Wellbeing

Welcome to our Autumn 24 edition of the Wellbeing Newsletter. 

World Mental Health Day took place on the 10^th October 2024 with the theme this year being Mental Health at Work. We have followed their lead for this quarter’s newsletter. The whole point of events such as World Mental Health Day are not the actions you take on the day but the permanent changes you make. 

The cost of mental ill health 

The Centre for Mental Health identified the following: 

• The economic and social costs of mental ill health in England were £300 billion in 2022,  

• Of which sickness absence, presenteeism, staff turnover and unemployment cost businesses £110bn 

These figures equate on the Island to 

• Economic and social costs of £434,000,000. 

• Business costs of £161,000,000. 

Mental health at work 

We all have mental health. Some days are better than others and that is normal. What is important to remember is that when we are feeling 80% we can only give 80% of ourselves, or 60%, or 40%. This is normal and is one reason why employers cannot ignore mental health in the workplace. If you want to get the most out of your staff you must remember they are not automatons. 

Presenteeism occurs when you turn up for work not feeling your best but battling through. Presenteeism is one of the greatest costs to business, which cannot be ignored. 

What businesses can do 

Telling people to leave their emotions at the door is clearly not the correct approach. 

Speak to your staff. Ask them how they feel and what difficulties they face in the workplace. Depending on the culture and size of business you might wish to engage a consultant. Doing so shows the staff you are investing in them and want to make real changes. 

Review all responses with an open mind. Don’t become defensive but use the process to understand the changes required. There are often small changes that don’t cost much but can make a big difference. Some people might operate better using headphones, others might want the lighting changed. Other solutions could include changing procedures or perhaps simplifying computer processes. 

The questionnaire might give you some ideas as to training that is required or presentations that staff could attend. Remember that there is a point to presentations and ideally they will provide tips for changes you can make. 

The board should buy into wellbeing and support a change in culture. Directors should lead by example. Depending on the circumstances you might wish to appoint a wellbeing committee or people champion for smaller organisations. 

Monitor progress at board level, reviewing and responding to reports as may be required. Build on ideas that work and quickly drop those that don’t. Pay attention to feedback from staff. Deal swiftly with any issues as soon as they arise. Address all instances of bullying and blame. Provide training for managers who need additional support. Remember that change is often difficult and some might be resistant. 

What can individuals do? 

We are ultimately responsible for our own wellbeing. We should aim to be at our best at work. 

• Try to switch off outside of work 

• Leave on time if possible 

• Try to exercise regularly 

• Eat healthy meals  

• Undertake activities you enjoy 

• Reduce caffeine intake 

• Switch off electronics at least an hour before going to bed 

• Learn relaxation techniques that work for you 

How to help each other 

Stress can be insidious and creep up on us without our notice. It is therefore important to recognise when friends, family or colleagues might be struggling. Some signs to look out for are: 

• No longer participating in activities they once enjoyed 

• Isolating themselves, and communicating less than normal 

• Being less productive 

• Showing impaired judgment or reduced inhibitions 

• Looking tired or sad frequently 

• Dramatic weight loss or weight gain 

• Having trouble coping with everyday stressors or challenges, or worrying and stressing out more than usual 

• Overreacting to situations or becoming sad, irritated, angry, or aggressive more easily 

There can be many other signs but remember some people can be good at hiding their emotions. 

The key to assisting anyone struggling is to create a safe environment and listen without judgement: 

Wellbeing in the workplace Accreditation scheme 

Consider wellbeing accreditation. Resolute Consultancy Limited operate an accreditation scheme designed specifically for the Island’s needs. It is supported by the IOM CGI Branch along with other local professional bodies. 

Accreditation demonstrates you have reached a high standard for staff wellbeing. You can tell your clients, owners and other stakeholders of your achievement. Your reputation will increase and you will benefit from more people wanting to work for you. 

During accreditation the consultant will advise on best practises, recommend tweaks to some of your procedures or recommend alternative solutions you might not have considered.  

The ultimate result will be improved productivity, reduced sickness and presenteeism, reduced turnover and a happier and more engaged workforce. 

ManxPACT  

A reminder that our President, Juan Moore, has established a support group for anyone suffering with mental health difficulties ManxPACT, People Actioning Change Together. 

There is a wealth of information on the site together with a directory of help/businesses in the wellbeing sector. There is also a Facebook Group, with regular articles posted. This group is free for all and can be used by anyone. It is not a charity and does not accept any donations. 

Wellbeing Committee members: 
Juan Moore (Chair), Emily Lightfoot and Marcelene Macullinane. 

Contact: juan.moore@rcl.im 

The committee would welcome ideas for the newsletter or CPD events. New members to the Committee are welcome. Please contact Juan for details of the work the Committee undertakes. 

Introduction

Welcome to our Summer 2024 edition of the Wellbeing Newsletter. We are unapologetic about our opening picture. Men’s poor wellbeing cannot be ignored - it is literally killing too many in society. For this edition the Committee wanted to look at Men’s mental health but from a slightly different angle. Today we look at how you can make small changes to assist men in their mental health.

We are also pleased to include The Chartered Secretaries’ Charitable Trust and the invaluable work the trust undertakes for members. As well as this, we bring you news of an accreditation scheme for IOM organisations and a support group, ManxPACT for anyone experiencing difficulties with their mental health.

We would like to thank Marcelene for joining the committee, who has already proven herself an invaluable member.

Think before you speak

How can women help with male mental wellbeing?

The mental health challenges experienced by men are more common than reported, and there are differences in how men and women experience and exhibit symptoms.

From an early age, social conditioning encourages boys to be “strong, independent and emotionally stoic”, whilst girls are expected to be “nurturing and empathetic”.  Such conditioning can have a lasting impact on men who may choose to hide their vulnerabilities and suppress their emotions.

Breaking down these stereotypes creates a supportive environment to address men’s mental health needs without fear, stigma, or judgment.  It is important that we, as women, provide safe spaces for men to discuss their feelings and share their experiences openly.

Women and girls are more likely to talk about our feelings, and this is often an important connection we share with our circle of friends.  Daughters, sisters, mothers, wives, partners and friends can all take the lead on this matter and help change the dynamics.

Encouraging open communication, fostering supportive relationships, and challenging stereotypes around emotional expression and relationships are vital steps in promoting men’s mental well-being and reducing feelings of isolation and loneliness. Breaking this silence  is imperative.

If you suspect that a loved one, colleague or friend is experiencing difficulties, consider the following practical steps to addressing matters:-

1. Look Out For Symptoms

We all cope with stressful situations in different ways.  Recognising how the men in your life cope is important to ascertain the status of their mental health.  Signs of mental health stressors can be exhibited in a variety of ways, be that physical, psychological and behavioural. Examples include:-

• problems sleeping, sleeping too much and extreme fatigue
• feelings of sadness and despair
• being nervous, restless, irritable, and having panic attacks
• digestive issues, headaches/migraines
• lack of appetite/overeating
• social withdrawal or isolation, i.e. refraining from social/sporting activities
• lack of interest in personal appearance
• not enjoying usual activities

2. Open Up a Dialogue - Start the Conversation

This is an important and necessary step to address behaviours which are causing concern.  Whilst the initial conversation may not be productive, it is important to provide reassurance and support to encourage any future dialogue.

