June marks Pride Month for the U.K., U.S. and Australia. And yet, despite progress and increased public support for LGBTQ+ equality in recent times, many people who belong to the community are still discriminated against, in the workplace and outside of it.

In fact, according to data collected by the Human Rights Campaign Foundation, 46 percent of people are still closeted at work. Some of the main reasons for this are fear of being stereotyped (38 percent), worries over making others feel uncomfortable (36 percent), and concerns about losing friends (31 percent).

In many territories across the world, being or behaving in a way that implies you're LGBTQ+ can still have severe consequences. In fact, 71 countries still criminalize same-sex relationships, with eight countries even using the death penalty as a punishment. And in more than half of the world, LGBTQ+ people are not protected from discrimination by workplace law.

LGBTQ+ Equality and the Workplace

One of the few spaces that can have real impact in improving LGBTQ+ equality is the workplace. And unsurprisingly, being an LGBTQ+ inclusive employer is great for business too. It "positively impacts recruitment, retention, engagement and, overall, total revenue" according to the Human Rights Campaign Foundation. But it takes effort – and it's not only up to LGBTQ+ colleagues to change the workplace culture. It's up to the rest of us, too.

Often – far too often – we tend to tell ourselves, "What can I do?" or, "It's none of my business." We might think we're too ignorant or out of the loop to really understand the things that impact our LGBTQ+ colleagues. We might be worried that we'll make a mistake and cause offense, without intending to. We might even think that the war for equality has been won, now that same-sex marriage is legal (in some territories), and other rights activists are openly doing more to achieve equality in legislation.

But allies to the community are key to long-term transformation. This is particularly the case in workplaces, where co-workers and supervisors can use their influence to change mindsets, call out negative stereotyping and discrimination, and celebrate the uniqueness and diversity of colleagues.

Being an Ally to LGBTQ+ Colleagues

You don't have to be a member of the LGBTQ+ community to support it. It's not even difficult to do. It takes respect, and the ability to listen (properly listen without interrupting) and learn.

So, if you want to show your support but aren't sure how to do it, here are a few things you can do to become a true ally to your LGBTQ+ colleagues:

1. Learn About LGBTQ+ Life

Pride Month is a great opportunity to learn! So why not take some time to discover the story behind how Pride started? Or learn more about some of the key figures who changed the course of LGBTQ+ history?

Brush up on terms, too. We use the term LGBTQ+ frequently, but do you actually know what it stands for? LGBTQ+ is an initialism for Lesbian, Gay, Bisexual, Transgender, and Queer, while the "plus" includes other sexualities and identities, such as pansexual, intersex and asexual. While the term is relatively new, remember that LGBTQ+ people have always existed – from way before this term became popular!

Over the years, Pride has become much more diverse to encompass many different sexualities and identities, some of which are still not fully understood. This can at times feel confusing (there's a lot to learn!). To help out, we've produced a handy infographic that includes some of the different Pride flags and what they represent:

It's also important to remember that the LGBTQ+ community itself differs in opinions and beliefs, sometimes widely and strongly. Be open and respectful to these varied opinions. As long as they're not hurtful or abusive, they can tell you a lot about the unique perspectives of the LGBTQ+ community and the issues facing it.

2. Avoid Assumptions

Unless a colleague specifically mentions their sexual orientation, it's unprofessional and inconsiderate to make assumptions. After all, you may be wrong. There's no way of knowing whether someone is LGBTQ+ without asking them. Assuming that you have "gaydar" can actually perpetuate harmful stereotypes.

Even if you know that one of your colleagues is LGBTQ+, it's important to let them decide if and when they want to let others know. They may be very private. Keep in mind that they need to make this decision repeatedly – whenever they start a new job or meet new people.

Avoid putting your LGBTQ+ colleagues in the uncomfortable position of speaking for the whole group. Just because your colleague is transgender doesn't mean that they want to talk about transgender issues all the time, or that they're some kind of spokesperson for the transgender community.

3. Use Inclusive Language

Use language that recognizes that people have diverse lifestyles, relationships and families. For example, instead of asking about someone's "husband" or "wife," you could ask about their "partner." Or instead of "mom" and "dad," say "parent."

If you still aren't sure what terms you should be using, ask! This is a sign of respect and an easy way to demonstrate your support for LGBTQ+ colleagues.

No matter how well-intentioned you are, chances are you've used gendered words in the workplace. But using non-inclusive words regularly can have a negative impact on people who already feel that they don't fit in to what's perceived to be the "norm."

Just think about the following phrases:

• guys and gals.
• ladies and gentlemen.
• brothers and sisters.
• sir/madam.
• he/she.

The above are gender assumptive. They only recognize two main genders, but the truth is that some people don't belong to either. They might be gender fluid or non-binary. So try using more inclusive language instead, such as:

• friends and colleagues.
• esteemed guests.
• they/them.
• everyone.

4. Be Respectful of Pronouns

The pronouns that we use (he or she or they) are tied intrinsically to our identity. So it's important that we get these right – particularly when it comes to our colleagues.

Some people may be trans; others may be gender neutral. And yet, far too often people assume pronouns for other people. Often this is reflexive, but getting it wrong can cause people upset (even if it's unintentional). So, if you're unsure, ask someone, "What's your personal pronoun?" This is an open, low-pressure question that allows someone who's in the process of transitioning or has already transitioned to affirm their identity.

You can also do your bit by updating your own pronouns in visible spaces – for example, on social media profiles, or on internal communication platforms, via your IM profile and email signature. Doing this supports trans and non-binary people by normalizing gender identity and expression.

5. Tackle Discrimination and Harassment

Intolerance in the workplace can take the form of overt abuse or microaggressions. Obviously, overt abuse and harassment have no place in the workplace, and a zero-tolerance approach should be taken.

Pinpointing and dealing with microaggressions can be more tricky. According to professor of psychology Dr Kevin L. Nadal, microaggressions are "commonplace verbal, behavioral, or environmental actions that communicate hostility toward oppressed or targeted groups."

They might seem like small things; but, over time, they can have a serious impact on a person's physical and mental wellbeing. Furthermore, ignoring them can serve to perpetuate inequality and undermine inclusion.

Common examples of microaggressions are things like, "You don't look gay," or, "How did you turn gay?" They can also include misgendering, tokenization, failure to acknowledge LGBTQ+ relationships, or exclusion from social groups.

