In this MHScot-hosted podcast, we break down barriers and spark conversations about mental health. Starting in the workplace and extending outward, we’ll explore tools, stories, and initiatives that shape a healthier, more inclusive world. Whether you’re an employer, employee, or community member, tune in to discover actionable insights, challenge assumptions, and learn how nurturing well-being from the inside out helps us all thrive.
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In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Tracey Secker, founder of Voices Social Enterprise, a non-profit raising awareness of domestic abuse, trauma and other forms of abuse, supporting both employees and employers through training, resources and events. Tracey also works with the charity Rape and Sexual Violence Project.
Tracey came to this work through lived experience of domestic abuse and its long aftermath. She understands how trauma can shape the way someone responds to managers, colleagues and pressure at work, often without realising it at the time. That understanding sits underneath everything she now does.
We talk about why a mentally healthy workplace starts with a culture that feels safe, open and supportive, and why so many people, including senior leaders, stay silent for fear of being judged or seen as weak. Tracey lays out the scale of the issue: around one in four women and one in six men experience domestic abuse in their lifetime, which means trauma is present in almost any workforce, whether it's current or historical.
She's candid about the assumptions that get in the way. "It doesn't happen here" is, she argues, one of the most dangerous things a leader can believe. People hide it well. For some, work is the one place they feel in control, a safe space they protect by becoming someone else for the day. The fix isn't to turn managers into counsellors. It's far simpler, and it belongs to everyone: notice, ask, listen, believe, and point people towards the right support.
🔑 Key Topics
Why a mentally healthy workplace starts with a culture that feels safe, open and supportive
The scale of domestic abuse and trauma in any workforce, and the ONS figures behind it
How historical trauma, coercive control and post-separation abuse follow people into work
Why "it doesn't happen here" is the assumption that does the most damage
Work as a safe space, and the quiet signs someone may be surviving something at home
Supporting people without being a counsellor: hear, believe, listen, signpost
Policies that mean something versus tick-box policies that don't
Why checking in on each other is everyone's job, not just managers'
💡 Did You Know?
Around one in four women and one in six men experience domestic abuse in their lifetime (ONS). In a team of ten, the maths is unavoidable: someone you work alongside is likely carrying it, current or historical, whether you can see it or not.
📝 Actionable Takeaways
Don't assume trauma isn't present. Find out. Even an anonymous QR-code check-in can surface what you can't see
When someone opens up, hear, believe and listen first. You don't have to fix it
Be honest about your limits. Don't promise what you can't deliver, and signpost to specialist support
Make your policies (domestic abuse, menopause, mental health) mean something, and live by them from the top down
Check in on people, including the ones at the top who rarely get asked
Treat a disclosure as a chance to support and educate, not automatically to discipline
🗣️ Join the Conversation
When did someone last ask you, simply, "are you okay?", and what difference did it make? Share your thoughts and connect with us on social media.
If anything in this episode affects you, support is available. In the UK, the National Domestic Abuse Helpline (run by Refuge) is free on 0808 2000 247, 24 hours a day. If phoning isn't safe or possible, you can also reach them through the live chat on their website: https://www.nationaldahelpline.org.uk
Leading with Humility: Why the Best Bosses Stay Human
Monday, June 29, 2026 • Duration 35:52
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Steven Pink, who is the CEO of Verve Healthcare, a SELDOC Group company. Steven has worked in retail, banking, aviation, the NHS and private healthcare. You will hear in the podcast how experiences from each of these industries have shaped Steven's view on how to lead well.
Steven's route to leadership has been interesting, starting as a 16-year-old selling men's suits in Marks and Spencer to leading two healthcare businesses as CEO: Verve Healthcare and SELDOC. That breadth shows in how he thinks about work. For Steven, a mentally healthy workplace is one where people get something back for themselves, not just a wage, but a sense of purpose, challenge and growth. He makes the case that we often have far more agency over our working lives than we think. We need to take hold of it.
