All Discussions

High performing professionals in a variety of sectors often experience mental ill health, stress, anxiety and depression, but can also experience a reluctance to seek support. As their colleagues and friends, we of course want to encourage them to get help. However, this isn’t always easy; we may not know how to approach the subject, and our attempts can even backfire. The distorted thinking caused by depression often makes accessing support seem pointless, or likely to cause them more problems than just carrying on “as normal”.

Dr. Jason T. Siegel has developed a science-based approach to this - looking at what does and doesn’t work, and importantly - why.

You can view the recording here along with the slides.

We know that a change of leadership can often be a difficult time to maintain focus and engagement with MBC. Sometimes the former leader may have been the primary sponsor of your MBC membership and work and a new leader might have other priorities and/or want to be seen to be setting their own agenda. This is obviously particularly a risk with longer standing members. We are keen to understand how to manage this and to support members with it. We’d love to hear from MBC Leads who either are facing this challenge or have successfully managed a transition of this kind and would be willing to share their learnings.

Let us know below how you have experienced change like this and how you feel it has/or could impact your firms MBC journey.

Yesterday we had a great Insight Session with Steve from Harmeston, looking at how we can use the MBC in a comprehensive framework to project manage with third parties.

We know that often speaking to third parties about working in an MBC fashion can feel quite daunting - and we think this example from Harmeston is a great way to go about it.

You can view the recording here and if you want to see the slides, you can do so here.

Let us know your thoughts below, and if you have any ideas or examples of how you have built the MBC into the processes you use with third parties, we would love to hear them!

Today, (6.2.25) is Time To Talk Day, and we want to encourage more conversations about our mental health.

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It's not always easy to get conversations like that going, for lots of reasons. People might feel they don't want to burden people with their problems, or that they might be judged if they reveal something, but as caring, understanding professionals we know that simply listening and offering empathy to someone can make an enormous difference, and far from judging, we often simply want to help.

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* What ideas do you have as to how to start conversations about mental health?

* If you were concerned for a colleague, what processes do you have in place to address that?

* Do you have an examples of best practice from your workplace, or previous workplaces?

* How can you encourage people, without pressuring them, to take part?

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We will also be offering a session that focuses on how to encourage high performers to ask for help - this is on the 5th of March - email info@mindfulbusinesscharter.com if it isn't already in your diary!

Along with the trustees we are currently working on our strategy for the next three years, to run from mid 2025. If you've any burning ideas for areas of focus or development then please do let us know. Our plan is to present the strategy to members at the members conference on 12 June