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“Will you still need me, will you still feed me When I'm sixty-four” When I'm Sixty-Four by The Beatles (Click here for the song) https://www.instagram.com/p/CpN8sItLpu4/?utm_source=ig_web_copy_link&igshid=MzRlODBiNWFlZA== Iris Apfel: Entrepreneur and Fashion Icon “They told me that they approached me for the role because they wanted a mature worker; I wasn’t sure whether to be flattered or offended.” Colleague It's 2023 is there still age discrimination in the workplace? “Perceptions of older people being less deserving, incapacitated or in need of protection, can affect the ways in which services are accessed and delivered, particularly in the workplace, healthcare and aged care, and within families and local communities” (Benevolent Society 2017; COTA 2021). Researchers have found that as a society, we tolerate ageism more than other forms of discrimination. In fact, during the last two years, more than a quarter (27%) of Australians aged 50 and above have reported instances of age discrimination within the workplace. What is particularly fascinating about this bias is that older people have the same diversity of gender, ethnicity, personality, and ability as the general population. Considering the needs and perspectives of mature workers in inclusion initiatives will improve a business's employee and customer brand. Interestingly strong advocates for equality in the workplace still engage in “succession-based ageism,”. They believe that older workers prevent younger people, women, and members of marginalised groups from moving up — even though older workers are a disadvantaged group. Researchers have found that in the workplace there are assumptions that older workers are stubborn, less capable, frail, and technologically illiterate. These assumptions lead to incorrect negative judgements of performance, engagement, stress levels and job satisfaction. Unfortunately, there are still age-stereotyped employment policies and managerial behaviour. Regular readers would be aware of the negative impact of these attitudes and beliefs. What are the advantages of attracting and retaining mature workers for the organisation? “I always thought that having older people in the workforce was going to be the best thing to happen to young parents,” says Carstensen. “They both want the same thing: flexibility” — namely, the ability to enter, exit, and re-enter the workforce as they please.” Researchers have found the following benefits of attracting and retaining mature workers: Increase the applicant pool. Gain access to specialist expertise, especially in times of low unemployment. Benefit from government-funded financial incentives, access special training grants, and support for job creation Provide a different perspective on problems and ideas. Be innovative, and effective, and generate new opportunities. Improve business processes. Fill skill or knowledge gaps. Mentor and train others. Serve as excellent role models for organisational commitment and loyalty. Low rates of absenteeism. Improve productivity. Manage change and implementation of new technology. Role model and champion emotional intelligence and well-being. Provide insight into more mature demographics, helping your business to widen its appeal to a broader customer base. Provide input and leadership on diversity initiatives. Champion initiatives that a relevant to other minority groups. Promote your business as an inclusive place for job seekers. Reflect and embody the values and characteristics of the community. Adapt swiftly to changes in the operating environment, competitive pressures, and external economic conditions. Due to their loyalty mature workers typically provide a reliable return on investment. Research indicates that 45% of workers aged 45 or above have expressed their intention to continue working until the age range of 65-69. In contrast, workers aged 30 to 39 tend to remain with an employer for an average duration of 5.8 years. Recent research has found that emotional intelligence increases with age, especially when it comes to understanding and regulating emotions. What factors impact older workers' employment decisions? According to the research, factors such as work motivation, enjoyment, flexibility, fulfilment, health, and financial situation play a significant role in influencing individuals' decisions to continue working beyond retirement age. Working longer provides psychological benefits such as the ability to remain socially and intellectually connected. Unfortunately, negative age-based stereotypes pertaining to productivity, reliability, and personal adaptability impact self-reported employability, and exaggerate the effects of age. ‘My second reason is to continue participating in society. When you are employed, you are part of society. You are not standing on the sideline, which is something what happens if you are ageing." (Male, 67 years, employee, medium educated, focus group) Older workers want to have a satisfying balance between work and relaxation in their lives, the greater control they have over their work time the longer they will remain in the workforce. In addition, the greater flexibility to choose projects, the ability to work at one's preferred pace, and to work in a familiar and comfortable environment increases the retention rates of mature workers. What else can you do to retain staff? Engage older employees in discussions aimed at addressing and overcoming age-related barriers within the workplace. Age-diverse practices and management, concentrating on the intrinsic factors of older workers, opposing negative age-based stereotyping, creating an inclusive environment, and encouraging career opportunities at all ages. Job design that optimises the employees interests and strengths is intuitively appealing to all workers but particularly older workers who may have higher levels of self-awareness. Customisation of the work environment and adaptations to roles enable a long, successful work life, high satisfaction and well-being. Improving the psychosocial work environment is particularly important in careers characterised by high levels of burnout. Support individuals or groups of staff who want to develop initiatives to combat age barriers. Creating a harmonious equilibrium between the career aspirations of all employees necessitates engaging in open dialogues with senior staff regarding their skills, interests, and work requirements. It also calls for fostering creativity and innovation in areas such as working conditions, compensation, and job design. Finally, it is critical to be aware that all employees may become bored in their roles (click here for my blog on boredom). Engaging in regular confidential and non-judgmental career conversations allows individuals to recognise the need for change in terms of job roles, organisations, or even industries before behaviours that could potentially hinder their career progression emerge. Flexibility in both employment conditions and career pathways will benefit all employees (click here for my blog on career decisions). Mature workers will benefit in the pre-retirement stage, from a more gradual transition to retirement, and access to personal financial advice and retirement planning. Irrespective of age, graceful exits are essential for the employee and the organisation. The delightful movie "The Intern," featuring Anne Hathaway and Robert De Niro, intelligently debunks many misconceptions surrounding mature workers. Click here for the trailer. References and further information https://www.facs.nsw.gov.au/__data/assets/pdf_file/0011/665921/Mature-Aged-Employment-Fact-Sheet.pdf https://business.gov.au/people/employees/equal-opportunity-and-diversity Sharon K Parker, Daniela M Andrei, Include, Individualize, and Integrate: Organizational Meta-strategies for Mature Workers, Work, Aging and Retirement , Volume 6, Issue 1, January 2020, Pages 1–7, https://doi.org/10.1093/workar/waz009 Noone, J., Knox, A., O’Loughlin, K., McNamara, M., Bohle, P. and Mackey, M. (2018). An Analysis of Factors Associated With Older Workers’ Employment Participation and Preferences in Australia. Frontiers in Psychology , 9. doi:https://doi.org/10.3389/fpsyg.2018.02524. https://www.dewr.gov.au/mature-age-hub/resources/mature-age-information-employers-investing-experience-tool-kit Stanford Graduate School of Business. (2020). ‘We Have 30 Extra Years’: A New Way of Thinking About Aging . [online] Available at: https://www.gsb.stanford.edu/insights/we-have-30-extra-years-new-way-thinking-about-aging [Accessed 23 May 2023]. Topa, G., Earl, J.K. and James, J.B. (2020). Editorial: Psychological Mechanisms That Affect Economic Decisions to Work Longer. Frontiers in Psychology , 10. doi:https://doi.org/10.3389/fpsyg.2019.03003. Sewdas, R., de Wind, A., van der Zwaan, L.G.L., van der Borg, W.E., Steenbeek, R., van der Beek, A.J. and Boot, C.R.L. (2017). Why older workers work beyond the retirement age: a qualitative study. BMC Public Health , 17(1). doi:https://doi.org/10.1186/s12889-017-4675-z. ‌ https://www.aihw.gov.au/reports/older-people/older-australians/contents/justice-and-safety Chen, Y., Peng, Y. and Fang, P. (2016). Emotional Intelligence Mediates the Relationship between Age and Subjective Well-Being. The International Journal of Aging and Human Development , 83(2), pp.91–107. doi:https://doi.org/10.1177/0091415016648705.