We talk about reflection as a vital discipline rather than a luxury. We consider why leaders who never carve out time to think end up leading with tunnel vision, and how saying no in a good way is an important technique you can learn; it isn't just about confidence. Steven shares his own turning point on health and fitness, and what changed when he finally treated his own wellbeing as a priority.
He's also candid about the kind of leader he wanted to become. After working for some excellent bosses and some poor ones, he set out to build the kind of workplace he wished he'd been in when he was unhappy. The result: 97% workforce retention over five years in his current business, without the need to always be the best payer. His explanation is disarmingly simple, just be a bit human.
🔑 Key Topics
Why purpose and challenge matter as much as pay for mental health at work
The agency we have over our own working lives, and why we underestimate it
Reflection as a leadership discipline, and building structure to protect it
Saying no by offering an alternative, a learnable technique, not just confidence
Leaders not always putting themselves last, and why looking after yourself isn't selfish
Building the workplace you wish you'd had: humanity, belonging and retention
Influence with humility, and the responsibility that comes with seniority
Supervision, Not Snoopervision: Leading with Compassion
Thursday, June 4, 2026 • Duration 47:13
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Dr Emma Williamson, Consultant Clinical Psychologist and CEO of Aneemo. Emma spent over 20 years in the NHS, including developing what is now the largest homeless psychology service in Europe, and she now supports organisations across sectors through trauma-informed leadership, training and immersive learning.
We start with a simple question: what does a mentally healthier workplace actually look like? For Emma it begins with psychological safety, compassion and a trauma-informed approach, an environment where people can raise concerns or admit they're struggling without fear of repercussion, while still holding high standards and healthy challenge.
From there the conversation opens out into leadership. We get into how we set managers up to fail, handing them targets and KPIs but little training, support or time.We talk about why so many people, younger workers especially, are stepping back from management, what happens to our judgement when we're burnt out, and why leaders so rarely give themselves the care they extend to everyone else.
Her answer to the one change that would make the biggest difference is refreshingly practical: regular, genuine one-to-one spaces. "Supervision, not snoopervision," a phrase she credits to Dr Karen Treisman, support that's about the person, not just their objectives.
🔑 Key Topics
What a trauma-informed workplace looks like, and why it benefits everyone, not only those who've experienced trauma
Psychological safety sitting alongside high standards and healthy challenge
Why trauma is a wide umbrella, and why we don't need to label or diagnose to support people well
How we set leaders up to fail, and why healthy teams produce better outcomes than target-chasing
Burnout and the three signs to watch for: emotional exhaustion, disconnection, and feeling you achieve nothing
Why leaders have to start with their own wellbeing, and role-model boundaries, leave and rest
Distributed leadership, and letting go of the idea that one person does it all
"Supervision, not snoopervision" (a phrase from Dr Karen Treisman): regular one-to-one support as prevention, not paperwork
Construction, Culture, and Why You Can't Shape a Bully
Monday, April 27, 2026 • Duration 43:02
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Marjorie Thomson, a commercial leader with more than 30 years in the construction industry.
Marjorie's career has taken her from graduate trainee in Croydon to regional director responsible for a £26 million business, through two start-ups, two sales, and the process of leading a company through administration. She's now commercial manager at the startup she helped build, in what she describes as the best place she's been in her entire career.
We talk about what culture actually is, not what the organisation declares, but what people decide to build on the ground. Marjorie argues you cannot shape a bully, and she's honest about the last 18 months leading up to her previous company's collapse, about the mental health crisis playing out in construction right now, and about what kept her going when it would have been easier to walk away.
This is a conversation about what good leadership looks like when it shows up in other people, why mental health first aid training changed how she listened, and why, despite everything, seeing people develop is what still gives her hope.
🔑 Key Topics
What a mentally healthy workplace actually looks like in practice
Why culture isn't driven by the organisation, it's driven by the people in the right positions
Why you cannot shape a bully, and what happens when one becomes your leader
Leading over 120 people through the slow decline of a business
Misogyny in construction, then and now
What mental health first aid training changed for Marjorie as a leader
The specific mental health pressures in the construction industry
Why "I stayed for the people" is a leadership stance, not a consolation prize
💡 Did You Know?