Create a safe space to have important mental health conversations – we can support men by encouraging them to speak up about how they are really feeling.  Showing you care about these things allows men struggling with their thoughts and feelings to feel safe and heard. Whilst it may be difficult for men to admit that they are dealing with challenging thoughts and feelings, we can help those we care about find the space to open up and share their authentic feelings.

Conversations should focus on building up hope and highlighting strengths. Conversation topics can cover resilience, capabilities, and inherent worth. We should maintain a dialogue even when their mental health is in a good place, maintaining a safe space for them to open up and speak about their feelings before negative feelings take hold.

Take the lead from the media. If there is a programme or advert on TV use it to start a conversation. If you are reading an article such as this, share it with the men in your lives and ask for their thoughts. Do the same with your male work colleagues. You will be surprised at how open some will be about mental health.

3. Share Your Own Mental Health Journey

Sharing details of one’s own mental health challenges can demonstrate to others that they are not alone.  It can also provide an opportunity to forge a connection of shared experiences and to discuss coping mechanisms or strategies which may have proved successful on one’s own journey. 

Such conversations can prove impactful and may well provide the inspiration needed to consider changes necessary in their own mental health journey or help them become more aware of their moods and emotions. Talking about mental health issues helps to normalise it.  Sharing experiences is key to better mental health for everybody. 

4. Obtain Help and Encouragement From The Right Sources

Some men may struggle to take the initial steps to seek help, such as booking an appointment with a medical practitioner or mental health specialist, whether out of embarrassment, fear, or the stigma attached to mental health. You could ask if they would like you to make an appointment with the doctor and go with them but try not to put anyone under any pressure - if they don’t want to talk yet don’t force the issue. If nothing else, at least the seed of this idea has been planted.

A loved one may respond better to hearing from a specific source such as a male friend or parental figure or look for personal accounts of those encountering mental health challenges from a similar background or professional circle or a male celebrity, many of whom have been particularly vocal about their own challenges.

Consider modern technology such as podcasts, audio books, YouTube and apps, and discuss afterwards to learn what helps and what doesn’t. Consider joining the journey together.

Working with them to research resources and services can be beneficial. By securing medical appointments, researching support groups or therapy/peer groups, you show that you care and support them on their journey.  This also helps to reduce the stigma that surrounds mental health concerns, aiding early identification and clarification of behavioural concerns.

Provide the necessary support and space as and when needed.  It is important to remind them that you respect their privacy and their “safe space” where they may wish to process their thoughts and exercises in line with any professional medical and therapeutic support.

5. Support Healthy Lifestyle Choices

Healthy lifestyle choices can contribute to improved mental health – what we eat, how we sleep, and how much exercise we take can all play an important part in determining the state of our mental health.

Encourage a healthy work/life balance by setting appropriate boundaries to differentiate between home time and working hours, a healthy balance to support one’s wellbeing is enabled. Support healthy eating habits – a diet rich in protein, fresh fruit and vegetables will help to nourish the body with vitamins and minerals and support the brain. What we eat and drink will affect brain function and impact mood and mental health.

6. Spend Quality Time with The Men in Your Life

Doing things you both enjoy and spending quality time with the men in your life can promote good mental health.

Finding something you both enjoy doing can help boost mood and may encourage men to open up about their concerns.  We want those we care about to live happy, healthy, and fulfilling lives and spending time together is one way we can support them in achieving their goals.

Women can play an important part in supporting men in their mental health journey by reminding them that we are there for them, ready to listen and talk when needed, so that they can enjoy a happy and healthy life. Practice what you say. Listen if they open up and take care not to be defensive or critical. Remember gratitude and appreciate the things they do. This will all build to creating a safer space for them to speak up when ready.

A problem shared is a problem halved. There is strength in showing one’s vulnerable side - the realisation that the strongest men are those who take care of their mental and emotional health.

Please remember that you are not alone in this journey.

Wellbeing in the workplace Accreditation scheme

The Chair of our Committee, Juan Moore, has recently launched a wellbeing accreditation scheme for IOM Organisations via his consultancy company, Resolute Consultancy Limited. Juan is keen to see that wellbeing is addressed by all IOM organisations and being a governance professional has designed the scheme around the principals of good governance.

The Island is currently experiencing a crisis in relation to mental health where unfortunately all too many people cannot access the help they need. Whilst wellbeing is ultimately the responsibility of the individual it is widely recognised that the workplace can do more for their staff.

Deloitte’s identified the following in their Mental Health Report 2022:

• Mental ill health costs UK employers approximately £56 billion each year.
• Annual cost of presenteeism: approx. £28 billion
• Annual cost of staff turnover: approx. £22 billion
• Annual cost of absenteeism: approx. £6 billion
• The total annual cost of mental ill health to employers has increased by 25% since 2019.
• For every £1 spent by employers on mental health interventions, they get back £5.30 in reduced absence, presenteeism, and staff turnover.

The Isle of Man:

There are few statistics available for the Island, but the Isle of Man 2015 Mental Health Strategy identified the annual cost of mental ill health to be £167,405,000 and the work related cost being £47,830,000 (note these figures are nine years out of date). The Isle of Man government has stated that 1 in 4 people will suffer some form of mental illness, such as depression or anxiety, during their lifetime.

The accreditation scheme will assist those undertaking wellbeing to design and implement a sustainable and effective strategy, and will serve as a benchmark for all organisations.

You can find further details of the scheme here.

ManxPACT

Separately Juan has established a support group for people suffering with mental health difficulties called ManxPACT, People Actioning Change Together. You can find a directory on the site of help/businesses in the wellbeing sector. There is also a Facebook Group, with regular articles posted. This group is free for all and can be used by anyone. It is not a charity and does not accept any donations.

The Chartered Secretaries’ Charitable Trust aims to support Chartered Governance Institute UK & Ireland members, students who have been registered for at least two years, and dependants of members/ex-members through life’s challenges by providing appropriate financial relief and assistance. Our Charities Officer and Assistant correspond with you to aid in the application form process, and then anonymise your case to be shared with the Trust’s Support and Grants Committee who determine whether support can be offered, and how best this assistance can be provided.

Support can be offered in the form of membership subscriptions, TV License or communications allowance, quarterly payments to assist with the cost of living, and one-off grants for a wide variety of needs. If you qualify in the eligible criteria and would like to enquire about potential support, please contact our team.