When perpetrators are called out on their behavior, they might qualify it with things like, "You're being oversensitive," or, "I was just joking." This can make it tricky to tackle this kind of behavior. Dr Nadal suggests victims or witnesses ask themselves five questions to help them decide how to respond:

• If I respond, could my physical safety be in danger?
• If I respond, will the person become defensive, and will this lead to an argument?
• If I respond, how will this affect my relationship with this person?
• If I don't respond, will I regret not saying something?
• If I don't respond, does that convey that I accept the behavior or statement?

If you do decide to take action, respond assertively rather than aggressively. Calmly talk to the person about how their words and behavior have affected you. Use "I" statements such as, "I think what you just said was very hurtful," instead of attacking statements like, "You're homophobic," which will likely cause the person to become defensive.

Finally, seek support! If you feel that microaggressions are constant and persistent, even when you've done your best to address them, you may need to make a formal complaint to HR. Also, talk to your allies – people who you know to be trustworthy and who will listen to you without judgment. Share with them the emotional impact of the situation and how it's affected you. This can be crucial in allowing you to work through negative feelings that the microaggression has caused, such as low self-confidence or self-worth, anger, and even depression.

Do you know of more ways we can support our LGBTQ+ co-workers? What do you expect from a good ally? You might be interested in the following resources:

Diversity at Work Video
Mutual Respect
Toxic: A Guide to Rebuilding Respect and Tolerance in a Hostile Workplace
The Diversity Bonus: How Great Teams Pay Off in the Knowledge Economy
Understanding the Bystander Effect

About the Author:

Lucy has over 10 years’ experience writing, editing and commissioning content. She has a keen interest in supporting inclusion and diversity, and chairs Mind Tools' neurodiversity panel. Lucy also heads up Mind Tools’ video learning series, and particularly enjoys exploring and experimenting with new video formats. When she’s not producing fantastic new learning content, she can be found enjoying nature with her two kids and delving into the latest book on her very long reading list!

The post 5 Ways to Support Your LGBTQ+ Colleagues appeared first on Mind Tools.

Sounded easy enough, but it wasn't. After 14 years as a journalist, this was to be my first ever shift at a national newspaper, a job I'd wanted to do for as long as I could remember.

I looked up at the big clock, emblazoned with my new employer's name, and took a deep breath. I stepped into the elevator and pressed "six."

But as it lurched upwards, I couldn't seem to turn off that voice in my head telling me, "You’re not good enough. You'll never match up to these people working here. Just go home and do something else – anything else."

I almost didn't get off when those doors opened. But I did. "This is your chance," I told myself, "You've trained for this, you're good enough, you can do it."

As it turned out, I could, and did, do it for the next 17 years. Yes, it took a while to get to grips with the processes, the IT, the characters, and the culture, but that's the same in any job.

Stepping Out of Your Comfort Zone

I guess it's natural to have a moment of doubt when you take that great leap into the unknown: a feeling new managers know all too well.

"Whether you think you can, or you think you can't, you're right."

Industrialist and inventor, Henry Ford

Aside from learning new skills and procedures, managers need to build a successful team and maintain good relationships with their team members, all while in a new position of greater authority. Not to mention making a good impression on the C-suite.

All these new pressures and responsibilities can be daunting, to say the least, and make any new manager lose faith in themselves.

Three Steps to Believe in Yourself

Fundamentally, what you'll need to succeed in all of the above is a combination of self-confidence, self-esteem and self-efficacy. Let's face it, if you don't believe in yourself, your team and the people around you probably won't either.

So, what are these magic ingredients for successfully overcoming the challenges that a new role can throw at us?

• Self-confidence is trusting your own judgment, capacities and abilities. It's about valuing yourself, regardless of any imperfections, or what others may believe about you.
• Self-efficacy is gained when we see ourselves mastering skills and achieving goals. It encourages us to believe that if we learn and work hard, we'll succeed. It's the type of confidence that means we take on difficult challenges and keep going in the face of setbacks.
• Self-esteem is a more general sense that we can cope with what's going on in our lives, and that we have a right to be happy. It also comes, in part, from the feeling that the people around us approve of us. If we experience persistent criticism or rejection from others, our self-esteem can easily suffer – unless we support it in other ways.

And that's worth doing for a myriad of reasons. According to a 2022 study, high self-esteem "helps individuals adapt to and succeed in a variety of life domains, including having more satisfying relationships, performing better at school and work, enjoying improved mental and physical health, and refraining from antisocial behavior."

Thankfully, there are plenty of strategies you can use to boost your self-confidence, -esteem and -efficacy. Ones that will help you to perform to your potential as a manager, new or otherwise.

Improving Your Self-Esteem

• Think about yourself positively. The only person who can change your view of yourself is you. Learn how to detect and defeat patterns of self-sabotage. Be your own cheerleader!
• Take pride in your accomplishments. When you do something well, celebrate it. Don't wait for someone else to tell you how wonderful you are. Tell yourself!
• Be consistent. It's hard to feel good about yourself when you don't believe in what you're doing. If you find yourself in a difficult situation, do all that you can to make a decision that is consistent with your values.
• Remember that you aren't perfect. Don't be too hard on yourself, or worry about what others think. We all make mistakes, and that's often OK, as long as we learn from them. Focus on the positives and your inner confidence will shine through!
• Look after your physical self. Being active can improve self-esteem. Activities that improve your overall health help you feel more in control, and give you a sense of satisfaction that carries through to other areas of your life.

Three Ways to Build Your Confidence

1. Build confident habits. and break bad ones! Regular exercise and a healthy diet can dramatically improve your physical and mental health. And studies have shown that getting a good night's sleep is linked to increased optimism and self-confidence.  
2. Review past achievements. Your self-confidence will increase when you're able to say, "I can do this, and here's the evidence." A Personal SWOT Analysis, will identify things you're good at, based on your past achievements. You could also list the 10 things that you're most proud of in an "achievement log." Then use them to make positive affirmations about what you can do.
3. Set confidence-boosting goals. The more successful you are, the better you'll feel about yourself. Goal Setting is a great technique for targeting, tracking and recognizing success. It helps you to build competence and a feeling of worthiness.

Top Tips for Underconfident Managers

• Make sure that you understand your main responsibilities and objectives by reviewing, or writing, your job description.
• Try to find a mentor, and commit to learning the key skills you need to work more effectively.
• Set goals for your team, and make sure that you communicate them regularly.
• You can't do everything on your own. Identify tasks that you can delegate to team members.

Looking back, when I stood in that elevator, my biggest barrier was myself. As soon as I got out of my own way, I had a chance. Make sure you give yourself one, too.

