Tag: work

Behind Closed Doors: The Invisible Costs of Care for Women

Research from CIPD shows that nearly half of the 3 million working carers in England and Wales struggle to balance work and care, with a quarter considering leaving their jobs. As more women are delaying motherhood, “sandwich carers” juggling childcare, elder care, and work are growing in number with many experiencing mental ill-health. Figures show that 51% of sandwich carers are aged 45–64 – also the menopause red zone. 

A Personal Story
When my dad passed away in 2022, I became my mum’s carer while raising my 4-year-old son. Living 160 miles apart, I frequently had to choose who to be with – and I couldn’t choose my child.

Things came to a head before Christmas when my mum had a fall. She lay in the driveway until discovered by a passing window cleaner and was taken to A&E by a neighbour.  She was discharged after eight hours, with no consideration of whether she could manage at home—she couldn’t.

Despite an emergency care package, the burden of overnight care fell on my niece, who was called 5–6 times a night. When I arrived, the situation was unsustainable. Night-time care for my mum was quoted at £1,700 a week—contrast this with the £81.90 carers’ allowance for family carers.

This financial inequity is a bitter pill to swallow. Family carers support out of love, but that love comes at a high price: sleepless nights, lost income, and emotional burnout.

The Cost of Caring
Balancing work and care often forces women to reduce their hours or leave work altogether. A typical day might look like this:

  • Childcare: 4–5 hours
  • Work: 7.5 hours
  • Sleep: 7 hours
  • Commuting: 2 hours

It leaves little room for elder care, especially as most support services operate during office hours. Women already shoulder the bulk of unpaid domestic work, so it’s no surprise they’re 7x more likely than men to leave work entirely due to caregiving responsibilities.

What can employers do?
Employers can ease this burden by fostering a culture of understanding and flexibility. Here are key steps they can take:

  • Awareness: Gather data on carers and use it to advocate for policy changes, learning from your teams and amplifying their voices.
  • Training: Train managers to understand carers’ unique challenges and set up systems that allow carers to notify them of caring demands.
  • Leave: Offer paid carers’ leave to prevent financial strain and demonstrate that the workplace values both its employees and their caregiving responsibilities.

The UK care system relies heavily on the unpaid efforts of family members, predominantly women. We need systemic reforms that value carers’ contributions, both at home and in the workplace.


Supporting carers is key to fostering a thriving workforce. Businesses can boost retention, morale, and productivity by developing strategies that recognise the impact of caring responsibilities and address carers’ needs.

1-1 coaching can also help women to find balance and effectively advocate for themselves, striking a balance that allows them to meet their responsibilities whilst still smashing it at work. 

If you’re ready to create a culture of care and empowerment, get in touch to find out how we can support.

Image by Sabine van Erp from Pixabay

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From the Past to the Present: Leadership Lessons from Charity Adams and the 6888th Batallion

I’m inspired by women in non-traditional roles and WW2 is an interest I inherited from my Dad so I was excited for the new Netflix offer ‘The Six Triple Eight’.  The film tells the story of the first and only all-black unit of the women’s army corps which was led by Charity Adams who was the first African-American woman to become an Officer. With the level of racism and sexism in America in 1945, it seems an impossible feat.

Facing challenges at every step and deliberately set up with an impossible task, Charity had a determination that allowed her to become the highest ranking African-American woman by the end of the war. 

Her trailblazing journey highlights themes of inclusion, resilience, and effective leadership under pressure that are deeply relevant today. Here’s why her legacy continues to inspire and guide modern conversations about diversity and leadership:

1. Breaking Barriers in Leadership

Then: Charity Adams broke racial and gender barriers in a time when opportunities for Black women in leadership roles were virtually nonexistent. She led the “Six Triple Eight” to overcome systemic discrimination, logistical challenges, and the monumental task of sorting millions of pieces of undelivered mail to boost the morale of soldiers during the war.

Now: Her story underscores the importance of representation in leadership. Diverse leaders bring unique perspectives to problem-solving and decision-making, which are essential in today’s globalized and inclusive work environments.

2. Demonstrating Resilience and Excellence

Then: Despite facing racism, sexism, and immense pressure, Adams demanded excellence from herself and her team. She emphasized the value of discipline, collaboration, and purpose in achieving their mission.

