Best Recipes Ever

Category: Leadership Communication

  • Are Your Leadership Abilities Transforming Fast Enough?

    On Tuesday I had the honour of attending WinTrade (Women in Trade) in London that was hosted by MasterCard.  The main theme was “How to embed diversity in the world of tech?”, and it was attended by entrepreneurial businesswomen from all over the world.  One of the speakers asked the question:  “What is our purpose as humans?”  This led me to thinking about leadership and the role of leaders in today’s world, whether political, business, sports or otherwise.

    As a part of the day, completely off the cuff I was asked to give a five-minute inspirational speech.  Apart from suffering from internal panic, I decided to focus on my name and say a few words about Sir Ernest Shackleton, the great Antarctic explorer.

     

    WATCH MY LEADERSHIP VIDEO HERE

     

     

    Great leadership in actionGREAT LEADERSHIP IN ACTION

    Being a great leader is crucial, but are your leadership abilities transforming as fast as the times? Learn more about what it takes to be a great leader today.

    The Shackleton motto was “By endurance we conquer”.  He made two Antarctic expeditions that demonstrated this motto, although neither reached the South Pole. Never-the-less, Shackleton made history when his ship Endurance was trapped in ice, eventually crushed. As the Antarctic ice melted, the vessel sank to the bottom of the sea.

    It was through his leadership, in a situation that appeared completely hopeless, that Shackleton managed to keep the spirits of the whole team up whilst he created a strategy to get everyone to safety in three rickety lifeboats.

    The route included an open boat journey to Elephant Island, where they found little life on this piece of land that was constantly ravaged by the sea.  All the men, except five stayed hurdled under the lifeboats for months whilst Shackleton and five men sailed 800 miles to reach the island of South Georgia.

    However, on arrival, which in itself was a miracle, they found that habitation was on the other side of the island and therefore had to trek over a frozen, unchartered mountainous interior to reach the whaling station.   Shackleton did not stop to rest at the whaling station. Instead he returned with the help of the whalers to rescue the rest of the men, all of whom survived their ordeal.

    Being a great leader is crucial, but are your leadership abilities transforming as fast as the times? Learn more about what it takes to be a great leader today.

    The meaning of leadershipTHE MEANING OF LEADERSHIP

    Leadership in 1916 for Shackleton and his team was all about camaraderie, loyalty, responsibility, determination and in this expedition, optimism.  He managed to convince his men that getting out alive was possible and that this was what everyone had to focus on and work for.

    At that time in 1916 there was no technology as we know it today. No state-of-the-art sensors and radio or other communication equipment to contact fellow human beings. No navigation equipment as we know it today and no comforts of special fabrics that insulate you from the cold.

    Leadership vs technologyLEADERSHIP VS TECHNOLOGY

    Being a great leader is crucial, but are your leadership abilities transforming as fast as the times? Learn more about what it takes to be a great leader today.

    Technology has progressed enormously since 1916. Looking at the current year, 2019, we have information at lightning speed. We have all kinds of communication capabilities, including Inmarsat satellite phones if choosing to travel to such destinations as Antarctica. Our lives are full of Artificial Intelligence to assist in improving systems, processes, data transfer, data protection, deliveries, security and so on. But where is the leadership that Shackleton showed in the expedition in 2016?  Leadership is not about technology; it is about the human element.

    In today’s world it seems to me that we are searching for leaders that can carry us into a new era.  An era where current long-standing, economic systems and processes need to be challenged.  Rather than tweaking crumbling systems and processes, our leaders need to have the courage to lead transformation not only of systems and processes, but also of our approach to situations and people who might be different from ourselves.  In other words, this is very important to steering the course and to our “survival”.

    GENERATION Z

    Transformation of abilities, skills and knowledge is also needed to bring us all into the world of Generation Z, where the current level of A.I is threatening jobs as we know them and consequently lifestyles and the very security of work.

    This is the generation that is asking uncomfortable questions, coming in through their own doors and challenging the status quo. The needed change has already been identified, and some might say it is already here – it is whether we choose to review and change our leadership characteristics and style and get on board, as technology cannot do it on its own! 

     

    References:

    Shackleton’s Way, Margot Morrell and Stephanie Capparell

    Shackleton The Heart of the Antartci and South, Wordsworth Classic of World Literature

     

    Rachel ShackletonRachel Shackleton is an entrepreneur who owns and manages Green Key Personal Development and Green Key Health. Working with local and multinational organisations, she is a public speaker and trainer in the spheres of leadership, communication and customer excellence. She ensures sustainable productivity and profitability through healthy self-management and leadership practices, ensuring a focused and successful workforce.

  • Authentic Leadership – how important is It?

    “The authentic self is the soul made visible.” – Sarah Ban Breathnach.

    Yesterday I attended the Engage Customer Summit at the Brewery in London. Another very good day laid on by Engage Media. It was my attendance at a round table to discuss “Cultivating Loyalty and Engagement through Authentic Leadership” hosted by Jamie McKenzie, CMO at Sodexo, that initiated the thinking behind this blog. The discussion was stimulating and active with those attending sharing ideas around the questions:

    •  Are you an authentic leader?
    • What examples are there of authentic leaders?
    • Is your approach the right approach for the environment in which you are in?

    Of course, from these questions the conversation broadened and deepened around a topic that I believe to be incredibly important and something close to my heart.

    Harvard Business School Online defines authentic leadership “as a leadership style exhibited by individuals who have high standards of integrity, take responsibility for their actions, and make decisions based on principle rather than short-term success. They use their inner compasses to guide their daily actions, which enables them to earn the trust of their employees, peers, and shareholders—creating approachable work environments and boosting team performance.” https://online.hbs.edu/blog/post/how-to-improve-team-performance.

    From an employee perspective, research detailed in Harvard Business Review shows “that a majority of employees believe authenticity in the workplace leads to benefits such as:

    • Better relationships with colleagues
    • Higher levels of trust
    • Greater productivity
    • A more positive working environment

    For any leader who is aiming to make a lasting impact on the companies in which they work, investing time and effort into becoming an authentic leader can be extremely valuable, not only for them as individuals, but also those that they lead, the organisation as a whole and finally the shareholders.

