The Iron Thread: Why the 2026 World Cup Will Break the Weak
The 2026 World Cup isn’t just a tournament. It’s a continent-sized endurance event that will test the resilience of footballers like never before. Hosted across the USA, Canada, and Mexico, with a new 48-team format, this competition introduces pressures far beyond tactics and talent.
In this two-part blog, we first examine the four key challenges that will define the tournament—climate, travel, social media pressure, and national expectations. Then we look at the survivors: the oldest players on the pitch and those attending their fifth or sixth World Cup, and the extraordinary longevity that got them there.
Part I: The New Geography of Pressure
1. Climate – The Body’s Breaking Point
Forget the controlled air of Qatar’s stadiums. In 2026, players will move between vastly different environments in a matter of days. One match in the cool, temperate summer of Seattle or Vancouver. The next in the high-altitude, humid smog of Mexico City. Then a blistering afternoon kick-off in Dallas or Houston in July.
The human body isn’t just asked to play—it must adapt rapidly to microclimates within 72 hours. This isn’t standard fitness; it’s physiological chaos management. The players who thrive will be those who trust their medical staff implicitly, monitor their hydration and core temperature obsessively, and maintain a stoic attitude toward discomfort.
2. Volume of Travel and Games – The Jet Lag Opponent
The expanded 48-team format means 104 matches. For a team reaching the semi-finals, the total air distance could exceed 15,000 miles. A European-based player might fly from London to Los Angeles for a group game, then to Atlanta, then to Mexico City, then back to the East Coast for a knockout tie.
The travel itself becomes the opponent. Resilience here is not just “playing through pain”; it’s playing through jet lag, disrupted circadian rhythms, and the mental fog of constant transit. It’s the ability to step off a bus at 4 a.m., look your teammate in the eye, and convince yourself—and them—that you’re ready.
3. The Social Context – The Digital Panopticon
In 2026, every player has a smartphone in their pocket. Miss a penalty in the 80th minute, and the algorithm will serve that miss to you for the next 48 hours. The pressure isn’t just the stadium noise—it’s the scroll.
The resilience required here is digital abstinence. The ability to block out the hot takes, the memes, the hate comments. We saw it with Bukayo Saka after the Euro 2020 final. In 2026, the volume is multiplied. The resilient player builds a bubble. The fragile player builds a victim narrative.
4. External Expectations – The Weight of a Nation
The three host nations each carry unique burdens. The USA wants to prove it belongs in the elite tier. Mexico wants to break the infamous “Round of 16” curse. Canada simply wants to show it has arrived on the world stage.
For a player like Christian Pulisic, the weight of American soccer rests on his shoulders. For Alphonso Davies, he is the face of a country’s coming-out party. That is not just pressure—it is a psychological contract with 40 million people. To survive it, a player needs resilience that is almost tribal: a belief that their worth is not defined by a single scoreline.
The Survivors Club – The Old Guard
Some players are not just attending their first World Cup in 2026. They are attending their fifth or even sixth. They are living proof that resilience isn’t just about surviving one tournament—it’s about rebuilding your body, mind, and habits over two decades.
The 10 Oldest Players Projected for 2026
Cristiano Ronaldo (Portugal) – Age 41 (b. Feb 1985). Likely his sixth World Cup.
Lionel Messi (Argentina) – Age 39 (b. June 1987). Sixth World Cup.
Luka Modrić (Croatia) – Age 40 (b. Sept 1985). Sixth World Cup.
Andrés Guardado (Mexico) – Age 39 (b. Sept 1986). Sixth World Cup.
Sergio Ramos (Spain) – Age 40 (b. Mar 1986).
Manuel Neuer (Germany) – Age 40 (b. Mar 1986).
Thiago Silva (Brazil) – Age 41 (b. Sept 1984). Likely his last.
Robert Lewandowski (Poland) – Age 37 (b. Aug 1988).
Olivier Giroud (France) – Age 39 (b. Sept 1986).
Pepe (Portugal) – Age 43 (b. Feb 1983). The oldest outfield player in World Cup history.
The 5th or 6th Competition Club – What They Carry
Lionel Messi (6th World Cup)
From boy wonder in 2006 to heartbroken runner-up in 2014, to triumphant God of Qatar in 2022, to 2026. That is 20 years of carrying a nation’s impossible expectations. His resilience lies in letting go of the outcome and focusing only on the game itself.
Luka Modrić (6th World Cup)
Modrić has no Messi flair or Ronaldo physique. His resilience is one of intelligence. He has adapted his game from box-to-box dynamo to deep-lying conductor. He knows his body is a temple and treats recovery as a religion.
Andrés Guardado (6th World Cup)
El Principito. The heart of Mexico for over 15 years. He has survived the “Quinto Partido” curse, played through the screaming pressure of the Azteca, and kept being called up at age 39. That is pure, stubborn love for the shirt.
The Secret to Their Longevity
It’s not luck. It’s three habits:
Recovery as a discipline. They treat sleep like a job. They have physios, nutritionists, and cryo chambers. They are obsessed with the process, not the result.
Radical adaptation. They didn’t just “get old”—they changed how they played. Ronaldo lost explosive pace and became a poacher. Modrić lost his engine and became a conductor.
The “why” must be big. At age 40, you don’t fly across the Atlantic for money or fame. You do it because you love the game more than you hate the pain. Because you want to be the first person to play a World Cup in three different decades.
Conclusion
The 2026 World Cup will be a beautiful, chaotic, sprawling mess. It will test the legs of the young guns. But it will be won—and honoured—by the old foxes. The resilience needed isn’t just about running. It’s about the choice to keep getting up one more time.
For Messi, Ronaldo, Modrić, and Guardado, that choice has been made for 20 years. Let’s see if their bodies agree one last time.
Predicting the Future and Buiding Capacity
Predicting the future in business is never foolproof, but there are practical, structured strategies that help reduce uncertainty and inform better decisions. Here are the most effective and widely used methods:
1. Trend Analysis (Horizon Scanning)
What it is: Systematically tracking emerging trends across industries, technology, culture, economy, and politics.
Practical Use:
Subscribe to trend reports (e.g., McKinsey, Gartner, WGSN).
Monitor industry publications, think tanks, and news aggregators.
Use Google Trends and social listening tools (e.g., Brandwatch, Talkwalker).
Why it works: Early visibility into weak signals lets businesses pivot before competitors.
2. Scenario Planning
What it is: Developing multiple plausible future scenarios and creating strategies for each.
Practical Use:
Choose two key uncertainties (e.g., regulatory change and tech disruption).
Build 2x2 matrix scenarios (e.g., high vs low regulation, fast vs slow tech).
Stress-test your current business model against these.
Why it works: Prepares you for a range of futures—not just the “most likely” one.
3. Delphi Method
What it is: Gathers insights from a panel of experts through multiple rounds of anonymous input.