Now: In modern workplaces, leaders must navigate complex challenges while fostering resilience in their teams. Adams’ example reminds us that adversity can be overcome through strategic thinking, strong leadership, and a commitment to the mission.

3. Advocating for Equity and Inclusion

Then: Adams proved that Black women could lead effectively in roles traditionally reserved for white men, challenging stereotypes and paving the way for future generations.

Now: Organizations still struggle with inequities in leadership opportunities for women and minority groups. Her example encourages leaders to actively address bias, create inclusive environments, and champion equitable opportunities.

4. The Power of Purpose-Driven Leadership

Then: Adams was not motivated by power or personal gain but by a sense of duty to her country and her team. Her purpose-driven leadership inspired her unit to achieve a seemingly impossible mission.

Now: Purpose-driven leadership resonates deeply in today’s world, where employees and stakeholders value leaders who prioritise social impact, ethical practices, and meaningful change.

5. Legacy as a Catalyst for Change

Then: Charity Adams’ story was not widely celebrated for decades, reflecting how the contributions of marginalized groups can be overlooked. Recent recognition highlights the need to acknowledge diverse histories.

Now: Her legacy serves as a call to action for modern leaders to recognize and amplify under-represented voices, ensuring that everyone has a seat at the table and their contributions are valued.

In today’s era, where diversity and inclusion are business imperatives, Charity Adams’ life offers timeless lessons on how to lead with integrity, resilience, and purpose. Her example encourages us to challenge systemic inequities, inspire others through our actions, and lead boldly in pursuit of a better, more inclusive future.

Charity Adams’ story reminds us that leadership is not about titles or power but about purpose, resilience, and inclusion. Her legacy challenges us to build workplaces and communities where everyone has the opportunity to lead and thrive.

If you’re looking to foster this kind of leadership in your own organisation or develop a culture where inclusion and resilience are at the forefront, I’d love to help. Through leadership development, culture support, and tailored coaching, I work with teams and individuals to inspire meaningful change and unlock their potential. Let’s connect and explore how we can create a better future together.

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Leadership in the Wild: What Nature Teaches Us About Women in Power

The world has just witnessed the overwhelming defeat of Kamala Harris in the US election. In 2016, Hillary Clinton became the first woman in the US to win the popular vote, but this still wasn’t enough to secure the White House. In her concession speech, Clinton stated, “I know we have still not shattered that highest and hardest glass ceiling, but someday someone will.”

While the number of women in leadership roles is increasing, progress remains slow. Only 11% of FTSE 100 CEOs are women, and according to the UN, gender equality in the highest positions of power will not be achieved for another 130 years at the current rate. Furthermore, just 20% of presiding officers in parliaments worldwide are women.

In 2020, Smith et al. published a fascinating study examining female leadership in the animal kingdom to uncover insights that could help level the playing field for human leadership. The authors highlighted that attitudes about female leaders often reflect societal biases rather than actual performance. Prejudicial evaluations frequently cast women as less assertive, competitive, or independent than their male counterparts.

This bias extends to how women are perceived. For example, studies have found that people tend to prefer male voices over female ones—a phenomenon that famously led Margaret Thatcher to undergo voice coaching to sound less “shrill.” Men, too, are penalised for displaying traditionally feminine traits such as care and empathy, creating a rigid framework for leadership expectations.

What was the study?

The study focused on species with clearly defined leadership systems, identifying 8 out of 76 species with strong female leadership. This rarity—just 10% of the observed species—mirrors societal challenges in human leadership structures.

The findings revealed that primates, including monkeys, apes, and lemurs, predominantly exhibit masculine leadership, reflecting human preferences for male authority figures. Physical size was also identified as a barrier to female leadership, with smaller figures often failing to command the same level of authority.

Interestingly, female leadership tended to emerge in contexts requiring collective decision-making. For example, adult females with dependents often lead in species that rely on cooperative movement. In the human realm, mothers play a similar leadership role within families, but this critical skill set is rarely recognised or valued in professional settings.