    Points that came out of the discussion yesterday is that an authentic leader demonstrates:

    • Openness to share and to recognise the contribution of others, demonstrating how much they are valued
    • Trusting of others and build trust in all relationships
    • Consistent in their behaviour
    • Connect on the “shop floor” and walk their talk
    • Supportive of others, spotlighting strengths that individuals can build on rather than weakness that need strengthening
    • Possess a high level of emotional intelligence

    On the other hand, Harvard highlights the characteristics of an authentic leader as:

    • Committed to bettering themselves
    • Cultivate self-awareness
    • Disciplined
    • Are mission-driven
    • Inspire faith and build relationships of trust

    From these definitions and the discussion yesterday, I think we can define an authentic leader, as someone who comes from a place of inner strength, in other words they stand in their own power, and because of this are not afraid to show vulnerability, to reveal their weaknesses and to allow and enable someone else to fill the gap, recognising that you don’t need to be good at everything as true teamwork allows for individual potential to shine through at these moments and to rally round the mission, purpose and goals, while enjoying the benefits of working as a team.

    Authenticity is respecting and valuing others for what they contribute and letting them know that their contribution is appreciated through support and genuine recognition. If things go wrong, being fair and open to learn from mistakes and use these situations as growth opportunities. The result – highly motivated individuals who give their best, enjoy what they do, feel fulfilled and perform to the best of their ability having a direct impact on levels of productivity, trusting and open relationships that share a common foundation of support, openness and positivity.

    Sir Ernest Shackleton was the example that I gave of an authentic leader. I’m sure there are more recent authentic leaders but are not in the media as they humbly go about their business. Sir Ernest Shackleton had a people-centred approach to leadership. His personal values, learned from his upbringing helped him develop a progressive style of leadership. He turned bad experiences into valuable lessons, was respectful of business competition. He broke down any traditional hierarchies, was always fair in how he dealt with his staff and established a clear order and routine so that everyone knew where they stood.

    Shackleton led by example, he never expected from his team members what he would not do himself and was always willing to help get the work done. He met regularly for one-to-one conversations to build a bond with each member of the crew. He accepted the individuality of each person and their weaknesses and was always keen to help them achieve their full potential.

    In a crisis he took the lead and worked to keep spirits high. He inspired optimism, even though sometimes he might have doubted himself and he kept “his enemies close.”  He encouraged teams to help and support each other. He was always visible and aware of possible difficulties and danger.  Above all he took responsibility for getting the whole job done, kept the big picture in sight and was always there to help others.

    Shackleton’s leadership legacy needs no further explanation.

    George Kohlrieser sums it up well: “If your starting point is that people are a cost to be minimised, your organisation might survive but it won’t thrive. If, on the other hand, you fundamentally believe that human beings are valuable and a source of goodness, a true asset not in financial terms but in their very essence, you will make your decisions with an entirely different perspective. In your attitude, in your state and in your authenticity, you will be operating as a *secure base. From that position, even difficult decisions will be understood and received with a higher degree of acceptance and appreciation. You will achieve results in a way that also elevates the contribution and value of the human beings inside your organisation.”   

    *”Secure base is a person, place, goal or object that provides a sense of protection, safety, and care and offers a source of inspiration and energy for daring exploration risking taking and seeking challenge.”

     

    References:

    George Kohlreiser, Care to Dare, 2012

    Shackleton’s Way, Margot Morrell and Stephanie Capparell

    https://online.hbs.edu/blog/post/authentic-leadership

  • Authenticity and the New Normal

    A Guest Post by Hannah Emanuel

    In an age that demands a redefinition of ‘normal’, do we also need to redefine what it means to be ‘professional’?

    To answer this question, we must first acknowledge what our current connotations of the term ‘professionalism’. Suited and booted? Reliable? Articulate? Unemotional? The list could go on I’m sure – and would undoubtedly be somewhat different for every individual we asked.

    As offices are swapped for home studios, face to face meetings for online web-calls and synthetic shop bought sandwiches for self ‘starter’-ed sourdough, we also need to redefine what we understand the term ‘professionalism’ to encompass.

    Let’s start by exploring a new current buzzword: authenticity. Authenticity is at the heart of every successful communication, especially online. We are now required, by necessity, to bring more of our true selves to online meetings in order to try and mitigate the horribly dehumanising nature of the screen.

    True to form, corporate speak has recently stolen this term and made it the buzz word of the moment – and in so doing, its fundamental integrity has been compromised. We no longer trust the authenticity of the word ‘authentic’. To fully engage and achieve meaningful, impactful human connection, authenticity must be more than merely a buzzword, thrown around with apparent ease.

    Instead, authenticity must be clearly and uncompromisingly demonstrated through our actions, our tone of voice, our entire presentation of ourselves. It is not enough simply to demonstrate an intention to be authentic through the language we choose. It must instead be our genuine intention to engage openly and collaboratively, using the most vulnerable part of ourselves that we can muster the courage to share.

    Authenticity and the new normalWhat do we really mean then by the word authentic? And, more importantly, what is its function within our new sense of what it means to be professional?

    How authentic should you really be when working from home, joining and leading online meetings and the like? It may be more professional to have that fake background behind you, but would people be able to relate and resonate with you more if it was not there?

    To me, if we were to strip it back to its most raw, naked form, it means presenting your truest, most honest self. No performance, no mask, no armour. But there is a contradiction here that needs acknowledging. Because of course society does require us to wear masks – quite literally in these current Covid times, but also socially, from our earliest days of infancy.

    We are moulded from very early childhood to socially conform. We learn quickly who it is – and isn’t – appropriate to have a tantrum in front of. And this lesson lasts all the way to adulthood – it’s in our bones. So by being ‘authentic’, by being our true selves, does this mean we allow others to see when we are completely overwhelmed by emotion, just as we would have done in infancy? Well no, clearly not – I doubt any framing of the word professionalism would encompass such high levels of emotional freedom. But there is a new level of intimacy to our professional communication that wasn’t deemed acceptable or necessary before.

    Society will always tell us how far it is appropriate to go, and of course this will differ from one culture to another, but if we can begin to open ourselves up enough for others to see in, allow them a window into what makes us vulnerable, then I believe this is true authenticity. And it is powerfully effective.

    In practical terms, what does this really mean or look like online? Unsurprisingly it’s many things; a softening of the physical image we present, the language we choose and the tone with which we speak it, the use of a genuine rather than a virtual background.

    I’d always advocate a truthful background to a virtual one. A pile of dirty laundry might be best hidden, but a glimpse into your home life is at the very least a talking point – a little window into who you are behind the suit (if indeed you are still choosing to wear one) – and at best it can offer an insight into a part of you that we can connect with on a human level.