Construction has one of the highest suicide rates of any UK industry. Marjorie talks about why the sector's culture of "just get on with it", combined with long hours, financial precarity, and a near-complete lack of psychological safety, makes honest mental health conversations almost impossible on site, and often impossible in the office too.
The Core Four Skills Nobody Teaches New Leaders
Monday, April 6, 2026 • Duration 53:03
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Sue Naughton-Marsh, Organisational Development Strategist, Leadership Coach and Psychotherapist with over 30 years of experience helping organisations build confident, capable leaders.
Sue brings a rare combination of perspectives. As a psychotherapist, she works one-to-one with people experiencing workplace stress. As a leadership coach, she helps organisations figure out why their people are struggling in the first place. Her argument is that most wellbeing initiatives miss the point. Organisations are reaching for sticking plasters when they haven't addressed the basics: do people know what they're here to do, do they have the skills to do it, and do they feel safe enough to grow?
We talk about what Sue calls the "core four" skills that every leader needs but rarely gets taught: prioritisation, delegation, decision-making, and understanding team purpose. She explains why lean organisations are burning out their HR teams, why younger workers are turning away from management roles, and what happens when you strip an organisation back to its simplest structures. Sue also shares her "concertina approach" to HR support, bringing in temporary external expertise to build structures that last, rather than lengthy programmes that don't stick.
This is a conversation about doing less, but doing it properly, and why the simplest changes often have the biggest impact.
🔑 Key Topics
The "core four" skills every leader needs: prioritisation, delegation, decision-making, and understanding team purpose
Why wellbeing initiatives fail when organisations skip the basics
The generational tension between younger employees' expectations and senior leaders' resistance to change
Running too lean: what happens when organisations cut so deep there's no space for development
HR burnout and the "concertina approach" to bringing in temporary external support
Why fewer people want leadership roles, and how to make management less daunting
Skills matrices and internal academies: focusing on three areas rather than trying to fix everything
Systems mapping to find bottlenecks and reduce complexity
💡 Did You Know?
Why Your Wellbeing Services Don't Talk to Each Other
Monday, March 30, 2026 • Duration 01:01:09
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Dr Raja Gangopadhyay, Consultant Obstetrician and Gynaecologist, Obstetric Lead in Perinatal Mental Health at West Hertfordshire Teaching Hospitals NHS Trust, and NHS Clinical Entrepreneur.
As a Consultant Obstetrician and Gynaecologist with a special interest in perinatal mental health, Dr Raj brings a clinical lens to a question most workplaces are getting wrong: why are employers spending money on wellbeing but still not seeing results? After interviewing more than 20 companies, he found a consistent pattern. Organisations are investing in occupational health, Employee Assistance Programmes, health insurance, and HR support, but these services operate in complete isolation from each other. The result is a fragmented system where nobody has the full picture.
We talk about why employees won't open up to internal mental health champions (and what they need instead), why secondary prevention is the missing piece in workplace health, and how the biopsychosocial model, the idea that physical, mental, and social health are all connected, should be shaping every employer's approach. Dr Raj also shares his experience supporting pregnant women and those going through fertility treatment, and why the trust gap between employees and employers often starts with something as simple as not believing someone needs time off for appointments.
This is a conversation about what happens when clinical expertise meets workplace reality, and why bridging that gap could change everything.
🔑 Key Topics
The three stages of prevention (primary, secondary, tertiary) and why workplaces miss the most impactful one
Why wellbeing services in organisations operate in silos, and what a multidisciplinary approach looks like
The case for external clinical professionals as trusted intermediaries for employees
How occupational health is being underused and reduced to tick-box assessments
Perinatal mental health: one in four mothers experience difficulties during pregnancy, and employers often don't understand what that means in practice
The stigma and workplace challenges around fertility treatment
Why "quality of life" is measured in healthcare but never applied to the workplace
Radical Love at Work: Why Showing Up Human Changes Everything
Monday, March 23, 2026 • Duration 40:12
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Irene Warner-Mackintosh, co-founder and director of Mhor Collective.