“I want to break free, I want to break free I want to break free from your lies You're so self-satisfied I don't need you I've got to break free God knows, God knows I want to break free” I Want to Break Free by Queen (Click here for the song) https://www.instagram.com/p/CK7mEcbhOdk/?igshid=YzcxN2Q2NzY0OA%3D%3D “When you consider the fact that many of us haven’t been able to take a long holiday in almost three years, it’s no wonder we’re desperate to rest and reset. But today, quitting and booking a trip or simply sucking it up aren’t our only options. More and more, workers are learning about the advantages of a different kind of leave: a sabbatical.” Amy Campbell Despite appearing incongruous with the current state of the economy, recent research indicates that workers outside of academia are increasingly embracing the concept of taking a "long vacation" or sabbatical. Researchers have identified Three Different Types of Sabbaticals: Working holiday: These employees were pulled into the pursuit of passion projects, balancing intensive work periods with dedicated breaks for rest and rekindling long-neglected relationships. Free dives: These employees were enticed to seek out extraordinary travel adventures, potentially exposing themselves to the elements, health risks, and personal limitations. They alternated between recovery and exploring and focused on taking time to consider their values and aspirations. Quests: These employees felt pushed out of work by unsustainable expectations and toxic organizational cultures, typically they were exhausted and burned out. As the sabbatical progressed and their well-being began to improve, they were able to explore, travel, undertake non-routine work and test alternative careers. It is incumbent on every leader to look for early warning signs of burnout and facilitate changes before employees are pushed to the brink. (click here for my blog on Burnout) “Now, when someone would ask, “But what will you do…?” I would smile and answer back, “My one goal is to achieve nothing." This always made them laugh, but how they responded was such a reflection of their values, not mine, and for the first time I was seeing this separately. I remember one friend, Julie, shaking her head chuckling, and saying, "Yes! Sorry. I know. I need to train myself to where every single thing doesn't have to be productive." We laughed together at our shared overzealous, obsession with efficiency, and the ways it has served us but also rob us of life’s joy.” Erin Peavey What are the benefits to the employee? Reduced stress. Improved psychological well-being and coping skills. Re-adjusted work-life balance and changed perspective. Acquisition of new skills, related to or non-related to primary career. Establishment and strengthening of professional networks. Diversified knowledge. Enhanced compassion and strengthened relationships. Greater confidence in team members and colleagues. Improved appreciation of leisure. Enhanced physical health. What are the benefits to the employer? Reduced risk of employee burnout and errors. Enhanced employee retention. Recruitment advantage. Leadership development. Improved decision-making and staff engagement. Improved governance. Enhanced capacity. Introduction of new skills and technology. Expanded professional networks. Positive public relations. Among these were revitalized leadership. Improved governance. More engaged boards and other leaders stepping up to compensate for the planned absence. Enhanced capacity and depth of leadership team. Improved delegation and task sharing among both staff and leaders. Increases in succession options. Those who took sabbaticals reported greater self-clarity and confidence in their leadership skills and were eager to step up. Further, those who filled in during the sabbatical-taker’s absence had their own experiences of self-discovery and could showcase hidden talents. The board and senior management team gained a better appreciation of the roles and responsibilities of different employees.  “New networks, new experiences, new knowledge, new skills, shifted perspectives and other life-changing experiences are the fruits, if not the primary motives, for pursuing a sabbatical.” Hassell What are the underlying mechanisms at play? A sabbatical has been viewed historically as an opportunity for increasing resources and reducing demands. Researchers have found that taking a sabbatical from work can have significant benefits in terms of reducing stress and burnout. It has been observed that sabbaticals positively impact various aspects of subjective well-being, ranging from alleviating negative well-being to enhancing positive well-being. Moreover, these studies have highlighted that the degree of well-being improvement depends on the acquisition and preservation of resources. Additionally, a recent study has demonstrated that sabbatical leaves provide similar restorative effects as shorter breaks or respites. The increase in productivity following a sabbatical can be attributed to various factors. Firstly, the temporary boost in well-being experienced during the break holds the potential for higher future productivity. Realignment with personal values and purpose drives engagement and discretionary effort. Additionally, employees' expectations of improved performance upon returning to work can act as self-fulfilling prophecies, leading to an actual increase in performance. How can a leader maximise the benefits of a sabbatical? “The easiest moderator to manage is detachment: If you care about the well-being of your employees, when they go away for a respite, leave them alone!” Davidson, Eden, Westman, Cohen-Charash, Hammer, Kluger, Krausz, Maslach, O'Driscoll, Perrewé, Quick, Rosenblatt, & Spector. To ensure successful management of sabbatical transitions, it is crucial for leaders to: Enable complete disconnection by appropriately redistributing the employee's responsibilities and ceasing email and mobile contact. Maintain realistic and flexible constraints on what employees can do during their sabbatical. Discuss compensation options, such as a company savings plan, to support employees during their time off. Collaborate with the employee and their team to plan all aspects of the sabbatical. Provide necessary resources to enable a diverse range of employees to take advantage of sabbaticals. Alleviate fears by highlighting that sabbaticals are akin to secondments or parental leave in terms of resourcing. Foster talent among other employees within the organisation. To optimize the impact of a sabbatical, careful consideration, negotiation, and planning are essential during the employee's re-entry into the organisation. Returning employees often bring back renewed energy and a heightened sense of their potential contributions. The leader plays a crucial role in harnessing and/or curbing this enthusiasm, embracing fresh ideas, accommodating necessary job changes, and if appropriate offering diverse job opportunities. So what can be done to improve employee well-being? “Because most respite effects fade fast after the return to routine, we should seek moderators that might prolong respite effects after the respite ends.” Davidson, Eden, Westman, Cohen-Charash, Hammer, Kluger, Krausz, Maslach, O'Driscoll, Perrewé, Quick, Rosenblatt, & Spector. Regular readers would know that the long-term sustained behaviour change required to improve psychological well-being is difficult and complicated. Researchers have found that gains achieved in an “artificial” environment (on holiday) aren’t easily replicated in real life. According to a recent study, the positive impacts of sabbaticals tend to fade rapidly once individuals return to their regular routine, regardless of the activities they pursued during their time off. In addition, the existing body of research on sabbaticals has predominantly concentrated on the university sector, a sample that is not necessarily representative of other industries. Improving employee well-being, productivity, retention, job satisfaction, and motivation requires a multifaceted evidence-based approach. Identifying the aims and objectives of the initiative, and the measures of success will inform the most appropriate course of action. For an initiative to be successful it is critical that it is cost-effective, realistic, and focused on long-term sustained behaviour change. So just hit reply and tell me Are today’s leaders best equipped to undertake this task or is it the role of the independent external professional? References and further information Davidson, O. B., Eden, D., Westman, M., Cohen-Charash, Y., Hammer, L. B., Kluger, A. N., Krausz, M., Maslach, C., O'Driscoll, M., Perrewé, P. L., Quick, J. C., Rosenblatt, Z., & Spector, P. E. (2010, August 16). Sabbatical Leave: Who Gains and How Much?. Journal of Applied Psychology. Advance online publication. doi: 10.1037/a0020068 Ioppolo, B. and Wooding, S. (2023). How academic sabbaticals are used and how they contribute to research – a small-scale study of the University of Cambridge using interviews and analysis of administrative data . [online] f1000research.com. Available at: https://f1000research.com/articles/11-36 [Accessed 28 Jun. 2023]. ‌ Leung, J.G., Barreto, E.F., Nelson, S., Hassett, L.C. and Cunningham, J.L. (2020). The professional sabbatical: A systematic review and considerations for the health-system pharmacist. Research in Social and Administrative Pharmacy , [online] 16(12), pp.1632–1644. doi:https://doi.org/10.1016/j.sapharm.2020.02.011. ‌ American Association for Physician Leadership - Inspiring Change. Together. (n.d.). Sabbaticals: Antidote to Physician Burnout? | AAPL Publication . [online] Available at: https://www.physicianleaders.org/articles/sabbaticals-antidote-physician-burnout [Accessed 28 Jun. 2023]. ‌ https://www.psychologytoday.com/us/blog/designed-happiness/202112/the-work-rest-investing-in-yourself-sabbatical https://www.vogue.com.au/culture/careers/sabbatical/news-story/c03a1195bf435acc3102102ccace5985 https://thesabbaticalproject.org/research/ https://www.frontiersin.org/articles/10.3389/fpsyg.2020.00824/full https://hbr.org/2023/02/research-the-transformative-power-of-sabbaticals https://hbr.org/podcast/2023/06/why-more-companies-should-have-a-sabbatical-policy

"Somehow you come along Just like a flower poking through the sidewalk crack And just like that You steal away the rain And just like that You make me smile like the sun" Smile by Uncle Krakcer (click here for the song) Personal photo “It’s always a challenge when the world throws a curve ball. The last few weeks have been intense. I needed to support my team emotionally and focus on stakeholder collaboration, not duplication. At the same time, we could not forget our ultimate purpose and plan how we would achieve our strategic objectives in 2024. It’s a bit warped that I have been preparing for this stressful time but I’m grateful that I have" Coaching client Regular readers would know that Movember is all about men’s physical and psychological health. It’s a yearly reminder to head off to the GP for a check-up, and to remind your friends family and colleagues to do the same. For more information on Movember click here for my 2022 blog. Throughout the past year, it has been truly heartwarming to witness the impact that embracing the Movember message has had on my clients, friends, and family, in terms of their physical and mental well-being. Please email me and tell me how you have improved your physical and emotional well-being in the last year.