Relevant Resources

To learn more about boosting your self-esteem, -efficacy and -confidence, check out our supporting resources:

The Highs and Lows of Self-Esteem
Impostor Syndrome
The Power of Self-Confidence
How Self-Confident Are You?
Confidence Hacks

The post Self-Confidence: You Are What You Think You Are appeared first on Mind Tools.

Mental health issues make people feel uncomfortable. I'm not talking about people who suffer from them – I mean the people who don't. When you don't have any personal experience of poor mental health, it can be – excuse the pun – difficult to get your head around.

If you meet a friend or co-worker hobbling along on crutches, you can immediately sympathize and empathize. You notice and process the clues easily, because you recognize what you see, and understand its likely consequences. And it's possible that you've suffered a similar injury yourself in the past, and almost literally "feel their pain."

But the clues that someone has a mental health issue can be far more difficult to identify and react to.

Chances are, someone with such a condition is doing their best to hide it. They'll forego the opportunity to receive any of that same sympathy and empathy because it's risky. Having anything less than 100 percent good mental health holds a stigma. So it can be tricky to know what to say if someone does confide in you, or if you find out some other way.

Mental Health Is a Battle on Two Fronts

Social awkwardness is unfortunate, but the shame and fear it can lead to can create lasting damage.

People can be extremely reluctant to reveal their mental struggles because of the potential impact on their careers and relationships. And so they fight on two fronts – managing the condition itself and trying to present a "normal" façade to the rest of the world.

I described my own, mercifully short, battle with post-traumatic stress after a serious motorcycle accident in this Mind Tools blog. I still recall the fear I had of talking to anyone – family, friend or work colleague – about that consequence of the crash.

The isolation and sense of worthlessness that many people experience as a result of mental health issues can be devastating, as highlighted by the World Health Organization. The 2022 WHO report reveals that even when help is available, it's not taken up. The authors said, "People will often choose to suffer mental distress without relief rather than risk the discrimination and ostracization that comes with accessing mental health services."

Wellbeing in the Workplace

I like to think that, as individuals, we can overcome our initial awkwardness and confusion at learning that a colleague is facing a health challenge, and that we will be supportive and accepting. After all, isn't this what we need ourselves whenever we're having a tough time?

But can organizations do more to help us all to succeed and thrive at work?

Managers have to balance their responsibilities to their team members and to their organization. And, when it comes to health, these responsibilities need not conflict.

A workplace that's safe, both physically and mentally, and that enables its people to look after themselves and one another, will likely suffer less absenteeism and presenteeism. It will support more honest conversations, and engender more loyalty and trust. And all of these attributes can surely only help the bottom line.

This Mind Tools video explores six ways that organizations, leaders, and managers can support their people's mental health.

Points to Ponder: What Are Your Experiences of Mental Health at Work?

If you've managed someone facing a mental health issue, what strategies did you use? And if you've ever discussed your own mental health with your manager or co-workers, what reaction did you get? What approach does your organization take to mental health, and why?

If you would like to explore Mind Tools resources on mental health, here's a list for further reading:

Personal Financial Stress and Wellbeing
Hurry Sickness
How to Deal With Anxiety
Managing Stress
Managing Post-Traumatic Growth

About the Author:

Keith is a managing editor at Mind Tools and has been part of the content team since 2015. He's an experienced editor, writer and manager, with a long history of working in the e-learning and media industries.

The post Mental Health – Let's Get Our Heads Around It appeared first on Mind Tools.

Our next-door neighbors on one side were elderly, and on the other side were slightly younger than my parents, and they had children our age. Opposite was Mrs Williamson (who always dressed up even though she lived alone) and her toy pom dog (who drank tea from a Royal Doulton cup). One house down lived another couple with children. (We were in different schools because they were English and I was Afrikaans, but we loved playing together during school holidays.)

Our relationship with the older couple was always very comfortable and warm. We were "sugar neighbors" – the kind who would lend each other a cup of sugar. And we also had keys to one another's houses. Believe me, I would have been locked out of the house after school very often if not! I always found their house to be a comforting and safe place.

Intergenerational Workplaces... or the Lack Of

When I started working, I was in the banking industry in a highly intergenerational department.

On one end of the spectrum was Mrs S (as we called her) who was close to retiring. On the other end was none other than yours truly – at the tender age of 21. Thinking back now, I know I didn't realize or appreciate how fortunate I was to have colleagues of all ages.

However, a few years later I started working at a company where only two people (the CEO and the financial director) were over 40. The rest of us were younger, and most were below 30. There was never a lack of creativity and ideas (or mischief). But what we did lack was a sense of calm, and the wisdom that comes as a result of life lessons. As well as the ability to ask penetrative questions based on wide-ranging experience. 

The Benefits of an Intergenerational Team

While writing this blog, I asked my bonus son (my stepson) how he thinks intergenerational workplaces benefit team members.

He works for a young company that provides technical and IT services. The company was founded by a person who was 50 at the time. All the technicians are in their twenties, the accounting and admin staff are in their thirties and forties. However, the one position that George (the founder) struggled to fill, was that of a technical and maintenance manager. He searched high and low, but couldn't find a person that he thought was a good fit.

One day, George started talking with a stranger in a store. The other man, Jordy, was a retiree who had been out of the workplace for 10 years, but he'd worked in power plants and other technical environments all his life. George had a gut feeling that Jordy was the right person for the position. So he asked him if he'd consider returning to work. As it turned out, Jordy hated not working. It made him feel unwanted and discarded. He was yearning to contribute to society by sharing his knowledge and experience.

Jordy's knowledge was immense. He knew exactly how to troubleshoot technical issues that would have kept the younger members of the team perplexed for days. But, he was still quite "old school" in his approach and often offended or annoyed co-workers because he spoke his mind openly, and didn't really take their boundaries into consideration. Political correctness wasn't part of his vocabulary!

So, while Jordy was imparting valuable knowledge to his team members, they taught him how to navigate the modern workplace.

"It didn't end there," our son said. "Jordy also taught us to be patient with him in a different way than he had to be patient with us. Both sides learned lessons from the interactions with one another – and it taught us all that there's always more to consider than meets the eye."

What Is Global Intergenerational Week?

You might have seen from our social media channels that we've been busy celebrating Global Intergenerational Week over the past few days, during which we got involved in conversations about intergenerational working and the benefits of age diversity.

When we talk about the various generations, there are three key things that tend to inform the main differences in the way each thinks:

1. How they were parented.
2. Technological advances and how they changed their world.
3. Major economic events that impacted them.