Strong female leaders were more likely to succeed when they formed coalitions with others. Women’s leadership styles often centre on collaboration and uniting people around shared goals while navigating differences. This cooperative approach can be particularly effective in times of conflict.

Physical presence also plays a significant role in perceptions of leadership. Amy Cuddy’s research on body language highlights the importance of taking up space. In the human context, women are encouraged to “make themselves bigger” to project authority. The contrast between Hillary Clinton and Donald Trump during their election debates exemplifies this: Trump’s looming presence often overshadowed Clinton, both physically and metaphorically.

Finally, the study suggested that women are, on average, less motivated to engage in winner-take-all competitions for high-status positions. Those who do often feel pressure to adopt masculine traits to succeed, which can perpetuate a culture that discourages broader female participation.

What does this tell us about workplace culture?

The study demonstrates clear differences in how men and women lead, with feminine leadership often facing systemic challenges in human societies. At the same time, women’s collaborative and inclusive styles, whilst undervalued, have the potential to unite teams and deliver exceptional outcomes.

Organisations that fail to recognise and embrace these differences risk creating workplaces where conflict and stress persist, ultimately affecting business performance. By fostering an inclusive culture and creating space for diverse leadership approaches, organisations can unlock the full potential of their workforce and achieve greater harmony and success.

From this study, we can see that:

1) There are clear differences in the leadership of men and women with challenges for a typically feminine approach within human society. At the same time, there is evidence of key strengths in women’s leadership which, whilst appearing to be a softer approach, has the power to unite and support.

2) A lack of awareness of differences and the inability to create space for feminine approaches can lead to conflict in the workplace and significant challenges (and stress) for women leaders which ultimately impacts business performance.

3) Organisations that are serious about increasing female representation within their organisations, need to be aware of differences to support colleagues and ensure harmony so that colleagues can focus all of their efforts on achieving success. 

If you’d like support in increasing gender awareness and creating an inclusive culture, contact us for tailored advice and solutions.

Image: Tumisu via Pixabay

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From Bias to Burnout: How Menopause Impacts Women’s Work Experiences

I’ve talked a lot over the years about barriers for women in the workplace such as gender bias, care, stereotypes etc. all of which can prevent women from reaching their potential. For those who do manage to overcome these barriers, the menopause can be one that finally defeats them.

In terms of the figures, recent research from CIPD demonstrates that ⅔ of women (aged 40-60 in employment) have found that menopause symptoms have had a negative impact on them at work.

A 2023 survey found that 23% of women aged 40–60 considered quitting their job due to menopause, and 14% were actively planning to leave their job.

The reduction in oestrogen levels can have a major impact on women’s lives and this process typically begins when a woman reaches late 30’s/early 40’s. From reading menopause threads on mumsnet, I have come to the inexpert opinion that if you are over 40 and have symptoms that you think are hormone related then they probably are. 

From my own experience in recent years, symptoms are wide-ranging and can be easily mistaken for other things. Itchy upper arms, for example, I  was treating as dry skin until I saw a Twitter post by Newson Health talking about this as a symptom of menopause. As soon as I started on HRT, the itching went away completely. Other typical symptoms of peri-menopause include hot flushes, anxiety, insomnia, fatigue, headaches, and muscle and joint pains – and I have had the lot over the past 18 months. 

Given the level of knowledge women have about the menopause today, it is amazing that so many of us are still being fobbed off by health professionals and prevented from getting the treatment we desperately need.

Hard-working and well-meaning as they are, I’ve heard some ridiculous things from healthcare workers. For example, when I first spoke to a GP about anxiety and asked if it could be peri-menopause, I was told that it was more likely to be depression (it definitely wasn’t).

I’ve had a nurse tell me that I have unusual symptoms and that most women come in with hot flushes and night sweats (probably because it’s the only symptom that gets talked about regularly despite a wide range being recognised).

Another GP asked me if my mum had experienced early menopause so I had to educate her on the concept of peri-menopause which was not something that was widely known about in my mother’s day. I’m aware of other women who have been told they can’t have HRT because they are ‘too young’ – this is despite the fact they are struggling to cope with their symptoms.