    Whether it’s the banjo hanging on the wall behind you, or the ‘make it at home’ mojito mix adorning your new lockdown DIY bar, show me; it’s authentic. Not buzz word, lip service authentic, but disarmingly and charmingly authentic. It’s an insight into who you truly are. And you know what? If it’s offered genuinely and with generosity, then that – quite simply – is enough.

     

    Hannah Emanuel

    In the Room Training

    Professional coach and actor

  • Being Grateful for 2020

    I was listening to a concert last night on Radio 2 with Rick Astley and the BBC concert orchestra. Rick led a rocking concert that was further enhanced by the wonderful orchestra.  Why do I refer to this concert?  In 2018 I wrote a blog around singer/songwriter Rick Astley and the release of his back then, new album entitled “A Beautiful Life”.

    At that time, Rick said something very pertinent in answer to the question “Why a Beautiful Life?  In his answer he explained that in fact he has had a beautiful life, with the exception of a few curveballs.  Most importantly, he continued with words to the effect that it is all about how you look at life and how you regard things that are thrown at you and things that happen to you, and I might add things you do to yourself.

    This comment has led me once again to think about life and the beauty of each day.  This year has been an extremely challenging year for most people irrelevant of position, age or gender.  Perhaps if you are Bill Gates your year has been rather exciting with the promise of producing a vaccine that is claiming to save the world from Covid19. That aside, with the difficulties of this year, it is easy to focus on how bad this year has been and to miss the small things that each and every one of us has access to. 

    WHAT DO WE HAVE TO BE GRATEFUL FOR IN 2020?

    What do we have to be grateful for in 2020?NATURE AND THE ENVIRONMENT IN WHICH WE LIVE

    Living in the Vale of the White Horse I have magnificent rolling countryside all around that is there for me to enjoy.  The power of nature calms the sympathetic nervous system, decreasing the feelings of anxiety, low mood and frustration. Taking advantage of this gift is a daily occurrence for me and each time, irrelevant of weather, never ceases to be a beautiful experience.  Living in England, most of us have access to a park, waterway or open space to enjoy.

    HEALTH

    Sadly this may not be true for everyone. However, I am personally grateful for my energy, health and overall wellbeing.  2020 has and still is challenging everyone’s health through lack of social contact, breathing in our own toxins expelled from the body through the requirement to wear a face mask in public.  Living in an environment of fear which constantly keeps the immune system on alert, giving it no rest.  The importance of being compassionate and kind to oneself and others is critical and will continue to be critical to supporting good health, likely well into the new year.

    WONDERFUL, SUPPORTIVE CLIENTS

    When things are tough, there is no better time to celebrate clients who are there for you and support you despite the constant changing circumstances.  This makes being in business worthwhile and to each and every one of my clients I am extremely grateful and thank you for your continued support.

    UNDERSTANDING TEAM MEMBERS

    The stress and pressure on team members to make the move to work from home, and make a good job of it, overcoming external barriers, such as noise, fluctuating internet connection whilst balancing work and family demands and stabilising a boss who is trying hard to work with government decisions that impact the business climate as well as provide security. For your understanding, I am very grateful.

    GOOD FRIENDS

    Those who check in from time to time to touch base and take the temperature of how I am adapting to the new working requirements, lending an ear to vent thoughts and frustrations as and when needed. To each and everyone of you, I send heart felt thanks.

    This year has been a year that has opened up many doors that perhaps we did not want to go through, such as how we interact and care for others in our communities, especially those we do not know.  How truthful we are and how truthful are those around us, especially those in leadership positions?  Are we protecting our comfort zones, lifestyles and image in sacrifice for having the courage to speak the truth, supposedly fooling all those we lead, or have we withdrawn to a safe place to see out the battle?

    This year Covid has forced us to choose how we resonate and look at “setbacks”, one that is common to our global population.  Are you a person who has reacted emotionally in some way and festered on the consequences, or have you taken the opportunity to understand the message, learn, grow and develop, thus moving yourself forward from under the Covid cloud? In the first place, your choice has probably been based on a combination of how you perceive this situation, your intuition and the facts.

    One of the most important aspects of working through perceived negative situations is the emotional aspect of the situation.  Currently “it” just happens to represent the impact of Covid on each one of us personally, combined with the impact of government decisions, whether you agree with them or you do not. Emotions experienced might be anger, frustration, bitterness, disbelief, shame and guilt amongst others.

    Harbouring emotions is both unproductive and damaging mentally and ultimately physically.  To be an effective leader we need to be able to rise above any situation and look at the cause of why something happened, rectify it with those involved through helping them understand why this particular approach was not constructive, giving necessary guidance on a more constructive way to approach the situation, agreeing on a way forward.  Always avoiding the desire or need to blame someone or something, allowing those involved to take responsibility for their actions, change behaviour, and therefore grow and develop from the experience.

    As Rick Astely so carefully and clearly put it – “Life is beautiful”.  It’s all about how you see it?  Leadership, whilst it can be challenging, is beautiful for all concerned, those being led and those doing the leading.  It all depends firstly on how we see each situation and each person, secondly how we react to it and thirdly how grateful we are for all the little things that when added up are considerable, attracting more of the same.

     

    Wishing you all a healthy, happy and beautiful 2021.

     

    To find out more about how Green Key can help you and your leadership journey, contact Rachel directly.

  • Brain Health – Natural Agility

    Mental health issues have been escalating dramatically over the last two years, mostly due to the pandemic and to restrictive measures put in place during this time. Data in the Samaritans report, June 2021 is based on over 4 million contacts and highlights the growth trend in mental health issues:

    “Young people have struggled with family tensions, a lack of peer contact and negativity about their future prospects, as the pandemic has affected both their social and economic opportunities, and some people who self-harm have struggled to resist hurting themselves without their usual coping mechanisms.”

    “Middle aged men have found themselves feeling they need to be strong in the face of immense financial and workplace changes, creating a situation that feels both out of their control and one they must cope with alone.”

    “Healthcare workers have struggled with feelings of anxiety, trauma and mental fatigue from their work during the pandemic, alongside the impact of being surrounded by serious illness and death at unprecedented levels, while often struggling for support and resources.”

    Every day almost 600 people in the UK are diagnosed with cognitive impairment and/or dementia. (Alzheimersresearch.co.uk). Mental ill-health covers a vast range of named conditions including attention deficit disorder (ADHD), autism, eating disorders, anxiety and generalized depression which in some cases leads to self-harm and/or suicide, as well as Alzheimer’s disease and other forms of dementia. Turning to the government or even an employer to ask them “What are they doing about this?” is a reasonable question, but it is also a question that can be reflected backwards to each one of us. What responsibility are we taking for maintaining our personal mental wellbeing and even broader, our health and wellbeing as a whole?