Given my formative years and background, I've always been appreciative of intergenerational working because I believe people of all ages add value in different ways. I've also learned these lessons:

• Avoid generalizing. An older person might be just as happy to use modern technology and digital devices as millennials. In fact, my 83-year-old mother loves Facebook and my friend's daughter doesn't even have a Facebook account!
• Being older doesn't necessarily mean being wiser. And, conversely, not all younger people are unwise! Learn to listen and appreciate people for who they are, not for the box in which you think they belong.
• Don't talk over people as if they don't exist. This goes for both young and old people. It's offensive, regardless of age.
• Be respectful. Recognize people's agency and respect it!

Relevant Resources

If you want to learn more about intergenerational working, check out the following selection of Mind Tools resources (note that you will need to be a Mind Tools Club or Corporate member to see all of the resources in full):

How to Thrive in a Multi-Generational Workplace
Stage (Not Age)

About the Author

Yolandé uses her 20+ years of experience as a therapist, coach, facilitator, and business school lecturer to help people develop their careers and live up to their potential. She thrives on facilitating conversations designed to build bridges between people by using creative questioning and thinking techniques.

You might mistake her for a city girl, but Yolandé is an honorary game ranger, loves birding, archaeology, and spending time in the African bush. Early morning runs with her rottweiler and reading (a lot) are her favorite activities. And, her neighbors will tell you that she loves the kitchen and it gives her joy to "bake" people happy. 

The post Global Intergenerational Week 2023 appeared first on Mind Tools.

While we're certainly not out of the Covid woods yet, most societies have lifted the more stringent lockdown rules. But the workplace cultural sea change precipitated by the pandemic will be felt far into the future, especially by office-based workers.

A Brave New World

On Monday 16 March 2020, every Mind Tools employee received the same email. "All employees, group-wide and globally, are required to work remotely on Tuesday 17 March 2020." If all went smoothly, the company would be officially fully remote by the Wednesday.

I remember where I was sitting when I got the email. I felt like an extra in a science-fiction movie I didn't want to be in. Like many organizations, Mind Tools took the initiative and shut its offices before a mandated lockdown. The initial plan outlined in the email was that we'd go remote for a period of four weeks. I remember thinking, "Four weeks without going into the office?! That's crazy!" How little I knew.

At the height of the pandemic, "shop floor" workers – from surgeons to construction workers – were on the front line, and going to work was an act of bravery. Us office-based workers had it easier, for sure, but we were also thrown into one of the biggest work experiments in world history. Entire workforces became remote practically overnight. And over the next few years, a plethora of new terms entered our work-life lexicon – notably flexible, remote, and hybrid working.

Work Remotely? No Problem

As a Mind Tools editor, I already worked from home twice a week pre-pandemic. But other teams in the company weren't allowed. We had this arrangement for legacy reasons but it was considered precious within the content team and was fiercely protected.

I remember the rationale for why other teams couldn't do the same: it was things like "Finance needs access to their paperwork," and, "Sales needs to be able to make calls." When we were all forced to work from home, those arguments were blown out of the water. And like many companies, we found the move to fully remote went surprisingly well.

The Remote Revolution

Within a few weeks, the pandemic had flattened the barriers to a whole new way of working – and, not only did organizations survive the transition, in many cases things improved.

In 2020, office workers appeared largely happy with the new arrangement, and headline after headline declared that productivity seemed to be increasing with remote work. Research by CIPD in late 2020 found that two-thirds of employers believed the workforce was as productive or even more so than when in the workplace.

There were predictions that workers might never return to the office. Household names like Fujitsu and Twitter talked of a permanent change, the latter saying employees could work from home "forever." Even Mark Zuckerberg said he was "happier and more productive" working from home.

2021 was much the same. Despite optimism that lockdowns were over, job advertisements with "homeworking" in the title increased threefold in the U.K. from the start of 2020 to May 2021.

The Hidden Costs of Working From Home

But there were downsides, too. As remote working stretched on, many believed that younger people were being left behind, missing out on "the largest career-learning cycle" of their lives, in the words of AOL's former CEO.

It was also reported that working from home exacerbated gender inequalities, with women working more hours and bearing the brunt of household chores and childcare. Oxfam calculated that Covid cost women $800 billion in lost income in 2020.

In the early days of the pandemic, remote work was hailed as our utopian future, but by 2022 there was growing concern about the negative impact on mental health from working in isolation.

This is a paradox many have tried to square – reports of improved mental wellbeing from working remotely, coupled with a concurrent rise in mental health crises. The jury is still out on the wellbeing benefits of remote work.

Was There Really a Great Resignation?

But people still embraced remote and hybrid working. Despite the burgeoning backlash, the ongoing experiment in off-site working had shattered the status quo.

Office workers had discovered a new way of life; a new relationship with work seemed possible. You don't need to endure the harrowing commute, you can pick your kids up from school, you can have lunch with your loved ones, and you can still get your work done.

In 2021, this change in our relationship with work went further still. Headlines began to proliferate predicting something of a work apocalypse. Dubbed "The Great Resignation," there was concern that millions of people were poised to quit their jobs. And they did – in 2021, record numbers of Americans handed in their notice. And 2022 demolished that record again, with 50.5 million resignations.

It's a trend that's still unfolding, and there are a lot of unanswered questions. Some consider it more of a "great reshuffle," as pent-up resignations from 2020 are cashed in and workers look for better conditions elsewhere. But in the U.K. at least, there are over half a million fewer workers in the workforce than before the pandemic hit. A government inquiry has been established to investigate why.

Are people just changing jobs? Are people retiring early? Have people's priorities changed? Have the mental health impacts of the pandemic and lockdown inhibited people's ability to work?

The answers aren't clear and the causes are likely to be complex – but the impact is real and poses difficult questions to organizations and policymakers.

Is This the End of Remote Work?

So where are we in 2023? While many people – including staff here at Mind Tools – continue to work largely remotely, there are signs that organizations and leaders are starting to question remote working.

A LinkedIn analysis of its job vacancy postings found that the peak of jobs advertised in the U.S. as "remote" was March 2022. Since then, the general trend has been downward. Well, until January and February 2023, that is – for some reason, there's been a surprising uptick in vacancies offering "remote" this year. Time will tell if it's a blip or a resurgence.

Despite the overall trend moving away from remote work, some governments are embedding this new pandemic work culture in law. The U.K. is currently pushing through several private members' bills related to work, specifically targeting lower-paid employees, including making it a right for British workers to request flexible working from day one of employment – be it compressed hours, or remote or hybrid work arrangements.