Practical Use:
Identify 5–10 experts in your domain.
Ask them to predict future outcomes (e.g., "What will the dominant tech in retail be by 2030?")
Refine predictions through 2–3 rounds of feedback.
Why it works: Reduces bias and groupthink, and taps collective intelligence.
4. Data Forecasting and Predictive Analytics
What it is: Using historical data and machine learning to predict future trends.
Practical Use:
Use tools like Python/R, Power BI, or Tableau for modeling.
Apply to sales, supply chain, customer behavior, etc.
Train models on seasonal trends, macroeconomic data, or market signals.
Why it works: Delivers short- to medium-term forecasts based on actual behavior.
5. Customer Foresight / Ethnography
What it is: Deeply studying how customer needs, values, and lifestyles are evolving.
Practical Use:
Conduct interviews, diary studies, or immersion experiences.
Ask about frustrations, aspirations, and workarounds—not just product feedback.
Track early adopters and subcultures.
Why it works: Anticipates not just what customers want now, but what they'll want next.
6. Competitive Intelligence
What it is: Monitoring competitors, startups, patents, and M&A activity for early signs of disruption.
Practical Use:
Use tools like Crunchbase, CB Insights, or PitchBook.
Set alerts for competitors' moves, new product launches, or funding rounds.
Analyze job postings to predict strategic hires or new directions.
Why it works: Competitor moves often hint at future shifts in the market.
7. Backcasting
What it is: Starting from a desirable future state and working backward to identify steps needed to get there.
Practical Use:
Define your 10-year vision (e.g., “We want to be net zero by 2035”).
Map out key milestones in reverse.
Identify gaps or innovations required to reach the goal.
Why it works: Helps break out of short-term thinking and align strategic planning with long-term goals.
8. Weak Signal Detection
What it is: Identifying small but potentially disruptive innovations or ideas at the edge.
Practical Use:
Monitor fringe blogs, research papers, patents, Reddit forums, etc.
Pay attention to what's happening in unrelated fields (e.g., bioengineering and AI convergence).
Why it works: Most disruptive change starts as something weird or niche.
9. Cross-industry Benchmarking
What it is: Learning from how other industries solve problems or anticipate change.
Practical Use:
Ask: How is logistics done in aerospace vs healthcare? How is personalization done in gaming vs finance?
Attend conferences outside your field.
Use analogies to think laterally.
Why it works: Innovation often comes from applying old ideas in new contexts.
10. Creating Internal Foresight Culture
What it is: Embedding a mindset of long-term thinking and experimentation into company culture.
Practical Use:
Allocate budget for horizon projects or “innovation sprints.”
Train leaders in strategic foresight tools.
Reward curiosity and risk-taking.
Why it works: Organizations that are structurally curious are better at seeing what's coming.
Bonus: Tech Tools for the Future
AI Forecasting Tools: ChatGPT (for scenario generation), Prophet (by Meta), Amazon Forecast
Signal Aggregators: The Future Today Institute, Futureloop, TrendWatching
Visualization Tools: Miro (for scenario planning), Notion (trend libraries), Figma (customer journey futures)
Being radical about Radical….!
The Radical Rise of "Radical": How America Fell in Love with a Word That Means Everything and Nothing
In the grand tradition of American culture, where words are often inflated to the point of absurdity (looking at you, "literally"), we’ve now entered the era of "radical." It’s everywhere: radical acceptance, radical candor, radical feedback, radical self-care, radical honesty, radical kindness, radical naps, radical avocado toast. At this point, it’s only a matter of time before someone introduces "radical radicalness" as a concept. But what does "radical" even mean anymore? And why are we so obsessed with it?
The Radical Origins of "Radical"
Let’s start with a quick history lesson. "Radical" comes from the Latin radix, meaning "root." It originally referred to something fundamental or revolutionary, like overthrowing a government or questioning the very fabric of society. Think Che Guevara, not Cheesecake Factory. But somewhere along the way, "radical" went from being a call to arms to a call to… well, being slightly more assertive in your weekly team meeting.
Today, "radical" is the linguistic equivalent of slapping a "Live, Laugh, Love" sign on a buzzword. It’s a way to make something sound edgy, transformative, and vaguely countercultural without actually, you know, being any of those things. Radical candor? It’s just honesty with a side of HR-approved empathy. Radical acceptance? It’s mindfulness with a dash of Instagram-worthy profundity. Radical feedback? It’s criticism with a sprinkle of self-help jargon.
What’s So Radical About It?
The irony, of course, is that most of these "radical" concepts are anything but. Radical acceptance, for example, is essentially the age-old Buddhist practice of letting go, repackaged for the wellness-industrial complex. Radical candor is just being direct without being a jerk, a skill your grandmother probably mastered decades ago. And radical feedback? That’s just feedback with a fancy hat.
So why do we keep using "radical"? Because it’s a linguistic shortcut that makes us feel like we’re doing something revolutionary without actually having to do anything revolutionary. It’s the verbal equivalent of putting on a leather jacket and pretending you’re in a punk band while secretly listening to Taylor Swift. It’s performative, it’s aspirational, and it’s deeply, deliciously ironic.
What’s It Masking?
Here’s the thing: "Radical" is often a smokescreen for the fact that we’re not actually addressing the root (pun intended) of the problem. Radical acceptance is great, but it doesn’t solve systemic inequality. Radical candor is fine, but it doesn’t fix toxic workplace cultures. Radical feedback is helpful, but it doesn’t overhaul flawed systems.
By slapping "radical" onto these concepts, we’re making them sound more transformative than they actually are. It’s a way of pretending we’re changing the world when, in reality, we’re just rearranging the deck chairs on the Titanic.
What Would Be Better?
If we’re being honest (radically honest, if you will), maybe we should ditch "radical" altogether and just call things what they are. Instead of "radical acceptance," let’s call it "not being a jerk to yourself." Instead of "radical candor," let’s call it "talking to people like they’re actual humans." Instead of "radical feedback," let’s call it "giving feedback that doesn’t make everyone cry."
Or, if we’re feeling truly ambitious, maybe we could actually do something radical. Like, I don’t know, addressing income inequality, dismantling systemic racism, or saving the planet. Now that would be radical.
The Radical Conclusion
In the end, the rise of "radical" in American culture is a testament to our love of overhyped, under-delivered concepts. It’s a word that promises revolution but delivers, at best, a slightly improved version of the status quo. So the next time someone tries to sell you on something "radical," ask yourself: Is this actually changing anything, or is it just a buzzword with a leather jacket?
And if you’re feeling truly radical, maybe just stop using the word altogether. Now that would be revolutionary.
Getting the 'best' from different generational groups - fact or fiction?
Effectively leading and managing a multigenerational workforce requires understanding the unique values, motivations, and communication styles of each generation. Here are some key subtleties to consider getting the best from all generational types:
1. Understand Generational Differences
Each generation has distinct characteristics shaped by their upbringing, societal influences, and technological advancements:
Traditionalists (born before 1946): Value loyalty, respect for authority, and formal communication.
