The Risk No One Audits: How Internal Hiring Quietly Undermines Progress
The Risk No One Audits: How Internal Hiring Quietly Undermines Progress May 1, 2025 Internal mobility has long been regarded as the hallmark of a healthy organisation. When done well, it rewards loyalty, recognises institutional knowledge, and keeps top performers engaged. In principle, it reflects a strong commitment to progression. In practice, it’s often something else entirely. Despite being framed as a strategic advantage, internal hiring frequently operates in a blind spot — one where consistency, scrutiny, and meritocracy are too often compromised. For all the investment in external recruitment process — from competency frameworks to behavioural assessments — internal moves are still governed by informal conversations, variable expectations, and a high tolerance for subjectivity. At a large regional housing association in 2022, an internal promotion resulted in team conflict, a grievance process, and the eventual exit of two longer-tenured colleagues. The problem wasn’t the selection itself, but the way it was handled. No transparent process. No interview. No communication. The manager in question had simply “tapped someone on the shoulder,” and the rest of the team learned about the appointment on a Monday morning email. HR was consulted only afterwards. This sort of scenario is more common than most leaders admit. Internal moves can bypass scrutiny — not maliciously, but out of convenience. “We know what they can do.” “They’ve been solid for years.” “They’re the obvious choice.” And yet, when asked to articulate why one individual was advanced over another, hiring managers are rarely able to refer to a defined standard. The result is inconsistency. In one department, internal promotion requires a panel interview and a business case. In another, it’s a quiet decision between two senior leaders. Some employees are encouraged to apply; others are discouraged from “rocking the boat”. This inconsistency erodes trust — particularly for employees who don’t have the same access to informal networks or advocates. Then there’s the question of readiness. It’s often assumed that internal candidates will “hit the ground running” because they understand the culture. But culture familiarity is not the same as role preparedness. When a high-performing individual is promoted without adequate transition support, they may end up struggling in a new role that requires entirely different capabilities — leadership, delegation, cross-functional influence — none of which were tested before appointment. A financial services firm in Manchester found itself backfilling a senior operations role twice in 18 months due to internal candidates failing to deliver in the position. Post-exit interviews showed neither had received role-specific development before stepping up, and neither had clear expectations set during the transition. The assumption had been that their strong work history would be enough. It wasn’t. These aren’t arguments against internal mobility. Quite the opposite. When it’s well-governed, it can be one of the most effective levers for engagement, performance, and retention. But it must be professionalised. There should be as much attention to fairness, transparency, and rigour as there is in external hiring. This starts with audit. Very few organisations can tell you — in data terms — who is progressing internally, how those decisions are being made, and whether the outcomes reflect equity or effectiveness. HR functions track external hiring with precision but often have only anecdotal insight into internal career pathways. Then comes accountability. Line managers should be required to document the rationale for internal appointments — not as red tape, but as reflection. “Why this person, now, for this role?” It is a question that sharpens thinking and protects the organisation from decisions driven solely by instinct or convenience. Lastly, there is follow-through. Internal hires should be assessed not only at selection, but in performance — measured over time to determine whether internal mobility is genuinely driving value. If not, then it isn’t progression — it’s recycling. Organisations spend millions on attracting external talent. They refine employer branding, candidate experience, and onboarding journeys. But once someone is inside the walls, the structure becomes softer, the process looser, and the scrutiny more casual. That is where risk lives. If internal hiring is to be the cornerstone of future workforce strategy — as so many organisations claim — then it must be subjected to the same standards, the same analysis, and the same discipline as external search. Anything less is not just a missed opportunity. It’s a quiet compromise that accumulates over time — unnoticed until the consequences start to show.