“ And you light up my life You give me hope To carry on You light up my days And fill my nights with song"  You Light Up My Life by Whitney Houston  (Click  here  for the  song) "My role is extremely important, I aim to nurture and grow my clients’ savings so they  can enjoy their retirement years.”  Manager superannuation sector.  What is meaningful work?    According to the research for work to be considered meaningful, it needs to be from the perspective of the individual employee. Meaning cannot be imposed.  Researchers have found that meaningful work has the following three components:   Significance:  the work has inherent value; it is worth doing Purpose:  others benefit from the work on an individual and or broader level Self-realisation:  the work reflects the passions, strengths, and core values of the worker.    “Employees expect their jobs to bring a significant sense of purpose to their lives. Employers need to help meet this need, or be prepared to lose talent to companies that will.” McKinsey Researchers have found that employees are five times more likely to be excited to work at a company that spends time reflecting on the impact it makes in the world.  When meaning is discussed, not dictated, it allows the employee to discover the alignment between their work and the impact on others. Researchers have found that many workers want their employer to provide more opportunities for purpose in their day-to-day work. To avoid imposing meaning, the leader needs to facilitate the recognition of meaning for the employee.   Dhingra, N., Samo, A., Schaninger, B. and Schrimper, M. (2021). Help your employees find purpose--or watch them leave | McKinsey. [online] www.mckinsey.com . Why does meaning matter? Research shows that meaningful work is important for positive functioning and occupational and general well-being, work engagement, job satisfaction, job performance and retention. People who live their purpose at work are more productive than people who don’t. They are also healthier, more resilient, and more likely to stay at the company. Moreover, when employees feel that their purpose is aligned with the organisation’s purpose, the benefits expand to include stronger employee engagement, heightened loyalty, and a greater willingness to recommend the company to others.  Common mistakes Unfortunately, many organisations get it wrong. They impose meaning, engage in superficial tokenistic efforts, and ignore individual differences. The repercussions are especially harmful when leaders either participate in or overlook unethical or illegal conduct. Meaning in life and leisure: The image of the sailing boats is a reminder leisure and life beyond work is a place to also find meaning.  Something personal: I've been fortunate in my career to encounter valuable opportunities that allowed me to consistently build knowledge and expertise, as well as engage in meaningful work. Regular readers would know that I aim to enhance leadership capability and well-being through leadership coaching, professional organisational psychology supervision, pro Bono work in both areas and of course, my blog.  My work with CEO's and senior executives enables them to improve their working lives and in turn, they can ensure the workplace is enjoyable, challenging and energising for all employees. In my coaching, I receive direct feedback from my clients throughout their programs and from their bosses at the end which provides me with a clear indication of where and how I have made a difference. Bringing an ethical curious and evidence-based approach to all my work, and my professional development enables me to work in a manner that is consistent with my values. In the year ahead I hope to be blessed to continue to grow my expertise, and of course, seek more opportunities to have a positive impact on the lives of leaders and workers.  Take some time over the coming days to ponder and share with me how you will find meaning in your work and life in 2024. References:   The Way We Work: Understanding the Relationship Between Executive Coaching and Leader Well-Being in the Workplace Flynn, Briana.  Indiana Wesleyan University ProQuest Dissertations Publishing,  2022. 29328459  Dhingra, N., Samo, A., Schaninger, B. and Schrimper, M. (2021). Help your employees find purpose--or watch them leave | McKinsey. [online] www.mckinsey.com . Available at:  https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/help-your-employees-find-purpose-or-watch-them-leave . ‌ Coetzee, M., Ferreira, N. and Potgieter, I.L. (2023). Pathways to meaningful work in the digital workspace: A qualitative exploration.  Sa Journal of Industrial Psychology , 49. doi: https://doi.org/10.4102/sajip.v49i0.2080.‌  Martela, F. and Pessi, A.B. (2018). Significant Work Is About Self-Realization and Broader Purpose: Defining the Key Dimensions of Meaningful Work. Frontiers in Psychology, [online] 9. doi: https://doi.org/10.3389/fpsyg.2018.00363.‌https://www.balkincoaching.com.au/post/can-purpose-help-us-manage-uncertainty

"Even if we’re just dancing in the dark” Dancing In The Dark By Bruce Springsteen (Click  here for the  song)  Photo by Alex Cook on Unsplash "Of the approximately 10,000 serious mental stress claims in 2021-22p, the highest proportion were attributed to work-related harassment and/or workplace bullying (27.5%), work pressure (25.2%) and exposure to workplace or occupational violence (16.4%). " Safe Work Australia.  The Australian Corporate Wellness Services sector has experienced significant growth, outpacing overall economic expansion, and generated revenue totalling $294.5 million in 2024. However, mental health issues are becoming more prevalent in workplaces, leading to a significant increase in serious workers’ compensation claims and heightened awareness of their impact. Recent research found that over half of UK employers have implemented a formal wellbeing strategy, with an additional third offering ad hoc support. Common interventions target individual workers and include employee assistance programs (EAPs), counselling, resilience and stress management training, and promoting healthy lifestyles. While individual-level interventions may provide temporary relief, they often fail to enhance subjective well-being in the long term. In addition, when the focus is on individual interventions, it generally implies that mental health issues are solely the responsibility of the individual, potentially exacerbating stress. The small ad-hoc approach to wellbeing typically involves initiatives that may increase the resources of the individual often to enable the organisation to increase the demands. Researchers have found that 96% of HR decision-makers say that scientific rigour and an evidence base are important, factors when selecting a well-being solution. In practice, this unfortunately is not the case. In addition, organisations often lack proper evaluation of their well-being programs, with only a minority critically assessing outcomes for participating employees.   What can be done? “Few people have a greater opportunity to make a difference than leaders of large companies.”   Dr Nick Taylor Regular readers would know that enhancing workplace well-being requires a multifaceted approach. Researchers have found that successful organisations are guided by a few models. According to the Job Demands-Resources Model, interventions should focus on identifying what the demands are in a particular workplace, and how these could be reduced or removed. Next, the focus is on identifying the resources in this context that can be enhanced or improved to help staff with their work, meet their psychological needs, or mitigate the effects of demands. The  IGLOO model expands on this idea and provides a useful framework to view demands and resources at the level of the individual, group, leader, organisation, and overarching context. The IGLOO model is a more systematic approach to understanding interventions, recognising that antecedents to staff wellbeing, and the actions needed to intervene, exist across different levels. Effective workplace well-being strategies require a holistic approach that addresses the way work is organised, designed, and managed at all four levels to ensure both a decrease in demands and an increase in resources.   Job demands are ‘the physical, psychological, social, or organizational aspects of the job that require sustained physical, cognitive, and/or emotional effort’ (Bakker et al.,  2023 , p. 32); For example, unrealistic timelines, inadequate staffing, aggressive customers and stakeholders, harassment, poor job design, and psychosocial hazards. Job resources are ‘the physical, psychological, social, or organizational aspects of the job that have motivating potential, that are functional in achieving work goals, that regulate the impact of job demands, and that stimulate learning and personal growth’ (Bakker et al.,  2023 ). For example, personal characteristics, like self-efficacy competence and self-esteem, collaborative relationships, social support, supportive leadership, psychological safety, and organisational policies that uphold fundamental employment principles like ethical conduct, autonomy, and respect. Researchers have found that adopting evidence-based practices, fostering psychological safety, and embracing a whole-business approach to organisational change are essential for creating a psychologically healthy workplace. In addition, all efforts are enhanced when staff are involved, leaders support initiatives, and strategic planning focuses on long-term improvement.   Despite evidence to the contrary,  leaders often adopt a simplistic approach to well-being initiatives. Although they aim to show concern for employee well-being, leaders typically prefer initiatives that save time, require minimal effort, and few complex changes. Consequently, they tend to gravitate towards quick fixes, fads, outsourcing solutions, placing responsibility on external service providers or employees, and opting for simple and relatively inexpensive options. Ignoring the organisational and leadership responsibilities in addressing well-being typically leads to ineffective outcomes and potentially harmful consequences.  Final thoughts:   As we transition further into a knowledge-based economy, where success hinges upon the skills, expertise, values, ethics, and motivation of employees, it becomes imperative that all strategic decisions meticulously address both the human and financial ramifications. References:  www.ibisworld.com . (n.d.).  IBISWorld - Industry Market Research, Reports, and Statistics . [online] Available at: https://www.ibisworld.com/au/market-size/corporate-wellness-services/ . https://www.bbk.ac.uk/news/new-report-provides-insights-on-how-to-support-nhs-staff-wellbeing-through-organisational-interventions Day, A., & Nielsen, K. (2017). What does our organization do to help our well-being? Creating healthy workplaces and workers. In N. Chmiel, F. Fraccoli, & M. Sverke (Eds.), An introduction to work and organizational psychology: An international perspective (pp. 295). Sussex: Wiley \Blackwell. Fleming, W.J. (2024). Employee well‐being outcomes from individual‐level mental health interventions: Cross‐sectional evidence from the United Kingdom.  Industrial Relations Journal . doi: https://doi.org/10.1111/irj.12418 . ‌CIPD (2023).  CIPD | Health and wellbeing at work . [online] CIPD. Available at: https://www.cipd.org/uk/knowledge/reports/health-well-being-work/ . Nielsen, K., Nielsen, M.B., Ogbonnaya, C., Känsälä, M., Saari, E. and Isaksson, K. (2017). Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis.  Work & Stress , 31(2), pp.101–120. doi: https://doi.org/10.1080/02678373.2017.1304463 . https://www.theguardian.com/commentisfree/2024/jan/17/work-wellness-programmes-dont-make-employees-happier-but-i-know-what-does Nielsen, K., Yarker, J., Munir, F. and Bültmann, U. (2018). IGLOO: An integrated framework for sustainable return to work in workers with common mental disorders.  Work & Stress , 32(4), pp.400–417. doi: https://doi.org/10.1080/02678373.2018.1438536 . Unmind and Partner, C. (2023).  Why having a wellbeing strategy is more important than ever . [online] www.hrleader.com.au . Available at: https://www.hrleader.com.au/wellbeing/23816-why-having-a-wellbeing-strategy-is-more-important-than-ever [Accessed 27 Feb. 2024]. Safeworkaustralia.gov.au . (2024).  Quarterly News Update - Issue 6 - February 2024 - plain text | Safe Work Australia . [online] Available at: https://www.safeworkaustralia.gov.au/media-centre/enews/quarterly-news-update-issue-6-february-2024-plain-text [Accessed 27 Feb. 2024].