Leaders Are Trying to Resurrect the Office

Perhaps, then, hybrid and flexible working arrangements are the way forward – popping into the office a few times a week, or taking a long lunch break to go for a run. What could be better?

Well, when it comes to hybrid work in 2023, battle lines are being drawn between employees and companies, particularly at large corporations (presumably with expensive, impressive offices they want filling). Amazon recently announced that by spring of this year, office workers are expected back at least three days a week. But employees have fought back with a petition demanding a change to the new policy, and 14,000 members of staff joined a Slack channel advocating for remote.

Disney has one-upped Amazon and made four days a week in the office mandatory. Again, employees have launched a petition criticizing the policy. Apple and Starbucks are making similar noises, too.

Tony Danker, director-general of CBI, recently said on a radio show, "You ask most bosses, everybody secretly wants everyone to come back into the office." It seems corporate leaders are increasingly turning against the remote revolution.

But employees have made it clear – remote working (in some form) is what they want. We'll have to see how this fight shapes up the rest of the year. Popcorn at the ready.

What Does the Future Hold?

For my part, working life is unrecognizable from the start of 2020. Back then, I spent three days a week in Mind Tools' South of England office, a gorgeous converted barn nestled in a Sussex nature reserve.

We said goodbye to that office last month and these days I work how I want: I've got my home set-up, sometimes I go to a café, sometimes a coworking space. I can work early or late, from wherever I like.

In many ways, I think I'm still recovering from the shock of the pandemic, in ways I probably don't even realize. Similarly, the way we approach work has not yet settled since the upheaval of 2020 – a new status quo is still forming.

The last few years have unquestionably changed the fundamental contract between worker and employer, at least for office-based work. Where we go from here remains to be seen.

Mind Tool Resources

Here are some resources from Mind Tools that you might like to explore (to see all of them you'll need to be a Mind Tools Club member):

Reconnecting After Covid
Health and Hygiene at Work
Managing a Geographically Dispersed Team
Managing Virtual Teams
Working in a Virtual Team
Virtual Onboarding
Virtually Perfect Meetings Video

About the Author:

Matthew has 10 years of experience writing, editing and commissioning online content. As a content editor, he's worked in several industries – including charity, culture and travel – before finding his calling in L&D at Mind Tools, where he creates accessible, timely and engaging content for learners, across resource types.

The post How the Pandemic Changed the Workplace, Three Years On appeared first on Mind Tools.

So what is coaching, exactly? And how does it differ from mentoring? Well, we have a video on exactly this topic – but, put simply, coaching is the art of getting people to help themselves. Where a mentor might tell you what to do, a coach will listen, reflect, and ask questions. In this way, they elicit ideas from the coachee – who ultimately finds their own answers.

"Coaching is unlocking a person's potential to maximize their own performance. It is helping them to learn rather than teaching them."

Timothy Gallwey, author and coach.

Coaching Videos

Coaching is a formal pursuit – but, increasingly, coaching skills are being used by managers and leaders to help them develop and look after their people. And an informal, everyday approach to coaching is gaining currency, too.

At Mind Tools, we've noticed that. And in our brand-new batch of videos, we focus on coaching skills – to show you the ropes, and to make coaching part of your everyday approach to management.

What Is Coaching?

The first of our six coaching videos, How to Be a Workplace Coach, introduces the concept of coaching and offers seven rules to get you started. From confidentiality to the types of questions you should ask, this video is a perfect first step into the world of coaching.

There are many potential pitfalls with coaching. Our video Coaching Conversations: Dos and Don'ts helps you to avoid the common traps and have great conversations. Maybe you think it makes sense to have a set checklist of questions. No: that's a don't! It's crucial that a coaching conversation flows naturally: a checklist will create a more stilted, formal atmosphere. Broad or specific, the dos and don'ts in this video apply to any and every coaching conversation.

When to Coach

Coaching doesn't need to be a scheduled, orchestrated, formal event. In fact, coaching often works best "in-the-moment," when people are experiencing work-related challenges. Our video Informal Coaching shows how you can coach over a cup of coffee or in the hallway between meetings. In this video there's also an example scenario, so you can see what informal coaching looks like in action!

Coaching is also a great way to lead people through organizational changes. If you're a leader, it's your responsibility to guide people through change to reach the new status quo. Change can be tough. But, with coaching, you can make the process smoother and, ultimately, more successful. Our new video Coaching Through Change shows you how it's done. And that one features a scenario, too! You can see the principles put into practice in a difficult management situation.

Coaching Tools

As a manager, you have plenty of opportunities to employ coaching methods and tools as part of nurturing your team.

The POSITIVE Model of Coaching is a great way to set and monitor team goals. It uses an eight-step framework that encourages coachees to adopt energizing, exciting goals – and shows how you, the coach, can do your bit to encourage them.

People you coach will be at different levels of ability and determination. Someone with low skill and high enthusiasm will need a different approach from that of someone who's highly skilled but lacks direction. The Skill/Will Matrix Video helps you to decide how to pitch your input with your coachee depending on their skill and will. It's a brilliant and simple tool for fine-tuning your approach to coaching.

The post Get Coaching – Introducing Brand-New Mind Tools Coaching Videos appeared first on Mind Tools.

Many personality frameworks describe differences between people. One model, the Enneagram, offers targeted insight into how people work, and into motivations we may not be conscious of.

The Enneagram is a dynamic nine-type framework about the "whys" of human nature. It aims to raise our awareness of ourselves and others, to help us pay attention as we go about our daily lives. And with all our meetings and busy schedules, a little extra attention doesn't go amiss.

Here's a brief introduction to the Enneagram's nine motivation styles, to get your self-reflection started. As you read these descriptors, think about what motivates you most, and ask yourself if anything sounds like you. You might recognize a colleague or two in the type descriptions, too, so there are also tips for collaborating with each personality type.

1. The Reformer

This personality type adheres to a set of internalized principles and standards and seeks to improve their world in ways that match these ideals. When balanced, Ones bring conscientious integrity to their actions. When things get tougher, they can struggle with perfectionism and a loud inner critic. Working with a One? Speak their language: what principles do you share? Encourage them to relax and not take themselves too seriously.

2. The Helper

This interpersonal personality type is motivated by building close relationships and demonstrating caring through acts of service. They want to care and be cared about, which means they bring a personal touch and excel at meeting people's needs. Challenges come when stressed Twos focus on others at their own expense. To connect with Two colleagues, show your appreciation and help them to meet their own needs, too.