Volunteer visitors are the cornerstone of the fund, and a great debt of gratitude is owed to them. Financial support may be all that is requested, but visitors can signpost other sources of help, assist in completing forms. and provide a friendly face to listen empathetically. There is no typical applicant, or one size fits all solution to applicant’s issues, but we have witnessed that the opportunity to talk to someone can be as vital as the financial aid the Trust provides regardless of age and situation.

If you think you could commit from time to time to visit and maintain telephone contact with an individual in need of support, we recommend you consider becoming a visitor. As well as making a vital contribution to the work of the trust, it is a rewarding and interesting activity. Training is available and travel expenses for visits are re-imbursed. If you are interested, please get in contact for an informal discussion without commitment.

Contact: Phone: +44 (0)20 7612 7048/7049 Email: csct@cgi.org.uk Web: www.cgi.org.uk/csct

 

Wellbeing Committee members:
Juan Moore (Chair), Emily Lightfoot, David Griffin, Marcelene Macullinane.

Contact: juan.moore@manx.net

The committee would welcome ideas for the newsletter or CPD events. New members to the Committee are welcome. Please contact Juan for details of work the Committee undertakes.

Introduction

Welcome to our Spring 2024 newsletter focusing on the well-being of individuals who are balancing undertaking studies whilst maintaining a full-time job.

Many of our members will have experienced the challenge of balancing professional responsibilities, personal relationships, health and well-being whilst undertaking academic pursuits. In today’s fast paced world, it often feels overwhelming when trying to navigate differing priorities. The purpose of this newsletter is to offer valuable insights and tips to manage, above all else, physical and mental wellbeing whilst juggling numerous commitments in both our personal and professional lives.

Set Boundaries and Time Management Practices:

• Establish clear boundaries between work, study, and personal time to prevent burnout and maintain a healthy work-life-study balance.
• Ensure the goals you set are realistic and achievable to avoid being overwhelmed by an endless to do list.
• Identify your priorities and allocate time accordingly by determining which tasks are important and which can wait.
• Use tools like calendars, planners, or apps to schedule your time effectively and stay on track and optimise productivity and focus.

Cultivate Supportive Relationships:

• Surround yourself with a strong support network of friends, family, colleagues, and fellow students who understand and encourage your academic and professional goals.
• Lean on your support system during challenging times, whether it's for emotional support, practical help, or simply a listening ear.
• Open communication is key. Inform your employer about your academic pursuits and discuss potential adjustments to your work schedule if needed.
• Remember that asking for help is a sign of strength, not weakness.

Optimise Learning Methods:

• Maximise efficiency by choosing flexible learning options such as online courses or evening classes that accommodate your schedule. This way, you are more motivated to learn when it suits you.
• Utilise resources like recorded lectures, study groups, and online forums to supplement your learning and make the most of your limited time.

Practice Self-Care and Maintain Balance:

• Make self-care a non-negotiable priority by scheduling regular breaks throughout the day, engaging in activities that bring you joy, and prioritising activities that promote physical and mental well-being to recharge. These could be reading, meditating, exercising, painting, writing, gardening, or playing music.
• Ensuring you have sufficient sleep to recharge your body and mind is essential to feeling focused. The role of sleep on performance and the body’s reaction to stress is widely underestimated. Lack of sleep affects your cognitive processes, including attention, concentration, and memory which is why a regular sleep pattern is important.
• Pay attention to your nutrition and hydration. Opt for balanced meals high in nutrients and stay hydrated throughout the day to sustain your energy levels and improve brain function and overall mood. Nutrition also helps to support a healthy immune system.
• Strive for a healthy work-life-study balance. It's essential to nourish all aspects of your life to sustain long-term success and well-being. Make time for rest, exercise, hobbies, and socialising to recharge your energy and stay motivated.

Embrace Mindfulness and Stress Management:

• Incorporate mindfulness practices into your daily routine, such as meditation, deep breathing exercises, or yoga, to reduce stress and increase mental clarity.
• Practice stress management techniques like time-blocking, prioritizing tasks, and delegating responsibilities to maintain a sense of control and balance.
• Set boundaries by designating specific times for work, study, and personal activities, and stick to them as much as possible.
• Remember that it's ok to say no to additional commitments that may strain your schedule excessively. Focus on tasks that align with your goals and priorities.

Stay Flexible and Adapt:

• Be prepared for unexpected challenges or changes in your schedule and remind yourself that it is ok if things don’t always go to plan.
• Stay adaptable and resilient in the face of adversity, and be willing to adjust your plans accordingly.

Practice Gratitude and Celebrate Progress:

• Celebrate your achievements and milestones, no matter how small. Acknowledge your progress and perseverance, and reward yourself for your hard work and dedication.
• Cultivate an attitude of gratitude by reflecting on the positive aspects of your life, career, and educational journey.
• Practising gratitude and recognising how far you’ve come will help you stay motivated.
• Project your mind forward in time to look back and consider the hard work you are doing now. Think about the sense of achievement and pride you will feel in the future (perhaps forever more) for that focussed and intense effort you are currently undertaking. Compare this relatively short time to the future long-term benefit to generate positive feelings and thoughts while striving towards your current goal.

Balancing studying with a full-time job is undoubtedly demanding, but with careful planning, effective time management, and self-discipline, it's entirely achievable. Remember to stay focused on your goals, stay resilient in the face of challenges, and celebrate your progress along the way. Finding balance is a journey, not a destination, and it looks different to everyone. Try a few of the tips above to see what works for you.

The Committee would like to wish all students the best of luck in your studies and exams. Remember you are not alone!

Your committee,

Juan Moore, Chair

Emily Lightfoot, David Griffin and Marcelene Cullinane

Introduction

Welcome to the fifth edition of our wellbeing newsletter. Previous editions can be found on the Isle of Man Branch wellbeing page. In our last newsletter we saw spring finally on the way with brighter and longer days. Today with the rain and forecasts of heat spell, summer and autumn still seem to be doing battle.

We apologise for the lack of Summer and Autumn editions, but hopefully we will be back on track again. October sees World Mental Health Day on the 10^th with this year’s theme Mental Health is a human right, more of that later.

Mental health is a particular problem on the Island but unfortunately there are no statistics available, other than taking figures from the UK, to know exactly how many people are struggling. What we do know is that the suicide rate on the Island is currently far too high. We must all act together in addressing this problem. It is no good solely relying on Manx Care, businesses leaders must do more to look after their staff, colleagues and friends can do their bit as too can associations such as the Chartered Governance Institute.

Members will be aware our presentation in September was given by the Samaritans and those in attendance learnt about their invaluable work. This edition will examine suicide and World Mental Health Awareness Day.

Suicide

Are you OK?

This can be an extremely difficult topic for many of us but reaching outside your comfort zone to start a conversation might save someone’s life.