“Until Monday morning strikes again, We are the kings of the weekend"  Kings of the Weekend  by Blink-182   (Click here for the song)  Photo by Crystal Berdion on Unsplash “ahh the long weekend was delightful.. I wonder how long this feeling of calm will last”  Coaching client.  Recent research has confirmed the following benefits of taking a break: Improvement in general health and well-being. Reduction in chronic reactions to job stress. Physical, mental and psychological recovery. Increased physical activity. Enhanced sleep quality. Physically and mentally disengage from work Energy replenishment. Improvement in mood. Reduction in anger and distress. Growth in job performance. Improvement in job satisfaction. Enhanced organisational citizenship behaviour. Researchers have found that the following maximises the benefits of a vacation:  Social Contact: Spending as much time as possible in good company. Engaging with friends and family in ways that you can't during the daily grind of work. Take advantage of the opportunity to nurture and strengthen positive relationships and deeply connect with others. Regular readers would know the influential role that social relationships have on physical and psychological health.  Choosing how you spend your time:  Whilst life has constraints and commitments, there are moments of choice and flexibility in leisure and vacation time.  To maximise the benefits of a break ensure that you make time to do things that you enjoy. Create space for laughter, joy and awe; for pure relaxation and mental disengagement. Spend time outdoors, be inspired by the abundance of nature and free time to increase your physical activity.   “Don’t think having an otherwise healthy lifestyle will compensate for working too hard and not taking holidays, Holidays can be a good way to relieve stress.” Professor Timo Strandberg. What about phones and technology? Researchers have found that some people perceive unplugging as more stressful than staying connected. However, regular readers would know that establishing and upholding boundaries between life and work are essential to psychological well-being.  If you feel the need to have some connection to work, in your time off be mindful of both your motivation and boundaries.        “This supports the message that taking any sort of break from usual work-life routine may be beneficial for health outcomes.” Ty Ferguson    Can you retain the holiday glow? Researchers have found that the positive impact of a holiday can be maintained by the following: Having a fulfilling job Savouring your experiences Embracing leisure time and leisure pursuits Allowing for breaks and relaxation in non-holiday times, like the weekend, evenings and lunch breaks.     Final Thoughts. Studies indicate that distributing holidays evenly across the year is beneficial for heart health. These breaks need not be elaborate or costly trips; even small, occasional breaks have been shown to reduce work-related stress and improve cardiovascular health. Thus rather than evaluating each holiday on its own, taking time off to recharge and enjoy yourself should be considered a healthy habit, offering short-term benefits while also contributing to your long-term well-being.      References:    SHL. (n.d.).  The Psychology of Holiday . [online] Available at: https://www.shl.com/resources/by-type/blog/2023/the-psychology-of-Holiday/#:~:text=Well%2Dbeing%20studies%20have%20shown [Accessed 6 Jun. 2024].‌ https://www.apa.org/news/podcasts/speaking-of-psychology/Holiday  Strandberg, T.E., Räikkönen, K., Salomaa, V., Strandberg, A., Kautiainen, H., Kivimäki, M., Pitkälä, K. and Huttunen, J. (2018). Increased Mortality Despite Successful Multifactorial Cardiovascular Risk Reduction in Healthy Men: 40-Year Follow-Up of the Helsinki Businessmen Study Intervention Trial.  The journal of Nutrition, health & aging , 22(8), pp.885–891. https://doi.org/10.1007/s12603-018-1099-0.‌ Brosch , E., Binnewies, C., Gröning, C. and Forthmann, B. (2023). The role of general work engagement and well‐being for Holiday effects and for Holiday fade‐out.  Applied Psychology . doi: https://doi.org/10.1111/apps.12488.‌ Hruska , B., Pressman, S.D., Bendinskas, K. and Gump, B.B. (2019). Vacation frequency is associated with metabolic syndrome and symptoms.  Psychology & Health , 35(1), pp.1–15. doi: https://doi.org/10.1080/08870446.2019.1628962.‌ Kühnel, J. and Sonnentag, S. (2010). How long do you benefit from vacation? A closer look at the fade-out of vacation effects.  Journal of Organizational Behavior , 32(1), pp.125–143. doi: https://doi.org/10.1002/job.699 . ‌

“Don't leave me this way I don't understand how I'm at your command ……. I can't survive I can't stay alive”  Don’t Leave Me This Way by the Communards (Click here for the song)  https://www.freepik.com/free-vector/gradient-world-mental-health-day-background_30591586.htm#fromView=search&page=1&position=13&uuid=518f136f-ff51-4fe7-99b8-20fb3569c38b">Image by freepik “There’s low unemployment, a sense of entitlement, it is so easy to get another job..I cant keep paying them more..  how do I retain my staff?” Coaching client Regular readers know that employee turnover is expensive. Hiring new employees can be costly, with significant financial resources typically spent replacing former staff. Employee turnover negatively impacts overall company performance by resulting in the loss of valuable knowledge, skills, and abilities and by disrupting established coordination patterns among employees. Some researchers view employees in knowledge-based workplaces as the most critical competitive asset for organisations, emphasising the importance of retention as a top priority.  To tackle this issue, researchers have explored various models to pinpoint aspects of work that can be adjusted to lower the chances of employee turnover. Demands and resources:    Regular readers would know that  Job demands  are aspects of work that require effort, physical, cognitive, psychological and emotional.  They can be challenging and thus support the employee’s growth and achievement. Or they can be a hindrance by raising excessive constraints or circumstances that inhibit individuals from achieving their goals. Job resources  are aspects of work that enable employees to achieve their goals, and increase motivation. They are aspects of work that reduce demands and provide a stimulus for personal growth, learning, and personal development.  Resources include social relationships at work, colleagues or superiors, and changes in structure, job, performance feedback, and autonomy. Leaders can play a direct or indirect role in the design of jobs and where possible enhancing resources and reducing demands .    “Job design (e.g. task significance and comprehensibility), person-job fit (e.g. values and mission), work relationships (e.g. colleagues and supervisors) and work beliefs (e.g. calling orientation) contribute to the meaningfulness of work-related activities”  Pratt & Ashforth, 2003.   Job Crafting Employees are becoming more adept at proactively adding challenging job demands to achieve more difficult goals or voluntarily doing additional tasks without reward.  However, researchers have found that increasing the challenges at work, had a minimal impact on boredom at work.  The impact of job boredom can result in decreased physical and psychological health, emotional disorders, and the condition of poor well-being. If the employee feels bored continuously, it will lead to high absenteeism, increased turnover intent, counterproductive behaviour, accidents at work, decreased work performance, alcohol or drug abuse, and distress.  The longer the period of boredom and subsequent negative behaviours,  the decrease in workers’ productivity will impact income and organisational performance. Researchers have found that employees want challenging jobs, fast-paced work, and to receive feedback. When work is monotonous, less challenging, and not autonomous, employees tend to experience job boredom.  Is job crafting enough? Researchers have found that at an organisational level, leaders should cultivate an organisational climate that encourages job crafting. In addition, leaders should model crafting behaviours to their subordinates. Improving recruitment and selection practices to ensure they consider person-job fit and work beliefs will positively contribute to meaningfulness at work.  Personality By drawing on the theory of proactive personality, researchers found that employees who have a proactive personality are more inclined to exhibit crafting behaviour. More specifically, employees who have a proactive personality are more likely to increase social or structural job resources and challenging job demands and decrease hindering job demands. Employees who craft their jobs according to their interests and motivation may perceive their work activities as opportunities to express themselves. Some researchers propose that job crafting enables an increase in they will experience sense of meaning, engagement and retention.    Many employee retention strategies recommended by the literature refer to job design for increasing meaningfulness, engagement, autonomy, variety, and coworker support or matching jobs to employees’ personal values and life interests to ensure that work is interesting, challenging, and meaningful. Job crafting involves encouraging employees to proactively change their job demands and job resources.       “job crafting changes the meaning of work by changing job tasks or relationships in ways that allow employees to reframe the purpose of the job and experience the work differently”  Wrzesniewski and Dutton What is meaningful work?  “Meaningful work is not simply whatever work means to people (meaning), but as work that is both significant and positive in valence (meaningfulness). Furthermore, we add that the positive valence of MW has a eudaimonic (growth- and purpose-oriented) rather than hedonic (pleasure-oriented) focus.” Steger et al. According to Michael Steager, one of the leading researchers in this area, meaningful work has the following three facets:  Psychological Meaning in Work . This is the subjective experience, that people judge their work as having a personal significance, it matters.     Meaning-making through work . This is the idea that work is an important source of meaning in life as a whole.  Finding a common overlap between one’s work and one’s life work.  Meaningful Work may help people deepen their understanding of their selves and the world around them, facilitating their personal growth.   Greater good motivations.  Meaningful work encompasses the desire to make a positive impact on the greater good, such that work is most meaningful if it has a broader impact on others.  Meaningful work is defined as an individual's perception of his/her work as a meaningful and positive thing, supportive of self-development, oriented towards specific goals, and beneficial to others and the surrounding environment.  What are the benefits of meaningful work?   Regular readers know that employees who view their work as meaningful and/or serves a greater social or communal good report better psychological adjustment, and simultaneously possess qualities that are desirable to organisations.  They value work more highly, experience greater job satisfaction, enjoy improved team cohesion, put in more discretionary effort, and find their work more fulfilling.  Recent research found that absenteeism was not related to whether or not people were satisfied with their jobs. Nor was it related to how committed they were to their organisation. It was not even related to intentions to leave their employer. Instead, they found that people absent themselves from work that holds no meaning for them. When combating boredom, for example, researchers found that Job enrichment can be effective, but its benefits are limited if employees do not find their work meaningful. They discovered that meaningful work plays a more significant role in reducing job boredom compared to simply increasing challenging job demands. Moreover, when work lacks meaning, adding challenging demands can actually lead to more boredom. Notably, for employees who feel overqualified, meaningful work can reduce job boredom by 52%.  Endang Parahyanti, who studied Generation Y workers, demonstrated that whilst job enrichment will only impact employee retention, only if the employee finds the work meaningful.  Researchers have found that the perception that their work has meaning, will give meaning to themselves, is beneficial to others and the surrounding environment, and generates job resources and goals for employees.    What is the role of the leader?  Regular readers would know that none of the above could be achieved without the support of the leader.   Researchers have proposed employers are responsible for certain objective work features such as autonomy, dignity, freedom, and security that contribute to meaningful work. The term  Objective Meaningful Work  captures what a moral or decent employer-employee relationship should look like through the design of work. Researchers have found that  Objective Meaningful Work  is necessary but not sufficient to enhance well-being. Final thoughts:   Many of the researchers in this space have used Michael Steager’s Work and Meaning Inventory, I am keen to include it in my coaching work. Please contact me if you are interested.  Please click  here  if you would like to read my past blogs.   References: Steger, M.F., Dik, B.J. and Duffy, R.D. (2012). Measuring Meaningful Work.  Journal of Career Assessment , [online] 20(3), pp.322–337. doi: https://doi.org/10.1177/1069072711436160 . ‌ Zharifah, A.T. and Parahyanti, E. (2022). Meaningful Work as the Moderator of Increasing Challenging Job Demands and Job Boredom in Generation Y Workers.  Journal An-Nafs: Kajian Penelitian Psikologi , [online] 7(2), pp.238–253. doi: https://doi.org/10.33367/psi.v7i2.2760 .   https://www.researchgate.net/publication/358716008_Is_meaningful_work_always_a_resource_toward_wellbeing_The_effect_of_autonomy_security_and_multiple_dimensions_of_subjective_meaningful_work_on_wellbeing   Lips-Wiersma, M., Haar, J. and Cooper–Thomas, H.D. (2022). Is meaningful work always a resource toward well-being? The effect of autonomy, security and multiple dimensions of subjective meaningful work on wellbeing. Personnel Review, 52(1). doi: https://doi.org/10.1108/pr-10-2020-0754 . ‌Vermooten, N., Boonzaier, B. and Kidd, M. (2019). Job crafting, proactive personality and meaningful work: Implications for employee engagement and turnover intention.  SA Journal of Industrial Psychology , 45(1). doi: https://doi.org/10.4102/sajip.v45i0.1567 . Oprea, B., Păduraru, L. and Iliescu, D. (2020). Job Crafting and Intent to Leave: The Mediating Role of Meaningful Work and Engagement.  Journal of Career Development , p.089484532091866. doi: https://doi.org/10.1177/0894845320918666 . Siahaan, F.L. and Gatari, E. (2020). Searching for meaning: The mediating role of work engagement in the relationship between meaningful work and turnover intention of Millennials.  Psikohumaniora: Jurnal Penelitian Psikologi , 5(1), p.15. doi: https://doi.org/10.21580/pjpp.v5i1.4305 .