Baby Boomers (1946–1964): Hardworking, value face-to-face communication, and seek recognition for their contributions.
Generation X (1965–1980): Independent, value work-life balance, and prefer direct, straightforward communication.
Millennials (1981–1996): Collaborative, tech-savvy, and value purpose, feedback, and flexibility.
Generation Z (1997–2012): Digital natives, entrepreneurial, and value diversity, inclusion, and meaningful work.
2. Tailor Communication Styles
Use a mix of communication methods (e.g., in-person, email, instant messaging) to cater to different preferences.
Be mindful of tone and formality—older generations may prefer more formal communication, while younger generations may appreciate casual, concise interactions.
3. Provide Flexibility
Offer flexible work arrangements (e.g., remote work, flexible hours) to appeal to younger generations who value work-life balance.
Recognize that older generations may prefer structured, traditional work environments.
4. Focus on Purpose and Impact
Highlight how individual roles contribute to the organization’s mission to engage Millennials and Gen Z, who value meaningful work.
Emphasize stability and long-term impact for Traditionalists and Baby Boomers.
5. Offer Customized Recognition and Rewards
Older generations may value public recognition, titles, or awards.
Younger generations may prefer opportunities for growth, learning, or non-monetary perks like flexible schedules.
6. Foster Collaboration Across Generations
Create mentoring programs where older employees share expertise and younger employees bring fresh perspectives.
Encourage cross-generational teamwork to break down stereotypes and build mutual respect.
7. Provide Continuous Learning Opportunities
Offer training programs that cater to different learning styles (e.g., in-person workshops, online courses).
Encourage older employees to embrace new technologies and younger employees to develop soft skills.
8. Be Inclusive and Respectful
Avoid generational stereotypes and treat each employee as an individual.
Create an inclusive culture where all generations feel valued and heard.
9. Adapt Leadership Styles
Use a more directive approach with Traditionalists and Baby Boomers, who may prefer clear instructions.
Adopt a collaborative, coaching style with Millennials and Gen Z, who value autonomy and feedback.
10. Leverage Technology Wisely
Ensure technology is accessible and user-friendly for all generations.
Provide training and support to bridge the digital divide.
11. Encourage Feedback and Dialogue
Create opportunities for employees of all generations to share their perspectives and ideas.
Act on feedback to show that all voices matter.
12. Balance Tradition and Innovation
Respect the experience and wisdom of older generations while embracing the creativity and innovation of younger generations.
Find ways to integrate traditional practices with modern approaches.
By recognizing and addressing these subtleties, leaders can create a cohesive, productive, and engaged multigenerational workforce that leverages the strengths of each generation.
Contact us to find out more at info@qedod.com
Here Are the 8 Types of Rest That Can Help You to Feel Fully Renewed
Rest isn't just about sleeping. In our modern, fast-paced lives, many of us feel tired even after a full night's sleep. A sign that we may not be getting the right type of rest our body, mind, or soul needs. Dr. Saundra Dalton-Smith, author of Sacred Rest, popularized the concept of eight distinct types of rest, each targeting a different aspect of well-being. By understanding and implementing these rest types into our daily lives, we can feel more energized, creative, and fulfilled. Here are the eight types of rest that can help you feel truly renewed each explained in detail.
1. Physical Rest: Recharging the Body
Physical rest is the most familiar type of rest. It's what most people associate with sleep. But physical rest goes beyond just lying down. It includes passive rest like sleeping or napping, and active rest like gentle stretching, massage therapy, or yoga that helps the body recover and maintain flexibility and circulation. If you often feel physically drained, sore, or fatigued despite getting enough sleep, you may not be engaging in restorative movement or relaxation techniques. Chronic physical exhaustion can lead to poor posture, muscle tension, and even immune dysfunction. Prioritizing rest for the body helps your muscles recover, your energy replenish, and your nervous system reset. Try incorporating short walking breaks, warm baths, or progressive muscle relaxation into your routine. Sleep is vital, but pairing it with active rest techniques ensures that your body is fully supported and recharged for the demands of daily life.
2. Mental Rest: Clearing the Clutter
Mental rest is about giving your brain a break from constant processing, decision-making, and information overload. Ever laid in bed with your mind racing, replaying conversations or running through tomorrow’s to-do list? That’s a sign you’re mentally fatigued. Symptoms of mental exhaustion include forgetfulness, difficulty concentrating, and the infamous "brain fog." Mental rest requires us to pause our thoughts deliberately. Which isn’t always easy in a distracted world. To restore mental energy, try techniques like meditation, journaling, digital detoxing, or time-blocking your schedule with intentional breaks. Even short pauses during the day, closing your eyes for a few minutes or stepping away from your desk can give your mind the space it craves. Creating a bedtime brain-dump routine, where you jot down lingering thoughts or worries, also helps unload cognitive burdens. Ultimately, mental rest empowers clearer thinking, sharper focus, and improved productivity.
3. Sensory Rest: Unplugging from the Overload
We are constantly bombarded with sensory input from screens, traffic noise, bright lights, phone notifications, to conversations. Over time, this sensory overload can lead to irritability, stress, and fatigue. Sensory rest allows our nervous system to recover by reducing the constant stimulation we’re exposed to. This doesn’t mean isolating yourself completely, but rather creating intentional moments of silence and stillness throughout the day. Turn off background music, silence your phone, dim the lights, or close your eyes for a few minutes to let your senses recalibrate. Sensory rest is especially important for people who work in high-stimulation environments, like healthcare workers, teachers, or office employees surrounded by screens. Consider adopting screen-free evenings, using blue light filters, or practicing mindfulness in a quiet space. Resting the senses improves your ability to focus, lowers stress, and supports better sleep especially if you unplug before bedtime.
4. Creative Rest: Reawakening Inspiration
Creative rest is often neglected, especially in people who work in analytical or service-based roles. However, everyone needs creative rest, not just artists or writers. This type of rest rejuvenates our ability to imagine, innovate, and problem-solve. If you’ve ever felt like your ideas have run dry or your work feels monotonous, you might be creatively depleted. Creative rest is about surrounding yourself with beauty, nature, and inspiration. It could mean visiting an art gallery, walking in a park, listening to music, or watching a sunset. It's about reconnecting with wonder and awe. It’s also beneficial to give yourself permission to create without the pressure of being productive doodling, cooking a new recipe, or writing for fun can refresh your brain’s creative circuits. By honoring your need for creative rest, you open the door to more innovative thinking and joyful self-expression in both your personal and professional life.