3. The Achiever

Threes are driven by desires for success and validation. They seek to embody the ideals of their environment, whether that's being the best businessperson or a paragon parent. Threes are adaptable, efficient, and excel at presenting and persuading. When stressed, they might overwork or cut corners. When working with this personality type, encourage work-life balance and authenticity – being their whole selves.

4. The Individualist

Got a teammate with an artistic temperament? You might be looking at a Four. These sensitive people are motivated by self-expression, seeking to be true to themselves and distinct from others. This can result in unique and inspired contributions, as well as emotional awareness. Under stress, Fours can get mired in their feelings and struggle to get things done – so encourage them to stay structured and grounded.

5. The Investigator

Fives are driven by the need to understand the world and offer a competent contribution. They often seek mastery of a specific area of interest. This makes them great specialists on your team, bringing both curiosity and a focus on innovation. On an off day, this reserved personality type might struggle to deal with people. When working with Fives, help them to manage making connections without being overwhelmed.

6. The Loyalist

Sixes seek security, and once they've found something they believe in, they'll show loyalty in return. They're naturally skeptical, which makes them excellent troubleshooters. As leaders, they value equality and advocate courageously. Stressed Sixes can over-worry and catastrophize. When working with this personality type, help them to focus on self-belief and optimizing their chances of success rather than minimizing failure.

7. The Enthusiast

Future-oriented Sevens focus on possibilities. Motivated toward a sense of freedom, these people often wear many hats proficiently. They're engaging and adaptable, and if one thing doesn't work out, they can move on to the next. Given their multifaceted attention, stressed Sevens can struggle to focus or commit. When working with colleagues of this type, support them in following through when needed.

8. The Challenger

Who’s in charge? If your Eight colleague isn't, they might want to be. This personality type is motivated by power, driven to make a big impact. Executive presence comes naturally – and, at their best, Eights empower others, too. Stress brings out their intimidating side; Eights don't always realize how strongly they come off. When working with this type, match their energy, and let them know that vulnerability is welcome too.

9. The Peacemaker

Nines seek a sense of connection and unity. They naturally consider all sides of an issue and tend to make good mediators. Their accepting energy puts others at ease and, in the workplace, Nines might find themselves promoted because everyone likes them. While listening to everyone else, stressed Nines can struggle to know their own mind and enact their will. Seek these colleagues' input and support them in asserting themselves.

Learn More About the Enneagram

Because the Enneagram is about human motivation, you'll probably find you're motivated by all nine of these factors at points. Look for the pattern that fits you most often – the one you do repeatedly without thinking about it, on bad days as well as good ones.

If these descriptions piqued your interest, there's a lot of information about the Enneagram that goes into further depth. The more you learn about the model, the more useful it can become. Books by Enneagram pioneers Don Riso and Russ Hudson or Helen Palmer make for good starting points, but even a little self-knowledge can go a long way.

What's your Enneagram type? Do you recognize any other types in your team? Let us know in the comments, below!

About the Author:

Mind Tools content editor/writer Melanie Bell is the author of "The Modern Enneagram," and a certified teacher of the Enneagram, a personality typology that illuminates people's core motivations.

The post The Enneagram – Know Your Motivations appeared first on Mind Tools.

And being let go is something the world is having to get used to again – with poor post-pandemic growth running headlong into Russia’s invasion of Ukraine.

With a global recession now looming, this has left remote workers, perhaps more than any others, feeling and being in the “firing” line.

"Bosses admit they’d start with remote workers during a layoff," reported fortune.com, while GoodHire, a U.S. employment screening firm, found that, "8 in 10 workers felt working from home would make them more vulnerable in a layoff."

A Case Study of How Not to Let Go of Remote Workers

While it doesn’t make it much easier at the time, most people come to accept that mass redundancies are sometimes a necessity in the face of harsh economic reality.

They also accept it doesn’t necessarily make a company or leader “evil,” either. But if a company handles this kind of transaction poorly and without compassion, they will likely damage their business's reputation.

Think Twitter, for instance. Within hours of Elon Musk’s takeover of the social media giant, thousands of staff were told working from home was over and they were at risk of losing their jobs. Something they would be informed of by email.

Before any of that happened, though, many were locked out of company systems. The writing was on the virtual wall; a case study of how not to let go of remote workers.

Are Remote Workers More at Risk of Quiet Firing?

It seems, then, that the etiquette around dismissing employees doesn't translate as well to remote working.

So much for the theory. Jenny (not her real name) suffered the reality of what you might call "worst-practice" when it comes to letting go of remote workers earlier this year.

She had worked in the recruitment industry for six months but it didn’t take that long for things to go wrong.

She said: “Even before my exit, I felt I was being frozen out by my manager and the team I worked with. I was asked to work remotely to meet business needs, which effectively shut me off from the team and soon the amount of work I was being asked to do also decreased.

“The sense of being an outcast had a negative effect on my wellbeing and, at times, I found the overall atmosphere at work hostile.”

Essentially, quiet firing then. And quick too. Jenny added, “I was the only member of staff that was let go. I’d been to a meeting a month prior to discuss the expectations of my role, so the process took about four weeks.”

Now settled in a new role, Jenny added, “The experience left me humiliated and embarrassed. I was let go because my manager avoided having difficult conversations with me early on, in regard to whether I was a good fit. My advice would be to not see what has happened as a personal failure.

“It’s a difficult situation when you face the consequences of someone’s lack of honesty at work – especially if it resulted in them deliberately setting you up to fail. I do think, though, remote working made me more vulnerable to being let go, especially as I was the only team member working remotely.”

Is There Bias Against Remote Workers?

And there may be a basis for this fear of “proximity bias”, according to Kristi Drew of U.S. management consultants Korn Ferry.

She said: “Managers may be tempted to look first at remote employees. Proximity bias is real; people naturally favor those whom they see regularly.”

But the firm’s HR senior client partner Ron Porter warned, “Managers can challenge themselves to make sure that they’re not making the easy decision, versus the one that’s best for the business.

“This includes asking oneself about biases against remote employees, and being honest about one’s own feelings about in-office time.”

How to Let Remote Workers Go the Dignified Way

So how should these things be handled? Letting people go is never easy, but employers can make it easier by remaining compassionate and empathetic, but also staying attuned to the real-life implications of redundancy. This means ensuring people are paid a fair redundancy package, helping them to find alternative roles in the organization, or supporting them in their search for a new job.