"You just call out my name And you know, wherever I am I'll come runnin', runnin', yeah, yeah To see you again Winter, spring, summer or fall All you have to do is call And I'll be there, yes, I will You've got a friend You've got a friend" You’ve Got a Friend by Carole King (Click  here   for the song) Regular readers would know that the goal of R U OK Day is to encourage meaningful conversations about mental health and emotional well-being.    Click here for tips on how to ask R U Ok, any day. Establishing the foundation for meaningful conversations: Research shows that 72% of people feel better about themselves and their situation after talking to someone about their concerns.    “It’s important to make others feel seen, heard, and understood.” Mikayla Balk    While proximity and opportunities for contact can create the conditions for friendship, they do not guarantee that two people will become close. Researchers found that adults in one study reported spending hundreds of hours with colleagues yet still considered them acquaintances. A common scenario might involve two casual friends meeting and one asking, “What’s new in your life?” This question is significant because it shows a desire to bring that person’s experiences into the relationship’s present. In contrast, workplace interactions don't necessarily invite connection, particularly when they often simply involve a brief “hello”  or nod.  The nature of daily conversations—such as catching up, checking in, sharing jokes, and engaging in meaningful dialogue—plays a crucial role. Although intimate conversations have traditionally been linked to deeper friendship researchers have found that keeping up with friends’ lives through casual interactions can strengthen closeness more than simply spending time together.  Connecting with others is one of the most fulfilling parts of humanity. However, struggling with connection isn’t at all uncommon. It can be hard to know what to say to build intimacy and trust. Fortunately, deep conversation starters, like thought-provoking open-ended questions can strengthen your interpersonal relationships.  With coworkers, it’s best to keep the conversation engaging while maintaining professional boundaries. Personal questions can be too intrusive depending on the workplace environment. Some work cultures consist of openly sharing details, while others are more reserved.  These are some effective ways to practice good communication during your heartfelt discussions: Engage in active listening:  Active listening shows the speaker that you value what they’re saying Pay attention to body language:  Convey openness and intrigue by maintaining eye contact and keeping your shoulders relaxed  Know if you’re oversharing:  While sharing personal stories is great, it’s best to avoid moments where you reveal too much information (TMI)  Open up:  Don’t let fear of judgment stop you from finding true connection  Don’t dominate conversations:  Give others adequate opportunity to speak and be an active listener Show empathy:  When others are talking about a difficult topic, be sensitive with your responses   "If you notice a change in someone don’t brush it aside or avoid the conversation because you aren’t sure what to say. Reaching out early can stop small things from becoming bigger issues," Ms Clements.      Your responsibilities: Encourage others to seek professional help.  Notice your emotional state, and seek professional help.     Due to the interconnection between the body and the mind, your General practitioner should be involved in coordinating your care.   Australian sources of help Mental health crisis team- 1800 011 511 (24 hours) Doctor Clinical psychologist  000 The role of the clinical psychologist is to help people who are languishing move to flourishing. Other useful resources:    R U OK website :  https://www.ruok.org.au/   Black Dog Institute:   https://www.blackdoginstitute.org.au/resources-support/ Health Direct A government-funded service, providing quality, approved health information and advice:  https://www.healthdirect.gov.au/mental-health-resources Australian Psychological Society: What is a psychologist and how do they help:    https://psychology.org.au/psychology/about-psychology/what-is-psychology- Areas of practice for Clinical psychologists   https://psychology.org.au/for-the-public/psychology-topics Some past R U OK Day blogs:  https://www.balkincoaching.com.au/post/9th-september-is-r-u-ok-day-what-are-you-going-to-do https://www.balkincoaching.com.au/post/r-u-ok-how-do-you-ask-today https://www.balkincoaching.com.au/post/what-do-you-say-after-r-u-ok https://www.balkincoaching.com.au/post/r-u-ok-how-do-you-actually-talk-about-mental-health-in-life-and-work         References: Available on request.

Almost half of all Australians aged 16 to 85 years (7.3 million people) will experience mental illness at some point in their life. Today in Australia it is R U OK Day, our national day of action when we remind Australians that every day is the day to ask, “Are you OK?” if someone in your world is struggling with life’s ups and downs. What are your daily responsibilities? Create work environments where people can flourish . Remove the stigma associated with mental illness. Talk to people you haven’t spoken to for a while and see how they are. Get to know people at work so that you actually notice a change in their behaviour. Notice a change in someone's behaviour and encourage them to get help. Follow up on someone you have already spoken to. What actually happens after you say R U OK? Common reactions to being asked R U OK? Silence Denial Anger Sadness Tears Request for direct help from you Sharing of their circumstances Request for a referral from you Important things to remember: Your role is to encourage professional help not to provide it. Remain empathic and non judgemental. People often don't realise their distress was so apparent and could be embarrassed or shocked that you noticed. You may never know if someone actually gets help. Don’t underestimate the positive impact of showing that you genuinely care. Check in personally, regularly, and gently. eg "I've been thinking of you and wanted to know how you've been going since we last chatted." Australian sources of help All Doctors and Psychologists now provide telephone and/or online consultations. Mental health crisis team- 1800 011 511 (24 hours) Doctor Clinical psychologist (Please contact me if you need recommendations) 000 My photo does not adequately capture the experience of entering lobby of Chifley Tower in Sydney, and viewing the images of Chifley business leaders who are sharing their experiences and strategies to keep conversations happening and destigmatise mental health. I encourage you to visit or log on to the website . Regular readers will be familiar with my blog earlier this year on R U OK conversations and the mental health continuum. Whilst the message has obviously not changed, it is heartwarming to see the changes in awareness and behaviour of all Australians. Please, email me and tell me "What are you going to do differently this R U OK Day?" References: Keyes, C.L.M (2005) Mental Illness and or Mental Health? Investigating axioms of the complete state model of health Journal of Consulting and Clinical Psychology. ;73(3):539-48 Martin E.P. Seligman, April 2011 Happiness Is Not Enough Flourish: A New Theory of Positive Psychology (Archived Newsletter) Westerhof, G, J, Keyes C.L.M (2010) Mental Illness and Mental Health: The Two Continua Model Across the Lifespan. Journal Of Adult Development 17(2): 110–119 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2866965/ https://www.ruok.org.au/ https://www.chifley.com.au/blog-pages/whats-on Fisher, JR, Tran, TD, Hammargerg, K, Sastry, J, Nguyen, H, Rowe, H, Popplestone, S, Stocker, R, Stubber, C & Kirkman, M 2020, ‘Mental health of people in Australia in the first month of COVID-19 restrictions: a national survey’, The Medical Journal of Australia , p. 1. https://www.health.gov.au/health-topics/mental-health https://www.aihw.gov.au/reports/mental-health-services/mental-health-services-in-australia/report-contents/summary-of-mental-health-services-in-australia/prevalence-impact-and-burden

"And as my mind begins to spread its wings. There's no stopping curiosity   I wanna turn the whole thing upside down I'll find the things they say just can't be found"   Upside Down   by Jack Johnson  (Click   here   for the song)   Designed by  www.freepik.com “I’ve been struggling with my homework from the last session. I can’t articulate my unique competitive advantage.” Coaching client What is curiosity?   Curiosity can be defined as a psychological state with three core components: recognising an information gap, anticipating that it can be closed, and feeling an intrinsically motivated desire to close it. Based on the research to date, curiosity has the characteristics of both a trait (a natural tendency) and a state (something that occurs under particular conditions). Researchers have found that those with high trait curiosity are particularly interested in developing new knowledge and skills and which will manifest in a wide range of situations.   “Humans seek information not only to improve future instrumental decisions, but also to learn what to be curious about.”    Yaniv Abir, Jane Mok, Christopher A. Baldassano, Caroline B. Marvin, Daphna Shohamy What evokes curiosity?   Curiosity can be sparked by   uncertainty or novelty , when we pursue knowledge simply for its own sake. But it is also shaped by   instrumental factors , such as the   perceived usefulness   of information. Researchers suggest that curiosity grows when people see an opportunity to increase the value of what they know—either by improving their understanding of a topic or by recognising its practical relevance. This means that even scientific topics, which might seem unimportant at first, can inspire curiosity if people come to see their usefulness.   Usefulness has both   personal and social dimensions . People are curious not only about information that may help them directly, but also about information that is valuable to others. Socially useful knowledge can be motivating in its own right, or indirectly by offering future personal benefits or by enhancing one’s social capital.   Interestingly, curiosity can be   self-perpetuating  such that satisfying curiosity about one topic tends to amplify curiosity about related information, while reducing curiosity for unrelated material. Curiosity not only helps people learn but also teaches them   what   to be curious about in the future.   Curiosity is   multifaceted . It can feel positive or frustrating depending on the stage of information-seeking. Researchers have found that for some, the value of curiosity lies not just in the outcome, but in the act of exploration itself.   Researchers have found that the experience of curiosity was mainly positive and is related to pleasure, suggesting that both the desire for knowledge and the state of obtaining information elicits   enjoyment .   To grasp the complex nature of curiosity, researchers suggest that curiosity is a way of prioritising how information can fit together. Curious states encourage information seeking beyond just solving problems; they create opportunities for creating hypotheses, testing, exploring, and feeling wonder. When someone acts on their curiosity to understand and explain things, they   develop new knowledge networks .   