Keep an eye out for warning signs:

A person may be at high risk of attempting suicide if they:

• threaten to hurt or take their own life
• talk or write about death, dying or suicide
• actively look for ways to take their own life, such as stockpiling tablets
• Talking about suicide – Any talk about suicide, dying, or self-harm, such as “I wish I hadn’t been born,” “If I see you again…” and “I’d be better off dead.”
• Looking for a way to end their life – Searching for a method or seeking access to medicines/ other objects that could be used in a suicide attempt.
• Preoccupation with death – Unusual focus on death, dying, or violence. 
• No hope for the future – Feelings of helplessness, hopelessness, and being trapped. Belief that things will never get better or change.
• Self-loathing, self-hatred – Feelings of worthlessness, guilt, shame, and self-hatred. Feeling like a burden.
• Getting affairs in order – Making out a will. Giving away prized possessions. Making arrangements for family members.
• Saying goodbye – Unusual or unexpected visits or calls to family and friends. Saying goodbye to people as if they won’t be seen again.
• Withdrawing from others – Withdrawing from friends and family. Increasing social isolation. Desire to be left alone.
• Self-destructive behaviour – Increased alcohol or drug use, reckless driving, unsafe sex. Taking unnecessary risks.
• Sudden sense of calm – A sudden sense of calm and happiness after being extremely depressed can mean that the person has made a decision to attempt suicide.

Those considering suicide, however, can be experts as hiding their feelings. They might have been living with such feelings for months or much longer. Often they do not want to be helped or know how to ask. People might make comments such as “what would you do if I wasn’t here?” It might seem they are stating how invaluable they are, but think, could it mean something more?

If you do notice any of these warning signs in a friend, relative or loved one, no matter how subtle encourage them to talk about how they are feeling. Ask “Are you ok?” Then ask “Are you really ok?”

Please see the following to assist you in starting a conversation: Talking about suicide (merseycare.nhs.uk). There are many other sites to assist.

For those struggling

If you are struggling with suicidal thoughts, please remember we care. Is there someone you can talk to? A friend, relative, or your doctor. Speaking up is a huge and difficult step to take. It is impossible to know how someone will react. Trust is vital when opening up to someone.

Think of how you are feeling now and what you want to do. Can you put it off to talk to someone? I was once in that position. There was a road to home and road I could have walked elsewhere. My life was falling apart and I had already booked an appointment with my doctor. At that stage I felt I could wait two or three days to see what the doctor had to say (after deliberating for about half an in hour in the rain).

When struggling I would read articles on depression and suicidal thoughts alone, ending up in tears before “pulling myself together” and joining my wife. I went to bed wanting to die and woke unable to face the world, but doing so all the same.

If you cannot face talking to anyone read about others and how they have recovered. Try logging on to a site such as Manx PACT, the Samaritans or Anxiety uk.

There is a list of available help at the end of this newsletter.

What has this to do with the CGI?

In a study by Law Care and Sheffield University (Life in the Law 2020/21) respondents stated those responsible for wellbeing and mental health are:

Myself:                                                86.6%

My Employer:                                     84.1%

My Professional Body:                        57.6%

My regulator:                                      46.2%

[Legal] educational institutions           25.6%

Whilst we most certainly are responsible for our own wellbeing often our mental health can deteriorate without our realising. We spend so long in the workplace and working conditions can have a huge bearing on our wellbeing. Similarly, we have spent a lot of time and energy in qualifying as Charted Governance Professionals. We maintain our CDPs and act in accordance with the principals of the CGI.  it is only right that the Institute takes an interest in its members wellbeing.

We, your local branch and Wellbeing Committee, want you to know we care about our members and this newsletter is part of the action we wish to take to assist members.

World Mental Health Day

The 10^th October marked World Mental Health Day with this year’s theme being: “Mental health is a universal human right”. Mental health is a basic human right for all people. Everyone, whoever and wherever they are, has a right to the highest attainable standard of mental health. This includes the right to be protected from mental health risks, the right to available, accessible, acceptable, and good quality care, and the right to liberty, independence and inclusion in the community.

Now translate that to the workplace. Imagine employers are breaching their staff’s human rights when they allow or turn a blind eye to bullying. Imagine all employers taking mental health into consideration when devising health and safety polices. Managers becoming responsible for the mental wellbeing of their teams every bit as much as their physical wellbeing. Or imagine Institutes, such as the CGI considering their members wellbeing in the same way they do professional development. Qualification programmes that include a module on wellbeing.

But then extend it further to include regulators who must consider the wellbeing of their license holders. From small changes such as not sending communications late in the day or on a Friday afternoon, to looking at the license holder as a whole rather than penalising, say, the MLRO who might be understaffed or working with resistance from the board and staff.

We are already seeing pressures on companies to change from the younger employees who rightly demand more from their employers. Those. Who do not adapt will find recruitment and retention of staff increasing difficult. Those making changes now are already reaping the rewards of increased productivity, lower staff turnover and lower absenteeism and presenteeism. Similarly unless professional bodies adapt and change they will struggle to attract the talent of the new mobile workforce.

Introduction

Welcome to the fourth edition of our wellbeing newsletter. Previous editions can be found on the Isle of Man Branch wellbeing page. It is nice to see spring finally on the way with brighter and longer days. For the botanists out there, the above picture was taken last summer, but growth and colour is returning once more.

Living on the Island has it’s unique challenges, and we are certainly now more aware of the impact of mental health on our community. Today we will concentrate on the difficulties of balancing studies with work and for many looking after a young family. We will examine office culture and how small changes can assist those undertaking their studies. When preparing these newsletters we want to include an issues that we might not necessarily think affects our wellbeing. Today we are pleased to introduce our guest writer, Amy Howse of Soundology, who will discuss difficulties many have with speech and how we can recognise and assist such people.

We would like to appeal to any members who would like to join our dedicated wellbeing Committee. This is a friendly and rewarding committee undertaking unvaluable work for members. Anyone interested please contact our President Juan who would be pleased to discuss what is involved.

Office Culture

The Harvard Business review defines culture as: “the tacit social order of an organisation: It shapes attitudes and behaviour in wide-ranging and durable ways. Cultural norms define what is encouraged, discouraged, accepted, or rejected within a group. When properly aligned with personal values, drives, and needs, culture can unleash tremendous amounts of energy toward a shared purpose and foster an organisation’s capacity to thrive.

Culture can also evolve flexibly and autonomously in response to changing opportunities and demands. Whereas strategy is typically determined by the C-suite, culture can fluidly blend the intentions of top leaders with the knowledge and experiences of frontline employees.”

Office culture is unique to each organisation but there are some themes readily identifiable. For this month’s theme we will look at two extreme cultures surrounding education.

Growth

A culture where the growth of the individual is viewed as crucial. Education and learning will be encouraged, staff policies will be drawn to permit time of for events. The office might expect and encourage those who learn to provide feedback and even make recommendations for changes.

