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Tag: Workplace Wellbeing

  • Depression, physical activity and performance – is there a link?

    What would happen to a dog if you kept it inside, gave it water and fed it processed foods while providing a nice bed in front of the television or other electronic device, only letting it out for a few minutes several times a day to do the obvious?

    The answer I believe, is predictable – The dog would soon become miserable, overweight and perhaps even aggressive. In the western world, this is exactly what we do to ourselves – feed ourselves on instant, very often highly processed foods, sit in front of the TV or other device to entertain ourselves and only go outside on the occasion that requires we go from A to B or need to do some shopping (which we can now order in!), or another chore. Why do we wonder that chronic ill health is escalating, as is mental ill-health – anxiety, depression, low mood, and lack of energy amongst the list of symptoms and conditions.

    How can we unravel this state of affairs?

    The answer to that question is complex, and as we are all individual, the approach will be unique to each person. However, let’s make a start by looking at something as simple as movement and exercise and the difference it can make to mood, anxiety and depression. As a naturopathic practitioner, I recommend to clients on a regular basis to get outside into mother nature and to bring some form of exercise into their routine that will get them moving. The type of activity advised carefully depending on the situation of the client, symptoms and overall wellbeing. It can be anything from walking, swimming, and dance, to yoga, stretching, Pilates and Tai Chi. Many of which can be practiced in the great outdoors.

    From my own experience, I know that physical activity makes a difference to how I feel, how the day unfolds, as well as the tone and flexibility of my body, even if when I’m on my way to the gym and really don’t feel like going, that when I’ve finished my session that I feel so much more energetic and positive.

    I was very proud the other day when challenged to touch my toes that I was able to touch the floor with relative ease when my teenage godson, 40 years my junior, could barely get passed his knees!  Not sure whether his performance has encouraged him to work on flexibility as well as building muscle strength or whether his mood was affected when he realised the current state of his body is well below optimal when in his teenage years. It showed that we can’t take for granted that a younger body is naturally subtle; it takes movement and practice to achieve this.

    A recent research article published in Jama in 2022, “Association Between Physical Activity and Risk of Depression. A Systematic Review and Meta-analysis.” published using the research of numerous scientists, indicates that whilst it is difficult to draw this association, 15 prospective studies showed a greater risk of depression in those that have lower exposure to exercise. Adults doing the equivalent of 2.5 hours a week of brisk walking had a lower risk of depression compared with those adults who reported no physical activity. That means that on five days of the week, 30 minutes of exercise and brisk movement can dramatically impact mood and lower the risk of depression.

    The sample size for each study was 3000+ participants over a period of 3 years or more and was based on leisure-time physical activity, either alone or combined with other activity domains such as housework and getting to and from work. Approximately 64% of participants were women and included six studies in the USA, six from Europe, one from Australia and Japan and one study that included India, Ghana, Mexico and Russia. The conclusion of the meta-analysis found an association between physical activity and incident depression and assuming lack of exercise as the causality, 1 in 9 cases of depression might have been prevented if everyone was active in line with public health recommendations. Public health recommendations suggest that 30 minutes of physical activity on all or most days of the week, even if undertaken in brief repeated episodes, is beneficial for health.

    In 2019 depression was the leading cause of mental ill health-related diseases and a major cause of disability worldwide, affecting approximately 280 million people and accounting for more than 47 million disability-adjusted life years in 2019. These figures are pre-Covid and, therefore, reasonable to assume that this figure has increased due to fear, isolation and loneliness as a result of lockdown. In fact, a World Health Organisation (WHO) study published in April 2022 states that “global prevalence of mental health disorders increased by a massive 25% across the board”. Young people and women being the worst hit.

    What is the cost to your organisation not only in loss of revenue but also in levels of service, morale and medical aid costs if the individual is provided company medical aid?