The law around redundancy, however, is different the world over. For instance, according to the U.S. Department of Labor, “there is no requirement in the Fair Labor Standards Act (FLSA) for severance pay,” In the U.K., however, statutory redundancy pay does exist.

Letting People Go Virtually

Deborah (not her real name) is an HR Director at a local authority in the U.K. and, while she prefers in-person meetings if people have to be let go, she believes it can still be done sensitively online.

She said, “Some people may prefer to meet online, and have the flexibility of being at home. So actually offering online or face-to-face can be positive, giving the employee choice.

“I’d never inform an employee of an exit by text or email. If a meeting has to take place online, I’d set up a couple of slots so I could share the information, then meet again once the employee has had a chance to process the information. Keeping the offer of a later face-to-face meeting is also important.”

Preparing for Difficult Conversations

Preparation is vital in handling delicate issues like redundancy, and Deborah added, “Ensure the information and reasons for the decision are very clear, and that you also have practical information to hand – such as notice periods, how you will support with alternative roles or career counseling, financial information, such as severance figures, and whether there are any alternatives for discussion or consultation.”

But no matter how well or sensitively you plan for a “difficult conversation,” it can always go wrong.

Deborah tries to be ready for that. She said, “I’ve had situations where employees will initially be angry. The best thing to do is take a break, allowing someone the time and space to process the information.

“We invest in supporting staff who are leaving the organization. It’s important they feel treated with dignity, because that aspect of the organization’s culture impacts how those still employed feel.”

How to Let Remote Workers Go: The Right Way

Letting someone go is never easy. But it's important to make the process as supportive and straightforward as possible.

Before ending someone's employment, check that the decision is legal and fair. Be clear about the decision and why it has been made. Give the person time to respond, and listen carefully to their concerns.

Carefully manage their exit from the organization, and be open and honest about their departure with the rest of your team.

By demonstrating fairness, compassion and professionalism, you'll keep your team’s trust and maintain a positive working atmosphere.

The post How Not to Let Go of Remote Workers appeared first on Mind Tools.

But what can fathers and same-sex partners do to help new mothers and fathers who are returning to work? And what support should their employers offer?

To Share or Not to Share?

One option in the U.K. is Shared Parental Leave. Different to paternity leave, it allows parents to share up to 50 weeks of leave, and up to 37 weeks of pay between them in the first year after their child is born. This is available to same-sex couples, too.

Mind Tools’ B2C director Mel Dowding and her partner took advantage of Shared Parental Leave, but found that the initiative still needs some fine-tuning.

Mel said, "In a way, we did this on principle because we feel strongly about the opportunity for both parents to have time with their baby, but it was so complicated to set up. And, the same result would have been achieved by my husband taking unpaid leave. It's definitely something that needs reviewing to make it more accessible and meaningful (unsurprisingly there is a low takeup)."

Senior Content Editor Lucy Bishop took maternity leave because her husband was the highest earner in her family. She explained, “My husband would have actually loved to have taken Shared Parental Leave, but, for us, it just didn’t make financial sense, unfortunately. This meant he could only take the basic paternity leave available, which was two weeks at the time we had our first child.

“Luckily, his company increased paternity leave to four weeks (though statutory leave is still two weeks) by the time we had our second child, which, honestly, I still don’t think is enough.

“As any new mum who’s just given birth will tell you, those first few weeks are so tricky to navigate, not just because you are looking after a new baby, but because you’re also physically and emotionally recovering from giving birth yourself.

“I have to admit, even when those four weeks were up, and my husband had to go back to work, there was this impending sense of, 'OK, what do I do now? Now it’s just me and the baby? How am I going to do this all by myself?' The good news is you do (eventually) figure it out.”

Paternity Leave: What the Dads Say

So now we’ve heard from the mums, what do dads think about paternity leave? Is it really enough? I spoke to two fathers at Mind Tools to investigate further.

Nick Payne, Head of Marketing, recalled, "The first three weeks, as first-time parents, were chaos. It felt like you were stuck in a washing machine trying to work out which way was up! You're dealing with a completely life-changing event, learning completely new skills, all on zero hours' sleep.

“Having those three weeks off gave us the opportunity to try and establish a base way of doing things, learn new skills, and, more importantly, enjoy bonding as a family without the pressures of work. I don't understand how people manage without those initial few weeks!"

Head of Research, Gent Ahmetaj, pointed out that "early childhood development is critical, so having both parents there makes a huge difference."

He also said that those first weeks are "…a chance to help your spouse as much as you possibly can. They have been doing the heavy lifting so far – give them a break!"

Two Weeks' Paternity Leave Is Not Enough!

Clearly, paternity leave is key to ensuring a smooth start for new parents (or as smooth as possible given that there’s now a new baby in the house).

Both Nick and Gent took three weeks of paternity leave under Emerald's current leave policy. Gent explained, "Initially I thought I could only take two weeks, but our People team highlighted that the company provides three – I was super happy to hear that! I didn't extend it, but, looking back, I wish I took a further week or so to help my wife.”

Both Nick and Gent said that paternity leave should be longer. "I think a month would be fantastic," Nick told me. Gent was a little more ambitious: "If there is a chance to increase paternity leave from three weeks to something more like three months, that would just change everything!"

Paternity Leave Is Falling

Despite most agreeing that paternity leave is crucial bonding time, the number of eligible fathers who took it fell to less than a third in 2021. However, steady numbers in previous years suggest this may have been down to the pandemic.

Nick agrees with this assumption. He said, "The main benefit of paternity leave is to be at home and be able to help at a very stressful and busy time. If someone is already at home working, new parents may feel that they don't need paternity leave. However, I would strongly argue against this, as it's also a time to be bonding as a family."

Gent also pointed out that "the pandemic brought on an economic crisis, so men might have thought they are at risk of redundancy if they took paternity leave."

Similarly, Nick identified an inequality in pay. He said, "Shared paternity/maternity leave is something that is becoming more common and popular, allowing fathers to take additional paternity leave to allow the mother to return to work earlier, but this is often not paid the same as maternity leave, so ensuring these are treated equally would be fantastic to see."

John Taylor, of EMW Law, puts the poor take-up of paternity leave down to "the extremely low level of pay available under the scheme." And, Professor of Sociology at Oxford Brookes University, Tina Miller, found that "society isn't built for men to lead in care" because many fathers "can't afford to not work while [they're] having [their] first child."