The idea is that everyone benefits from education and the company can make steady improvements. Staff are encouraged and rewarded to undertake further training. Those passing exams might be rewarded with bonus and promotion programme. Excellence and knowledge is valued and rewarded.

Such a culture leads to collaboration and teamwork as staff are encouraged to pass on knowledge of best practices. New ideas are tested without judgement. Failure is understood and investigated rather than laying blame.

Staff are more satisfied in their work. Productivity is high, illness and presenteeism is low. Staff turnover is low. When people do leave they attend an exit interview. Those promoted to other companies are congratulated. Leavers speak highly of the company which has a good reputation in the community.

Often this will be accompanied by study leave and time off to attend CPD events.

Laissez faire

The view being staff should be self-motivated. CDP is the responsibility of the staff who should attend in their own time. There is no encouragement and CDP is nothing but a distraction from work. Staff have no opportunity to pass on their learning.

The message from management might be supportive with courses paid for but the student, however, is left alone. Study must not get in the way of work. Study leave will be minimal and students will only have the first exam paid for. Any resits to be funded by the student along with further time off for the exams.

There will be added pressure to pass first time, increasing the stress and worry that goes along with study. There is unlikely to be any financial reward for undertaking studies. The studies will not lead to promotion as the view is promotion is decided upon work performance. The study is undertaking the course for their own advancement. The studies will enable them to better understand their work. The effort will be worthwhile but that hill to qualification will seem enormous at times.

it is unlikely your co-workers will be sympathetic to difficulties the student might be experiencing. These who might be tired from studying all night following a day’s work will be expected to perform the same as ever. It was their choice to study after all and they knew what they were getting themselves into.

Then comes the CPD events. There might be a limited budget or places restricted to a given number. Those attending will be expected to make up the time taken. Generally, only lunch time or events outside of work time will be covered. Work comes first. Staff are reluctant to attend, there is no incentive and their free time is more important.

The office view is the company knows best so new ideas will be scorned. There will be no growth. Those attending the course may become frustrated with the lack of change and the stagnation they can see. They will pick up new ideas but no outlet to test them out. The office procedures must be followed without question.

It is important that people recognise this as a culture and not the way all firms operate. Once an employee has progressed through such a culture it is very difficult to think there is another way. Individuals may think, well I did it that way so should others. They become indoctrinated as their career progresses, they set a culture that brooks no questions.

Ultimately there is a higher staff turnover with many unable to progress personally or effect changes in the company. Those who qualify can make no progress, often seeing others promoted because they fit in better. There is a more competitive attitude with staff more interested in their work than that of the team. Management view the cost of replacing staff as a cost of business and are happy to write off those who leave as not up to the job. They have nothing to add and so there is no need for an exit interview.

The importance and fear of speaking By Amy Howse

Perhaps you have a communication difficulty at work. You might try to hide it so that no-one else notices, however this can amplify the anxiety that often accompanies communication challenges, and it can also mean that you aren’t provided with the support you’re entitled to. You don't mention it, so neither does anyone else.

According to Communication Access UK, up to 14 million people in the UK (20% of the population) will experience communication difficulty at some point in their lives. Communication challenges can be present for many reasons, such as autism, stammering, learning disability or conditions such as parkinson's disease, stroke or head & neck cancer. There are also many other examples of when communication can be challenging in our day to day lives.

Take a moment to think back to a time when your communication was affected at work. Perhaps you felt nervous during a presentation and tripped over your words, or your voice was croaky and it was difficult to be understood on the phone; or maybe you were feeling down or anxious and it was hard to clearly express your thoughts, or perhaps there was a time when someone was talking to you but you weren’t able to fully listen. Many of us can resonate with at least one of these scenarios and yet communication support often goes unaddressed in the workplace.

It’s well documented that those with communication difficulties are more vulnerable to workplace bullying and there’s a clear link between challenges with communication and reduced mental health, particularly where there is a lack of support or acknowledgement.

A culture of openness, understanding and inclusion is therefore key in overcoming any barriers to communication.

How to embed a culture of Inclusive communication in the workplace?

• Start by setting clear expectations for inclusive communication. Make it clear that all employees are expected to communicate in a way that is respectful, inclusive, and sensitive to others.
• Provide training on how to communicate effectively and inclusively. This can include workshops, webinars, or other resources that teach employees about topics such as active listening and how to support individuals with communication difficulties.
• Encourage open dialogue and feedback. Create opportunities for employees to share their perspectives and experiences, and be open to feedback about how the company can improve its communication practices.
• Be aware of communication differences. Remember, everyone has unique communication needs, and it's important to be flexible and accommodating in order to create a workplace where everyone can communicate comfortably.

I have a communication difficulty, what can I do?

• Remind yourself that there’s nothing to be embarrassed by or ashamed of and that support is available.
• Let your employer know about the challenges you are having with your communication. Perhaps start by speaking with a friendly colleague or your manager if you feel apprehensive.
• You have the right to ask your employer for training to improve your communication skills such as active listening/voice care/presentation skills and/or ‘reasonable adjustments’ which addresses ways in which your job can be adapted to support your communication.

How can I support someone with communication difficulty at work?

• Be patient and understanding. Avoid interrupting or finishing their sentences for them. Individuals with communication difficulties may need extra time to express themselves or to understand what others are saying.
• Foster an inclusive and supportive environment. Encourage open communication and create a workplace culture that values and respects diversity. Provide opportunities for all to share their perspectives and ideas.
• Work with the individual to identify solutions. If an individual is experiencing communication difficulties, work with them to identify specific solutions that can help. This may involve working with a Speech & Language Therapist to support changes to the work environment or communication practices.

Remember, embedding a culture of inclusive communication takes time and effort, but it's worth it to create a workplace where everyone feels valued and respected.

Soundology is based on the Isle of Man and provides Speech & Language Therapy, including Consultation around inclusive communication, voice care and communication confidence. Soundology also offers wellbeing tools such as yoga and sound baths for workplace wellbeing.

Connect with Amy Howse, Founder of Soundology on 077889 544675, soundologywithamy@gmail.com, www.soundology.uk or www.facebook.com/soundologywithamy

Introduction

Welcome to the third edition of our wellbeing newsletter. Earlier editions can be found on the Isle of Man Branch wellbeing page. The Committee has been working closely with the Head Office in London who continue to support of our work. We are currently looking at ways of improving communication and the distribution of our newsletter. The Wellbeing Committee remains dedicated to supporting our members on the Island and we would welcome feedback from members to improve our work. Ultimately it is hoped that our initiative on the Island will lead to further initiatives for the whole of the Institute.

In today’s newsletter we look at Sessional Affective Disorder (SAD), and the financial crisis including fuel and mortgage rate costs, which affects us all.

A sad season?

As the Autumn turns to winter, most people respond to the shorter days, with a drop in energy levels. The body seems to slow down, we can feel fatigue, we are slower to wake in the morning darkness. This follows the pattern of animals in general.