    • Depression makes it difficult for employees to focus and engage with their day-to-day tasks. As a result, it lowers their productivity and contributes to the cost of presenteeism
    • The effects of depression can also be so severe that employees find it difficult to go to work at all. 
    • Despite nearly 1 in 5 employees reporting a current mental health diagnosis, less than 1 in 10 are currently seeking support for their mental health. Just under a third of employees have previously received support for their mental health and 61% of employees have never received support for their mental health. (Champion Health

    “Workplace depression is responsible for 109 million lost working days in the UK every year, at a cost of £9 billion to organisations,” according to Champion Health UK.

    Mental ill health including depression are complex, multi layered conditions that require attention on all layers, including addressing the emotional foundation through an approach such as counselling, addressing lifestyle changes that are contributing to mental ill health, diet and nutrition as well as movement and exercise that is in the form of leisure exercise and not simply about things that have to be done around the house, getting to and from work, and other daily chores.

    How easy is it for you as an organisation and employer to encourage support for those struggling with mental ill health to speak out and admit they are struggling and need help? To achieve recommendation of exercising 30 minutes a day, is it possible for employees take some form of exercise as part of the working day, irrelevant of their location which is considered an essential aspect of the working day and part of the company culture? Below are some suggestions that might easily be added into a typical working day:

    • Hold meetings while walking, preferably outside
    • Allocate a couple of time slots each day for exercise and movement, for example 30 minutes of Tai Chi, Yoga or Qi gong in an outside area to encourage employees to take a break from computers, from equipment and enjoy exposure to “mother nature” and not only move, but also focus on breathing techniques which is a fabulous way to reduce anxiety and stress. If you don’t have the luxury of an outdoor area, these activities can also be done inside. Doing exercise together in a group adds the additional dimension of fun and support.
    • Provide showering facilities for those who use bicycle or run or walk to work or for those that want to do these or similar activities at some point during the working day, but who hold back because there are no facilities when they can freshen up.
    • Dedicate an area for movement and exercise that might include table tennis tables and other options for those that wish to be a little more competitive when exercising.
    • If you have a multi-floor office, stop the possibility to access an escalator from the different floors, instead encouraging all to use the stairs.
    • Organise 30-minute dance classes or simply a room with music to stimulate the joy of dancing and free movement
    • Sponsor a time slot at the local swimming pool for your employees a couple times a week.
    • Have a “bring your dog to work day” once a month, to encourage walking at break times
    • Create a “mood” room that allows for free flow movement and creative dance.
    • Create a 10-minute system, whereby for 10 minutes in every 90 minutes everyone stops to stretch away from their desk.

    These suggestions are by no means exhaustive. What you can do to support your employees to remain mentally and physically well will depend on the type of business, the available space and the desire of top management to breed and live such a culture that embraces mental and physical health. Research has shown the direct link between exercise and mental ill health, therefore proactively building a policy into your organisation to minimise mental ill health, can only be a “winner” for employees, employers and all the organisation stakeholders when presenteeism decreases, absence and sickness (mental and physical) decreases and productivity and performance improves.

    While there is more to consider when treating mental ill-health, being proactive and minimising the risk of it developing in the first place is common sense. Putting practices in place to “breed” a healthy workplace, starting from the top and rolling it down is definitely easier and more cost-effective receiving a good return on investment through stable productivity, minimal illness and presenteeism, good staff morale and overall performance that results in bottom line success.=

    References:  

    https://www.researchgate.net/profile/Peter-Reaburn/publication/269598423_The_mental_health_benefits_of_regular_physical_activity_and_its_role_in_preventing_future_depressive_illness/links/5539aa010cf226723aba31ea/The-mental-health-benefits-of-regular-physical-activity-and-its-role-in-preventing-future-depressive-illness.pdf

    Association Between Physical Activity and Risk of Depression A Systematic Review and Meta-analysis. Matthew Pearce, PhD; Leandro Garcia, PhD; Ali Abbas, PhD, et al https://jamanetwork.com/journals/jamapsychiatry/fullarticle/2790780

    https://www.ioshmagazine.com/2022/04/11/pandemic-responsible-25-increase-anxiety-and-depression-worldwide-who-study-finds

    https://championhealth.co.uk/insights/depression-statistics/#:~:text=52%25%20of%20employees%20are%20experiencing,currently%20seeking%20mental%20health%20support