What are the benefits of curiosity?   Researchers consistently find the following benefits of curiosity:   Psychological well-being : Curious individuals report greater meaning in life and overall life satisfaction, along with fewer symptoms of depression, anxiety, and burnout.  Researchers have found that curiosity is critical to the maintenance of psychological vitality as people age.   Problem-solving and confidence : Curiosity is linked to faster learning, stronger memory retention, heightened neural activity in regions governing working memory and a greater tendency to engage in intellectually stimulating activities.  Researchers have found that consistently acting on curious feelings serves to expand knowledge, build intellectual and creative capacities.   Open-mindedness : Curious people are naturally drawn to novelty but also more willing to challenge their own assumptions, consider conflicting perspectives and tend to be viewed as less judgmental.     Empathy : Curiosity enhances social connections. Curious individuals are more attentive in conversations and more accurate in judging others’ personalities. They also approach conflict with empathy, seeking understanding rather than retaliation. A curious person is responsive to organisational changes; they are more intrigued than frustrated when trying to understand, appreciate, and extract the unique value of new colleagues and technologies. They are flexible enough to adapt strategies and plans to unfamiliar cultures in sophisticated global markets. How does curiosity manifest at work?   Researchers have identified four aspects of curiosity at work:   Joyous Exploration:  Researchers have found that curious employees reported feeling energetic, enthusiastic, and deeply engaged in their work. They experienced   flow states , generated and implemented creative ideas and reshaped tasks. They tend to acquire resources to increase positive experiences, meaning, and learning. There are strong links between curiosity and innovation, enthusiasm, vigour, and dedication. In essence, joyfully pursuing information and experiences beyond what is required appears to fuel divergent thinking, creativity, and the persistence needed to turn ideas into action.   Deprivation Sensitivity:   This is curiosity based on the drive to resolve knowledge gaps. These employees are motivated by the discomfort of not knowing and a desire to reduce uncertainty and strengthen competence. This form of curiosity can even resemble perfectionism or neuroticism; it has a very low connection to innovation and is strongly associated with self-initiated job crafting. These employees proactively take on demanding tasks to build knowledge and skills, solve complex problems and reach ambitious goals.   Stress Tolerance:  Regular readers know the importance of handling the strain of uncertain, complex, or ambiguous tasks at work.  The higher an individual's Stress Tolerance, the higher their innovation, job satisfaction, and work engagement, and the lower their chances of burnout and exhaustion.  Given that the ability to manage doubt, confusion, and anxiety is essential in all workplaces, curiosity cannot be fully understood without accounting for Stress Tolerance. Curious exploration depends on whether novelty feels manageable.   Openness to People’s Ideas : Researchers have found that social curiosity in the workplace can manifest as a willingness to seek, value, and apply ideas from others, regardless of their source. This drive to seek cognitive diversity varies greatly and provides a competitive advantage, as diverse perspectives enhance knowledge creation. This dimension was one of the strongest predictors of positive outcomes, including job satisfaction, engagement, job crafting, social support, and innovation.   Researchers have found that this openness extends to   feedback . Curious workers are more likely to proactively seek feedback, ask open-ended questions during the acquisition of feedback, and effectively cope with ambivalent feedback from coworkers and supervisors.   What gets in the way of curiosity?   Emotional Hijacking:  Emotional experiences can significantly enhance or dampen curiosity. Regular readers know that curiosity is difficult when your nervous system is on high alert. In the context of stress, our brains switch from learning to defending. Thus, emotional overwhelm impairs our ability to remain open and engaged, causing curiosity to evaporate.   Pressure for Speed and Efficiency.  Fast-paced environments reward quick answers and confident decisions, not slow, open-ended wondering, and focused attention. Regular readers know that when speed is the priority, curiosity feels like a luxury. Yet research shows that rushing narrows our focus and blinds us to surprising or disconfirming information. Curiosity requires focused attention, which is governed by the prefrontal cortex. This brain region helps direct our cognitive resources toward curious pursuits, filtering out irrelevant stimuli and honing in on what captivates our interest. Thus, when we rush, decisions are made with only half the facts and insights that could change everything may be missed.   Groupthink.  Researchers have found that the desire for harmony can suppress dissent and dampen curiosity, especially when divergent views aren’t welcomed. When everyone appears aligned, curiosity fades. We default to consensus not because every angle has been explored, but because agreement feels safer.   The Illusion of Knowing.  Researchers have studied the illusion of adequate information, which is the false belief that we know enough, even when key facts are missing. As a consequence, people make assumptions, become overconfident and stop being curious.   Distraction and Mental Overload.  Readers know that a bombardment of information and mental overload characterise most people's work days. Researchers have found that the consequences of cognitive overload are surface-level thinking, a reduction in the ability to process new information, and less openness to other views.     Internalised Norms That Say “Don’t Ask”.  Researchers have found that people often have discomfort around questions. It may be disrespectful, nosy, or open us up to scrutiny or create conflict, thus inhibiting curiosity. “I had never really understood the phrase, 'curiosity killed the cat' and that before really appreciating what curiosity was, that I’d been a bit scared of it … especially if it was able to kill a cat! I didn’t know whose cat specifically, and although I’ve always been a dog person, I still felt sorry for the cat in question.”   Paul Slezak Is curiosity always useful?   Researchers have found that curiosity can lead to :   High distractibility , the tendency to constantly shift between topics and activities due to a sudden fascination with something new and unrelated to the task at hand.   Indecisiveness , specifically, the desire to explore decision alternatives more meticulously and over longer periods of time before concluding.   Violation of social norms,   such as privacy or even legal regulations, such as state secrecy laws by being curious about the “wrong” things.   Risky behaviour:   Curiosity fosters sensation-seeking and the pursuit of novel, stimulating experiences, leading individuals to explore potentially hazardous experiences, and increasing their exposure to genuine risks.   “Curious people do not always perform consequentialist cost-benefit analyses and may be tempted to seek the missing information even when the outcome is expectedly harmful.”   Hsee, C. K., & Ruan, B. What about my client?   As the session ended, my client reflected:   “It’s curiosity. Your questions have sparked my curiosity and challenged my assumptions and fears. I’m seeing things from a broader customer perspective. To me, it just feels like the way I naturally think, so it doesn’t seem remarkable. But it probably explains why, in these economic times, my department is finally getting a seat at the strategy table.” Curiosity Challenge: Do Try This at Work. Share this blog with your team Swap strategies to spark curiosity at work Click here and email me your best ideas: I’d love to hear them As always, please email me if you or anyone in your network would benefit from coaching.  If you want to lock in a time for a catch-up up please head to  my calendarbridge by clicking   here :   https://www.calendarbridge.com/book/jotPVTT   If you would like to subscribe to my blog click  here.     -----------------------------------   References:   A. Hsiung, J. Poh, S.A. Huettel, & R.A. Adcock, Curiosity evolves as information unfolds, Proc. Natl. Acad. Sci. U.S.A. 120 (43) e2301974120,   https://doi.org/10.1073/pnas.2301974120   (2023).   https://www.psychologytoday.com/au/blog/ulterior-motives/202310/what-drives-curiosity#:~:text=Curiosity%20is%20the%20desire%20to,Let's%20focus%20on%20state%20curiosity .   Whitecross, W. M., & Smithson, M. (2023). Curiously different: Interest-curiosity and deprivation-curiosity may have distinct benefits and drawbacks. Personality and Individual Differences, 213, 112310.   https://doi.org/10.1016/j.paid.2023.112310   Boyle, G.J. (1989). Breadth-depth or state-trait curiosity? a factor analysis of state-trait curiosity and state anxiety scales. Personality and Individual Differences, 10(2), pp.175–183. doi: https://doi.org/10.1016/0191-8869(89)90201-8 . ‌   Naylor, F. D. (1981). A state-trait curiosity inventory. Australian Psychologist, 16(2), 172–183.   https://doi.org/10.1080/00050068108255893   https://www.instagram.com/reel/DKubD-BIDIV/?igsh=MTF5NHczcnV2eWhqZg==   https://itamarkatsch.podbean.com/e/the-future-of-leadership/   Pekrun, R. (2019). The Murky Distinction Between Curiosity and Interest: State of the Art and Future Prospects. Educational Psychology Review, 31(4), pp.905–914. doi: https://doi.org/10.1007/s10648-019-09512-1 .   Finegold, M. and Yoella Bereby-Meyer (2025). Does Curiosity Make Us Riskier? The Mediating Role of Willful Ignorance. Current Opinion in Psychology, 65, pp.102081–102081. doi: https://doi.org/10.1016/j.copsyc.2025.102081 . ‌   Dubey, R., Griffiths, T.L. and Lombrozo, T. (2022). If it’s important, then I’m curious: Increasing perceived usefulness stimulates curiosity. Cognition, 226, p.105193. doi: https://doi.org/10.1016/j.cognition.2022.105193 . ‌ Campbell, E. (2015). Six Surprising Benefits of Curiosity. [online] Greater Good. Available at:   https://greatergood.berkeley.edu/article/item/six_surprising_benefits_of_curiosity .   Swan, Gary & Carmelli, Dorit. (1996). Curiosity and Mortality in Aging Adults: A 5-Year Follow-Up of the Western Collaborative Group Study. Psychology and aging. 11. 449-53. 10.1037/0882-7974.11.3.449.   Kashdan, T.B., Goodman, F.R., Disabato, D.J., McKnight, P.E., Kelso, K. and Naughton, C. (2019). Curiosity has comprehensive benefits in the workplace: Developing and validating a multidimensional workplace curiosity scale in United States and German employees. Personality and Individual Differences, 155, p.109717. doi: https://doi.org/10.1016/j.paid.2019.109717 .   Hsee, C. K., & Ruan, B. (2016). The Pandora Effect: The Power and Peril of Curiosity. Psychological Science, 27(5), 659-666.   https://doi.org/10.1177/0956797616631733   (Original work published 2016)   Abir, Y., Mok, J., Baldassano, C., Marvin, C. and Shohamy, D., 2025. Learning Reinforces Curiosity.