But for some people the change in energy levels can be extreme. SAD can include:

• a persistent low mood
• a loss of pleasure or interest in normal everyday activities
• irritability
• feelings of despair, guilt and worthlessness
• feeling lethargic (lacking in energy) and sleepy during the day
• sleeping for longer than normal and finding it hard to get up in the morning
• craving carbohydrates and gaining weight
• difficulty concentrating
• decreased sex drive

For some people, these symptoms can be severe and have a significant impact on their day-to-day activities.

Prevalence and causes of SAD

According to the Royal College of Psychiatrists about 3 people in every 100 in the UK have significant winter depressions. You should consider seeing the GP if you think you might have SAD and you're struggling to cope.

The exact cause of SAD is not fully understood, but it's often linked to reduced exposure to sunlight during the shorter autumn and winter days. The main theory is that a lack of sunlight might stop a part of the brain called the hypothalamus working properly, which may affect the:

• production of melatonin – melatonin is a hormone that makes you feel sleepy; in people with SAD, the body may produce it in higher than normal levels
• production of serotonin – serotonin is a hormone that affects your mood, appetite and sleep; a lack of sunlight may lead to lower serotonin levels, which is linked to feelings of depression
• body's internal clock (circadian rhythm) – your body uses sunlight to time various important functions, such as when you wake up, so lower light levels during the winter may disrupt your body clock and lead to symptoms of SAD

Cases of SAD appear to run in families.

Preventative measures

As already mentioned, if you think you might be suffering you must consult your doctor.

A range of treatments are available for SAD. The GP will recommend the most suitable treatment programme for you.

The NHS Website datils The main treatments as:

• lifestyle measures – including getting as much natural sunlight as possible, exercising regularly and managing your stress levels
• light therapy – where a special lamp called a light box is used to simulate exposure to sunlight
• talking therapies – such as cognitive behavioural therapy (CBT) or counselling
• antidepressant medicine – such as selective serotonin reuptake inhibitors (SSRIs)

How we can all help

Often it is difficult for individuals to recognise symptoms or try to deny they are suffering. This is where we can all help. Be conscious of changes in mood of your friends, family and colleagues. Ask them if they are feeling ok. Ask again as we all often respond immediately with I’m fine, even when we aren’t.

Don’t judge others. Linked to this is not blaming anyone. People are more likely to talk in workplaces where mistakes happen without blame. We should all be conscious that we or others might be suffering from SAD. This might include irritability and unless understood can make the problem worse.

The Fuel Crisis

Today tragically we find ourselves caught up in a war. Although not directly involved the consequences of the War are far reached. Many in countries in Africa and elsewhere are starving due to the war and lack of grain. The refugee crisis has increased following the Russian invasion and of course we have all been affected by not only the increased fuel costs, but the knock-on effects to other staple goods. Inflation has reached levels not seen for decades.

In the UK the Government has implemented a scheme to limit energy prices from 1 October 2022 for 6 months. Here in the Isle of Man Island Energy Group (parent company of Manx Gas) announced that gas prices are to rise by 43.9% from September 2022.

There is now a price cap on electricity (at 22p/kWh, compared to 21.1p in the UK), with continued pressure from our members and the wider business community can we expect to see similar relief coming?  A gas cap of 7.5p /kWh would be a strong sign of support for hospitality businesses in particular.

In March 2022 the Isle of Man Government announced two financial schemes to support those on the lowest incomes and families receiving Child Benefit, following the announcement by Manx Gas that tariffs rose a further 58% from Friday 1 April 2022.

The payments outlined below are intended to support households over the coming six-month period, after which the situation will be reviewed.

Energy Support Payment

Further to Winter Bonus and Additional Winter Bonus payments made in January and March this year, a £300 Energy Support Payment will be available to households responsible for housing costs and receiving income-related benefit. In addition, people whose incomes are marginally above the levels at which Income Support would be payable may be able to claim a proportion of the Energy Support Payment. The total cost of this measure is estimated to be just over £1m, benefitting up to 3,500 households.

Family Support Payment

Additionally, £1.8million will be available to help more than 6,000 families in our community through a Family Support Payment for families receiving Child Benefit. This will provide all families receiving full rate Child Benefit with £300 per household, with a reduced rate payable to those whose household income is assessed as being between £50,000 and £80,000. Furthermore, an additional £50 will be paid to all families receiving Child Benefit with at least two children, and £100 for families with at least three children. The payments for additional children will not be reduced according to household income.

The aim was the first Energy Support Payments to be automatically made during April to those in receipt of Income Support, Employed Person’s Allowance and Income-based Jobseeker’s Allowance in week commencing Monday 4 April, and who were in receipt of income related benefit for at least four weeks. Family Support Payments followed in May.

The government has said that it will be providing further support in December to people in receipt of child benefit and certain income-related benefits.

The Mortgage Crisis

The mortgage crisis is potentially even more significant than the energy crisis for many people and families.

On 22 September, the Bank of England raised rates by 0.5 percentage points to 2.25% - the highest level for 14 years. It said it will "not hesitate" to hike interest rates further after the pound fell to a record low against the US dollar. Some suggest rates could reach 6% next year. That's based on the price investors are already paying to borrow money, according to data provider Bloomberg.

The Bank's monetary policy committee meets every month to decide interest rate policy.

There had been some speculation it would call an emergency meeting to deal with the crisis, but the Bank released a statement confirming it will wait until the next scheduled meeting on 3 November [after this article has been drafted].

The Bank is under pressure to put rates up because it has a target to keep inflation at 2%, but prices are currently rising at about five times that level.

When interest rates rise, about two million people on tracker and variable rate deals see an immediate increase in their monthly payments. The recent increase to 2.25% means those on a typical tracker mortgage pay about £49 more a month. Those on standard variable rate mortgages face a £31 jump. This comes on top of increases following previous recent rate rises. Compared with pre-December 2021, on average tracker mortgage customers are paying about £216 more a month, and variable mortgage holders about £163 more. With interest rates possibly set to rise 6% and an comparative increase in mortgage costs these figure could treble very shortly.

A mental health time bomb?

Viewing SAD, the fuel crisis and the mortgage rate Crisis as a whole we could be looking at yet another mental health crisis every bit as severe as the pandemic.  We all have a capacity to deal with certain level of stress in our lives, including the loss of a job, loss of friends and loved ones, moving house, divorce etc, but each of these major stressors add up. Eventually they can reach levels where we can no longer cope when mental health issues arise.

Taken in isolation we might be able to cope with increased mortgage rates, but when coupled with decisions as to whether to heat the house, or pay for food, when dealing with SAD or a assisting a loved one might prove too much. This is before we even consider those who face losing their homes due to the increasing costs.

Workplaces must be aware of the difficulties facing their staff this winter. They are not helped by the government’s decision not to recalculate the living wage on the back of huge rising costs. It is important the workplace maintains dialogue with staff. Many companies have considered one off payments, or increasing salaries in line with inflation. But businesses of course have their own rising costs.