5. Emotional Rest: Being Real Without the Mask
Emotional rest means having the freedom to be authentic and vulnerable, without the pressure to please others or suppress your feelings. Many people operate in emotional overdrive, constantly managing relationships, customer expectations, or social dynamics. While keeping their own emotions under wraps. This leads to burnout, resentment, and feelings of emptiness. Emotional rest involves safe spaces and supportive relationships where you can speak freely and honestly. It’s the ability to say “I’m not okay” without fear of judgment. Journaling, therapy, or heart-to-heart conversations with trusted friends or mentors can help you offload emotional burdens. It also involves setting boundaries and learning to say no when your emotional energy is low. The result is a more grounded, balanced self one that isn’t drained by internal suppression or external performance. With consistent emotional rest, your relationships improve, and your inner peace strengthens.
6. Social Rest: Choosing Energizing Connections
Social rest isn’t about avoiding people entirely; it’s about being intentional with your social energy. Every relationship has a social cost. Some interactions are uplifting, while others are draining. If you spend too much time with people who deplete your energy (even if they’re not toxic), you may feel socially exhausted. Social rest involves spending more time with people who support and recharge you, and less with those who drain you. It’s also okay to schedule alone time without guilt. This doesn’t make you anti-social. It makes you self-aware. Introverts often need more social rest than extroverts, but everyone benefits from assessing which social commitments are truly nourishing. Social rest could look like a quiet coffee date with a close friend, joining a small group that shares your values, or simply staying in on a Friday night to reconnect with yourself. Prioritizing meaningful connection over quantity leads to richer, more energizing relationships. You could try l-lysine for weight loss when restoring your overall energy. A cozy chat with a trusted friend may uplift you more deeply. Social rest is about choosing connection with intention, not simply avoiding others.
7. Spiritual Rest: Connecting to Purpose
Spiritual rest is about feeling connected to something greater than yourself. Whether that’s through religion, meditation, nature, or acts of service. When you feel spiritually depleted, you may experience feelings of emptiness, a loss of meaning, or a lack of direction. Spiritual rest restores that sense of purpose and belonging. This doesn’t necessarily require religious practice; it might be as simple as spending time in nature, engaging in quiet reflection, or contributing to a cause you believe in. Prayer, meditation, spiritual reading, or volunteering can also offer deep spiritual renewal. The key is to engage in activities that ground you and remind you of your values, your identity, and your connection to the wider world. Spiritual rest gives your soul space to breathe and expands your sense of meaning. Helping you navigate life with more clarity and peace, especially during periods of change, grief, or uncertainty.
8. Creative + Integrative Rest: The Hybrid of Flow and Recovery
The final type is a hybrid of a newer understanding that combines creative and integrative rest. While creative rest fuels inspiration, integrative rest ensures that your mind has time to process and make sense of information. Think of it like giving your brain a chance to connect the dots. Integrative rest often happens during passive moments like walking, showering, or daydreaming. It’s when insights arise because you’ve allowed your mind space to wander. This type of rest is crucial for people juggling multiple responsibilities or working in high-stimulation environments. By stepping away from tasks and letting your brain "breathe," you allow it to file, reflect, and rewire, boosting problem-solving and long-term memory. Incorporating both creative and integrative rest might involve taking a scenic walk after writing, or pausing between meetings to reflect. It enhances emotional regulation, decision-making, and creativity helping you feel more centered and capable.
Final Thoughts: Rest Is Not a Luxury - It’s a Necessity
The idea that rest is only for the lazy or weak is outdated and harmful. In reality, rest is a vital component of a productive, creative, and joyful life. Sleep alone cannot replenish all your energy reserves. Especially when the demands of life wear on your emotions, creativity, and spirit. By identifying which type of rest you're missing, you can better tailor your routines to meet your full range of needs. Start small, incorporate one type of rest this week, and observe how your body and mind respond. In time, you’ll discover that deep, multidimensional rest isn’t indulgent. It's essential for showing up as your best, most energized self in every area of life.
10 Anxiety Hacks That Can Actually Help
Anxiety can sneak up on you — sometimes when you least expect it. Whether it’s mild restlessness or full-blown panic, having a few go-to strategies can make a huge difference. Here are 10 simple, effective anxiety hacks you can try whenever you feel overwhelmed:
1. Box Breathing
This technique is used by Navy SEALs to stay calm under pressure. Inhale for 4 counts, hold your breath for 4 counts, exhale for 4 counts, and hold again for 4 counts. Repeat a few times to reset your nervous system.
2. 5-4-3-2-1 Grounding Technique
Name 5 things you can see, 4 you can touch, 3 you can hear, 2 you can smell, and 1 you can taste. This method pulls you out of spiraling thoughts and into the present moment.
3. Cold Water Trick
Splash your face with cold water or hold an ice cube in your hand. This activates the “dive reflex,” which slows your heart rate and calms your body quickly.
4. Progressive Muscle Relaxation
Tense and release different muscle groups, starting from your toes and moving upward. It’s a physical way of telling your body to chill out.
5. The 3-3-3 Rule
Look around and name 3 things you see, 3 sounds you hear, and move 3 parts of your body. It’s a quick way to interrupt anxious thought loops.
6. Create a 'Worry Window'
Allow yourself 15 minutes a day to sit and worry — and only during that time. It helps prevent anxiety from taking over your entire day.
7. Carry a Comfort Object
Whether it’s a smooth stone, a bracelet, or a small toy, having a physical object you associate with calmness can give you something to focus on when anxiety spikes.
8. Use Positive Affirmations
Short phrases like “I am safe,” “This feeling will pass,” or “I can handle this” can be surprisingly powerful when repeated during anxious moments.
9. Mindful Movement
Walk, stretch, dance, or do yoga slowly and deliberately, paying attention to each movement. It burns off nervous energy and brings you back into your body.
10. Keep an Emergency Anxiety Kit
Fill a small bag with calming items: essential oils, gum, a favorite playlist, a photo of a happy memory, or a grounding exercise card. Keep it close for when you need fast relief.
Remember:
Anxiety doesn’t have to control you. Small, intentional actions can create big shifts over time. Try a few of these hacks and see which ones resonate with you — your mental health toolkit is yours to customize.
Cognitive Behavioral Coaching for Stress Management at Home
Stress follows you home, creeping into your daily life. It shows up when work deadlines pile up, bills arrive, or kids argue over chores. You might try deep breathing, jogging, or talking it out, but the relief never lasts. Why?
The problem isn’t the stress itself. It’s the way your brain reacts to it. Negative thoughts have a way of spiraling, feeding emotions like panic or anger, which then fuel unhelpful actions—yelling, avoiding problems, or lying awake at night—that only get you in deeper.
Cognitive behavioral coaching helps you break out of it before you sink.
What Is Cognitive Behavioral Coaching (CBC)?
CBC is a method to break the cycle of stress. Instead of focusing on managing symptoms, it targets the root cause: your thought patterns.Think of it as a mental toolkit. You learn to spot unhelpful thoughts, test if they’re true, and replace them with calmer, clearer ones. Over time, this reshapes how you handle pressure.