    In the UK alone we drink 1.5 billion caffeinated drinks a week, including tea, coffee and colas. We eat six million kilos of sugar and two million kilos of chocolate as well as 120 million alcoholic drinks every week and smoke 1.5 billion cigarettes. The reasons for doing this are many – satisfying cravings, handling stress, boosting low energy, insomnia, lack of time, personal enjoyment and so on. As far as pharmaceutical drugs go that are prescribed by the doctor to help with sleep disorders, anxiety and depression, a staggering 532 million tranquillizers, 463 million sleeping pills and 823 million antidepressants every year! With the escalation in poor mental health since the start of the pandemic, it is likely that the consumption of pharmaceutical products is increasing exponentially. 

     

    Typical Symptoms of Mental Ill-Health

    Each mental ill-health condition has its own symptoms, but some of the most common signs in adults include:

      Rather than turning to a doctor when the symptoms have become intensified and you are feeling desperate for help so that you can return to “normal” life, what are some of the things each one of us can do to manage and take responsibility for our mental health and overall wellbeing? 

      • Memory loss
      • Poor focus and attention
      • Slow processing of information due to confused thinking
      • Regular headaches
      • Inability to carry out daily activities or handle daily problems and stress
      • Excessive worrying or fear
      • Feeling excessively sad or low
      • Extreme mood changes
      • Prolonged or strong feelings of irritability or anger
      • Avoiding friends and social activities
      • Difficulties understanding or relating to other people
      • Changes in sleeping habits or feeling tired with low energy
      • Changes in eating habits such as increased hunger or lack of appetite
      • Overuse of substances like alcohol or drugs
      • Multiple physical ailments without obvious causes (such as headaches, stomach aches, vague and ongoing “aches and pains”)

      Sustaining Optimum Mental Health

      As with all serious illness, it doesn’t simply arrive one day, it has been coming for a while, and your body has been giving you the messages necessary to get you to change something, a long time before it becomes a full-blown illness.  

      Optimum brain health and preventing cognitive decline is made up of a combination of things, each of which requires consideration and inclusion into your daily and weekly routine:

      • Maintaining an overall healthy digestive system and gut health. The gut has a direct link to the brain via the gut-brain axis, therefore an unhealthy gut will affect brain health overall.
      • Managing stress levels so that the fight and flight response of the nervous system are switched on only when you are under threat of some kind.
      • Keeping blood glucose balanced avoiding excessive highs and lows
      • Feeding the brain with the right foods including essential fats and amino acids that make up the brain’s messengers as well as the correct balance of vitamins and minerals.
      • Keeping the brain active.
      • Adequate quality, uninterrupted sleep of between 6-8 hours nightly.
      • Keeping hydrated.
      • Plenty of fresh air daily – minimum 30 minutes per day, twice per day.

      I will not be covering each of these points in this blog, but you can find more information about optimising brain and mental health in our course “Brain Health Mental Agility.” 

      Foods Essential for Good Mental Health

      Dr Dale Bredesen in his book “The End of Alzheimer’s Programme” refers to essential foods as the “Brain Food Pyramid” and essentially is the reverse of what the “recommended food pyramid” has been. Cognition enhancing foods and practices, such as fasting, healthy fats and non-starchy vegetables are at the base of the pyramid going upwards to protein and fruit with indulgences such as chocolate, alcohol and the odd dessert at the top. As the brain has potential to consume 40% of all carbohydrate in your diet to generate necessary energy needed to do things and for an agile brain, it is necessary to ensure an adequate supply of complex carbohydrates found in whole grains and non-starchy vegetables

      When there is inadequate glucose in the body or extreme highs and lows caused by a “sugar or caffeine fix”, it will directly affect mental and brain health leading to fatigue, insomnia, irritability, poor concentration, forgetfulness, depression, digestive disturbances and several other symptoms.  In order for the body and brain to receive enough glucose and to avoid the need for energy boosts, eating slow releasing carbohydrates, such as whole grains, beans and lentils is beneficial to a consistent energy flow, whereas refined carbohydrates overload the system with a fast release of sugar, triggering a rapid increase in blood sugar of which any excess is stored in the liver and muscles until the stores are full and then it is converted to fat.

      The brain also has a massive demand for essential fats. Cutting out fat from your diet is the equivalent of dehydrating the brain! Alzheimer’s, fatigue, ADHD, depression and memory problems have all been linked to a deficiency of essential fats – Omega 3’s and 6’s. Termed essential fats because the body cannot manufacture them and therefore have to be supplied through what we eat. Rich sources of essential fats include oily fish, such as herring, mackerel and sardine, eggs, flax seed, pumpkin and sunflower seeds, olive oil, green leafy vegetables and avocados.

      Good brain and mental health is reliant on the effective functioning of neurotransmitters in the brain which are made from amino acids – protein.  Essential amino acids, those that cannot be made by the body can be obtained from grains and pulses, fish, meat, nuts, seeds, eggs and some vegetables such as peas, beans, broccoli and spinach. Eating a balanced diet will almost certainly provide enough protein for most health needs.

      Brain health is also reliant upon B vitamins, especially B12. These vitamins if deficient will negatively affect how you think and feel. A regular intake on a daily basis through diet essentially and only if under stress or recovering from illness, through supplements or herbs, is vital to supply the brain with the energy and food it needs. Food sources of B vitamins include green leafy vegetables, wheat germ, meat, yeast extract, cheese and avocados. In addition to B vitamins, Vitamin C and zinc are also very important to maintain a healthy brain. When under stress, suffering some kind of infection, or with premenstrual syndrome, demand for zinc to support physical and mental health increases. The contraceptive pill and drinking alcohol regularly also depletes levels of zinc in the body.   

      Good brain health is dependent on a healthy body, especially healthy gut and that means a diet of fresh, organic food if possible as well as foods free from additives. In other words, foods that you prepare yourself from base ingredients.

      Useful Herbs

      There are several well-known herbs that can be used to support diet and lifestyle choices to maintain healthy brain function and good mental health, including:

      Gingko biloba, this prehistoric tree has been around a long time!  Main actions include

      • Increasing blood circulation
      • Gingko and gingko extracts are used for its anti-inflammatory properties, antioxidant properties, cerebral glucose utilization, neurotransmitter regulation, and vasomotor effects.