That is where communication is important, where businesses look at any way they can help. Small changes might make a difference to someone who is just reaching breaking point. It is also in businesses interest to act. When staff are having difficulties their productivity inevitably falls, sickness increases and staff might start to look for alternative employment.

It is important, now more than ever, to watch over your friends, family and colleagues and offer help however you can. Even an outlet for someone to speak about the difficulties they are facing and knowing someone is listening can help.

For those worrying about financial hardship, or know of others in difficulties please see the following government websites:

Isle of Man Government - Benefits and Financial Support

Isle of Man Government - Debt counselling

Others’ wellbeing, our wellbeing

“If we try to secure the well-being of others, we will, at the same time, create the conditions for our own.” – Dalai Lama

Contact us

Should you wish to contact a member of the wellbeing committee for a confidential chat, their details are below:

Juan Moore: manxjuan@icloud.com

The Cost of Wellbeing at Work – Good business practice or just another fad?

Wellbeing at work is a topic for much debate recently and has been brought into sharp focus by the pandemic.

Wellbeing can relate to all aspects of working life, from the quality and safety of the physical environment, to how workers feel about their work, their working environment, the climate at work and work organization.

In this article, we focus on mental wellbeing primarily.

Employers need to be aware of the good business reasons for providing an environment in which employees can experience positive wellbeing.

What is the size of the problem?

In the UK, the estimated total annual costs of absenteeism, presenteeism (attending work while ill, and so underperforming or being less productive) and labour turnover have increased by 25% since 2019, reaching an estimated annual total of £53-56 billion in 2020-21 (£43-46 billion in the private sector and £10 billion in the public sector). ¹

In 2017 – pre-COVID - mental health problems at work cost UK economy £34.9bn says the Centre for Mental Health. ²

How are costs incurred?

The largest part of the business cost is in the form of reduced productivity among people who are at work but unwell: or ‘presenteeism’. This costs businesses twice as much as sickness absence relating to poor mental health. The remainder of the cost relates to turnover – people leaving their jobs as a result of poor mental health.

What effect has the pandemic had?

A 2021 survey by Mind of over 40,000 staff working across 114 organisations taking part in our Workplace Wellbeing Index revealed that the mental health of two in five (41 per cent) employees had worsened during the pandemic. ³

During the pandemic, people may have experienced stress, anxiety regarding one’s own health, fear, sadness and loneliness. And mental health disorders, including anxiety and depression, may have worsened.

Several surveys show a major increase in the number of adults who reported symptoms of stress, anxiety, depression and insomnia during the pandemic, compared with surveys before the pandemic. Some people increased their use of alcohol or drugs, thinking that can help them cope with their fears about the pandemic. In reality, using these substances may have worsened that anxiety and depression.

Does investment by employers in wellbeing provide financial offsets or benefits?

Employers can invest in providing support to improve the mental wellbeing of employees through measures such as screening, training, promoting general awareness of mental health issues, and targeted interventions or personal therapy.

Deloitte found that the average return for employers from such measures is £5.3 for every £1 invested in 2022. ³

In the USA, research by the National Safety Council and National Opinion Research Center at the University of Chicago in 2021 found that for every $1 spent on employee wellbeing, the employer sees a $4 return. ⁴

Research carried out at the London School of Economics found that initial investment of £40,000 in such a mental health promotion programme in a large sized multinational company could potentially result in net savings of over £340,000 over a 12-month period. This would equate to a nine-fold annual return on investment from productivity gains and reduced absenteeism. ⁵

What are the effects of the cost of living crisis?

In many respects we are on the Island are luckier than those in the UK with near full employment. However, we are not free form poverty. Food banks, for example, provide a vital service to those on lower incomes even before the current spike in inflation and huge increases in the cost of energy.

The Government has announced the following measures:

“Further payments totalling £2.8 million are to be made this autumn to cushion those most vulnerable to the rising cost of living.

Around 3,500 households will benefit from an Energy Support Payment in October, which comes in addition to the payment already made in April this year.

Those who currently receive income support, income based jobseekers allowance or employed person’s allowance (EPA), who are responsible for housing costs will receive £300. The cost of this will be around £1 million.

The 6,000 families who receive Child Benefit will be automatically issued with an additional Family Support Payment during November of up to £300 for those with one child and with increased payments for larger families. The cost of this will be around £1.8 million.

The payments increase the Government’s cost of living support package to £9.1 million so far this year. The Chief Minister has announced that the Council of Ministers will hold an extraordinary meeting on Tuesday to determine what broader support can be offered to other groups of people and businesses affected by these unprecedented inflationary pressures. A meeting of all Tynwald Members will follow to consider options.

Treasury Minister Alex Allinson MHK said: “The Government is very aware of the growing concern many people and businesses have about the pressures from the rising cost of living. It is important that we target support where it is needed the most. These additional payments will help to protect those most vulnerable to financial pressures from the real risk of slipping into food and fuel poverty.

“Government recognises however that everyone is affected by the sharp increase in living costs, with a growing number of households and businesses feeling the pinch. It is likely that a broader package of support will be required and the Council of Ministers hope to be in the position to provide an update next week.”

The UK Government for its part has been criticised for failing to act decisively. Instead, it has chosen to wait until a new Prime Minister has been elected, notwithstanding the urgency of the crisis.

The inflationary pressures are also of concern to employers whose expenses have increased in some cases dramatically. Many companies, where they can, have actively taken a lead in supporting staff with one time support payments or in some cases generous pay awards.

It is important that all firms consider staff wellbeing when reviewing annual salaries. Some staff might be struggling to make ends meet. Worried about how they are going to pay the mortgage, electricity/gas bills and feed their family. Not all costs have filtered through but is it likely in the coming months many staples will increase in price.

Such concerns will have a detrimental effect on people’s wellbeing. Constant worrying about bills will adversely affect productivity, and morbidity rates will increase. Some people might even find themselves trapped in escalating debt.

We do not yet know what the scale of the problem of might be. Companies should ideally be paying staff the living wage where they can and supporting staff in other ways. Staff might be willing to participate in support forums where they can explore such options. Perhaps flexible working or working from home to reduce fuel bills could assist some.

One problem will in paying the living wage is in understanding exactly what it is. The government publish a report on the living wage, which they recalculate each year. It has recently been announced that there was an error in the calculation since its introduction in 2017. The Government have addressed and corrected that error, but of more concern is that they will not be recalculating the current cost of living, which was calculated before the current crisis.

It is key that in deciding on salaries businesses look at what is affordable to them, and what is realistic for staff. The only way to do is by holding frank discussions with both sides being open and honest.