How CBC Works
Step 1: Track Your Stress Triggers
The first step is noticing when and why stress flares up. For three days, jot down moments when you feel overwhelmed. Include:
The situation (e.g., a kid screaming during a work call)
Your immediate thought (“I can’t handle this—everything’s falling apart”)
Your reaction (snapping at your child, shutting down)
Say you see dirty dishes piled up. Your brain jumps to, “My partner doesn’t care about me.” CBC asks: Is that true? Did they text earlier to say they’re swamped? Have they helped in other ways?
Step 2: Challenge “Worst-Case Scenario” Thoughts
These mental traps twist reality, making problems feel bigger than they are. Some common examples include:
Catastrophizing: “I can’t miss this deadline or my boss will fire me on the spot!”
Personalizing: “My friend canceled plans—they must hate me.”
All-or-nothing thinking: “If I can’t run 10km today, it won’t make a difference. I’ll just stay home and watch TV. ”
They amplify stress and make it harder to think clearly. To break this cycle, ask yourself three simple questions:
What facts support this thought?
What facts contradict it?
What would I tell someone else in a similar situation?
Imagine you missed out on a real estate investment win that seemed obvious in hindsight. Your first thought might be, “I’ll never find an opportunity like that again.” But when you challenge it, you realize:
You’ve missed opportunities before and still found success.
The market always has new possibilities.
If a friend were in your shoes, you’d remind them that one missed chance doesn’t define their future.
Step 3: Turn Worries into Actionable Steps
Vague worries like financial stress often feel like a sword above our heads. Making them more specific removes that sense of dread that keeps up from living our lives. Instead of worrying vaguely about money, you might do these instead:
Reviewing your budget every Sunday at 10 a.m.
Calling the bank by Friday to discuss loan options.
Cooking three affordable meals this week instead of ordering takeout.
Focus on what you can control now. That’s how you regain the agency you need to expand the scope of what you can control in the future, avoiding burnout.
Common Misconceptions About CBC
“I need a professional coach!”
While working with a coach can provide valuable guidance, it’s not a requirement. Many CBC tools are designed for self-administration. Apps or books teach the basics of CBC in a straightforward, accessible way.
“I don’t have time for this!”
It’s easy to assume CBC requires hours of journaling or deep introspection. But the truth is, it doesn’t. You can integrate CBC into your daily routine without adding extra tasks. For example, track stress triggers while making coffee or challenge negative thoughts during a shower.
“This won’t fix my actual problems!”
CBC won’t magically solve external challenges. It won’t make your toddler sleep through the night or lower your rent. But it will change how you react to these challenges. For instance, instead of thinking, “I’m failing as a parent,” CBC helps you reframe: “This phase is tough, but normal. I’ll ask my partner to tag-team bedtime.”
Getting Started Today
Grab a notebook or phone note. Track three stress moments daily.
Pick one recurring negative thought. Challenge it using the three questions.
Choose one tiny action to address a stressor.
Things will get tough. Just stick with it.
Don’t ever forget that CBC isn’t magic. It’s a habit. At first, questioning thoughts feels awkward. But with practice, it gets easier. Studies show it lowers stress hormones and helps people solve problems faster. Small wins matter: staying calm during a meltdown or tackling one task instead of freezing.
Wrapping Up
CBC gives you control. You can’t erase life’s chaos, but you can change how it affects you. For anyone tired of quick fixes that fizzle out, this approach offers something better: lasting skills to handle stress head-on. Start small, stay consistent, and watch how your mindset—and your stress levels—begin to shift.
Communicating cultural change – traditional thoughts – are they enough any more…?
A healthy culture is crucial for any organisation but, in the current business environment where change is inevitable, there is often a need to implement major change. Change though can be highly emotive and drive fear, resistance and irrational behaviour, leading to reduced quality of work, missed targets and loss of production. But is it the change itself, or how the change is communicated and managed that drives these issues?
Cultural change often involves deep-rooted values, practices and beliefs so, to drive effective change, a nuanced approach to the internal communications strategy is needed. Here are some practical, traditional steps to communicate cultural change in a meaningful way:- you can assess for yourself whether they will work…?
1. Define and Contextualise
People often resist change if they don’t understand its rationale so showing how it links to evolving workplace expectations helps employees understand why the change is needed. Additionally, showing how the change fits into the bigger picture can make it feel more natural and help people see it as an ongoing evolution, not an abrupt change.
2. Acknowledge Diverse Perspectives and Experiences
Before communicating a change, gathering feedback and understanding the concerns of those affected is crucial. It’s also helpful to acknowledge that cultural change can be uncomfortable or challenging so validating these feelings can reduce resistance and foster openness. Highlighting stories or experiences from community members can also illustrate the importance of the change and show that it is backed by a range of perspectives.
3. Use Clear, Inclusive Language
Avoiding jargon or technical language, especially if the shift impacts daily life or complex topics is important. Narratives help illustrate cultural change on a personal level, making abstract ideas feel real and relatable. Additionally, using language sensitive to various demographics or identities shows respect and attentiveness to inclusivity, often an aspect of cultural change.
4. Provide Tangible Examples
Showing commitment through action can reinforce messages about change. Using examples of similar organisations, communities, or societies that have undergone similar change can be inspiring and affirming whilst symbols such as updated logos, events, or diverse representation can make cultural change feel concrete and integrated into everyday life.
5. Create Ongoing Opportunities for Feedback and Dialogue
Setting regular intervals to revisit the topic, asking for feedback, and adjusting strategies helps maintain engagement and shows that change is an evolving process. Create safe spaces for people to discuss concerns, ask questions or express support so people see their feedback leading to real adjustments and feel valued and more open to embracing change.
6. Use Diverse Communication Channels
People consume information in various ways so use a combination of emails, social media, in-person meetings and printed materials to ensure broader reach. Different segments of an audience may have unique concerns or interests so tailor messages for different groups to meet their specific needs.
7. Celebrate Milestones and Acknowledge Progress
Sharing stories of positive impact and marking milestones or anniversaries helps reinforce any change as part of the culture. Involving people in celebrations and acknowledgments fosters a sense of ownership and collective accomplishment, reducing potential pushback and enhancing buy-in.
Effectively communicating cultural change is about making the abstract more tangible, involving people in the process, and creating a lasting sense of connection with the new direction. It’s about respecting people’s starting points and guiding them towards a shared vision. The key is to approach change with clarity, empathy, and a clear understanding of the audience so there is a smooth transition to a successful and positive workplace culture.
However, it could be that it’s time to ‘do’ change differently – more discontinuous and capable of building capacity and freshness. We have solutions…do you?