Probation Periods Are Wasted — And It’s Costing Companies Quietly
Probation Periods Are Wasted — And It’s Costing Companies Quietly January 22, 2025 There’s something oddly passive about how most companies handle probation. Despite being the first true test of a new hire’s suitability, it’s often treated as an afterthought. For many, it begins with promise, continues with vague check-ins, and ends with either a rubber-stamped extension or a quiet pass into permanent employment. But scratch the surface, and a more serious pattern emerges. When probation isn’t used as the structured trial it’s meant to be, poor decisions settle into the business. And once they do, they’re significantly harder to undo. At a utilities company in Yorkshire, internal data from 2022 showed that 27% of exits within 18 months involved employees who had flagged performance or integration issues within the first three months. HR had collected this feedback informally. Line managers hadn’t acted. By the time a decision was made, reputational damage had been done — both internally and in client relationships. Probation isn’t an administrative milestone. It’s a strategic lever. What’s missing from the process In many cases, the problem isn’t malice or neglect — it’s ambiguity. Companies outline goals in job descriptions but fail to translate those into practical milestones for the probation window. Managers are left to “see how it goes” without a clear sense of what to monitor, and new employees receive polite praise but no directional input. There’s also discomfort. Feedback is avoided in favour of optimism. Challenging conversations get delayed. Sometimes, managers prefer to “wait it out” and hope improvement arrives by default. This is common in organisations with weak middle management infrastructure, where capability varies widely and probation oversight is thin. Some businesses attempt to resolve this with formality — rigid evaluation frameworks, scoring grids, multiple sign-offs. While structure helps, it only works if applied with judgement and supported by proper dialogue. Otherwise, it becomes just another form to complete at month six. Why early intervention matters Performance concerns in probation aren’t always about capability. Sometimes, they’re about interpretation — someone misunderstanding expectations, misjudging tone, or applying past habits to a new environment. Handled early, these things are fixable. Left unspoken, they calcify. In professional services, there’s a particular risk. A candidate who seems promising — polished CV, good references, strong early impressions — might struggle with client dynamics, or internal politics. These issues may be quietly noted by peers or partners, but if they’re not documented or raised with the individual directly, the chance to realign is lost. It’s not just about preventing poor hires from progressing. It’s about giving capable people a fair chance to improve, with the right information in front of them. What better practice looks like Some firms are starting to get it right. A logistics company based in the West Midlands introduced a ‘reverse review’ system during probation. New starters are encouraged to assess their manager and onboarding experience in writing, alongside their formal performance check-in. It creates an opening for two-way critique, and provides early indicators of cultural or process gaps the business needs to fix. Elsewhere, we’ve seen international companies assign peer mentors for the first 60 days — not to monitor, but to translate informal expectations. This helps bridge the gap between what’s said in induction and what actually happens on the ground. Probation can also be used to diagnose hiring process flaws. If repeated issues emerge around a particular role, function, or location, it’s not always the candidate that needs attention — it may be the job definition itself. Quiet damage, loud consequences One of the reasons probation is so under-utilised is that the consequences of misuse don’t show up on any balance sheet. There’s no line for underwhelming new hires who just about meet the mark, or for the productivity drag caused by poor alignment between manager and recruit. But over time, it accumulates. Marginal hires become systemic friction. Teams learn not to expect much from new colleagues. Managers adapt by lowering expectations. And the business suffers not because of one bad hire — but because of a hundred small hesitations to act.
How the Skills Debate Lost the Plot — And What Employers Must Rethink
Elementor #1845 August 4, 2024 It began, like many policy conversations, with good intentions. Skills gaps were identified. Training programmes were launched. Partnerships were formed between employers and education providers. And yet, years later, UK industries are still struggling to find people with the right capabilities — not just in niche roles, but across entire functions. We have not failed for lack of effort. We’ve failed because we keep asking the wrong questions. It is time to move beyond generic diagnostics and begin addressing the structural issues that lie beneath the surface of the so-called “skills crisis”. The obsession with pipelines Employers often describe their recruitment difficulties as “a pipeline problem” — a lack of graduates, a shortage of apprentices, too few technical colleges offering relevant qualifications. These claims are not entirely without merit. But the fixation on pipeline overlooks an inconvenient truth: many organisations don’t actually retain the people they train. It is not uncommon for companies to complain about the quality of the talent pool, only to underinvest in those they do hire — offering limited development, poor internal mobility, or unclear routes to progression. One FTSE-listed construction firm that invested heavily in upskilling its site managers in 2021 found itself re-advertising the same roles within 18 months. Exit interviews revealed that while the training had been welcomed, a lack of follow-on development and poor line management made retention untenable. The problem of ‘just-in-time’ development British employers tend to adopt a reactive posture to workforce capability. Rather than mapping out long-term strategic needs, many operate on a just-in-time model: addressing skill shortages when they become acute rather than preventing them. Contrast this with the approach taken by leading pharmaceutical