      Bacopa monnieri, better known as Brahmi. This herb has been used in Ayurvedic medicine to enhance cognitive function for centuries. Main actions include:

      • Enhancing nerve impulse transmission by repairing damaged neurons, and stimulating neuronal synthesis in the brain.
      • Increasing antioxidant activity in the hippocampus, frontal cortex and striatum, decreasing loss of cholinergic activity. The cholinergic system of the brain is involved in the regulation of attention and higher-order cognitive processing. Down-regulation of the cholinergic system has been observed in aging as well as in Alzheimer’s disease (AD).

      Enhancing cholinergic neurotransmission = improvement of cognitive properties: memory stability and attention sharpness.

      Centella asiatica, more commonly known as Gotu kola is also traditionally used in Ayurvedic medicine to treat memory loss and can be found listed in the Ancient Indian Ayurvedic herbal text “Caraka Susmita” for dementia treatment.  Main actions include:

      • Neuro-protective effects against oxidative damage
      • Rejuvenates nerve brain cells increasing longevity and memory
      • Protects cholinergic neurons from toxic side effects of aluminium (well known for its negative affect on brain health). On this topic in order to limit the build-up of aluminium toxicity in the brain, avoid cooking with aluminium foil and cookware – the “convenient” non-stick cookware.

       Note: It is best to take herbal remedies under the supervision of a specialist practitioner to ensure there are no contraindications when taking pharmaceutical medication or when pregnant.

       

      Hydration

      Of course, simply taking herbs is not the complete solution. Good quality and adequate sleep, fresh air on a daily basis and hydration in combination with a diet mentioned are also very important. As the brain is made up of approximately 85% water to keep it functioning women need to drink 2 to 2.5 litres (8-11 cups daily and men 2.5-3.7 litres (10-15 cups) though individual needs may vary depending on activity levels. When your brain depletes 1% of water, you’re likely to have a 5% decrease in cognitive/brain function. Without adequate hydration the brain becomes sluggish, you might experience brain fog or suffer headaches, both of which are often the first sign of poor hydration in the body. Before reaching for that Panadol, try drinking a glass of water first.

       

      Tips for reaching your water quota each day:

      • Use a litre bottle to help keep track of how much you are drinking. Make a note the number of refills you are doing during the day.
      • If you don’t like plain water, add some lemon or some herbs such as mint or cucumber to flavour the water. Avoid sugar based squashes.
      • Avoid sugary foods that are high in sodium as this causes dehydration.
      • Eating watery fruits, kiwi, watermelon and other varieties of melon as well as cucumber and tomatoes can be another way to keep hydrated.
      • Drink herbal teas.

      As Alzheimer’s is now the third leading cause of death in the USA and continues to rise and the UK is not far behind, it is not someone else’s responsibility to manage your mental health and prevent cognitive decline. Maintaining good mental and physical health is complex, includes more than what is written in this blog, but not difficult once you understand what is required. As President Truman once said, “The buck stops here.” Getting the right help from a professional practitioner before symptoms before acute, to support steps to preventing cognitive decline and re-balancing mental and physical health will provide the joy, energy, health and wellbeing each and everyone of us deserves.

      Brain Health Mental agility course subscription options

       

       

      References:

       The End to Alzheimer’s Programme, Dr Dale Bredesen.

       https://neurogrow.com/water-your-brain/f

       https://www.alzheimersresearchuk.org/dementia-information/quick-guide-dementia/

       https://media.samaritans.org/documents/Samaritans_Covid_1YearOn_Report_2021_BJCM8rI.pdf

       https://www.nami.org/About-Mental-Illness/Warning-Signs-and-Symptoms

    • Building Empathy Centric Leadership

      Empathy, one of the characteristics or we might say building blocks of emotional intelligence, is an essential skill of any leader. When lacking empathy employees feel unheard, undervalued and often frustrated about an apparent lack of understanding of the challenges in any job role or for any difficulties they might be experiencing outside of their working lives, and customers less inclined to entrusting loyalty with your enterprise.

      Having a developed sense of empathy enables you to sense what is happening and how someone is feeling without them having to actually tell you. In groups a leader is able to use the same sense to feel potential areas of struggle, conflict and "holding back" of information, opinions, thoughts and ideas to maximise on the moment and open discussion. Empathy enables responses that take into consideration non-verbal cues whilst sharing openly without contradicting your own thoughts and feelings. Fostering rapport through being empathetic and showing empathy to others are key characteristics of building effective relationships, which is the very foundation to effective leadership and perhaps even business success.

      What is empathy? Empathy is not sympathy it is the ability to experience the moment in response to a customer, colleague, employee, or family member in a manner that “connects” directly to that person, sharing briefly the emotions that the person might be feeling without taking them on yourself. It has an impact on those involved in that moment as well as a longer lasting impact through building a relationship of trust. A positive customer experience makes the difference between a customer becoming loyal or choosing to go elsewhere. In most cases there are plenty of “elsewhere” companies ready to serve customers who have had a poor or even bad experience with any particular service offering. In the current labour market, it is not just the external customer who might choose to go elsewhere, but employees, also.

      The 2020 NTT Global Customer Experience Benchmarking Report stated that, “Companies who focus on a customer/employee centricity see a 92% increase in customer loyalty with an 84% uplift in revenue and a 79% margin in costs saved. 

      More recent data (March 2024 in an article by Cheyenna Eversoll Duggan “The empathy advantage: Using customer data to personalise marketing,” stated:

      • 68% of customers expect brands to demonstrate empathy, but only 37% of customers say brands generally demonstrate empathy.
      • 68% of customers will spend more money with a brand that understands them and treats them like an individual.
      • 66% of customers expect companies to understand their unique needs and expectations, but only 34% of companies generally treat customers as unique individuals.

      Empathy is the linchpin to delivering excellence in customer service both for customers and service providers. Equipping leaders through the development of emotional intelligence and the skills of showing empathy is no longer questionable in terms of importance to business performance, or even optional, but essential. 