You can contact us to find out how we can help you improve through our development or coaching programmes via messaging me on here, emailing me at russell@qedod.com or looking on our site at qedod.com
Are We in a Pre-War State? A Call to Rethink the World We Live In
In the grand sweep of history, there are moments when the world finds itself teetering on the edge of dramatic, unforeseen transformations. We may be living in such a moment right now—a pre-war state where the underlying tensions, economic disruptions, and geopolitical shifts suggest that a major conflict is no longer a distant possibility but an approaching reality. If this is the case, then we must change the way we think about the world, our future, and the decisions we make today.
The Signs of a Pre-War World
Throughout history, major wars have often been preceded by specific patterns: economic instability, rising nationalism, deteriorating diplomatic relations, arms races, and regional conflicts that act as precursors to a larger global struggle. Today, we see echoes of these warning signs across multiple regions.
Economic Turbulence: Inflation, supply chain disruptions, and currency devaluations have created financial instability in many nations. Historically, economic crises have often been the catalysts for war, as struggling nations seek external conflicts to distract from internal turmoil.
Rising Authoritarianism and Nationalism: Across the world, strongman leaders are gaining influence, often relying on nationalist rhetoric to solidify their power. Such leaders historically have led their nations into conflicts as a means of maintaining control and rallying public support.
Deteriorating International Relations: The post-Cold War global order, once defined by cooperation and economic interdependence, is fracturing. Countries are forming rival blocs, alliances are being tested, and diplomatic failures are becoming more frequent.
Military Buildup and Proxy Wars: Global military spending is reaching record highs. Tensions are rising in flashpoints such as Eastern Europe, the South China Sea, and the Middle East. Proxy wars, cyber warfare, and unconventional tactics are being deployed with increasing regularity.
Technological and Ideological Struggles: The world is now engaged in battles over artificial intelligence, energy resources, and economic dominance. These conflicts are not just about land or borders but about control over the future of global civilization.
Thinking Differently in a Pre-War Era
If we acknowledge the possibility that we are in a pre-war state, then our approach to economics, politics, and even daily life must shift accordingly. Here are some key ways we need to rethink the world:
Strategic Self-Sufficiency: Nations, businesses, and individuals must reconsider dependence on global supply chains that could be disrupted in a conflict. Energy, food security, and technological resilience should be prioritized.
Diplomatic Urgency: Governments and global institutions must work more aggressively to prevent small conflicts from escalating. The time for half-measures is over—serious diplomatic efforts must be made to defuse tensions before they explode.
Public Awareness and Preparedness: Citizens must be informed about the risks of war, not in a way that induces panic but in a manner that encourages pragmatic preparedness. Understanding history and recognizing patterns can help individuals and societies make better decisions.
Reinvention of Defence Strategies: In a world where cyber warfare, economic disruption, and AI-driven conflicts are just as important as conventional military power, governments must rethink how they prepare for security threats.
Moral and Ethical Considerations: If war is on the horizon, then we must ask difficult questions about what kind of world we want to preserve and protect. Are we willing to let power struggles dictate the future, or will we find ways to resist the cycles of destruction?
The Path Forward
While history may suggest that war is inevitable, human agency still matters. We are not merely passengers on a train heading toward conflict; we are the conductors. By recognizing the signs and thinking differently about the future, we can make choices that mitigate risks and possibly prevent large-scale conflict altogether.
This is not a call for fear but for awareness. It is a call to look beyond short-term distractions and focus on the deeper forces shaping our world. If we are indeed in a pre-war state, then we must act now to change the trajectory—before history repeats itself once again.
To see how this affects organisational ‘readiness’, contact us at russell@qedod.com
Get hired … quietly.
If you’re looking to join a new team or take on a new role in your organisation then you need to get “quiet hired”.
Many organisations are now filling talent gaps or acquiring new skills without formally hiring new employees. Instead, they shift internal employees to different roles or bring on temporary contractors or freelancers which allows them to adapt quickly to changing needs without going through the traditional, often time-consuming, recruitment process. But how do you get “quiet hired,”?
1. Show Initiative and Flexibility - Employers often shift current employees to new roles when they need to fill gaps so make sure managers know you're open to new challenges and are willing to take on responsibilities outside your regular scope of work. If you notice an area that needs help and aligns with your skills, offer to step in. This demonstrates initiative and makes you a prime candidate for internal mobility.
2. Upskill and Stay Relevant - Employers are more likely to move someone internally if they have the necessary skills so if your company has shifting priorities, upskill in those areas. Monitor industry trends and ensure you have the knowledge or qualifications that are becoming important in your field.
3. Network Within the Organisation - Stay connected with colleagues across departments. If decision-makers are aware of your capabilities, they're more likely to consider you when gaps emerge. Participate in cross-functional projects or meetings where you can showcase your talents and willingness to take on additional work.
4. Seek Opportunities for Temporary Roles - Companies may assign you to a different team for a specific project, even if it’s temporary. These "quiet hires" help the company meet immediate needs while allowing you to demonstrate your value in a different capacity. If your company is working with contractors or consultants, they may offer you a temporary or part-time assignment to take on some of that work.
5. Leverage Contracting/Freelancing - Companies often hire freelancers or contractors for short-term projects instead of full-time hires. Building a reputation as a reliable contractor for project-based roles can make you a quiet hire. If you’re freelancing, you can offer specific services to a company that meets their needs without requiring them to onboard you as a full-time employee.
6. Embrace Leadership Roles - If your company needs to fill leadership gaps temporarily, step up. This could lead to more permanent responsibilities or promotions later. Companies may not promote you formally right away, but if you're taking charge of projects, you could be “quiet-hired” into a more senior role over time.
In short, getting "quiet hired" means mobilising your talent to address the needs of the organisation but in a changing business world being adaptable will make you more valuable to the organisation and provide opportunities to develop new skills and to grow and progress.
You can contact us to find out how we can help you improve through our training or coaching programmes via messaging me on here, emailing me at russell@qedod.com or looking on our site at qedod.com
Changing employee expectations.
Driven by evolving work environments, technological advancements, and shifting societal values, employee expectations have undergone significant change in recent years.
Now, a new study by Oracle that surveyed 1,000 employees and HR leaders in the UK has found that despite current economic uncertainty, worker expectations for pay, flexibility, and training are continuing to increase. At a time when many of those surveyed were worried about job stability, burnout, a lack of career growth, having to reduce their standard of living or take on a second job, 57% of them still had higher expectations than they did three years ago. Pay raises to meet inflation, flexible work options and more learning and development opportunities were seen as essential, with 89% of them saying they would walk away from a job that doesn’t meet their expectations, even during a recession whilst 55% were more worried about having the right job than the right salary.
What employees expect from employers is obviously changing and with recruitment and retention problems in many industries, organisations that don’t address these changed employee expectations may find it difficult to build a positive work environment, retain talent, foster productivity, and create a strong organisational culture that benefits both the employees and the organisation as a whole.
To address these changing expectations, employers should consider implementing the following strategies:
Flexible work arrangements, with remote and flexible options
Opportunities for continuous learning and career development.