groups. GSK, for example, has implemented strategic workforce planning models that identify capability risks several years ahead — especially in areas such as regulatory affairs and digital medicine. These projections aren’t just theoretical; they guide hiring and training priorities across the business. Planning five years ahead isn’t a luxury. It’s a necessity — particularly in sectors facing fast technological disruption. The illusion of upskilling Policymakers frequently invoke the promise of “upskilling the nation” as a catch-all solution. The sentiment is admirable. But upskilling only works if the roles themselves are fit for purpose — and if organisations are prepared to evolve alongside their workforce. One financial institution based in Birmingham launched a major digital skills programme in 2022 to reskill back-office staff displaced by automation. While the technical training was successful, those staff were offered no meaningful advancement or responsibility afterwards. Many left within six months, taking their newly acquired skills elsewhere. If employers are not willing to match capability-building with opportunity, upskilling becomes philanthropy — not strategy. What needs to change? First, businesses must stop framing the skills gap as someone else’s failure. The education system has a role to play, yes. But so does industry — particularly when it comes to designing roles that are desirable, sustainable, and developable. Second, the recruitment conversation needs to shift away from experience alone and focus more clearly on capability. Hiring managers frequently pass over adaptable, trainable individuals in favour of someone who’s “done it before”. That approach is understandable — but it is also short-sighted. Third, training budgets must be tied to workforce planning, not compliance. Far too often, learning and development becomes reactive or generic. If training is not linked to emerging commercial needs, it becomes shelfware — expensive, but ineffectual. Finally, government interventions — like the Apprenticeship Levy — must be reformed to support smaller firms more flexibly. Currently, many SMEs cannot access funds in a way that aligns with how they operate. The result is money returned to the Treasury while employers continue to struggle. In brief The conversation about skills in Britain is overdue for recalibration. The data tells us what we already know: there are shortages. But if we continue to approach those shortages with outdated tools and shallow assumptions, the problem won’t just persist — it will worsen. Solving this requires employers to do more than point at schools, funding models, or jobseekers. It requires them to examine how they define work, support capability, and make the workplace worth staying in. The skills aren’t always missing. Sometimes, they’re simply walking away.
How Other Companies Have Successfully Implemented HR Initiatives
How Other Companies Have Successfully Implemented HR Initiatives July 26, 2023 HR initiatives are important for any company that wants to attract and retain top talent, create a positive workplace culture, and achieve its business goals. However, not all HR initiatives are created equal. Some initiatives are more successful than others. One of the most successful HR initiatives is the implementation of a performance management system. A performance management system is a way of tracking employee performance and providing feedback. It can help to identify areas where employees need to improve, and it can also help to reward employees for their achievements. One company that has successfully implemented a performance management system is Google. Google’s performance management system is called OKRs, which stands for Objectives and Key Results. OKRs are a way of setting goals for the company and for individual employees. They are clear, measurable, and ambitious. Another successful HR initiative is the implementation of a training and development program. A training and development program is a way of providing employees with the skills and knowledge they need to be successful in their jobs. It can help to keep employees engaged and motivated, and it can also help to improve the company’s bottom line. One company that has successfully implemented a training and development program is Starbucks. Starbucks’ training and development program is called the Starbucks Coffee Leadership Program. The program provides employees with the skills and knowledge they need to be successful in their jobs, and it also helps to create a sense of community among employees. Finally, another successful HR initiative is the implementation of a wellness program. A wellness program is a way of promoting employee health and well-being. It can help to reduce stress, improve productivity, and reduce absenteeism. One company that has successfully implemented a wellness program is Microsoft. Microsoft’s wellness program is called the Microsoft Health and Fitness Program. The program provides employees with access to fitness classes, health screenings, and other resources. These are just a few of the most successful HR initiatives that have been implemented by other companies. By implementing similar initiatives in your own company, you can attract and retain top talent, create a positive workplace culture, and achieve your business goals. Here are some tips for implementing successful HR initiatives: Start by identifying your company’s needs. What are the areas where your company needs improvement? What are your employees’ needs? Do your research. There are many different HR initiatives that you could implement. Do some research to find the ones that are most likely to be successful for your company. Get buy-in from management. Any HR initiative is more likely to be successful if it has the support of management. Make sure that you get buy-in from management before you implement any new initiatives. Communicate with employees. Once you have decided on an HR initiative, be sure to communicate it to employees. Let them know what the initiative is, why it is being implemented, and how it will benefit them. Measure the results. It is important to measure the results of any HR initiative. This will help you to determine whether the initiative is successful and whether it is worth continuing. By following these tips, you can increase your chances of implementing successful HR initiatives in your company.