Finally (though I could go on) I was told by a male GP that he doesn’t deal with HRT ‘because he’s a man’ (and yet women over 40 are more likely to present with symptoms of anxiety due to hormones and this was the mental health specialist). A long-standing women’s rights activist, I am beside myself to think that he considered it acceptable to say this in 2024.

Thankfully, I eventually realised my symptoms weren’t normal and went elsewhere to get help.

Clearly, I am not qualified to make medical recommendations and if you are struggling, you should do your own research and access appropriate support. However, it might be useful to know these top 3 things that have made a difference for me:

  1. Magnesium – I have been experiencing severe muscle pain for nearly a year to the extent that I have felt like I can’t go on feeling so uncomfortable in my own body. I’ve put it down to a range of things from carrying a bike to doing yoga. Eventually, I realised that everyday activities couldn’t be the cause of such severe discomfort. Desperate for a good night sleep, I was given magnesium supplements to try and have discovered this is a magic mineral! Not only did they tackle my insomnia but they also got rid of my joint pain overnight. I have to take it regularly but it works and the effect is immediate. It’s also a good excuse for a salt bath or foot soak! If you want to know more, read this article by Better You.
  2. Testosterone – whilst I knew that oestrogen reduces, I didn’t know that testosterone levels reduce in peri-menopause as well. After requesting a blood test, I was told that my results were ‘normal’. Having a look myself, it seemed to me that my levels were at the low end of normal. When I spoke to a private GP, she confirmed that all my hormone levels were low and prescribed testosterone as part of my treatment plan. After a week boosting my testosterone levels, I felt like a new woman, able to cope with all of life’s challenges. Read more about the benefits of testosterone in menopause.
  1. Menopause specialist – whilst reluctant to fork out the money to go private, I finally decided to bite the bullet and I am so glad I did. Finally, I was speaking to a GP who recognised my symptoms and could put me on a treatment plan that would make a difference. 

Getting older is a challenge for all of us but with hormonal and chemical imbalances, mid-life is especially challenging for women who can suddenly find themselves feeling anxious, confused and unsupported. 

Finally, I have been to several awareness sessions which have ensured I have a good understanding of the symptoms and was able to recognise them. If you are looking for something for your workplace, I recommend The Menopause Team who can provide a very informative and worthwhile session.

Has your life been affected by menopause symptoms? Do you have a story to share? Let us know in the comments below.

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How a broken childcare system and Victorian bosses create a crushing vice for women

‘Important: Changes to fees and terms’.  That was the heading of an email from my son’s nursery last week and I’m sure I wasn’t the only parent to feel panic at the thought of increased childcare costs.

It wasn’t long ago that nursery fees for under 3’s hit £60 per day at our nursery which is already very expensive so a further increase is not welcome news for many parents.

Anyone reading this that knows me is probably wondering what I’m complaining about given that I’m in a senior role and therefore in a position to afford it.  I’m also now in receipt of the Welsh Government’s Childcare Offer which means my son is entitled to 30 hours free childcare a week so this price increase won’t have a major impact on me but that is far from the point.

The reason I am writing this piece is to raise awareness of the high costs of childcare and how that affects women in particular. 

Earlier this year, Mumsnet carried out a survey of 20,000 people across the UK.  One third of participants said their childcare payments were bigger than their rent or mortgage and this rises to 47% of those with a black ethnic background, 42% of those receiving Universal Credit, 40% of the under-30s, 38% of single parents, and 38% of those who work full time.

At the same time, research shows that half of working mothers do not receive the flexibility they request at work.  This study of 13,000 women found that many were dissuaded from asking for flexible working because they feared a negative reaction from their employer. 

And yet, while I had been previously working reduced hours and was proposing an increase to full-time with a flexible compressed week, my employer still didn’t want to support it.  Thankfully, I had an indisputable case but many are not so fortunate which puts them in an impossible situation and forces many women into low-paid, part-time roles.  The patriarchal society that we live in has done a great job of creating this idea that part-time work is a choice when for many, it’s the only option in a family trying to balance work and care.

When we were considering a second child, the cost of childcare for two seemed completely impossible and that’s with two full-time working parents. 

#EqualPayDay last week was a stark reminder of gender inequality in the workplace.  The causes of this include stereotyping, occupational segregation and care.  Having access to affordable childcare, allowing mums to participate fully in the labour market, would help to tackle the gender pay gap so I am pleased that the Welsh Government is currently consulting on childcare for under 3’s.