  • Do Bonus Schemes for Executives Drive Company Performance

    End of the year is the time not only for Christmas parties, but it is also when many companies pay out bonuses based on performance for the year for senior management and either 6 or 3-monthly bonus pay outs for middle management and team members. I have often heard the comment, “I am waiting for the year end to get my bonus payout before I put in my notice.” Hand on heart, I would do the same. Working hard all year to earn a lovely Christmas bonus to spend on the family, a holiday or something that needs doing around the house makes complete sense. Does this work for the company? While it might leave a bad taste in your mouth, the person has done the work and therefore the payout was budgeted. The only gap is the vacancy the person leaving creates. The reason why they have decided to leave can be many and varied and is not the topic of this blog.

    It was a couple of years ago I read an article in the Sunday Times (Business section) “Bosses:  Is the Party Over?” by Ben Laurance. The article was about Neil Woodford of The Woodford Patient Capital Trust, who after many years of paying bonuses to his fund managers had decided to scrap them altogether and compensate his team members with a rise in base pay instead. The question this begs is “Will these actions enhance or discourage performance”?

    Woodford believes there is very little correlation between bonus and performance, which in his opinion, can lead to short term decision-making and wrong behaviours. I would suggest the terms of the scheme and method of measuring performance impacts decision making and incorrect behaviours. Without knowing the content of the Woodford Patient Capital Trust particular scheme, it is difficult to validate his comment either way.

    A very recent article by Esa Employment Law Solicitors – Weighing the pros and cons of Big CEO Bonuses clearly outlines the dilemma. “These big CEO bonuses are controversial because excessive executive pay often comes at the expense of workforce pay, exacerbating income inequality and potentially harming employee morale and trust in institutions. Critics argue that these high payouts are not always linked to improved company performance and that the incentives within the pay packages don't always encourage long-term stakeholder interests.”

    In the banking and larger finance industry, bonuses are commonplace. One could argue they are expected, particularly by senior members of management. In recent years we have seen massive bonuses paid out to senior executives despite doing a poor job. Channel 4 (2024) is a case in point: “Bosses took hundreds of thousands in bonuses despite the broadcaster suffering its steepest revenue fall in 41 years, leading to significant job cuts,” reported Mark Sweney in the Guardian (October 2024). 

    Thames Water (2023): “The CEO and CFO initially agreed to forgo bonuses due to poor service to their customers, but the former CEO had received a £496,000 performance-related payout the previous year.” (Ref BBC)

    Advantages and Disadvantages of Bonus Schemes

    Benefits to the organisation for paying such rewards, apart from the supposed incentivisation is to focus team members to the goals and if the incentive is well thought through and set within achievable limits, financial targets will be achieved and perhaps even overachieved.   Thus, driving company growth and market share. Other benefits include:

    •    Attracting and retaining top talent

    •    Aligning interests with shareholders 

    •    Driving company performance – which as mentioned earlier might not always be the case on senior level.

    •    For senior executives rewarding risk and responsibility for overall company performance.

    What are the down sides of paying these rewards?  Large bonuses as seen in the banking and financial sectors experienced reckless behaviour by individuals who were taking huge risk chasing their reward with little regard for the stability of the bank or institution. This is when the EU stepped in to limit bonuses for bankers to no more than double the base pay. Research on the impact of this move by Irem Tuna of London Business School and Anya Kleymenova of the Booth School of Business in Chicago, suggest that this move did indeed reduce risk-taking. However, at the same time turnover of executives in financial firms increased. It is not clear if this is the only factor for this apparent negative spin off. Other apparent disadvantages include:

    • Weak link between bonus payout and company performance. Perhaps because the scheme guidelines are unclear, force majeure circumstances where the top executives have no control. For example, being reliant on imports from a country that has been sanctioned for whatever reason.