Creating a Positive Workplace Culture: Best Practices for HR Professionals
Creating a Positive Workplace Culture: Best Practices for HR Professionals May 25, 2023 As HR professionals, you play a crucial role in shaping and maintaining the culture of your organization. A positive workplace culture can have a significant impact on employee engagement, productivity, and overall organizational success. Here are some of the best practices for HR professionals, in order to create a positive workplace culture. Foster a Supportive and Inclusive Environment One of the key components of a positive workplace culture is creating an environment where employees feel supported and included. HR professionals can promote inclusivity by implementing policies and practices that ensure equal opportunities for all employees, regardless of their race, gender, age, sexual orientation, etc. This includes fair and unbiased recruitment and hiring processes, equal pay for equal work, and providing reasonable accommodations for employees with disabilities. HR professionals can also encourage open communication and collaboration among employees, fostering a sense of belonging and teamwork. This can include promoting diversity and inclusion training programs, facilitating employee resource groups, and organizing team-building activities that promote mutual respect and understanding among employees. Recognize and Reward Employees Recognizing and rewarding employees for their contributions is essential to creating a positive workplace culture. HR professionals can implement recognition programs that acknowledge and appreciate employees’ efforts and achievements. This can include formal recognition programs such as employee of the month, annual awards, or informal recognition such as regular feedback and appreciation from managers and peers. It’s important to ensure that recognition and rewards are fair and transparent, and that they align with the organization’s values and goals. HR professionals can work with managers and leaders to establish a system for recognizing and rewarding employees based on performance, behaviors, and contributions that positively impact the workplace culture. Promote Work-Life Balance A healthy work-life balance is crucial for employee well-being and job satisfaction. HR professionals can promote work-life balance by implementing policies and programs that support flexible work arrangements, such as telecommuting, flexible work hours, and paid time off. HR professionals can also encourage employees to take breaks, vacations, and time off to recharge and rejuvenate. This includes setting a positive example by prioritizing work-life balance themselves and advocating for its importance to employees and leaders within the organization. Communicate Transparently and Effectively Clear and effective communication is a cornerstone of a positive workplace culture. HR professionals can ensure that communication channels are open, transparent, and inclusive. This includes regular and consistent communication of organizational policies, changes, and updates to employees, as well as actively seeking feedback from employees and addressing their concerns in a timely and respectful manner. HR professionals can also promote effective communication skills among employees through training and development programs, workshops, and resources that help employees build effective communication skills, including active listening, empathy, and conflict resolution. Provide Opportunities for Growth and Development Employees who feel that their organization invests in their growth and development are more likely to be engaged and motivated. HR professionals can provide opportunities for growth and development by implementing training and development programs that help employees acquire new skills, knowledge, and competencies. This can include providing access to professional development workshops, conferences, mentoring programs, and tuition reimbursement for further education. HR professionals can also work with managers to establish individualized career development plans for employees, providing them with a clear path for advancement within the organization. Creating a positive workplace culture is a critical responsibility for HR professionals. By fostering a supportive and inclusive environment, recognizing and rewarding employees, promoting work-life balance, communicating transparently and effectively, and providing opportunities for growth and development, HR professionals can contribute to a positive workplace culture that enhances employee engagement, productivity, and overall organizational success.
