Engaging students in the midst of a pandemic

Work and play

Making a real difference to local government

Real difference

Engaging diverse audiences for the NHS

Your NHS

A global challenge

100% you

The social mobility challenge

Be the apprentices

The pandemic has changed student engagement in a number of different ways. Virtual has become a norm &#8211; to attract as well as assess students. And it seems that employers are determined not to go back to old methods, but to embrace a more hybrid model. But this means different kinds of challenges &#8211; breaking through the digital noise, grabbing the passers-by, reaching out to diverse audiences and creating connected experiences that students want to be part of. We are here to support employers and help them transform engagement &#8211; from school years to graduate alumni, from initial contact to webinars, social engagement and more.

/get-ready-for-amazing-virtual-campus-experiences/

Get ready for amazing virtual campus experiences

/events/employability-roundtable-focusing-on-interdisciplinary-learning/

Employability Roundtable

Diversity, Equity and Inclusion is possibly the biggest challenge and opportunity facing the majority of organisations. We work with employers to engage diverse audiences, build strong communities, create peer to peer content and run events that put a spotlight on what DE&amp;I means to organisations and to their people.
Talk to us about:
• DE&amp;I insight 
• Targeting and campaigns 
• Content 
• DE&amp;I events 
• Influencers

DE&I

Today social is a way of life.  It influences our decisions in everything we do, from the music we listen to, to the food we eat. Talent brands need to socially immersed, creating and co-creating content, engaging with students, standing up for what they believe in, and showing the culture and values of the organisation.
Talk to us about:
<ul>
<li>Social media strategy</li>
<li>Content development</li>
<li>Social management</li>
<li>Influencers</li>
<li>Social measurement</li>
</ul>

Social

We are a brand and engagement agency; so we focus heavily on how a brand story can evoke the right emotions in the audience and provoke action.  We are master storytellers, using all the tools in the communications box to engage and inspire our audiences, from the first contact right through to life inside an organisation.  Remember, communications that engages really connect with the right people and builds the brand is as much about the science as it is surprising audiences.
Talk to us about:
<ul>
<li>Concept development</li>
<li>Student targeting</li>
<li>Campaign management</li>
</ul>

Campaigns

We&#8217;ve seen a seismic shift in the way we might work in the future – and it is more virtual and more digital, relying less on the traditional engagement opportunities.  Now more than ever brands need to invest in digital experiences that cut through the ever-increasing noise and engage people in novel and relevant ways.  It is no longer enough simply to have a website.  What is your social strategy?  How can you use Voice or AR?  What will help and support students in the best possible way?  Lots of questions.  We can help you come up with the answers.
Talk to us about:
<ul>
<li>Website design and development</li>
<li>App development</li>
<li>AR, VR and Voice</li>
<li>Social media engagement</li>
<li>Digital marketing</li>
</ul>