Irene brings a perspective shaped by a career spent entirely in the third sector, where the ethos of care is part of the DNA, but where capacity constraints and funding pressures create their own challenges. We talk about what a mentally healthy workplace actually looks like, and Irene is candid about what her organisation gets right and where it falls short. For her, it starts with feeling safe to say what you need, safe to disagree, and safe to show up flawed.
We get into the tension between autonomy and structure. High autonomy is brilliant for creativity and ownership, but without clear expectations it can leave staff wondering what they're actually supposed to be doing. Irene is open about this being one of their weak spots, and that getting the balance right is ongoing rather than something you solve once.
We also discuss frontline workers, social workers, and third sector staff dealing with other people's trauma every day. Irene makes the case that peer support isn't enough, that what's needed is professional psychological debrief, but the funding for it simply doesn't exist in most organisations.
We talk about the UK's blame culture, why wellbeing policies need to respond to the wider world and not just individual circumstances, and Irene's belief in radical love at work, written into her organisation's manifesto. When asked what gives her hope, her answer is immediate: the people she works with every day who show up with love despite the "bin fire of the world."
🔑 Key Topics
Psychological safety: feeling safe to disagree, to say what you need, and to show up flawed
Third sector challenges: supportive ethos but capacity constraints and funding pressures
The tension between autonomy and structure, and why both matter
Supporting the supporters: why frontline staff need professional psychological debrief, not just peer support
Compassion fatigue vs burnout: differentiating what's impacting you and where it's coming from
Tick-boxing as a starting point, not the end: policies are baselines but wellbeing is never static
Slow Starts, Strong Foundations: Why Settling In Matters
Monday, March 16, 2026 • Duration 52:46
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Carolina Uggenti, Research Fellow at the MRC Institute of Genetics and Cancer, University of Edinburgh, working on innate immunity and rare genetic diseases.
Carolina shares a perspective shaped by major life transitions, from moving countries to navigating cancer, and how those experiences have changed the way she thinks about mental health at work. She describes a workplace, the Institute of Genetics and Cancer (IGC) in Edinburgh, where saying "I'm not OK today" isn't penalised, and explains why that kind of environment makes people more reliable, not less.
We talk about what happens when someone relocates for work and everything is unfamiliar, the language, the humour, the customs. Carolina recalls her own move from Italy to the UK, how it took six months before something clicked, and how close she came to quitting during that period. Her point is direct: if you invest time in helping someone settle at the beginning, they'll perform better in the long run. Go slower now, go faster later.
There's an honest conversation about the career structure in academia, where someone can work for ten years and still be on temporary contracts. Carolina describes hitting a point, after a cancer diagnosis, where she considered alternative careers, only to discover that transferring her skills would require five years of formal requalification.
We also get into what the IGC does well, from wellbeing groups and community events to managers who recognise intense work periods and offer time off afterwards. Carolina makes the case that seeing your colleagues as people, not just co-workers, changes everything.
At its core, this conversation is about something simple but often overlooked: when people feel supported as human beings, not just employees, they do their best work.
🔑 Key Topics
Cultural adjustment and the mental health impact of relocating for work
Why slowing down at the start leads to better long-term performance
Career transitions in academia, from PhD to postdoc to senior researcher
Job insecurity and contract culture: 10+ years on temporary contracts
From Health and Safety to Mental Health: Why the Workplace Needs Both
Monday, March 9, 2026 • Duration 37:35
A note on audio quality: This episode was recorded with some technical challenges, so the audio isn't as crisp as usual. The conversation is well worth sticking with.
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Iain Kennedy, Health and Safety Manager at the University of Edinburgh, based at Western General Hospital and a trained Mental Health First Aider.