The development of a strong company culture with a clear mission and purpose.
The embracing of diversity and inclusion initiatives and the creation of a sense of belonging for all employees.
Prioritising employee well-being and the creation of a supportive work environment.
Investment in technology and tools that improve productivity and collaboration.
Enhancing transparency and communication channels within the organisation.
By understanding and addressing these evolving expectations, employers can attract and retain top talent and create a positive work environment that promotes employee engagement and satisfaction. Failure to meet employee expectations can have negative consequences for both the employees and the organiation with detrimental effects on job satisfaction, employee retention, morale, teamwork, customer satisfaction, and the organisation's overall reputation. It is therefore essential for organisations to prioritise understanding and meet employee expectations to foster a positive work environment and achieve long-term success.
Contagious burnout?
No one is immune to burnout. It’s something that can affect people across every sector and discipline, and it’s also something that's on the rise.
The classic signs of burnout, mental exhaustion, disengagement, negativity, cynicism and reduced productivity are well established and, although we generally think about it as something that affects individuals, it can be contagious! Contagious burnout refers to the phenomenon where an individual’s burnout symptoms are spread to their colleagues or team members. This type of burnout contagion usually happens after there has been some sort of organisational change such as large-scale redundancies, cuts to budgets, policy reviews or alterations to the management team. In the face of such change, employees may experience feelings of fear, confusion, frustration or anger.
If leaders do not address this, burnout may develop in team members who work closely together which can impact the entire team's wellbeing and productivity. It can also create a culture where working long hours and sacrificing personal time is normalised, creating pressure for others to do to do the same and further contributing to the spread of burnout within the team.
To prevent contagious burnout, it’s essential to prioritise self-care, encourage open communication within the team, and ensure that workload and responsibilities are distributed evenly. Employers can also provide resources for employees to manage stress and offer support for those experiencing burnout. By addressing burnout early and proactively, teams can create a culture of wellbeing and prevent burnout from spreading.
Contagious burnout is incredibly disruptive and costly for both the individual and organisation. For the employee, it can lead to presenteeism, absenteeism and a variety of physical symptoms. For the organisation it can mean high staff turnover, lower productivity and ultimately reduced profitability. Whether looking at contagious burnout from a corporate or individual perspective, the need should be to focus on strategies that will have a deeper impact and create lasting cultural change.
Aligning Psychological Safety, Burnout and Resilience
Psychological Safety is something that Dr Russell Thackeray has long been fascinated by. He is particularly interested in how it aligns with Burnout and Resilience. He feels that in order to build a psychologically safe culture we probably need to have psychologically safe people. But which comes first? This is where the challenge of resilience links together. The idea of resilience is that after making a mistake or error, resilient people are able to bounce back or forwards, to weather the storm, build capacity for change and understand themselves well enough to know where their own resilience may be compromised. They are able to make a mistake and come back from it.
Psychological Safety works on the idea that you can state the mistake so you don't actually make it or if you do, you can disclose it. So if you aren’t resilient are you able to be resilient in a non-psychologically safe culture? If you are resilient part of the way a making a psychologically safe culture is having the skills of resilience. The term burnout is used to describe a situation where people become exhausted and lose their capacity to care and to cope. If you’re psychologically safe or talking about the correlation between overwork, a lack of care and burnout this may be an organisational indicator.
This is an increasingly important part of leadership and management. Dr Thackeray feels that part of the challenge is that leaders and managers have lost the subtlety to build a culture that is adult, robust and resilient, where people can still be accountable and responsible for the management of their own feelings. That in creating a psychologically safe culture, there is a risk of disempowering a manager to do what needs to be done.
In a psychologically safe culture leaders should be able to take feedback but Dr Thackeray feels that everybody needs to be able to take feedback. If anyone’s performance has gone off track there needs to be the type of culture where what needs to be said can be said. He thinks that having an adult culture is at the heart of psychological safety. Having the ability to say I can be accountable, I cannot feel safe from time to time but also that sometimes I have to recognise my part in that process.
The question is how much baggage does a person bring into a psychologically safe environment? When we think about auditing people we need to have a baseline understanding of the level of anxiety that exists for people and also their level of independent safety. If you feel unsafe or feel anxious in your day to day life, your baseline of anxiety is going to be higher than other people so, when it comes to working in teams, having identity, purpose, fun and the ability to bounce ideas around, you are naturally going to be more anxious.
Does a leader therefore create a psychologically safe culture at the level of the most anxious person given that the most anxious person does not always divulge their anxiety? How do you create good practice? As well as great feedback that goes both ways, there needs to be a sense of camaraderie, of purpose and of meaning in the role that you’re doing. You have to have meetings where you say what needs to be said and you’re not shut down for putting forward an idea.
People can ask a very innocent question and someone can take offence or see a threat where there is none. There is a need to build intentionality in the culture, where people state that their intention is to build something but there may be times we it goes wrong but that shouldn’t mean we stop trying even if it isn’t always perfect. Dr Thackeray feels we have to test the culture and test the individual attitudes to anxiety before we start. We also need to have a sense of direction, a sense of meaning in the job and be able to speak out and share ideas without being laughed at.
When Dr Thackeray looks at the confluence of psychological safety, resilience and burnout, one of the key areas he considers is meeting’s. Often in meetings the happiest person is the one running it. People are there but they don't know why. It’s not relevant, it’s inefficient because it’s not the right medium. Meetings are where we can start to spot the issues. If people aren’t saying this meetings not for me, this meeting’s too long, do I need to be at that meeting they need to be more robust about the idea of return on investment and what they produce and where they invest their time. An adult culture allows anxious people to see the value in the time they are spending and making choices in where to spend that time. So when a leader or manager asks where is the value of your contribution over the last week, that person can say this is the value of what I’ve achieved and this is where my value has diminished because of these effects.
There are always going to be meetings that need to be attended but there are numerous casual or careless meetings where people have just got into a routine. Meetings are where most people come together so if you cant challenge the team and speak out then there is an argument that you don't have psychological safety. If you don't have the confidence to talk to your manager directly, then that may be more of an issue between you and your manager. It might be down to your level of anxiety or their ability to lead you well. On a one-to-one level there is an equal responsibility to look at those things in both ways.
The question is how do we take leaders and managers to produce leadership, management and process that allows culture to be what we need it to be?
You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.
Time to invest in ourselves.
Dr Russell Thackeray’s podcast from December 2020 talks about the rather strange circumstances we found ourselves in 2020 and how we could launch ourselves into 2021. Unfortunately, much of this is still very relevant to the uncertain times we find ourselves in again this year so we thought it could be useful to return to it. In this podcast:
There is no doubt that during 2020 we’ve seen the best - and the worst of people in the work environment. There have been tales of heroism and triumph. People who haven’t worked for a large part of the year have had to deal with the economic and mental health issues that brings whilst others have worked relentlessly and tirelessly with the possibility of burnout hitting at some point. People have moved from big, open plan offices with the support, and problems, that brings to the challenge of working at home, sometimes in an environment really not suited to work!