“Highway to the danger zone Ride into the danger zone  You'll never say hello to you Until you get it on the red line overload You'll never know what you can do Until you get it up as high as you can go"  Danger Zone by Kenny Loggins  (Click  here  for the song)   “I'm not going to like it, but I still have to do it”   Colleague  “Perception of comfort is intricately linked to what is known as a “zone of comfort” or a “comfort zone,” which is defined as “a behavioral state within which a person operates in an anxiety-neutral condition, using a limited set of behaviors to deliver a steady level of performance, usually without a sense of risk” ( White, 2009 , p. 2).” Phan, H.P. and Ngu, B.H.   Regular readers understand that having in-depth knowledge of a subject fosters a sense of stability, confidence, and optimism—qualities that contribute to a feeling of comfort. In contrast, deviating from a well-established course of action often leads to perceptions of uncertainty, doubt, and pessimism, creating a sense of discomfort.  Dr. Richard MacKinnon, in an article on the topic, provided these poignant examples of how people avoid discomfort in the workplace:   -  “I’m avoiding speaking up in case I’m wrong and look foolish.”    Here, the discomfort of potential embarrassment takes precedence over making a meaningful contribution to the discussion.  - “ I’m not sharing my thoughts on this in case people think I’m being difficult.”  This reflects a fear of judgment, preventing someone from offering valuable insights.  - “ I’m not applying for this promotion because I don’t want to face rejection.”  In this case, the discomfort of potential failure outweighs the opportunity for career advancement. Researchers have found that people often remain in their comfort zones because it reinforces their sense of competence and confidence. Within this space, they can leverage past successes, anticipate and manage risks, and complete routine tasks with minimal effort. Familiar activities also serve as a way to recharge before tackling new challenges.  Staying in the comfort zone offers a sense of stability, efficiency, and security, yet it can inhibit progress and new opportunities.   Why Should You Leave Your Comfort Zone? Researchers have found that stepping out of one's comfort zone enhances adaptability to change, boosts creativity, motivation, and self-confidence, fosters joy and fulfilment, stimulates intellectual growth, and reduces feelings of emptiness.  How do you step out of your comfort zone? Regular readers know that the vast majority of people believe that it is optimal to relax and avoid stress when seeking to perform well in an uncomfortable situation. When the physiological response to perceived discomfort is decreased, it enables progress. Thus, traditional stress intervention approaches are consistent with this belief and focus on reducing the frequency or severity of stress. Researchers have found that the effectiveness of these approaches is limited. Firstly, it is often not possible to avoid stress, especially when pursuing goals. Stress is pervasive throughout life. Secondly, stress frequently arises when individuals pursue goals that matter to them, creating a pivotal opportunity for personal growth and higher levels of competence. Thirdly, instructing individuals to avoid or reduce stress could inadvertently lead to increased stress accumulation over the long term. Individuals can become anxious about being stressed and about things they cannot control. Some stress reduction techniques may lead to negative stress when perceived as additional demands. “Doing the difficult or unfamiliar challenges us to manage our feelings of discomfort, and when we do, we benefit.” Polly Campbell   The Biopsychosocial (BPS) Model of Challenge and Threat Recent research has demonstrated that discomfort is not inherently detrimental to performance; the physiological states that accompany it—such as increased heart rate and heightened alertness—can enhance passion, excitement, motivation, and overall performance.  They found that maintaining adaptive levels of stress arousal can be highly effective in improving performance in high-pressure situations. According to the BPS model, experiences can be interpreted anywhere along the continuum from threat to challenge.  Where an individual places a particular situation on this spectrum depends on factors such as uncertainty, perceived risk, required effort, existing skills and knowledge, and the availability of support. The assessment determines whether a situation is seen as an opportunity for growth or as an overwhelming obstacle. Is discomfort always problematic?  Recent studies emphasise the benefits of cognitively reframing discomfort as a functional rather than dysfunctional response. Research suggests that discomfort is particularly advantageous when viewed as a sign of progress toward a goal or in high-stress situations that cannot be avoided or mitigated. In both these scenarios, the discomfort helps individuals navigate challenges with greater success. In addition, researchers found that when people were encouraged to feel uncomfortable, they were more engaged in what they were doing, felt more motivated to keep going and believed they were making more progress towards their goals compared to those who were trying to avoid the feelings of vulnerability. Many of my clients experience anxiety about having performance conversations with their staff and tend to postpone them, sometimes indefinitely. However, when they push through their discomfort and prepare carefully, they can consistently provide timely, objective, and relevant information, enabling their staff to grow in both capability and confidence. What can you do to manage discomfort at work? The first step is to carefully examine what you’re avoiding—not just the task itself, but the discomfort you're trying to sidestep. Acknowledge that discomfort is a normal and beneficial part of growth. Reframe stress as a sign of progress and channel it productively to boost performance. Researchers have found that adopting a new mindset is easier when there’s an immediate benefit. Quick wins can reinforce the belief that stepping out of your comfort zone fosters growth. Scientists found that if stress and discomfort are viewed as part of our learning process, then we will experience more positive emotions, such as greater motivation, growth, and well-being. Consistently integrating stress reappraisal and mindset shifts, individuals can perform better under pressure, overcome adversity, and thrive in uncertainty, ultimately redefining discomfort as a powerful tool for success.   A Word of Caution: Discomfort Isn’t Always Meant to Be Ignored Regular readers know that an effective approach to making an informed decision involves: 1. Acknowledge Biases and Suspend Judgment Take a moment to reflect on what might be holding you back. Ask yourself: What am I avoiding? Why am I avoiding it? What alternative options do I have? 2. Conduct Research and Seek Advice from Trusted Sources A mentor at work  understands your professional landscape and can provide relevant insights. A friend or family member  offers a fresh, outside viewpoint. An organisational psychologist  can provide a professional, evidence-based, and independent perspective on your workplace experiences. A clinical psychologist  can assess your psychological well-being, help you reframe challenges, and develop strategies for moving forward.   3. Generate Multiple Alternatives Explore different options to ensure you have a variety of paths to consider.  4. Identify Personal Values Clarify what matters most to you in this situation, as your values will guide your decision-making process. 5. Weigh the Pros and Cons Through a Values Lens  Evaluate the benefits and drawbacks of each option, considering how they align with your core values.   Finally, allow your brain to process the information while your attention is engaged elsewhere. If you're interested in learning more,  click here  to read my blog on decision-making.   References: Association for Psychological Science - APS. (2022).  Embracing Discomfort Can Open Our Minds to New Ideas . [online] Available at:  https://www.psychologicalscience.org/publications/observer/obsonline/2022-may-embracing-discomfort.html .  Newman, K. (2022).  Embracing Discomfort Can Help You Grow . [online] Greater Good. Available at:  https://greatergood.berkeley.edu/article/item/embracing_discomfort_can_help_you_grow .  Jamieson, J. P., Crum, A. J., Goyer, J. P., Marotta, M. E., & Akinola, M. (2018). Optimizing stress responses with reappraisal and mindset interventions: an integrated model.  Anxiety, Stress, & Coping ,  31 (3), 245–261.  https://doi.org/10.1080/10615806.2018.1442615   Woolley, K., & Fishbach, A. (2022). Motivating Personal Growth by Seeking Discomfort. Psychological Science, 33(4), 510-523. https://doi.org/10.1177/09567976211044685 (Original work published 2022)  Phan, H.P. and Ngu, B.H. (2021). A Perceived Zone of Certainty and Uncertainty: Propositions for Research Development.  Frontiers in Psychology , [online] 12. doi: https://doi.org/10.3389/fpsyg.2021.666274 .  Dr. Richard MacKinnon WorkLifePsych. (2019).  Avoiding discomfort: the ‘comfort trap’ . [online] Available at:  https://www.worklifepsych.com/avoiding-discomfort-the-comfort-trap/ .  EVERYWOMAN. (2015).  7 reasons you’re stuck in your comfort zone - everywoman . [online] Available at: https://www.everywoman.com/my-development/7-reasons-you-re-stuck-your-comfort-zone/ [Accessed 24 Mar. 2025].‌ Polly Campbell (2022).  What We Gain by Being Uncomfortable  [online] Psychology Today. Available at: https://www.psychologytoday.com/au/blog/imperfect-spirituality/202206/what-we-gain-by-being-uncomfortable [Accessed 20 Mar. 2025]. ‌ Leon F Seltzer PhD (2022).  Why Is It So Hard to Get Out of Your Comfort Zone?  [online] Psychology Today. Available at: https://www.psychologytoday.com/au/blog/evolution-of-the-self/202201/why-is-it-so-hard-to-get-out-of-your-comfort-zone [Accessed 24 Mar. 2025]. ‌ Psychology Spot. (2019).  ▷ What is the Comfort Zone - and what’s not?  [online] Available at: https://psychology-spot.com/comfort-zone/. ‌