Why your company needs mental health first aid training
Why your company needs mental health first aid training February 2, 2023 Never before has mental health been more critical. Since the onset of COVID-19, companies have had to pay extra close attention to employee well-being. Mental health concerns are at all-time highs, cutting across sectors and industries. According to reports, 9 out of 10 employees struggled with lockdown-induced burnout and continue doing so. The pandemic irrevocably highlighted the importance of employee well-being at the workplace. Many companies provided avenues to help with employee mental health and well-being – from training and therapy to wellness apps. However, the benefits of a sustained mental health training program extend beyond coping with Coronavirus. We spend most of our lives and mental energies at our workplaces. With the right tools for mental health management, employees can be more engaged, focused, and productive at work regularly. Mental health training programs can vastly improve organizational health overall. By creating a supportive emotional space at work, companies can significantly impact their employees’ quality of life. It’s especially pertinent if your company transitioned to remote or hybrid working without adequate time to consider the potential fallouts. If you’re still on the fence about it, here are some compelling benefits of mental health first aid training for companies. Normalizes conversations on mental health Companies that offer mental health training programs reduce the stigma around asking for help. While everyone goes through depression, anxiety, and stress, most employees tend to suffer in silence. The pressure to deliver results at work can be crushing and extremely isolating. Mental health training empowers people with the right coping tools when they are struggling. Reducing the stigma through regular mental health conversations can encourage employees to seek help. Knowing they are not alone can reduce feelings of shame or anxieties with mental-health struggles. When employees know they have safe spaces at work, they are less likely to become disengaged or withdraw. Enhances company culture When companies invest in mental health, they invest in their employees. According to a survey by the Harvard Business Review, 86% of employees think company culture should support mental health. Implementing mental health programs demonstrates that you care for your employees. A healthy company culture supports psychological and emotional safety in the workplace. Employees need to be themselves without fear of repercussions. Higher authenticity at work means higher engagement levels. Employees will always be more invested when they feel their well-being matters to the company. How companies can get started First, companies must recognize that mental health training is a necessity and not a perk. Poor employee well-being is devastating for company morale in the long run – eventually resulting in absenteeism and reduced productivity levels. The long-term costs associated with poor employee mental health are too high to overlook. Mental health first aid training in the workplace helps businesses anticipate and address several stressors. Organizations can take proactive approaches by starting small. Designate days to discuss various aspects of good health and safety. Ease into conversations around mental health since it’s crucial employees connect the dots between physical and psychological well-being. You can also consider rolling out surveys to understand the kind of mental health concerns employees may be facing. Combine the findings from the survey with an analysis of stressors specific to your company or industry. These steps can help leaders arrive at a holistic picture to address mental health concerns at their companies.
Top job interview tips
Top job interview tips November 9, 2022 Making a good impression is the key to acing job interviews. It takes more than Googling the company or common interview questions. Candidates must know the company, product, and sector inside out. Most importantly, you must know how to convey exactly how you’re the best fit for the job. To help you prepare, here’s a list of interview tips that will help you bring your A-game. 1. Research Spend time learning everything about the company from as many sources as possible. Google, read employee reviews or negative press if any. Make sure you reach out to current or previous employees. They’re the best sources for first-hand information on what it’s really like to work at the company. In addition, ask the recruiter whether the company follows a specific interview format. Is it a standard Q&A? Brain teasers? Different organizations use different interview formats. So, it’s alright to ask HR ahead of time. 2. Preapre and anticipate interview questions Even if you’ve given a hundred interviews before, it’s worthwhile to consider what may resonate with interviewers the most. Think about your skills and accomplishments and which ones best align with a particular job. You will find that the examples you share can vary from one interview to the next. 3. Prepare bullet points When looking up commonly-asked interview questions, jot down bullet points instead of paragraphs. The pointers will come in handy during the interview. You’ll sound confident and not like you’re reading from a script. 4. Practice It’s always a good idea to practice beforehand. Look in the mirror and answer questions out loud. Doing so helps to understand your body language and voice modulation. Try doing mock interviews with a friend to build confidence and help clarify your thoughts. Remember that interviewers almost always ask two questions – “Tell me about yourself” and “What’s your biggest weakness?” Have answers ready to the former since it can help you sail through the first part of the interview. Don’t get thrown off by the second question. Think of something true that will not impact the role. For instance, maybe you struggle with delegation or public speaking. Follow up the statement with what you’ve been doing to address the challenge. Finally, numbers! When describing your accomplishments, include percentages, quotas, or increases in the discussion. Numbers offer more depth and perspective about your achievements. 5. Always ask questions Many candidates do themselves a disservice by never asking the interviewer questions. Every interview leads up to the part when it’s time for candidates to ask questions. Make sure you have a set of questions ready. Don’t miss out on the opportunity to find out more about your role and the company overall. For example, ask about the work culture, the team, or why the position is vacant. You could even ask questions about the team or company goals for the next few years. Thoughtful questions show recruiters that you’ve done your research. 6. Dress appropriately Keep your look relaxed and contemporary, and stick to the basics for an interview. It helps to know what the company dress code is beforehand. Ask someone who works there or try digging up information on the organisation’s social channels. Either way, you can never go wrong with a well-tailored modern outfit. Remember that the little things matter. Check shoes, fingernails, or any loose seams and fix them immediately. We think people don’t notice, but they do. Additionally, pamper yourself before an interview to feel good. Get a haircut, facial, or even a new interview outfit – anything that can get you feeling like your best self. Before the interview, spend time reflecting on your professional journey. You must understand your own story. When you know your journey inside out, it will be easy to explain it with conviction to others. All the best.