      Empathy is an essential aspect of emotional intelligence (Daniel Goldman). Being empathetic and showing empathy has two steps, firstly picking up on others' feelings and secondly responding to those feelings and emotions while interacting with them. Not everyone tells you how they are feeling, even if you ask, but with heightened sensitivity you are able to pick up on emotions and respond if needed, with empathy. Becoming more in tune with the non-verbal and verbal cues that others' are sending increases abilities to respond empathetically. The key competencies within empathy according to Daniel Goleman (Working with Emotional Intelligence) are:

      • Sense others' feelings and perspectives 
      • Take an active interest in others' concerns
      • Sense others' development needs and support their development
      • Anticipate, recognise and meet customers' needs 
      • Read emotional undercurrents and power relationships
      • Cultivate and build opportunities through different kinds of people.

      Judith Orloff once said, “Empathy is the medicine the world needs.” This statement sums up the reason why we need this important skill to foster the growing need for businesses to encourage empathy centricity in their organisation and work culture both internally and externally. 

      AI is a major part of providing service to customers, often helping filter and channel callers in the right direction to get them the appropriate help speedily, however the ability to sense and understand feelings, concerns and perspectives of others through intuition is not yet something that AI can do, in fact it is the biggest challenge for  further development of AI. Palming off your customers to an AI assistant may not build the customer loyalty you are seeking for your business, therefore investing in employee development in this area and equipping leaders with the skill of understanding sensitive situations and responding with empathy are still for now essential to the success of any business.

       

      References

      Working with Emotional Intelligence, Daniel Goleman (1999)

      The Language of Emotional Intelligence, Jeanne Segal, Ph.D, Jaelline Jaffee, Ph.D

      https://services.global.ntt/en-us/insights/2020-global-cx-benchmarking-report#

       

       

    • Challenge or stress – it’s a fine line!

      The dictionary defines stress as “a pressure or tension exerted on another object; a demand on physical or mental energy; or forcibly exerted influence usually causing distress or strain.”    In short stress is any factor, positive or negative that requires a response or change.  In medical research it is widely recognized that chronic ongoing stress can lead to illness, aggravate existing disease conditions and accelerate aging.

      There is a need to be in constant interchange with our surroundings and it is this interchange that creates stress.  If looking at reality this is simply a fact of life.  There is no way to avoid stresses in life.  Every organism, including man must be able to adapt to changing environmental and social conditions in order to survive.  However, over time the continual need to adapt to change can disrupt the metabolic balance of the human organism.

      Common stressors for people today include most aspects of life – family, financial, emotional and environmental, nutritional factors, as well as personal and work-related stresses and relationships.    According to research nearly half a million people in the UK have work-related stress that is making them ill, leading to the need to take sick leave.  It is estimated that 12 million working days are lost each year in the UK due to stress-related illness and in some cases even injury. (HSE.gov.co.uk)

      Stress in the work place can be a result of different factors, in general there is a mismatch between the requirements of the job, the employee’s capabilities, the resources available and the needs of the worker.

      The concept of job stress is often confused with challenge.  Clearly these concepts are not the same.  Challenge, if at the appropriate level, energizes us psychologically and physically.  It motivates us to learn new skills and master our jobs. When a challenge is met, we feel relaxed and satisfied, proud and perhaps even excited about what we have achieved Thus, challenge is an important ingredient for healthy and productive work. The importance of challenge in our work lives keeps us learning, growing and developing.

      A challenge becomes stressful when there is either rejection that the goal cannot be achieved because it looks and feels overwhelming or when job demands cannot be met, due to employee capability and or lack of necessary resources.  Very quickly the situation can change from focused and motivated to achieve, to exhaustion from trying and the sense of ability to accomplish has  turned into feelings of stress.

      We know that what is stressful for one person is not necessarily stressful for another because of individual characteristics, including coping mechanisms, previous experience, level of maturity and possibly personality. The questions therefore are how can we as managers and leaders:

      • challenge team members, use this challenge to motivate, but not stress them to a point of no return?
      • identify when the line between challenge and stress has been crossed?

      Victor Vroom’s Expectancy Theory helps to answer these questions.  His theory is ensuring that there is a sound relationship for the employee between effort and performance.  These feelings of motivation and satisfaction are further increased if the individual and or team can see the relationship between good performance or outcomes and reward, especially if it is a reward that is valued.  Feedback cannot be underestimated when challenging team members, as well as working with Vroom’s model.  Both gaining feedback and giving feedback, help us as managers and leaders to understand whether the challenge is about to become stress.

    • Do You Need an Attitude Shift?

      As Simon Tyler says “attitude is a choice you just keep choosing”.

      Attitude affects everything that we do. The attitude you have chosen right now may not be serving you in the situation that you are in, or indeed the situation you are about to go into. I am a great believer in creating the right attitude for each situation to generate positive energy for all involved, including oneself. Interacting with different people every day through the many communication channels means that we have the power to affect our connection at each moment of truth, to the other person.

      It is our attitude that determines how much we can affect them and how much they in turn can infiltrate and affect us, either positively or negatively. Being aware of the affect that others have on your attitude gives you the ability to become more deliberate in setting your own attitude and more resilient to the attitude of others, by consciously choosing a positive response.

      Our attitude impacts more than we realise. Not only can it affect those around us, but it can also hinder our chances for success. Shifting your attitude is possible. Read how and why an attitude shift might be the perfect solution!

      How do leaders impact the attitude of team members?HOW DO LEADERS IMPACT THE ATTITUDE OF TEAM MEMBERS? 

      By nature of leadership, the role of a leader is to “inspire others to want to do the job”. Clearly inspiration of others cannot be done through a negative attitude. Can we honestly put hand on heart and openly say that we do aim to affect others positively in every interaction with employees, peers and colleagues?

      How do you correct attitude when one of your subordinates is just not performing and his or her behaviour is potentially causing an attitude shift in yourself toward that person?

      There is a danger that this attitude shift will infect your thinking and consequently the approach that you choose to discussing the possible reasons behind the current level of performance, and to changing that performance to something more desirable.

      DEALING WITH A NEGATIVE ATTITUDE

      What can you do to change a creeping negative infiltration of your attitude, whatever the reason for this might be?

      Be grateful and be thankful for all the positive things that exist in your life including, the individual’s performance before this change, performance of others, thankful and grateful clients, the sun, other relationships in your life, nature, friendships and so on.

      The power of gratitudeTHE POWER OF GRATITUDE

      Our attitude impacts more than we realise. Not only can it affect those around us, but it can also hinder our chances for success. Shifting your attitude is possible. Read how and why an attitude shift might be the perfect solution!

      Gratitude can make us less self-centered and more open to hearing.  It can increase self-esteem, and make us more likeable by enhancing relationships, our personality, and our leadership skills.  Like any habit, after a few days of expressing gratitude it becomes natural and a part of your communication style.