    •   Overly focused to short-termism and financial targets that drive their personal reward.

    •  Short-termism in making decisions for investments that will benefit the company and employees within the company in the medium to long term.

    •   Negative impact on employee morale and company culture due to the massive divide between executive pay and bonus payout and that of their teams.

    •    Short-sighted priorities by focusing on executive reward when these funds could be used for training and development or other investments within the company.

    The question around senior executive bonuses is reflective of broader questions about the purpose of leadership, fairness around reward systems, motivation and morale. Well-designed bonus schemes can be powerful tools: they attract forward-thinking leaders, align executives with shareholder goals, and motivate outstanding performance. When structured effectively, these incentives recognise the scale of responsibility and risk leaders carry, while projecting confidence and ambition to the wider market.

    The downsides are just as significant. Inflated CEO bonuses can damage employee morale, deepen income inequality, and at times reward leaders even when true business performance falls short. When these incentives are poorly linked to long-term objectives or robust performance measures, they can encourage short-termism and weaken trust both inside organisations and in the wider society.

    The question I will leave you with is “Can we solely attribute performance or non performance to a bonus scheme?” Surely leadership plays a part in creating the right environment for effective performance in meeting department and company goals whether financial or otherwise?  

    References 

    https://www.theemploymentlawsolicitors.co.uk/news/2025/08/28/ceo-bonuses/

    https://www.bbc.co.uk/news/articles/crg33l5rpp3o#:~:text=Water%20firm%20bosses%20forgo%20bonuses%20over%20poor,progress%20over%20customer%20service%20and%20sewage%20discharges

    Want to discuss your training needs for 2026. Contact: https://www.greenkeypersonaldevelopment.com/pages/contact

  • Do you Become Ill the Moment Your Holiday Starts? 7 Tips to Avoiding Holiday Overwhelm, Stress and Anxiety

    Working hard, trying to keep up with life and so looking forward to that well-earned holiday. The destination is planned and booked, flights and hotel await, all that is left is to count the days before leaving. “Oh and of course” do everything before you go so that you don’t have a mountain of work to catch up on, on return.

    “Isn’t it amazing how much stuff we get done the day before vacation?”— Zig Ziglar

    This scenario probably resonates with you – the hamster wheel of life of organising and preparing for a well-deserved break. While rushing around, take a few moments to understand what your body is doing to keep the momentum up in order to finish everything in time. In this kind of circumstance, we likely get up earlier, start work earlier, miss out on our regular gym, swimming, running, or yoga sessions, rush meals, cut as many corners as possible in our personal lives, including meals and regular meal times with the view it doesn’t matter because it can all be sorted when on holiday!

    What does the “all sorted” refer to? Switch the adrenal system off – in other words allow the body to regulate the sympathetic and para sympathetic nervous system and therefore switch off the flight and flight mode to more rest and digest, that is of course once we have packed, cleaned the house, taken out the rubbish, driven to the airport, gone through security and finally come to the realisation that the holiday that has been on the horizon is finally here in the present moment. The washing cycle that you have been in for the last few weeks has finally finished spinning and come to the end of the cycle. Phew, you heave a sigh of relief and congratulate yourself for getting to this point.

    When under prolonged duress or stress, the body perceives this overdrive as potential danger and initiates the fight and flight response.  On receiving the alarm from the amygdala, (part of the brain) that triggers the release of stress hormones including cortisol to prepare you for the fight or flight mode; dilation of the pupils, blood supply is channelled away from less important bodily functions into the muscles. Your heart rate quickens in response to the sympathetic nervous system kicking into full alert. Glands release a mix of hormones into the bloodstream, especially adrenaline and cortisol.  The heart sends messages to the brain via the Vagus nerve supported by an increase in neurotransmitters. All this before the neocortex has had a chance to identify the nature of the emergency, whether life-threatening, joyful or something in between.