Mums are role models for the next generation and the choices they make set an example. I’m very clear that the issues that underpin the gender pay gap are systemic and can be resolved if we are serious about gender equality.

Have you been affected by the high cost of childcare? Did you have a flexible working request refused? Share your experience in the comments below.

3minuteleadership.org

[Image: Pixabay]

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In honour of Mother’s Day and the sacrifices women make for their kids

It hasn’t been a great week for women in the UK and whilst this might not be all that unusual, the juxtaposition with International Women’s Day has amplified the issues.  My own week has been similarly tragic with lots of consideration of gender specific challenges and the burden of caring responsibilities.

When I had my first child, my husband took 3 months of Shared Parental Leave while I went back to work.  It was transformational for us as a family and whilst he was very involved anyway, it truly changed the way he contributed to the childcare which has been positive for all of us.

There was never any consideration of working part-time for him though when he did return. He already worked a compressed week so had one day a week with our son.  He also had to change his hours slightly to accommodate the nursery pick up on certain days so that I had space to meet my work commitments too.  Despite the fact that he was off work full-time for 3 months, no one ever asked him if he was going back part-time and many asked me.

I worked a 4-day week when I returned, using my annual leave to reduce my hours and I later put in a flexible working request for compressed hours so that I could continue with my childcare day (saving us £260 per month in nursery fees).  My approach first of all was to ask if I could work my hours flexibly across the week to accommodate my childcare day because I knew that sometimes there were work commitments on a Monday and I was more than happy to be flexible in order to get the job done well.  The initial response was unsupportive and so I was forced to submit a statutory request which was successful because I’d already been working 4 days a week and would still be working full-time hours, flexibly across the week. There were literally no grounds to refuse it although my boss had made me feel like the organisation would try.

Later on, my husband secured a new role with more responsibility. In the first week, we realised my son had chicken pox. My husband felt there was no way he could ask for time off in his first week and I completely understand how hard that is but I also know that mothers everywhere would do it without question.

There was an article that I read the other day in the Guardian about the impact of Covid on women. One of the stats that hit me was this: ‘the UK public are four times more likely to disapprove of mothers with young children working full-time than fathers’.  I’ve definitely felt a lot of pressure for me to not go back to work full-time.  And yet, I’m the higher earner. 

Even though we are both on reasonable salaries, the childcare costs are crippling and we would struggle to pay for two.  Many would say, if you have children, you should pay for them and that’s fine in principle.  The issue is though that it forces women out of the workplace because society puts pressure on the mother to work part-time at most.  Then we make childcare ridiculously expensive and declare all decent work full-time only. Part-time jobs are typically low-skilled and low-paid and whilst I see no logical reason why skilled roles can’t be done part-time, it’s what we have told ourselves and I hear other women defending this.

The other thing we choose to ignore is that we need children for the future labour market. This is what pays for our public services. And yet, we are in a situation where families are choosing not to have children because the finances do not stack up.

The cost of 2 children full-time in our nursery, even with one receiving 30 hours free, is £23k.  The average salary for Cardiff is £28k (so there will be plenty earning less than this for full-time hours).

I’ve come to think of this today because yesterday we celebrated mothers across the United Kingdom. Mothers play a critical role in bringing up the next generation.  We rely on mums to reduce their working hours, take on low-paid, part-time roles and sacrifice their pensions in order to do this.  And they do it without question.

So in honour of Mother’s Day, I wanted to highlight the motherhood penalty and pay tribute to those making sacrifices for their kids.  Gone are the final salary pensions for husbands that might have kept us and gone are lasting marriages for that matter.

This situation won’t get better until women are valued for the contribution they make and that will be a long time coming as the patriarchy continues to gaslight us. 

It isn’t going to get any better until we see men making the same sacrifices and employers being more flexible.  “Covid has made employers more flexible”, I hear you cry. No. Covid has forced employers to facilitate remote working and let people work more flexibly. However, for many ‘working flexibly’ means working your full-time hours around home-schooling which means a double shift, every day.  