The Stigma of Paternity Leave

Tina Miller's interviewee points out that, in most cases, men are still the breadwinners, so when one parent needs to return to work, it will most likely be the father. However, this often perpetuates the image of women as the "natural caregivers." And, assuming they don't get regular childcare from family, it also means that mothers must take a longer period of time away from work to raise their child. As a result, we see fewer men as primary caregivers than we do women, and so the cycle continues.

Nick also highlighted that there is still a stigma around men taking paternity leave, "especially amongst older generations.” He said, "It's seen as normal 'time off' and there's a misconception that you're not really doing anything to help anyway. But this view feels extremely outdated now, as parents share responsibilities much more than previously."

Nick's beliefs are loudly echoed by a recent CIPD report. Out of 631 working fathers, 73 percent felt that "there's a stigma attached to taking extended paternity leave." Almost all respondents felt that "workplace culture needs to be transformed to normalize men taking extended paternity leave."

What's the Solution?

It's likely that if paternity and/or shared parental leave offered better pay, more men would be inclined to take it. They wouldn't feel financial pressure to return to work so quickly after the birth of their baby, and this would make it easier for their partners to return to work sooner as well (if they wished to). Naturally, this would help them to feel more confident during the transition.

Some companies already offer equal parental leave. Natwest, for example, announced that, from 2023, all parents – irrespective of gender – will be able to take a whole year off to raise their child. Half of this time would be fully paid.

So, while there is still a way to go to perfect paternity leave, clearly it is possible.

Are you a working father who took paternity leave? What changes to your company's policy would you like to see? Let us know in the comments below!

© Original artwork from Anna Montgomery.

The post Why Is Taking Paternity Leave So Hard? appeared first on Mind Tools.

A few months ago, I caught up with a couple of my colleagues about their experience of maternity leave and what happens when it ends...

Surprise! It's a... Confidence Crisis!

B2C Director, Mel Dowding, went on maternity leave at the end of May 2020 and her son was born around two weeks later. She said, "I was surprised by how difficult it was to return to work. I'm sure many people underestimate how hard it will be. It's such a huge context switch, and I feel it affected my confidence for quite some time. I tried to approach it like starting a new job, but there are greater expectations on you because you're not actually new in the job. You have a huge gap in your corporate memory and I'm not sure it's ever possible to fully catch up.

"I spent quite a long time feeling a bit out of date and unsure of myself. Catching up after so much time away focusing on something so completely different is tricky. Lots of new people had started so I had quite a few new faces to get to know as well as new ways of working. Teams had gotten used to remote working during the time I was away from the business, and I was behind not only in terms of using the technology but also in the way people’s working patterns and behaviors had evolved. It was fascinating in a way to see how the world of work had changed, but also challenging to catch up."

It Isn't "Baby Brain"

Senior Editor, Lucy Bishop, also experienced a loss of confidence. She said, "It definitely took me a while to feel that belonging again. I would say a good two or three months before I felt secure and confident again.

"Not being in work for a year hadn’t dulled my brain or intelligence in any way (I know some people talk about "baby brain")… but it still took me a while to get used to the new software, new team members and new setup... a lot had changed.

"I definitely went through a bit of a confidence crisis. At times I felt like the new starter again, which I think is probably what shook my confidence. But also getting used to not seeing my baby every day… your mind is definitely split between two worlds, and that can be quite hard to navigate when you first get back to work."

Helping Mothers Return to Work

So what can managers and leaders do to help ease that transition back into work for mothers? Here are some strategies that Mel and Lucy found useful:

Prepare for Their Maternity Leave

As Mel told me, "you can never start too early on the planning front!" By planning ahead for someone's return after maternity leave, you can ensure a smoother transition down the line. Not only for your team members but for the business as well.

Preparation beforehand is essential, too. Lucy recalls the weeks leading up to her maternity leave positively: "My team was really prepared, which was great. They'd already employed someone to cover my maternity leave, and I set up process documents to help with the handover."

Offer a Gradual Return

Both Mel and Lucy took advantage of Emerald's "Returnity" policy. It's a "mutually agreed phased return," which allows parents to make a more gradual return to work. As part of this staggered approach, they stayed in touch with their teams in the days leading up to their return, and Lucy even visited the office prior to her full return. "This was particularly helpful," she said, "to help me get to know new starters who I'd never met before, and to get a feel for the work that was currently being undertaken by the team."

Mel caught up with her manager and co-workers over a lunch. "I also had (another!) lunch with one of the people who covered my maternity leave, which was a good handover before she moved on."

Continue to Support Mothers After Their Return

Ease a returnee's transition back into work by setting up a series of useful meetings after their return. These will allow them to catch up with their teammates and meet any new ones.

Offer regular check-ins. Organize regular one-on-ones for them with their manager or someone from HR. These sessions aren't to monitor their progress, but should allow them to build a support network so they feel comfortable asking for help, and being open and honest about any challenges they are facing.

Be flexible. New parents can feel guilty when they have to leave their baby for the first time. This can be especially difficult in the first few weeks after their return. Consider offering them flexible working or a phased return, so that they can create a work-life balance that suits their needs.

Provide resources and ERGs. Signpost support for them and their teams, to spread awareness about the challenges that people returning from maternity leave often face. Set up employee resource groups (ERGs) for new parents who are juggling their return to work with their new responsibilities as a parent. This will help them to know that they're not alone.

Benefits to the Business

Admittedly, some businesses – particularly smaller ones – may see maternity leave as a burden to production and costs. But, in the long run, investing in maternity cover can often benefit your teams and the wider organization.

Content Manager, Charlie Swift, reflected on a time in a previous job when several of his team members had maternity leave over the course of a few years. He said, "Instead of it being a continual drain on production, we gained in the long run. Each time I recruited someone to cover a temporarily vacant role, they ended up maintaining some kind of connection with us after the team member returned to work.

"One joined our additional pool of freelancers, another became the job share partner of a mother who returned part-time, and yet another became the permanent replacement for a leaver.

"In all cases, we'd invested in training, they'd fully engaged in the work, and everyone benefited from the resulting extended network of knowledge and experience that we'd managed to retain. It was a model of flexibility and collaboration. Oh, and every new parent returned with a new zeal for time management – a lesson to us all!"

In our next blog in the series, we'll be looking at paternity leave and shared parental leave – the positives and negatives – and how it can be used to support working parents.

Have you found it hard to return to work after parental leave? What do you think organizations can do to make the transition easier? Let us know in the comments section, below!

© Original artwork from Anna Montgomery.

The post Why Is Returning From Maternity Leave So Hard? appeared first on Mind Tools.