    The second phase that occurs within seconds, for want of a better description, is the receipt of information through the senses to the neocortex. As a result, an understanding forms about the situation and the fight or flight impetus is either modified or countermanded. During this time, more complex feelings may take the place of urgency, such as worry and concern at how are you possibly going to complete everything in time.

    As consciousness begins to take control the fight or flight reactions will slowly be returned to normal through reversal of the extreme arousal process. This often leads to expressing excess energy amassed seconds earlier through laughter, tears, or a raised voice at someone who is not performing correctly, a driver that is going too slowly, or at you yourself for making a stupid mistake. Normally we would express these pent-up emotions through some form of activity – sport, walking, gardening or talking to friends and family, thus resetting the amygdala’s warning light, but because there is so much to do before going on holiday, the normal way of expression has been parked.

    When the fight and flight system is in full force, the body utilises energy to sustain us through the difficult period, thus draining necessary energy away from the hormone system, the immune system, the brain as well as the digestive system. Ever got a runny tummy just as you are going on holiday, a horrible cold or even flu-like bug a day or so into the holiday? Perhaps now it all begins to make sense. Whenever we over-draw on one system, we drain another to compensate. In the short term there is little to no impact, it is over prolonged periods that things don’t go well and start to run down other systems as well as overall health.

    In periods of prolonged duress and stress, what might not be reset is the hypothalamus-adrenal-pituitary (HPA) stress system. Actions of this system, especially the release and reabsorption of cortisol take considerably longer to reset, particularly when the threat is perceived to be overwhelming and/or chronic.  In this case, instead of the feelings of stress, overwhelm and urgency being overridden, modified or followed through, they become suppressed inside the body as we override the system to get everything done, leading to a crash in our health with a horrible cold, lack of libido, flu, or upset stomach just after or a few days into your well earned holiday.

    This is all very well, I can hear you saying, but in order to go on holiday I need to be sure everything is in order for those covering and for when I get back. In other words, you are convincing yourself that this is the price you pay for having a holiday!  In that case perhaps it’s better not to have a holiday? Below are some suggestions on how to manage the workload and be able to go on holiday without pre-holiday overwhelm, stress and anxiety leading to that temporary crash affecting your holiday down-time taking away from the enjoyment:

    1. Plan your workload (in as much as you can) to take on extra tasks over the full month before your break so that there is not a last-minute overload.
    2. Write everything down that has to be done before your holiday. Cross items off the list as you go. This is motivating and helps your brain to rationalise about what is still to be done, thus avoiding feelings of overwhelm.
    3. Re-schedule meetings that can be re-scheduled or delegate to a colleague.
    4. Get up one hour earlier to take your “me” time and to do your exercise, in this way you manage the additional workload in a less stressed manner.
    5. Avoid eating foods that put additional stress on the brain, especially wheat and gluten containing foods, sugary foods and foods laden with preservatives and additives as these slow the brain and in some people may lead to brain fogginess, burden the digestive system, providing little or no nutritious content to provide the energy you need.
    6. Keep yourself hydrated – drink at least 1.5 litres of water daily. This will help keep your brain alert and your body active.
    7. As you close the suitcase and load it into the car, realise that what has not been done, will have to wait. If it is important, call someone who can take care of it for you.  Do not fret and worry about what you should have done but didn’t do. This is no longer within your control.

    Finally, the best thing you can do for your body and mind is to completely switch off from all work-related issues and enjoy yourself. Remember, you have earned and deserve this “me” time.

    “A vacation is what you take when you can no longer take what you’ve been taking.”—Earl Wilson.

  • 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?

  • 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.

  • 5 Lifestyle Tips that Support Mental & Cognitive Wellbeing

    Avatar was released in December 2009 and it took the world by storm taking the top place for film viewing since Titanic which stood at $2.218 billion while Avatar to this day stands at $2.2433 billion. It took me a long time to actually decide to watch this movie, having done so I watched it for the second time the next evening. For me this movie is about the untouched human capacity that is dormant due to “chosen” lifestyle, particularly in the western world. The Na’vi who live on Pandora show us the powers we have when living in a world of unconditional love, gratitude and connection with all life – creatures, plants, trees and the environment and not in a world that is separated and disconnected from our environment and from everything within it. It gives a clear picture and deep understanding that humanity is part of the ecosystem and that our physical, mental and cognition depend on this and that we owe ourselves and planet to be healthy. 