Sources

1. Deloitte, UK 2022

https://www2.deloitte.com/uk/en/pages/consulting/articles/mental-health-and-employers-the-case-for-investment.html

2. Centre for Mental Health, UK, 2017

https://www.centreformentalhealth.org.uk/publications/mental-health-work-business-costs-ten-years

3. Deloitte / Mind, UK 2022

https://www2.deloitte.com/uk/en/pages/consulting/articles/mental-health-and-employers-the-case-for-investment.html

4. National Safety Council, National Opinion Research Center, USA, 2021

https://www.nsc.org/newsroom/new-mental-health-cost-calculator-demonstrates-why

5. Knapp M, McDaid D, Parsonage M (editors) (in press) Mental health promotion and mental illness prevention: The economic case. PSSRU, London School of Economics and Political Science.

6. Support of vulnerable

7. Living wage miscalculated by Manx government.

Related Links

Chartered Institute for Personnel and Development (CIPD)

https://www.cipd.co.uk/knowledge/culture/well-being/evidence-mental-wellbeing

National Institute for Health and Care Excellence (NICE)

https://www.nice.org.uk/guidance/ng212/chapter/Recommendations

The Isle of Man Living Wage Report 2022

2022-05-20-living-wage-report.pdf (gov.im)

Committee members:
Juan Moore (Chair), Emily Lightfoot, Justin Tipper, Adrian Corkill

Contact: juan.moore@manx.net

The committee would welcome ideas for the newsletter or CPD events. New members to the Committee are welcome. Please contact Juan for details of work the Committee undertakes.

What is Wellbeing?

Wellbeing: The state of being healthy, happy, or prosperous; physical, psychological, or moral welfare. - Oxford English Dictionary.

Wellbeing in the workplace

There have been numerous surveys into wellbeing with many questions asking who is responsible for wellbeing and mental health in the workplace. A 2021 survey has been conducted by LawCare, a UK based charity caring for the wellbeing of the community in the UK, Ireland, the Isle of Man and the Channel Islands, together with Sheffield University. Of those responding to the survey 86% said it was the responsibility of the individual, 84% the employer, 58% the professional body, 46% the regulator and 26% educational institutions. Members could choose more than one option to this question. For those interested the published report can be found here.

The individual

86% of respondents said the individual was responsible for their own wellbeing. Take a moment to consider that. Consider it in relation to your own wellbeing. How often do you take time to consider and look after your own wellbeing? Is exercise too difficult, a chore? What does mental health self-help even look like? Are you aware of anxiety or stress that might be affecting your mental health? All too often we simply take our health for granted until something goes wrong. If it is physical, a broken leg for example, that is visible, the hospital can straighten it, you are given crutches and exercises. Work can see the problem and make adjustments. A support system is in place which everyone knows how to access.

For mental health no one can see the build-up of stress and/or anxiety. Such issues may worsen, and all too often lead to problems that are only ever acknowledged once we reach breaking point. We know individuals cope better when trying to diet or quit smoking by having a support group in place. The same holds true for mental health and we all need a support group to assist us when problems arise. All too often our support network can vanish, not knowing how to help with mental health problems, not wanting to speak out for fear of making it worse.

We are all happy to ask and accept help if we have a broken leg. We should feel just as able to ask for support from others when suffering from mental health. If there is a stigma attached, asking for help can seem impossible. Struggling alone might be the only option.

The Employer

84% of respondents said the employer is responsible for wellbeing. Again, take a moment to consider that, think about your own workplace. Wellbeing and in particular mental health has been in the news in recent years, not least as a direct result of the effects of the pandemic. Employers are increasingly taking action to raise the profile of mental health. Think about your own workplace and the actions of your employers.

Now consider what you might do if you find you are struggling. Is there a trained mental health first aid officer? Do you know who it is? How receptive and supportive will your line manager be? Does the senior management lead the way by example or perpetuate a culture that personal problems should not be brought into the workplace? These issues still exist and must be challenged.

The Professional Body

54% of respondents said the professional body should be responsible. Our professional body is the Chartered Governance Institute and in particular the Isle of Man Branch of the CGI. The Chair of the Wellbeing Committee has been a member of the local Council for a number of years and is very conscious we could do better. We have run various presentations but done very little else. The Committee wish to see that change. Sara Drake is keen to support our efforts and bring about real change. We will get the conversation going, be available to speak to members and we will provide details of organisations who can provide professional support.

Educational Institutions

Think of your own educational experiences. Were you ever taught about wellbeing? At School or University? During your professional examinations? More needs to be done from an educational viewpoint. Consider if it would be helpful to include wellbeing within the professional courses, even if it is a topic that is not necessarily examined. Much more needs to be done to educate everyone of the effects of poor wellbeing and the massive costs to the employer and society as a whole of poor mental and physical health.

The next steps

We as your professional body can do more and with an enthusiastic Wellbeing Committee we will start the conversation as part of a long term plan to increase wellbeing on the Island and within the profession. We will create a wellbeing web page, hold presentations, be an ear to listen and provide regular updates via a quarterly newsletter. It is intended that each newsletter will cover one or two aspects of physical and mental wellbeing.

In order to target our support we should be pleased to hear from you as to what you consider are the barriers to your wellbeing. Please tell us what are the most important issues for you and what you would like to see the Committee covering in future newsletters. All responses should be sent to manxjuan@icloud.com.

Be kind

“If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” – Dalai Lama

Your Committee

Juan Moore

Juan is the Chair of the Wellbeing Committee. Juan received the full support of Council when he first raised the idea of a Wellbeing Committee. Juan was previously CEO of the Isle of Man Law Society where he introduced a wellbeing committee working closely with LawCare in the implementation of that committee and throughout. Juan is able to use that experience in establishing and assisting the Wellbeing Committee for the Isle of Man CGI Brach.

Tel: 01624 312357 or email manxjuan@icloud.com.

Anna Lowey

Anna recently resigned from Council to concentrate on her busy work commitments and studies. Anna approached the President, Chris Bolt, when she learnt of the Wellbeing Committee expressing an interest in joining and assisting with its work.

Justin Tipper

Justin was informed that Juan was putting together a wellbeing committee via his colleague at GanleyTipper Learning. Justin is a Certified Trainer of NLP, and Humanistic Neuro Linguistic Psychology™. Justin was interested in the work of the Wellbeing Committee and offered to help in any way he could.

Tel: 01624 490807 or email: jaytipper@gmail.com.

Emily Lightfoot

Emily is a member of Council and the Student Committee. Emily is ideally placed to to discuss issues facing students and newly qualified members of the Association. Emily is also a student herself and so understands the pressures of balancing work, home life and fitting in studies for intensive and very difficult subjects.

Adrian Corkill

Adrian is an experienced Chartered Secretary and Chartered Governance Professional gaining extensive experience at a senior level in large organisations. Adrian has recently retired due to ill health and is aware of the difficulties individuals may face from their employer and indeed the Isle of Man Health Care system from ill health.

Tel: 01624 490175 or email adrian.corkill@manx.net.