Teleworking and employee’s well being
Teleworking and employee’s well being September 19, 2022 Over two years ago, many of us hurriedly left the office and walked straight into an uncertain future. The dangers of COVID-19 meant most of us had to find effective ways of working from home. We had no other choice. While a challenge initially, everyone settled into a rhythm – only to eventually wonder why the model wasn’t widely accepted much before this. Fast forward to today, and many people don’t wish to return to the office as we once knew it. We’ve reconsidered previously held notions of what a successful career means. The result is that traditional associations between productivity and office presence have effectively gone out the window. Teleworking is here to stay At least one-third of business leaders plan to keep operations remote or hybrid, regardless of vaccinations or the pandemic ending. The decision isn’t just good financial sense – it is in keeping with what most employees want. The proof is in the numbers. A FlexJobs survey in 2021 showed how 65% of employees wish to continue working remotely. 35% preferred changing jobs to going back to the office, while 33% felt hybrid models were ideal. The figures indicate a significant shift in priorities. Today’s workforce values greater flexibility and autonomy. Teleworking or remote cultures empower workers to determine when, how, and where they work. There are clear benefits to this. Control and autonomy over the variables of a working day can increase productivity, work-life balance and save costs from ditching the commute. Plus, we have enough literature that shows remote employees are happier than on-site workers. For businesses, remote cultures provide opportunities to save costs, innovate, and use technology to streamline operations. On the flip side, we must consider how these rapid changes will impact employee mental health and well-being. What are the costs to mental health? Despite an overwhelming preference for working at least some days from home, employee mental health continues to decline. The pressure to always remain “on” is real. Blurry distinctions between work and home lead to employee burnout. The role of management in a new working world Executives and HR leaders must help employees navigate the permanent shift to hybrid models by focusing on their well-being. The more clarity you provide, the less stressful it will be for employees. Transparent discussions Leaders must encourage open dialogues to understand employee challenges and how to make the transition easier. Few things can offer perspective and alleviate concerns better than an honest chat. It shows companies value their employees. Regular check-ins Conduct fortnightly or monthly check-ins with the team. Leaders must prioritise checking in as much as project or task updates. Doing so on a regular basis can help address any concerns before they snowball into a crisis. A process overhaul Companies planning on staying remote can no longer afford to make things up as they go along. Let’s face it – everyone was doing that at the start of the pandemic. Hybrid or remote workplaces require defined processes to ensure efficiency. Offices must re-examine and re-write employee manuals to reflect a new working paradigm. Remember that there’s no such thing as too much detail. Define everything – from recruitment and onboarding to increments and team-building activities. Companies must be able to carry out all processes remotely or in person. Technology audits Conduct surveys or audits to ensure equipment is up and running. The equipment you provide can be the difference between an incredible day or a series of meltdowns. Avenues for training and reskilling Support employee upskilling or training programs just as you would for on-site workers. Employees may feel left out or stuck career-wise when they are not in the office. As we seek to rebuild after the pandemic, employees will need new skills to thrive in a new remote workplace. Skills such as critical thinking, self-regulation, and creativity are more critical now than before. Employee training must consider a changing world when designing training programmes. The priority for employers is to rethink traditional ideas of employee support. Remote collaboration tools and processes are one part of the solution. But systems are only as good as the people behind them. Employers must find ways to provide remote environments that support focus, productivity, and employee well-being.