      As Oprah Winfrey once said “Be thankful for what you have; you’ll end up having more.  If you concentrate on what you don’t have, you will never, ever have enough.”

      TOP TIPS TO SHIFT YOUR ATTITUDE

      Manage personal attitude by surrounding yourself with positive people and limit those that drain energy.  Read and consume articles, books, or podcasts that further support a positive outlook and attitude.

      Humans are electrical energy, we are emitting and receiving all the time.  This means we are able to attract to us what our current thoughts are giving out, in terms of people, thoughts, activities and so on.

      If you want positive people around you, and to have a constant stream of positive thoughts from within and from others, you have to set the scene by considering what you want to attract or repel.

      HABITS ARE KEY

      Make it a habit to look for at least one positive aspect of any idea, solution, suggestion, or behavior before honing in on the negative aspects of why something will not work.  We all see the weak, negative unhelpful aspects of a person, thought, suggestion and idea easily.  Train yourself to see the positive first, maintaining balance and a realistic outlook.

      Behaviour is driven by thoughtBEHAVIOUR IS DRIVEN BY THOUGHT

      Our attitude impacts more than we realise. Not only can it affect those around us, but it can also hinder our chances for success. Shifting your attitude is possible. Read how and why an attitude shift might be the perfect solution!

      All of us have mental patterns that lead to physical behaviour.  It is these patterns that cause us to repeat the same, further getting frustrated at ourselves for not succeeding, excelling, or doing, and sometimes even regretting the repetitive behaviour and result.

      Remember, what Albert Einstein said: “If you always do what you have always done, you will get what you have always got!”

      Make a conscious effort to release the thought process – thank it for serving you, and let it go.  In letting go you make space for something new to move in, and what moves in is your choice.  The sooner you let go of the irritation, regret, frustration, the sooner it ends, giving the possibility to create a more meaningful pattern that will serve both you and others better.

      ASK THE DEEPER QUESTIONS

      If you still struggle to move on with this change and experience resistance, ask questions of yourself to promote the thinking and mood that you desire, avoiding self blame or blame of others.  In other words, looking for a reason that gives you a scapegoat.

      Excellent questions take you in the direction of finding your truth and depth of understanding, for example. “Where am I at my best?”  “What do I want more of?”  “What do I need to learn from this situation?”

      Such questions are also invaluable when coaching others to excellent performance.  Finger-pointing never motivated anyone. Dipping into The One Minute Manager by Ken Blanchard and Spencer Johnson, giving a one-minute praising goes a long way to encouraging a positive attitude in yourself and in others.

      And when that one-minute reprimand is needed, keep it in perspective and give it clearly, confidently and with sincerity, and then move on avoiding dwelling on the negative.

       

      References:

      Ken Blanchard, Spencer Johnson – The One Minute Manager,

      Simon Tyler – The Attitude Book

       

      Rachel ShackletonRachel Shackleton is an entrepreneur who owns and manages Green Key Personal Development and Green Key Health. Working with local and multinational organisations, she is a public speaker and trainer in the spheres of leadership, communication and customer excellence. She ensures sustainable productivity and profitability through healthy self-management and leadership practices, ensuring a focused and successful workforce.

    • Are Your Company Values Laminated or Lived?

      Recently I attended the Health and Wellbeing @Work Expo at the NEC in Birmingham. Among the many good speakers was Dr Gian Power OBE who asked the question: “Are your company values laminated or lived?”

      This question resonated strongly. Sadly, I can reel off a list of companies who proudly display their values for all to see—beautifully designed posters in reception, polished statements on their website—yet forget to roll them down through the organisation to those who deliver to your customers, every day. Even more importantly, they fail to use them to shape how colleagues support one another and the message your company consistently gives out, causing a disconnect in the minds and actions of employees and customers.

      Why do We have Values?

      At their best, organisational values are not marketing slogans; they are decision-making tools. They guide how leaders lead, how managers manage, and how teams collaborate. They define how things are done when policies or procedures don’t provide the full answer.

      For leadership teams, values are designed to act as a strategic compass. They help determine priorities, shape behaviours during periods of change, and create consistency across departments, locations and leadership styles.

      For managers, they offer a framework for everyday choices—how to deal with a difficult situation, how to balance performance and wellbeing, how to respond when pressures increase.

      For employees, they provide clarity and psychological safety. When not clear and genuinely practised, people understand what is expected of them and how they will be treated. They are the bedrock.

      Without this alignment, values remain decorative or as Gian Power said “laminated” and left on a shelf somewhere, never to see the light of day. With it, they become operational, providing consistency for everyone to work with and by and to build connection with customers creating an understanding of what can be expected and delivered.

      Who do Values Serve?

      Values should serve three critical audiences simultaneously.

      1.    Your people.

      Employees want to know what kind of organisation they work for. Values signal what behaviours are encouraged, what is rewarded, and what is unacceptable. When people see leaders modelling values consistently, trust grows.

      2.    Your customers.

      Customers experience your values through every interaction with your organisation. Whether it is responsiveness, integrity, innovation or care, values influence how your people show up when representing your brand.

      3.    Your leadership team.

      For directors and senior leaders, values act as a shared reference point. They align leadership behaviour, help maintain consistency across functions, and support culture during periods of growth, restructuring or uncertainty.

      When values serve all three audiences, they become a cultural operating system, not just a communications exercise.

      What Benefit do Values Bring to your Company, Individuals and Teams?

      When values move from laminated statements to lived behaviours, the impact can be significant.

      For the organisation, values strengthen culture and brand credibility. They help attract and retain talent, particularly in a labour market where people increasingly choose employers whose values align with their own. They also support clearer decision-making during challenging moments—when commercial pressure might otherwise override long-term principles.

      For leaders and managers, values provide a practical leadership framework. They help guide performance conversations, shape recognition and reward, and provide a consistent lens for managing difficult situations.

      For teams, shared values create cohesion. They reduce ambiguity about expectations, support respectful collaboration, and strengthen accountability. When teams understand not just what they are expected to deliver but how they are expected to behave, performance and wellbeing does not compete, but reinforces one another other.

      The Real Question for Leaders

      Many organisations already have well-written values. The challenge is rarely the wording—it is the translation into behaviour. Ask yourself:

      •    Do leaders visibly model the values in everyday decisions?

      •    Are they embedded in recruitment, onboarding and performance discussions?

      •    Do managers feel confident using them to guide conversations and decision-making?

