevention.com/

You can listen to the podcast in full and find out further information about Sally here. Our previous podcast episodes and upcoming guest list are also available and there is an option to sign-up to receive our podcast episodes on release.

Our full blog archive is also available and you can sign-up to receive these on a weekly basis.

You can get in touch with Sally at sallyspencerthomas.com

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Mindsets to support children through COVID-19

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Post Traumatic Stress Disorder. What happens after traumatic events?

Coaching and personal development. Make the leap and invest in yourself.

Work – make a choice and take control

Business Resilience – A conversation for the post COVID-19 world.

Employee engagement. Reconnecting, building trust and creating value.

Preventing Workplace Suicide

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