Personal photo of Nala, who always brings me joy “I want to make sure I’m doing things that bring me joy”   Coaching client What is joy?   The quotes below reveal that joy has been a subject of lively debate among psychologists, researchers, philosophers, and theologians, each offering their own perspective on what it truly means.     “Joy, here, involves a state of positive affect, in which one experiences feelings of freedom, safety, and ease. Joy involves changes in visual perception (colors seem brighter), motor behavior (physical movements feel freer and easier, smiling happens involuntarily), and there are characteristic changes in cognition (thinking and attention are broadened and exercised in creative ways). Importantly, joy is here defined primarily in terms of the ‘broaden and build’ theory, which suggests that some positive emotions, such as joy, expand one’s thoughts and actions to facilitate the learning of novel modes of thought and behaviour. "   Fredrickson & Levenson.   Watkins, Emmons, Greaves, and Bell found that “being a more grateful person (dispositionally) may potentiate experiences of joy, and being a more joyful person (dispositionally) may potentiate experiences of gratitude, such that there may be a ‘virtuous upward spiral’ in which joy and gratitude mutually reinforce each other.”   “Joy is typically described as a more intense, transcendent, and deeply felt emotion, often arising spontaneously in response to meaningful experiences or connections. In contrast, happiness is generally viewed as a broader, more stable evaluative state associated with life satisfaction. Unlike happiness, which can be cultivated through goal achievement or positive life circumstances, joy may emerge in unexpected moments, even amid hardship.”   Roberts M, and Appiah R.   It is widely believed that joy is a complex, spontaneous emotion deeply intertwined with overall happiness, gratitude, well-being, and resilience. Integrative theory of joy   Recently, researchers have attempted to conceptualise an integrative theory of joy. According to Arnett, Joy happens when our identity aligns with what we are experiencing. The tendency to feel joy is also a personal trait, as people differ in their readiness to experience it. Arnett proposes that joy is a virtue that shapes thoughts, feelings, and actions, guiding individuals toward what matters most in life. It is an enduring, heartfelt delight in the people, moments, and values individuals find most important.  “Joy is elicited by the appraisal that an event aligns with who we truly are, with what we value, what we strive for, what we live for. Joy is the emotion that makes life worth living in the moment because it resonates with our core identity.”   Van Cappellen (2020) Types of Joy   Researchers differentiate between the   emotional  experiences of joy, such as warmth, excitement, or awe, and   cognitive  experiences of joy, such as clarity, perspective, insight, or mental stillness. Researchers have found that joy can take many forms. Sometimes it is the rush of excited joy, lively and full of energy, while at other times it is serene and calm, bringing a sense of harmony. It can be experienced alone in a deeply personal way or shared with others. Joy can also be anticipatory, bubbling up when something we hope for feels close, or consummatory, settling in once that hope has been fulfilled. Interpersonal joy   arises from the presence of others. It fosters emotional closeness, a sense of security, and deeper meaning in our experiences. Researchers have found that the majority of people experience joyful moments in a social context.   Appreciative joy   is the pure, unenvious delight in the successes and happiness of others. It reflects an ability to celebrate without comparison, strengthening bonds and mutual goodwill.   Cognitive joy   highlights the essential role of interpretation and meaning-making. Nothing is inherently joyful in the same way for everyone; rather, joy emerges from how we think about and appraise an experience. Even the most exquisite physical pleasure may not bring joy if it does not align with our values or sense of self.   Flow   Flow is an example of joy that is both cognitive and emotional. Defined as an “optimal experience” of complete engagement, flow occurs when the demands of an activity are perfectly matched to our skills. It can be found in a wide range of pursuits from music-making to sports, games, or deeply engaging work, and consistently inspires joy through this ideal fit between challenge and capability. (Click here for my blog on flow) How do we experience joy?   “ In experiences of joy, sensory perception may be altered such that individuals experience heightened awareness of color, depth, touch, etc. In excited joy, colors and sensations seem brighter, sharper, more vivid, and in serene joy, they are perceived as calmer. The perception of time is also altered: in anticipatory joy, the arrival of the thing longed for is felt as imminent; in intense joy, time will ‘fly by’; in serene joy, time will seem to pass slowly. ‘Finally, joy occurs almost without exception in the immediacy of the present. Sometimes it appears that one is in a state of timelessness in which the awareness of ordinary time is suspended, one is not aware of time and feels outside of ordinary time ’   (Meadows, 2014, p. 129).   The physical experience   The physical sensations of joy reported by participants, such as a “filling up” or a feeling of warmth, support the notion that joy is a somatic experience tied to physiological homeostasis.    In the brain, joy triggers activity in specific areas. The sensation of joy is then spread to other parts of the central nervous system through the release of neurotransmitters, including dopamine (which is associated with pleasure), serotonin, noradrenaline and endorphins (the body’s natural opiates).    Joy creates what’s known as a Duchenne smile, an involuntary, genuine smile that reaches our eyes.  (Click   here   for more information.) This type of smile is associated with a range of benefits, such as improvements in physical health, better recovery after illness, and stronger bonds with others.   A Duchenne smile is characterised by the additional contraction of the orbicularis oculi, crumpling the skin around the eyes into crows’ feet.  American psychologist Paul Ekman found that only the Duchenne smile is accompanied by activity in the left frontal cortex of the brain, a region involved in experiencing enjoyment. Researchers have found that only a small fraction of the population can fake this smile.   The Role of Movement   Researchers have found that all types of physical activity are a well-established generator of endorphins. Joy often finds physical expression through stomping, jumping, clapping, singing or dancing. Like any vigorous movement, dancing triggers the release of endorphins and enhances positive emotions. Collective Effervescence   Researchers describe this form of joy as one that promotes a sense of group identity, trust, and unity. It is about feeling in emotional synchrony with others during shared activities, such as praying, watching a sports event, or making music. Collective effervescence does not require personal bonds; the joy comes from a shared identity and participation in a common experience.   Shared Beliefs and Ideological Joy   Researchers have found that communal joy can be both collective and ideological. We feel connected not only because of shared group identity but also because of shared beliefs. Ideological joy is existential. It reassures us that life is not random or meaningless but part of a coherent narrative with a purpose for both the individual and the group. Sadly, some leaders exploit aspects of joy to reinforce antisocial behaviour, promote extreme ideologies, or foster cult-like allegiance. What gets in the way of joy?   Researchers have identified several factors that can diminish or block the experience of joy. Negative relationships and unsupportive work environments were found to significantly hinder joy. This aligns with the research finding that social comparison, envy, and rivalry can erode positive emotions. Negative media portrayals, societal pressures to meet unrealistic expectations, and financial strain further added to feelings of joylessness. Regular readers would know that adulthood itself may be experienced as a burden, weighed down by responsibilities and anxieties. Finally, researchers found that the failure to protect and prioritise personal free time leaves little space for joy.  For tips on how to prioritise time for joy, click   here .   What are the benefits of joy?   Regular readers know that Barbara Frederickson’s  Broaden and Build Theory suggests that even brief experiences of joy can foster the long-term development of social, cognitive, and physical resources, counteracting the lingering effects of negative emotions.     Joy is also central to social bonding and connection, with some scholars describing it as a powerful antidote to hatred and division. Joyful workplace cultures reduce burnout and enhance productivity. All forms of joy are associated with an increase in energy and feelings of confidence and self-esteem. Joy is deeply intertwined with the sense that life is meaningful and fulfilling, cultivating a sense of well-being derived from living in alignment with one’s values and purpose.   How do we ensure we experience more joy? Psychologists have found that most people do not need to make any huge changes to increase the joy in their lives; rather, they need to notice its occurrence.  Researchers have found that engaging in conversations about joy can be deeply therapeutic, prompting people to reflect on and relive meaningful experiences. They found that these discussions not only heightened awareness of joy and reinforced its value but also inspired public discussion.   Researchers have found that following passions and doing what is personally rewarding delivers significantly more benefits than simply engaging in activities considered “good for you.” In addition, it is not simply the amount of free time we have that matters to ones level of joy, but how we choose to use it that makes the greatest difference. What is the role of the Manager?   Managers play a key role in creating joyful workplace environments that offer flexibility, recognise employee strengths, and encourage informal moments of connection, such as shared laughter, spontaneous celebrations, or the freedom to take breaks in nature or quiet spaces. These small but meaningful conditions help employees maintain emotional balance and feel valued.   As always, managers and all readers can share this blog with others as a way of raising awareness,   provoking conversation and hopefully increasing joy.  What about my client?   As the coaching session drew to a close, he said to me, "Text-based learning, I used to do it regularly before life got busy with children, work, and I don't know what. I'm going to enrol myself in a program and immerse myself, it always brings me flow and joy". Final thoughts   Often in coaching, a client will share a positive work experience, and I catch a glimpse of joy. I invite them to pause, allow the emotion to emerge and perhaps tell me what they are feeling. In that moment, I see a shift as they reconnect with the feeling of joy and its context.  When I set them homework to do something small as a reward for their success, I hope that the same joy will reemerge.  This practice is a gentle reminder to pause, notice, and deepen one's self-awareness in recognising the experience of joy. Researchers have found that reminiscing and sharing are forms of cognitive engagement that give joy a lasting emotional impact.   Reader’s Challenge   Over the next week, notice what brings you joy and allow yourself to fully feel it. Then take a moment to click   here   and send me an email about your experience.   As always, please contact me if you or anyone in your network would benefit from coaching.  If you want to lock in a time for a catch-up up please head to  my calendarbridge by clicking   here :   https://www.calendarbridge.com/book/jotPVTT   Please click   here   if you would like to read my past blogs.   #OrganisationalPsychology #LeadershipDevelopment #JoyAtWork -----------------------------------   References: Johnson, M. K. (2019). Joy: a review of the literature and suggestions for future directions. The Journal of Positive Psychology, 15(1), 5–24.   https://doi.org/10.1080/17439760.2019.1685581   Roberts M, Appiah R. The complexities of joy: a qualitative study of joy cultivation, loss of joy, and happiness in British adults. Int J Qual Stud Health Well-being. 2025 Dec;20(1):2508946. doi: 10.1080/17482631.2025.2508946. Epub 2025 May 24. PMID: 40411311; PMCID: PMC12107667.   Ekman, P. (1992). Facial Expressions of Emotion: New Findings, New Questions.   Psychological Science ,   3 (1), 34-38.   https://doi.org/10.1111/j.1467-9280.1992.tb00253.x   (Original work published 1992)   www.rcsi.com . (n.d.).   Joy is good for your body and your mind – three ways to feel it more often . [online] Available at:   https://www.rcsi.com/impact/details/2023/03/joy-is-good-for-your-body-and-your-mind . ‌ Arnett, J. J. (2022). Joy: An integrative theory.   The Journal of Positive Psychology ,   18 (1), 1–14.   https://doi.org/10.1080/17439760.2022.2053878   dictionary.apa.org . (2018).   APA Dictionary of Psychology . [online] Available at:   https://dictionary.apa.org/joy .   Tan, C. S., & Titova, L. (2024). Enjoying the moment of joy: Culture and self during emotional experience.   The Journal of Positive Psychology ,   20 (3), 498–509.   https://doi.org/10.1080/17439760.2024.2387338