What we need for the future is affordable (even universal) childcare and part-time work opportunities at all levels along with employers that don’t see time out for family as a lack of commitment to the work.

Does this ring true for you? Or do you think it’s way off the mark? Let us know in the comments below.

3minuteleadership.org

Image by Iuliia Bondarenko from Pixabay 

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Why a bit of ‘warm & fuzzy’ is important for motivating teams

How to motivate people has been a topic of conversation which has come up several times for me over the last couple of weeks.

Previously, I have written about the principles of autonomy, mastery, purpose which Dan Pink promotes in his book ‘Drive’. The theory set out in the book is one I believe in strongly but talking about it with others has made me realise that there is a further aspect that needs to be considered.

I’ve also written before about the value and importance of the ‘cuddle’ hormone oxytocin and I think there is something important here that helps to motivate people to come to work and give their best.

It’s a complex environment we are working in today and technology has sped up the pace of change. News is instant and we are expected to be able to respond and change direction very quickly. Certainly, working with lots of small charities, I see leaders and staff delivering in tough conditions, trying to push on forward despite high levels of uncertainty.

It takes a lot of resilience to keep going under these circumstances and I think that there is some ‘warm fuzzy stuff’ that leaders can easily implement which helps to keep people motivated.

Recognition – firstly, when people work hard, they want to be recognised for their efforts. This doesn’t have to take the form of big awards but just something to show that they have been noticed, whether that is an individual or the whole team, sometimes both probably, just let them know they have been seen.
Appreciation – say thank you! In whatever form you are most comfortable with and preferably often. A common view seems to be that work is transactional i.e. people come to work, do the job and get paid which should be thanks enough. It isn’t enough though if you want a motivated, high performing team. For that, you need to give a bit more which means saying and doing things that make people feel appreciated.

Celebration – celebrate often, let staff enjoy being at work and feel good about what they have achieved. Far too often, we finish one thing and move straight on to another with no looking back. If your team works hard and delivers success, encourage them to take time out to reflect and celebrate their achievements however small.

Whilst I believe these things are important all year round, I also think that Christmas is a point in the calendar where we should take a moment to reflect on what’s gone well, thank people for their contribution and celebrate the achievements of the year gone by.  So this year, why don’t you think about how you use these ideas to ensure you have an empowered and motivated team for 2020.

 

Like this article? Have your own experience to share? Let me know what you think in the comments below.

 

3minuteleadership.org

 

(Image by Free-Photos from Pixabay)

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Why putting people first pays dividends for employers

A few articles have come to my attention recently around flexible working and in particular the challenges for working parents in what can sometimes be a fight to get employers to recognise the value in supporting employees to achieve a good balance.

Beginning my career working for myself, I was able to see the benefits of flexible working, being able to fulfil my professional responsibilities at times that worked for me and also manage personal commitments. Since then, I have championed flexibility in the workplace and heard both employers and staff challenge this over the years.

One article that really spoke to me recently shared the story of a woman who had returned from maternity leave and requested flexible working arrangements. As part of a restructure, her line Manager decided that all roles needed to be full-time and her application was turned down. A legal case decided that the employer had made this decision without evidence and the tribunal resulted in a finding of Unfair Dismissal and Indirect Sex Discrimination.

Another article that I came across yesterday, shared the story of an employer who came into the office and found a woman crying at her desk. When he asked why, he discovered that she had been up all night with a sick child and had come into work because she had no leave that she could use and needed to be paid.

Now, I’m guessing that many employers feel wary of giving an inch in case people take a mile and before you know it, you are paying for staff who are never there. I do think though that parents especially can be in a difficult situation, trying to pay high costs of childcare, deliver for their employer and meet the needs of their offspring.

It reminds me of a quote I saw the other week: “We expect women to work like they don’t have children and raise children as if they don’t work.” This isn’t exclusively women anymore but the pressure is still the same and I do hear strong opinion from other mums against women who choose to work full-time.

What I find in managing my team is that they want to be in work and do their jobs well. It’s a fact though that sometimes home and family commitments need more immediate attention in the same way that some days they need to work late or over the weekend. They don’t mind giving their own time for work commitments so why would I make it difficult for them when they have issues at home they need to deal with? If their car had broken down, I would let them take the time they need to fix it so why wouldn’t I let them have the flexibility they need when their child is sick?