Iain brings a perspective you don't hear often enough: what happens when health and safety meets mental health in a large organisation. We talk about what a mentally healthy workplace actually looks like, and Iain feels many organisations have good systems in place but there's still a long way to go, particularly around stress risk assessments, which are a legal requirement but something many managers lack the skills or confidence to carry out.
We get into the misconceptions around stress, especially in academia, where being stressed was long seen as a rite of passage. Iain talks about the gap between training and action, describes how he put operational guidance in place for mental health first aiders after his own training, and makes a case for why culture change happens through small, consistent steps rather than big one-off initiatives.
We also talk about who supports the managers, why leaders relaying wellbeing messages carries more weight than they realise, and why regular five-minute breaks can make a bigger difference than people think.
🔑 Key Topics
What a mentally healthy workplace looks like in a large organisation
Stress risk assessments: a legal requirement most managers don't know how to do
The "stress as a rite of passage" culture in academia
The gap between Mental Health First Aid training and what happens afterwards
Who supports the managers? The hidden pressures of line management
Moving from tick-boxing to real culture change through small, consistent steps
Why leaders relaying wellbeing messages has more impact than they realise
The power of regular breaks and disconnecting from work
💡 Did You Know?
Stress risk assessments are a legal requirement under UK health and safety law, yet many managers have never carried one out and don't know where to start. The Health and Safety Executive has improved its guidance in recent years, but organisations often don't reach out for support until things have already gone wrong.
Being Human at Work: Why Mental Health Can't Be Optional
Monday, March 2, 2026 • Duration 42:58
In this episode of Inside Out: Mental Health at Work and in Life, I'm joined by Liz Stewart, therapist and somatic trauma informed coach.
With 18 years of experience in therapy, Liz brings a grounded, no-nonsense perspective on what mentally healthy workplaces actually look like, and where most organisations are still getting it wrong. We talk about why a mentally healthy workplace is simply one where you're allowed to be human, and why that starts with leaders modelling it from the top, not just knowing the theory.
We get into the reactive mindset that dominates both workplaces and healthcare, and Liz makes a brilliant comparison: we've universally accepted ergonomic chairs without a second thought, so why hasn't mental health reached the same status? She argues it needs to become second nature rather than a second thought, and that means moving from optional to non-negotiable.
We explore emotional intelligence as the starting point for leaders, not an add-on. Liz is direct about what she sees: people who claim to have great mental health but are actually running on coping mechanisms, and the difference between the two. She shares her own experience of brutal anxiety while working at the Royal Infirmary of Edinburgh, and how being signed off without any real support during that time taught her that time off alone isn't the answer.
There's a really honest discussion about self-neglect, how we've learned to put ourselves last and never come back to check in, and Liz's practical suggestion that 10 minutes of checking in with yourself each morning could change everything. We also talk about the pressure of constant connectivity, dopamine-driven notification culture, the seven kinds of rest we actually need, and why vulnerability in leadership gets the private messages even when it doesn't get the public engagement.
This is a conversation about getting underneath the sound bites and doing the unglamorous work that actually shifts things.
🔑 Key Topics
Being human at work: what a mentally healthy workplace actually looks like
Why leadership must model emotional intelligence, not just endorse it
The reactive mindset: why we wait for crisis instead of preventing it
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Steven's business holds 97% staff retention over more than five years, despite, in his words, not always being the best payer. His reason: once people arrive, it's simply a good, human place to be. Genuine kindness and low ego are vital ingredients for effective leadership.
📝 Actionable Takeaways
Decide what gives you value from your work, then engineer more of it into your week
Protect time to reflect, whether that's the gym, a walk, or talking it through with someone you trust
Practise saying no with an alternative: "I can't really do that this week, but I can do a great job with it next week. Would that work for you?"
Treat your own health and wellbeing as your number one priority; allow other things to reorganise around it
If your team look nervous or avoid you, treat it as feedback on your leadership, not on them, change how you are
Use influence with humility, the bigger your role, the greater your responsibility
🗣️ Join the Conversation
When did you last give yourself real time to reflect, and what changed when you did? Share your thoughts and connect with us on social media.