The one thing we can bring out of the whole situation is the importance of resilience. We have seen that people can whether the storm, they can keep going and even thrive but its important to realise that they can’t keep going forever. At this time of year we all really need to do one (or both) of two things:
· Stop and rejuvanate ourselves or
· Invest in ourselves to plan forward.
Firstly, we need to really stop and look at what we’re doing. Remember we’re on holiday so turn off the work mobile, don't look at the emails and don’t start on the presentation needed in the New Year. We have to have a break to renew. Try some meditation or breathing exercises, have some long, relaxing baths or get out for some walks in the countryside.
Stopping will also help you to think forward. If you feel stuck or aren’t happy then start planning! There are a huge number of free learning courses online to help obtain some new skills. Alternatively, check out the Wheel of Life, which can help us think and project forward through categories such as career, relationships finance and happiness. It will also highlight the fact that at different points in our lives, different things are important. For example, at the moment you may be prepared to work hard because its getting you where you want to go but alternatively, you might be coming to a point where you’re working equally hard but you realise it’s not giving you what you need so it’s time to stop and think about what you really want.
Once we stop we can then start to invest in ourselves. We can begin by being more mindful about the way we engage with ourselves, our partners and our friends and family and the time we dedicate to them. We can look at our immune system and the nutrients and vitamins it needs to improve our sleep and help us generally feel better. We can also look at our work environment. We need to make sure we can move about freely, take time away from screens and build in proper breaks rather than just keeping going.
Rolling forward, it looks as if the seas will be a bit choppy so thinking about the narrative we use can help our mental state. If we think 2021 is going to be terrible we’ll spend our time dreading what’s to come whereas if we adopt more of a ‘what will be’ attitude we’ll be able to deal with situations a lot better. Plan some things that you can look forward to. Just the process of booking future holidays, family events or days out helps change our mental state. Remember how confirmation bias helps give us the things we believe in. If, on balance, we think 2021 will be a positive year it’s far more likely to happen if we tell ourselves it will.
Our mental state can also be affected by the constant flow of social media. The dopamine surge when we get ‘liked’ on Facebook can be pretty addictive so we need to keep a healthy sense of perspective. The same is true about the media generally. We need to become more rationally pragmatic so we can make measured decisions about what we see and read.
Above all else, we need to be kind to ourselves. 2020 has been a year like no other and we all deserve some time and some self-care.
The only other thing to say is that we hope you have a happy and safe Christmas and we look forward to catching up with you again in 2022!
You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Aligning Psychological Safety, Burnout and Resilience
Psychological Safety is something that Dr Thackeray has long been fascinated by. He is particularly interested in how it aligns with Burnout and Resilience so in this podcast he discusses:
What psychological safety is
What it’s all about
What it has to offer us
Some of the different theoretical ideas around psychological safety
Dr Thackeray feels that in order to build a psychologically safe culture we probably need to have psychologically safe people. But which comes first? This is where the challenge of resilience links together. The idea of resilience is that after making a mistake or error, resilient people are able to bounce back or forwards, to weather the storm, build capacity for change and understand themselves well enough to know where their own resilience may be compromised. They are able to make a mistake and come back from it.
Psychological Safety works on the idea that you can state the mistake so you don't actually make it or if you do, you can disclose it. So if you aren’t resilient are you able to be resilient in a non-psychologically safe culture? If you are resilient part of the way a making a psychologically safe culture is having the skills of resilience. The term burnout is used to describe a situation where people become exhausted and lose their capacity to care and to cope. If you’re psychologically safe or talking about the correlation between overwork, a lack of care and burnout this may be an organisational indicator.
This is an increasingly important part of leadership and management. Dr Thackeray feels that part of the challenge is that leaders and managers have lost the subtlety to build a culture that is adult, robust and resilient, where people can still be accountable and responsible for the management of their own feelings. That in creating a psychologically safe culture, there is a risk of disempowering a manager to do what needs to be done.
In a psychologically safe culture leaders should be able to take feedback but Dr Thackeray feels that everybody needs to be able to take feedback. If anyone’s performance has gone off track there needs to be the type of culture where what needs to be said can be said. He thinks that having an adult culture is at the heart of psychological safety. Having the ability to say I can be accountable, I cannot feel safe from time to time but also that sometimes I have to recognise my part in that process.
The question is how much baggage does a person bring into a psychologically safe environment? When we think about auditing people we need to have a baseline understanding of the level of anxiety that exists for people and also their level of independent safety. If you feel unsafe or feel anxious in your day to day life, your baseline of anxiety is going to be higher than other people so, when it comes to working in teams, having identity, purpose, fun and the ability to bounce ideas around, you are naturally going to be more anxious.
Does a leader therefore create a psychologically safe culture at the level of the most anxious person given that the most anxious person does not always divulge their anxiety? How do you create good practice? As well as great feedback that goes both ways, there needs to be a sense of camaraderie, of purpose and of meaning in the role that you’re doing. You have to have meetings where you say what needs to be said and you’re not shut down for putting forward an idea.
People can ask a very innocent question and someone can take offence or see a threat where there is none. There is a need to build intentionality in the culture, where people state that their intention is to build something but there may be times we it goes wrong but that shouldn’t mean we stop trying even if it isn’t always perfect. Dr Thackeray feels we have to test the culture and test the individual attitudes to anxiety before we start. We also need to have a sense of direction, a sense of meaning in the job and be able to speak out and share ideas without being laughed at.
When Dr Thackeray looks at the confluence of psychological safety, resilience and burnout, one of the key areas he considers is meeting’s. Often in meetings the happiest person is the one running it. People are there but they don't know why. It’s not relevant, it’s inefficient because it’s not the right medium. Meetings are where we can start to spot the issues. If people aren’t saying this meetings not for me, this meeting’s too long, do I need to be at that meeting they need to be more robust about the idea of return on investment and what they produce and where they invest their time. An adult culture allows anxious people to see the value in the time they are spending and making choices in where to spend that time. So when a leader or manager asks where is the value of your contribution over the last week, that person can say this is the value of what I’ve achieved and this is where my value has diminished because of these effects.
There are always going to be meetings that need to be attended but there are numerous casual or careless meetings where people have just got into a routine. Meetings are where most people come together so if you cant challenge the team and speak out then there is an argument that you don't have psychological safety. If you don't have the confidence to talk to your manager directly, then that may be more of an issue between you and your manager. It might be down to your level of anxiety or their ability to lead you well. On a one-to-one level there is an equal responsibility to look at those things in both ways.
The question is how do we take leaders and managers to produce leadership, management and process that allows culture to be what we need it to be?
You can listen to the podcast in full here.Our upcoming guest list is also available along with our previous blogs.