      •    Are values recognised and rewarded in practice, not just in principle?

      If the answer to any of these questions is uncertain, then values may still be closer to laminated than lived.

      For HR and L&D leaders in particular, this presents an opportunity. Culture does not change through posters or presentations; it changes through consistent leadership behaviour, aligned systems training programmes and daily conversations. Ultimately, employees rarely remember the values written on a wall. They remember the values demonstrated in the moments that mattered.

      Bringing Values to Life 

      Let’s consider the values of a well-known British company, no names – Safety and Security, Excellence, Caring and Open-Mindedness, supported by commitments to sustainability and diversity.

      Safety and Security

      Safety and security is demonstrated when employees actively protect the wellbeing of colleagues, customers and the organisation. Examples of day-to-day behaviours include:

      •    Following safety procedures consistently, even when under pressure or working to tight deadlines.

      •    Speaking up when something doesn’t feel safe, whether it’s a faulty piece of equipment, a potential risk to a colleague, or a process that could cause harm.

      •    Protecting sensitive information, ensuring customer data, company systems and confidential discussions are handled appropriately.

      When employees feel confident to prioritise safety and raise concerns early, organisations reduce risk and strengthen trust across teams.

      Excellence

      Excellence is not only about outstanding results; it is about the consistent pursuit of high standards and continuous improvement. Employees demonstrate excellence when they:

      •    Take pride in the quality of their work, checking accuracy and completeness before handing work over to others.

      •    Look for ways to improve processes, suggesting more efficient ways of working or better ways to serve customers.

      •    Prepare thoroughly for meetings, projects or customer interactions, ensuring they bring worth rather than simply attending.

      •    Learn from feedback, seeing mistakes or challenges as opportunities to improve rather than something to avoid.

      Excellence becomes part of the culture when people feel responsible not just for completing tasks, but for continually raising the standard of how work is done.

      Caring 

      A caring culture is visible in how employees treat colleagues, customers and partners. In practice this might look like:

      •    Supporting colleagues during busy periods, offering help rather than focusing only on individual workloads.

      •    Listening with empathy, particularly when someone is facing personal challenges or workplace pressures.

      •    Recognising the contributions of others, celebrating achievements and acknowledging effort across teams.

      •    Considering the impact of decisions on people, not just processes or results.

      When caring becomes embedded in everyday behaviour, organisations create environments where people feel respected, empowered and more willing to contribute their best work.

      Open-Mindedness

      Open-minded organisations encourage curiosity, new ideas and different perspectives. Employees demonstrate this value by:

      •    Welcoming new ideas from colleagues, regardless of seniority or department.

      •    Being willing to adapt, especially when processes change or new technologies are introduced.

      •    Listening to different viewpoints, even when they challenge existing assumptions.

      •    Learning from other teams, backgrounds or experiences to improve how work is approached.

      Open-mindedness helps organisations remain agile and innovative, particularly in rapidly changing markets.

      For leaders, HR and L&D professionals, the key question is not simply “Do we have values?” but “Can our people recognise what those values look like in action?”

      When employees understand how values translate into daily behaviours — in conversations, decisions and teamwork — they stop being statements on a wall and become the way the organisation works everyday building trust not only in the workforce, but also in customer loyalty. 

      Interested in a conversation with Green Key  Contact rachel@greenkeypersonaldevelopment.com or book a call https://calendly.com/greenkey/pd-consultation-meeting?month=2026-03

      #leadershipdevelopment, #leadershipmindset #empoweredemployees #customercommunication 

    • Are your employees not performing because they are suffering from poor or lack of sleep?

      According to the National Sleep Foundation “more than 40 percent of adults experience daytime sleepiness severe enough to interfere with their daily activities at least a few days each month – with 20 percent reporting problem sleepiness a few days a week or more”.

      A goods nights sleep and the preparation for sleep is as important as preparing for a meeting, warming up before running a half marathon or delivering a major strategy to improve company performance.  “As many as 30 percent or more of U.S. adults are not getting enough sleep,” says Dr. Twery.   PhD, Director of the National Center on Sleep Disorders Research.  Chronic sleep loss and sleep disorders are estimated to cost the American nation as much as $16 billion in healthcare expenses and $50 billion in lost productivity.

      The consequences can be severe. Drowsy driving, for example, is responsible for an estimated 1,500 fatalities and 40,000 nonfatal injuries each year. “It’s actually quite serious,” says Daniel Chapman, PhD., MSc, at the Center for Disease Control and Prevention (CDC). “Drowsy driving was implicated in about 16 percent of fatal crashes and about 13 percent of crashes resulting in hospitalization.”  Dr. Chapman says sleep is as important to health as eating right and getting enough physical activity.  Furthermore, research is beginning to attribute the lack of sleep, as with poor diet and lack of physical activity, with weight gain and diabetes.

      For adults, the way you feel while you’re awake depends in part on what happens while sleeping. During sleep, the body is working to support healthy brain function and maintain physical health. On-going sleep deficiency can raise the risk for some chronic health problems, but it can also affect how well we think, react, work, learn, and interact with others. Therefore, it is realistic to think that poor sleep is going to lead to trouble making decisions, solving problems and controlling emotions, as well as an increase in mistakes which results in re-work and therefore lowered productivity.

      Sleep hygiene is one of the essential pillars to good health and personal performance whether you want to excel at sport, at your job or in some other way.   Sleep helps the brain function correctly.  During sleep the brain is preparing for the next day, by creating pathways to improve learning and remembering. Good sleep also helps us in making decisions, to be focused and creative.  When waking in the morning, the mind and body should be ready to face the day, feeling refreshed, energized and alert with no signs of brain fog, heaviness or confusion.

      On a physical level, sleep is responsible for repair of body cells as well as effective functioning of the immune system.   The immune system defends the body against foreign and harmful microbes and relies on sleep to stay healthy. On-going sleep deficiency may lead to the inability to fight common infections and therefore each time the flu or a cold goes round the work place it affects the same people who have weakened immune function and therefore unable to fight off common infections thus leading to absenteeism in the workplace, due to sickness.

      Perhaps this impacts those that drive heavy machinery and work in high-risk areas.  By nodding off” they could compromise their own safety and the safety of others, not only causing human injury, but also damage to machinery, and the building itself.

      How does the leadership in your organisation coach, educate and counsel those that may be suffering from poor sleep quality or lack of sleep?  What systems are in place to enable workers to follow a healthy lifestyle encouraging great sleep?