What to do when you don't get on with your line manager
Whether wellness action plans help, and why it's how they're used that counts
💡 Did You Know?
Around 70% of the global population will experience at least one traumatic event in their lifetime, and more than a third of workforce sickness and absence is linked to mental health. A trauma-informed approach isn't a niche concern, it's about almost everyone you work with.
📝 Actionable Takeaways
Build regular one-to-one spaces that are about the person, not only their KPIs, at least monthly
Notice the people who say "I don't need that", sometimes they can be the ones who need support most
As a leader, start with yourself: take your leave, hold your boundaries, find your own support
Use "I" statements rather than "you" statements when a working relationship is strained
Treat wellbeing tools as the start of a conversation, not a tick-box exercise
Find your own "team of solidarity", the people who reset you when your boundaries slip
🗣️ Join the Conversation
Do you get a regular one-to-one space that's actually about you, not just your targets? And if you lead a team, are you giving yourself the same support you give everyone else? Share your thoughts and connect with us on social media.
Check where your organisation's culture is actually coming from: the boardroom, or the people closest to the customer?
If you spot a bully in leadership, don't try to coach the behaviour out. Marjorie's lived experience says it cannot be shaped
Look at who your team comes to for advice. That's a signal of who's leading in practice
Audit your approach to wellbeing. Are you ticking boxes, or creating real space for people to speak?
If you're in a failing organisation, remember the people relying on you. That's a legitimate reason to stay, and a legitimate reason to leave when the damage becomes personal
Ask yourself: what gives you hope? If the answer is nothing, that's information worth acting on
🗣️ Join the Conversation
What shapes workplace culture more, the people in it or the organisation that employs them? Have you ever stayed for the people when everything else told you to go? Share your thoughts and connect with us on social media.
Most people struggle to narrow their priorities down to just three, even when they know it would improve their daily working lives. Sue explains this as resistance from our primitive brain, which wants to hold onto everything rather than let go.
📝 Actionable Takeaways
Audit whether your team has the "core four" skills before layering on wellbeing initiatives
Set aside time quarterly for leadership teams to assess core skills gaps and succession risks
Focus skills development on three areas, not everything at once, and make progression visible
Consider temporary external HR support to build lasting structures rather than committing to lengthy programmes
Run a systems mapping exercise to identify where bottlenecks and complexity are costing you time
Ask your team one question: "What one thing would most improve your daily working life?"
🗣️ Join the Conversation
What core skills do you think are missing in your organisation's leadership development? Are you investing in wellbeing initiatives without the basics in place? Share your thoughts and connect with us on social media.
Education gaps: why leadership teams need wellbeing education as much as employees do
💡 Did You Know?
One in four mothers can experience mental health difficulties during pregnancy, and partners are affected too. Yet many employers question the number of appointments needed, creating a trust gap that makes everything harder.
📝 Actionable Takeaways
Audit whether your wellbeing services (occupational health, EAP, health insurance, HR) actually communicate with each other
Consider whether employees have access to a trusted, confidential third party for health concerns, not just internal champions
Look at your approach to prevention: are you only supporting people once they're already unwell, or are you investing in early detection?
Review your pregnancy and fertility policies: do they reflect the reality of what employees actually need?
Apply a lifecycle lens to women's health support, from periods to menopause to cancer screening
Make sure wellbeing education reaches your executive team, not just employees and line managers
🗣️ Join the Conversation
What does your organisation's approach to prevention actually look like? Are your wellbeing services joined up, or do they operate in silos? Share your experience with us.
UK blame culture and its impact on workplace experimentation and growth
Love in the workplace: radical love, written into their organisational manifesto
💡 Did You Know?
Irene's organisation, Mhor Collective, has love written into its organisational manifesto, not as an abstract aspiration but as a practical commitment to how they show up for each other and the communities they serve.