Companies that have a flexi-time system can be useful in these situations but I still see so many of these systems based on initial theory from the model’s inception which fails to offer genuine flexibility. And I hear of even more employers that say ‘flexible working is great but it wouldn’t work here’. These are most likely the same employers that want their staff in the office late every night or working on demand.

What I’m saying here is that many people with caring responsibilities want to work and it’s often even more important for this group because they want balance but for very practical reasons, it needs to be both ways.

Also, I think that it pays dividends when employers put people first because it returns a level of loyalty and commitment that money can’t buy.

Do you manage people flexibly with positive results?  Do you have experience to share on flexible working requests? If so, please share in the comments below.

 

3minuteleadership.org

 

(Image by William Iven from Pixabay)

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Warning! Working differently can seriously improve the environment (and well-being)

In Cardiff and everywhere, there has been a lot of talk lately about clean air and reducing carbon emissions and indeed, in Wales, the Government has declared a climate emergency which suggests they are finally taking this seriously and we are going to see some critical action.

As ever with this conversation, the ideas and actions for tackling carbon emissions tend to be focused on getting people to switch their mode of travel from the car to cleaner, greener forms of transport such as electric cars, bike or train.

What I notice though is that those responsible for solving this problem rarely seem to ask themselves the very important question: ‘What if people didn’t need to travel?’

We are so entrenched in an industrial model that work is still seen as a place we go rather than something we do and so rarely given the consideration it deserves as one of the tools in the box when it comes to tackling climate change.

As someone with a long history of promoting flexible working, I can see a lot of opportunities not only for the environment but for individuals and employers too. So why are we not talking more about this and how working differently can reduce carbon emissions whilst also increasing community cohesion and overall well-being?

It’s a bold claim but I believe that it’s because so many managers are scared to let people get on with it and unable to tell if they are actually working if they can’t see someone at a desk in front of them. Too many organisations manage people on the basis of time and presence in the office. Just think what we could achieve if that switched to trust and outcomes instead?

Part of the issue is the number of limiting beliefs around different ways of working so here are some common myths and realities that will hopefully help to open up some new ways of thinking about how we can reduce the need to travel for work purposes, reduce carbon emissions and improve air quality.

Myth: When we talk about working differently, we mean people working from home on a permanent basis.

Reality: Working in an office and working from home are just two options in a broad spectrum and also not mutually exclusive. People could maybe work one day a week in their local community which could be at home or in a community hub or café or anywhere they feel inspired. This would reduce the need to travel and increase feelings of connections in the community.

Myth: If people are at home, they will have more distractions.

Reality: When people are working from home, they might put the washing out or get the dinner started and that is actually ok. When they are in work, they might be talking about what happened last night on Coronation Street or making everyone a cup of tea which is also ok. Regardless of whatever household tasks get done when at home, most people would say that working remotely is great for getting on with work projects because there are fewer distractions.

Myth: Working remotely has a negative impact on well-being.

Reality: If you work alone, at home, all day, every day, this can have a negative impact on well-being for some people. However, working from home sometimes can be beneficial because people can concentrate on a piece of work and save time travelling to the office which they can then spend getting jobs done or playing with their children. This can have a positive impact on well-being.

Myth: Supporting remote working requires expensive video conferencing platforms to allow people to remain connected.

Reality: We are better connected than ever before so utilisation of the wide range of free channels available to us means that teams can remain connected regardless of location.

Myth: Managers are automatically equipped to cope with any working arrangement.

Reality: Technology has transformed what is possible in the workplace, allowing people to work whenever and wherever is best to get the job done. Ensuring staff performance when managing remote workers is something that many feel less confident about so training should be built in to organisational development programmes to ensure managers have the necessary skills to cope with all situations.

 

Do you think working differently has the potential to help reduce carbon emissions? Do you have thoughts on how we can build confidence and skills to manage different ways of working? Share your thoughts in the comments below.

 

If you like this article, you might like to read this one too: Want greater staff retention, less sickness absence and increased productivity? Join the results based revolution and unleash the power within.

 

 

 

 

 

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