Reasons Why Saying Yes is The Best for Your Career
Reasons Why Saying Yes is The Best for Your Career June 7, 2022 Richard Branson once famously said, “If someone offers you an amazing opportunity to do something and you’re not sure you can do it, say yes. Then learn how to do it later.” There is wisdom in his advice. Plus, it comes from Branson – a disruptive, successful, and visionary billionaire. But for mere mortals like most of us, his words may sound a tad insane. How can one possibly say yes to everything? The premise here isn’t about being the proverbial “yes person” or negating your needs. In this context, saying yes means having the conviction and courage to pursue goals we know we really want to. Too often, we fear failure and rejection. We automatically expect the worst. Saying no becomes an impulse, and we end up rejecting several possibilities. Many brilliant chances come disguised as innocuous things – not as grand events announcing their arrival. It could be a chance to step up at work or an unfamiliar challenge. Opportunities can come knocking in unexpected ways. How can you tell the difference? If it’s something that sparks an excitement hitherto lying dormant, you need to pay attention. That spark is your intuition, telling you to say yes or, at the very least, to ask more questions. Saying yes to new opportunities can be tough – especially when they push you far outside your comfort zone. However, agreeing to or strongly considering each opportunity is imperative to going places. Former CEO of Walgreens, Greg Wasson, concurs with the concept of saying yes. He once told the press that he became a top executive at Walgreens by taking on every role that the company presented. When Wasson had to run Walgreen’s health services in Las Vegas, he didn’t know what to expect. He mulled over the decision quite a bit but eventually took it as an opportunity to learn. It turned out to be the one decision that accelerated his career. Whenever a new opportunity comes by, ask yourself three questions. What is its possible impact on your quality of life? What can it do for me? Is the timing conducive? Not perfect, but conducive. There’s no such thing as perfect timing. Anytime people can broaden horizons at work or outside, it is always beneficial. The idea is to consider every opportunity before instinctively saying no. You never know what may change your life. Award-winning producer and writer Shonda Rhimes’ story is a testament to this. She spent a year saying yes to everything – from trivial things to others that frightened her as a self-described introvert. It’s a decision she credits with transforming her life. Brilliant opportunities can pass you by if you wait to feel ready to pursue them. By saying yes, you operate from a mindset of curiosity and growth, not negativity. In addition, saying yes can organically open up spaces for dialogue. It creates possibilities to collaborate, partner, and build great things with others. Most importantly, saying yes brings you infinite sources of joy. A life more fun and rewarding in the long run.
How Good Physical Health Supports Good Mental Health
How Good Physical Health Supports Good Mental Health September 8, 2021 We know that exercise is good for the body, and while the benefits of regular exercise on our overall physical health are widely known, not many realize how to reap its benefits to improve mental health. The physical and mental health benefits of exercise People who exercise regularly do it for several reasons. Some to improve physical health and physique; others to shed some extra pounds. Most people work out because of how good it makes them feel. The energy, motivation, or incredible positivity from exercising is unparalleled. As one of the most powerful tools to boost moods, exercise helps reduce depression, anxiety, ADHD, and stress. Staying active during COVID-19 Social distancing and self-quarantining have restricted our ability to exercise in gyms and other group settings, but the importance of keeping physically active remains, now more than ever. Intense physical activity can be daunting to some. However, research shows how even modest exercise routines can positively impact a person’s well-being. You do not need to be living in the gym or running a marathon to reap the benefits. During these challenging times, many people have turned to at-home workouts from the famous Peloton bikes and treadmills, to YouTube videos, to walk around the block. As a coping mechanism, exercising is one of the most effective methods for dealing with stress – particularly as each of us battles our respective personal and professional challenges. Exercise to help depression Research indicates that exercise effectively treats moderate depression with none of the side -effects of medication. It releases endorphins to energize spirits and activates parts of the brain responsible for feelings of calm and well-being. Even though the global health crisis is far from over, exercising can bring that elusive feel-good factor into our daily lives. Exercise to alleviate stress and anxiety If extended periods of staying at home make you anxious, nothing can compare to exercise for relieving stress and anxiety. Focusing on your body’s movements or regulating your breathing as you work out allows you to slow down. Being mindful of your body extends to your mind, helping to calm the flows of worry and anxiety you might be experiencing. Exercise to help concentration When working remotely, the risk of losing focus can be high, with so many distractions around. Exercising enhances memory and concentration. Physical activity boosts the brain’s serotonin, dopamine, and norepinephrine levels – all of which help our focus and attention. Exercise keeps you mentally sharp for the tasks at hand. It also stimulates the growth of new brain cells and prevents age-related decline. Each day brings a new opportunity to try incorporate fitness into your daily routine. Not only does working out aid better sleep and boost energy levels, but it also has fantastic short and long-term health benefits.