    Cognitive wellbeing, as physical and emotional wellbeing is about balance and living in harmony with one another, the earth’s natural biorhythms and Mother Nature. Cognitive wellbeing and mental health cannot simply be addressed through diet, lifestyle, counselling or any other therapy. (No disrespect here, therapies have a place). It is about restoring whole inner balance with oneself and outer harmony with one’s world. 

    No bodily system functions in isolation of other systems. We function as a whole, therefore the whole needs to be addressed. Gut and brain health have a direct connection via the gut-brain axis, and therefore the health of the digestive system is partly if not wholly responsible for cognitive function. There is a reason why the gut is known as the “second brain”. If digestion is not functioning correctly, whether thats seen as constipation or suffering IBS symptoms (irritable bowel syndrome) resulting in urgency and loose stools. Perhaps gastric reflux, bloating or excess gas are causing uncomfortable feelings. These are all symptoms that indicate the digestive system is not functioning optimally and will ultimately affect mental health and cognitive function. 

    Ensuring the digestive system is functioning well requires a varied nutrient-rich diet, with or without meat, depending on personal preference. Chewing food mindfully and eating in peace and not on the hoof, at the computer or in front of the TV. The essence of effective digestion starts with saliva in the mouth when seeing and smelling food which triggers the release of stomach acid ready to accept and start the process of breaking food down to extract what nutrients the body requires from what needs to be eliminated. Healthy digestion also requires water. Most people do not drink enough water which hampers the digestive function and consequently cognitive function due to dehydration.

    There are many different diets out there, and because we are all unique we cannot assume that a diet, such as Keto, FODMAP (fermentable oligosaccharides, disaccharides, monosaccharides, and polyols), or some other diet that might work well for one person will automatically be good for another. However, the one diet that is considered as being supportive of mental health and cognitive function is the Mediterranean diet. This diet is rich in fresh foods, simply cooked, lots of green leafy vegetables, healthy, unsaturated fats from avocados, olives, oily fish, nuts and seeds which are not only essential to brain health, but supports cardiovascular health, as well as aiding in blood sugar regulation. In short eating fresh foods, as natural as possible, avoiding or at least limiting processed foods and ensuring plenty of fresh vegetables, fruit, oily fish and good fats will support good cognitive function into old age.  

    Exercise in general supports good well-being. We are spoilt for choice when it comes to exercise. The most important thing is to keep moving whether just walking, or a specific exercise like swimming, climbing, yoga, Qigong, running, football, dancing etc. No one size fits all. All round fitness protects flexibility, bone and muscle, resilience, cardiovascular and brain health, as well as physical and emotional and mental balance. However, as humans we tend to limit ourselves to one or two kinds of exercise or to a single form which we enjoy doing. Don’t get me wrong it is beneficial, however pursuing a variety of different types of exercise on a regular basis, the more balanced and all round your level of fitness will be. 

    All exercise, especially when we enjoy it stimulates the release of endorphins. The word “endorphin” comes from the word “endogenous” meaning within the body, and morphine which is an opiate pain reliever. Endorphins are created in the pituitary gland and hypothalamus and are a type of neurotransmitter that attaches to opioid receptors, commonly known as reward centers, signaling to the nervous system to calm everything down and provide feelings of inner balance, resulting in a positive state of mind. 

    A couple of things to be mindful of when exercising. If you feel tired and run down, choose exercise that is considerate of your inner and physical state rather than doing a HIIT class or pumping heavy weights that puts further mental and physical strain on the body, depleting resources and instead of releasing endorphins, cortisol is released as a stress response triggering the fight or flight system further depleting energy resources. Choose gentler types of exercise that build flexibility and balance at the end of the day, but still give benefit if you have no other choice but to exercise in the evening or at night.