📝 Actionable Takeaways
Create the conditions for psychological safety: make it acceptable to disagree, to ask for help, and to get things wrong
If you offer high autonomy, pair it with clear expectations and structure, otherwise staff can feel lost rather than empowered
Recognise the difference between compassion fatigue and burnout, they require different responses
Look beyond individual circumstances when thinking about staff wellbeing, the sociopolitical context affects everyone
Consider whether your staff who support others through trauma have access to professional psychological support, not just peer debrief
Treat wellbeing policies as a starting point that needs constant revisiting, not a finished product
🗣️ Join the Conversation
When was the last time your workplace held space for the wider world, not just individual struggles, but the collective weight of what's happening around us? What would change if love was written into how your organisation works? Share your thoughts and connect with us on social media.
How a cancer diagnosis changed Carolina's perspective on career and transferable skills
The retraining trap: wanting to transfer skills but facing years of formal requalification
Permission to not be OK, and why that makes people more dependable, not less
Community events, wellbeing groups, and institutional retreats that build real connection
💡 Did You Know?
Carolina describes taking six months to feel settled after moving from Italy to the UK, including headaches from constant mental translation and laughing along with jokes she couldn't understand. She nearly quit during that period. The support of people around her was what kept her going, a reminder that those first months in a new environment can be make-or-break.
📝 Actionable Takeaways
Invest time in helping new starters settle, especially those relocating from different countries or cultures. Going slower now saves time later
Create an environment where people can say "I'm having a bad day" without fear of being seen as less capable
After intense work periods, recognise the effort and offer recovery time. Even saying "take a couple of days off next week" makes a difference
Set clear expectations before busy periods so people know what's coming and can see the end point
Check understanding, don't assume clarity. Ask: "Was that clear? Do you need more information?"
Use community activities (walks, retreats, social events) to help people see each other as humans, not just colleagues
🗣️ Join the Conversation
When you started a new role or moved to a new environment, what made the difference in helping you settle? Was it a person, a process, or something your workplace did deliberately? Share your thoughts and connect with us on social media.
Take a five-minute break away from your workstation every hour, even just to walk, stretch, or chat to a colleague
After Mental Health First Aid training, ask: "What are the next steps?" and put simple operational guidance in place
If you're a senior leader, don't underestimate the impact of personally relaying a wellbeing message rather than delegating it
Support your Mental Health First Aiders with regular peer-to-peer sessions where they can discuss what they're seeing and support each other
Remember that culture change takes time, focus on small, consistent steps rather than big one-off initiatives
If stress risk assessments aren't yet embedded in your workplace, start with the HSE's guidance and reach out for support
🗣️ Join the Conversation
After your last workplace training, did anyone ask "what now?" and actually get an answer? What would change if every training course came with a follow-up plan? Share your thoughts and connect with us on social media.
Coping mechanisms vs. good mental health, and knowing the difference
Self-neglect: how we've learned to put ourselves last
The 10-minute morning check-in that could change your day
Nervous system regulation: why calm isn't always the answer
Men in therapy: a shift from 7-10% to 50% in two years
💡 Did You Know?
Liz has seen male clients jump from around 7-10% of her caseload to 50% in just the past two years, a shift she credits in part to organisations like Andy's Man Club opening up the conversation for men. Meanwhile, research suggests only 30% of people have developed emotional intelligence, often because they simply haven't had it modelled to them.
📝 Actionable Takeaways
Start your day with a 10-minute self check-in: Where am I today? What do I need?
End your day with compassion: give yourself credit for getting through it, not criticism for what went wrong
Leaders: work on your own emotional intelligence before trying to change anyone else's
Recognise that coping mechanisms are not the same as good mental health
Remember there are seven kinds of rest, not just physical. Social rest and data rest matter too
Process your sadness before you try to move past it, positivity pressure can dysregulate people
🗣️ Join the Conversation
What would change in your workplace if leaders were expected to understand their own emotional health before managing anyone else's? Share your thoughts and connect with us on social media.