    Cognitive health, just like health of the physical body is about training and using these muscles regularly, otherwise “if we don't use it we lose it.” If development stagnates through lack of mental stimulation brain cells die and what’s more new neurons will not grow to replace them as it is only mental stimulation that creates new neurons. Activities such as learning a language, doing puzzles and having stimulating conversations that challenge thinking will all support positive cognitive health.

    Bruce Perry, Psychiatrist and Neuroscientist said, “When people start to lose a sense of meaning and get disconnected that’s where disease comes from, that’s where breakdown in our health – mental, physical and social health occurs.” Meditation and mindfulness connect us to the earth and to the true self through slowing down breathing, calming the nervous system and providing mental clarity in relation to situations, decisions and people in our lives.

    Social connections are also important for good cognitive function and mental health through feelings of self-worth, belonging and unconditional love. Humans are social, herd animals. Naturally we want to be with others, perhaps not 24 hours a day, but at some point in the day. Interacting enables us to talk through difficulties, problems and life in general. It is an outlet for knowing we are recognised, respected, loved and valued. 

    The changing nature of how we shop has had an impact on social wellbeing and connection with others. In my lifetime we have gone from shopping locally with the butcher, baker and hardware store to shopping in large supermarkets and mega-marts, or online for the convenience that these options provide. This has also affected local communities in that the elderly and lonely miss out on the chat with Bob the butcher or meeting another customer and having a chat while waiting to be served. These places were not just somewhere that you bought your groceries, meat and bread, they also served as community hubs where people met and would have a quick chat when going about their household errands. In other words, these independent businesses were part of the community.

    5 lifestyle tips that proactively support cognitive and mental well-being 

    1. Do Something that Brings Joy

    Life, especially in the western world is very much focused on the next step up the ladder – that bigger house, car or a better job in combination with working to pay the bills. Because of all the “noise” that surrounds this type of lifestyle we often lose perspective and sight of what brings joy. Of course, this will likely vary from person to person, but it is not about what it is, but rather that you make time to do it regularly.

    My joy is nature whether that is walking or horse riding, both bring me joy, calms my nerves, connects me to Mother Nature and puts everything into perspective while at the same time clearing any unwanted worry or concern. 

    1. Build Social Relationships

    The English-speaking world has drifted further and further away from what it means to be human. Community life is seldom seen unless you live in a small village where everyone knows everyone and there is an unspoken word to look out for each other, especially the vulnerable, the elderly and children. In cities you can live next door to, above or below another person and you never speak to each other. I am yet to understand why we don't take the opportunity to say a cheery “Good morning” or similar when meeting in the lift, at the shop door or other incidental location. What does all this mean? It means that each one of us has to be conscious about building a circle of people who can be relied on and who share a similar outlook regarding the importance of social contact to build self-worth, emotional and mental wellbeing, whether thats a chat in the lift, street or over the garden fence or inviting each other round for a cup of tea or meeting locally for a chat over a coffee 

    1. Know your Boundaries and when to Say “No”

    This is perhaps one of the more difficult points to observe to preserve physical, mental and cognitive well-being. Knowing one’s boundaries and observing them even when you are asked to do something that deep down you don’t want to do, but go ahead and do it, is neither healthy nor rewarding, often resulting in feelings of resentment or anger at yourself for once again not saying “No”.

    There will always be times when you choose to agree to carry out a particular request even though it is at your own personal cost. This is not what I am referring to. What I am saying is the habitual selflessness that is a deep and generous part of so many, but underneath these habitual actions take a heavy toll, especially on cognitive function consuming and highjacking our thinking processes through repetitive conversations with yourself. End result a massive drain on mental energy and a deepening divide between you and the other person. No one wins.

    This could mean putting in boundaries at work to demands that overburden you such as working late, at the weekend or during your holiday. Or perhaps it is a colleague who constantly gives you the “monkey” knowing that you will not say “No” despite them eating away at your personal confidence. Alternately it could be in your personal life, perhaps accepting an invitation to an event, when you have no interest in going. Babysitting for your neighbors who regularly forget to organize a sitter and ask you at the last minute, or carrying more than your fair share within your family to support and care for elderly parents, or siblings.

    How do you change this pattern of behaviour to find the inner confidence to honour yourself and your authenticity?   Ask yourself “What is behind my inability to say “No”? Write your answers down on a piece of paper until you have exhausted them and then take a look at the list to drill down to identify the real reason. Once you know they reason, put some actions in place to build confidence to say “No” as a choice, and release yourself of the guilty feelings from saying “No”.

    1. Intermittent Fasting or Time-Related Eating

    There is now much research around eating within certain time windows, often called intermittent fasting. This means that you fit your eating in any one day into a certain number of hours, for example 8 or 12 hours giving the body a break from eating for the 16 or 12 hours remaining. Intermittent fasting is not a diet, it's a pattern of eating. It doesn’t change what you eat, it changes when you eat. The beauty of eating in this way is that you begin to understand what hunger actually is; and just because your stomach is empty, it does not mean that you're hungry. 

    Johns Hopkins medicine neuroscientist Mark Mattson, Ph.D., has studied intermittent fasting for 25 years. He says that “Our bodies have evolved to be able to go without food for many hours, or even several days or longer. In prehistoric times, before humans learned to farm, they were hunter-gatherers who evolved to survive — and thrive — for long periods without eating. It took a lot of time and energy to hunt game and gather nuts and berries. These physical activities and the intermittent fasting helped them maintain a healthy weight.”

    Research shows that the intermittent fasting periods do more than burn fat. Numerous studies show that there are powerful benefits for body and brain. It is claimed to cause weight loss, improve metabolic health, improve blood sugar control & perhaps even extend lifespan. Mattson explains, “When changes occur with this metabolic switch, it positively affects both body and brain.”

    The New England Journal of Medicine revealed data about a range of health benefits associated with the practice of intermittent fasting, as follows:  

    • Good for your brain, mental health and cognition -Thinking and memory.
    • Heart health – Improved blood pressure and resting heart rates as well as other heart-related measurements.
    • Changes the function of cells, genes & hormones – when you do not eat for a while your body initiates important cellular repair processes & changes hormone levels to make stored body fat more accessible. 
    • Helps lose weight and belly fat – enhances hormone function to facilitate weight loss. Short-term fasting increases metabolic rate by 3.6-14%, helping burn even more calories. 

    According to Hippocrates, “Our food is our medicine and our medicine is our food”. Therefore, to eat when you are sick is to feed your sickness. Fast forward to today, modern science agrees that having a full stomach all the time is not ideal for long-term health. Evolutionary adaptation has made our bodies very efficient at storing energy reserves, and drawing upon them when food supplies are scarce. 

    A note of caution: Individuals with certain health conditions should seek medical advice before doing intermittent fasting.

    1. Keep Your Brain and Mental Capacity Active 

    Exercising the brain as you would any other muscle in your body is key to the brain being active into old age. As with physical exercise, this means regularly challenging your brain with activities such as Sudoku, crossword puzzles, learning a language, adding figures without a calculator. My siblings and I used to call my father “the ready reckoner” because he would always take the receipt after filling up the car with petrol and then do the calculation in his head of how effective his car was running according to the mileage! He also did the daily crossword, invited stimulating conversation with friends and neighbours. He showed no signs of mental ill-health or cognitive decline in his old age.

    Genetic predisposition of any health condition, does not mean that you will develop the condition. Age-related decline mentally and physically is a part of ageing, but that does not mean that we cannot be physically and mentally healthy into our late 80’s and 90’s if we take care of ourselves through living a meaningful life, challenging ourselves and brain function on a regular basis, eating a nutrient rich diet, movement, hydration and good quality sleep all of which feed healthy cognition, mental, emotional and physical health.