Digital

Student Marketing

I asked myself, ‘Do I want what these ‘oldies’ want?’, after reading <a href="https://www.thetimes.co.uk/article/gen-z-at-work-we-dont-want-what-you-oldies-want-g9kctfqlv">Georgina Roberts’ article,</a> where she critiques the older generation of workers, who in her experience, hold the belief that Gen Z are anything but hardworking. She feels it’s ‘unfair and inaccurate to be branded as a coaster’ and endorses requests such as office dogs, gym memberships and life coaches. I then attended an interesting roundtable discussion which also got me thinking… leaders in the early careers industry are keen to attract Gen Z, but the majority belong to more mature generations. There was humoured discussion about our approach to networking and attitude towards being in an office environment. So, as a member of Gen Z I’d like to contribute my own thoughts on this generational dissonance.
Firstly, I’m keen to move away from generalisations of any kind, but the fact they exist is unavoidable. With today’s workforce comprising four generations: Baby boomers, Gen X, Millenials and Gen Z, the emergence of divides is inevitable. But, not every ‘oldie’ is opposed to hybrid working and not every Zoomer (as I learnt we are called…) demands an office puppy.
In <a href="https://www.106comms.com/blog/i-have-a-fear-that-gen-z-are-the-least-resilient-generation">my article</a> discussing Stephen Bartlett’s fear that we are the least resilient generation, I expressed a sentiment similar to Roberts. I think the impression of Gen Z as shirking skivers comes from a failure to recognise us as being more attuned to the importance of a healthy work-life balance than any other generation &#8211; and isn’t challenging tradition and devising new ways of doing things a positive trait?
It&#8217;s important to remember that Gen Z are unlikely to have experienced the pre-COVID working world. When I started my internship, I wondered: Did all these online meetings used to take place in person? What was office culture like? How was communication facilitated when people did work remotely?
We had years of virtual education, and while I don’t mean to say this experience was superior… far from it; I do wish to draw attention to the possibility of a healthy balance. I was able to do part-time tutoring for example, because I no longer had to commute to and from lectures. Gen Z are accustomed to hybridity, so the expectation to work in an office 5 days a week is perhaps as alien as working from home was to most employees pre-COVID.
I don’t think generational divides need to be as polarising a topic as they appear. Discussions about lived experiences might be all it takes to build a more holistic understanding of what people want from work and why.  After all, didn’t COVID demonstrate that work can be done from home at times? That meetings can be conducted online, or even that the necessity of some meetings might be questioned?
Admittedly, we still have a way to go before we can fully grasp the benefits of being in the office and networking. I learnt employers were surprised that their younger colleagues were nonplussed about the opportunity to attend awards shows etc. Speaking for myself, I know that is something I’d enjoy, but I’m equally aware that cultural changes mean some are less inclined to attend events where drinking is involved or have ‘side hustles’ they wish to devote time to or cannot afford the overlooked expenses of such nights. Perhaps this reflects the workplace wellbeing revolution, with individuals being value-driven and the hierarchal ‘company says, employee does’ pattern now extinct.
Unfortunately, building networks is a practice unfamiliar to many of us – with remote education partly to blame by removing the opportunity for spontaneous conversation. I think storytelling and testimonials from colleagues who have benefited and reaped the rewards will help us comprehend the value. In a similar vein, senior members of staff will benefit from understanding why Gen Z may prefer to work at home or in a hybrid format. For starters, it takes 44 minutes of an average London employees working time to cover their daily commute costs; this number skyrockets the lower the wage an individual earns. For graduates with entry-level roles, this financial burden is exactly that… a burden. Especially when you consider that with the housing crisis, we are pushed further from our offices which are most likely in zones 1-2, and thus have longer and more expensive commutes. By placing ourselves in the shoes of others, we can develop deeper insights and understanding.
In her article, Roberts mentions that some employers are deterred from hybrid setups due to the fear that their employees are skiving. I wonder what this shows about a company’s culture. It seems to be one in which mistrust runs rife… Alternatively, if employees do struggle to work without having a watchful eye, does this mean they don’t share the company’s mission? If that is the case, this calls for reflection at a senior level. Are there incentives for employees to put their all in? Are there regular feedback sessions where individuals can learn where they are falling short? Are expectations communicated in a clear manner? These are all questions to explore before hybrid work or working from home are dismissed. Ultimately, a company or organisation cannot succeed without an underlying foundation of trust, whether your desk is at home or in the office (or even the back room of a pub if that works for you).
The next generation of employees belongs to Gen Z. Open conversations about workplace desires and expectations must be had because there is no avoiding the influx of this generation of opinionated individuals. After all, why maintain a tradition for tradition’s sake, especially if they aren’t improving the work-life or well-being of employees? Equally, as a generation, we have a duty to listen to and learn from those colleagues who have far more experience in the workplace pre-COVID. We all have much to gain from one another.
At 106, we understand the backbone of any healthy employer brand as being a strong, consistent and connected culture, welcoming and inclusive of all. If you would like to have a chat about how we can help your organisation better align your employer brand to cultural trends take a look at some of our <a href="https://www.106comms.com/expertise/internal-communications">case studies</a> and <a href="https://www.106comms.com/contact">get in touch</a>.

Do I want what these ‘oldies’ want?

Whilst Covid-19 was a very challenging period, the systems that we put in place enabled us to bridge the gap between the personal and the professional whilst working remotely. We were re-introduced to our colleagues and began knowing them as a mother, father, pet-lover, yoga guru, teacher or chef.
Meetings were interrupted by school questions or pets wanting attention and most of our colleagues battled to keep up with the many required roles necessary throughout those lockdown days. Essentially, we got to meet the real, genuine people behind the work, and the idea of being yourself was applauded. Despite the days of the lockdown being behind us (hopefully), this new, more casual and well-being-centered, way of working has entrenched itself into many industries and organizations.
A new year brings the opportunity for experimentation, taking risks and pushing the boundaries. However, now a month in to 2023, I wanted to use this opportunity instead, to focus on two valuable lessons we learnt about authentic communications in Covid-19. A lesson that has revolutionized leadership communications and employee engagement…
<ul>
<li>You shouldn’t aim for perfection </li>
<li>You should trust your gut </li>
</ul>
&nbsp;
<h3>Being yourself </h3>
Gone are the days when leaders were thought of as being ‘superheroes’, instead Covid-19 has given them the chance to be themselves, allowing their colleagues and employees to get to know them on a deeper level. As communicators, this year we need to encourage our leaders and colleagues to be themselves. We all need to tailor communications to fit different personalities rather than trying to force fit them into a communication box. In 2023, the trends we should be seeing and encouraging should be down-to-earth, genuine, honest, and diverse communications.
&nbsp;
<h3>The balance between professional and fake </h3>
Corporate and internal communications can often be perceived as having a particular status, its reputation is based on well-formatted, structured and impersonal content filled with corporate cliches and unnecessary jargon. Obviously, there is a balance to be struck, as communications must naturally maintain a level of professionalism, however, we must be cautious of communications becoming ‘fake’ and ‘forced’ when this is not necessary.
The Covid-19 working environment has encouraged us as communicators to harness the power of our own technology, so why stop? Additionally, as we get to know our leaders’ personalities, employees can tell when workplace posts and emails aren’t coming from them. If we really want leaders to connect with their workforce in order to inspire them, we need to encourage our leaders to take the time to write their own messages and not rely on communicators for every post. 
&nbsp;
<h3>Trust yourself more than your script </h3>
In a similar vein, one of the reasons that TED talks are usually so powerful and engaging is that speakers are invited to follow the <a href="https://collectivehub.com/2017/04/the-10-commandments-given-to-ted-talk-speakers/">10 TED commandments.</a>
#9 Thou shalt not read thy speech.
“Probably the worst of all public speaking sins is the temptation to disappear into your notes and read, as opposed to speak, to your audience. If they wanted to be read to, you could’ve just sent them an email with your speech content.”
This commandment is not only relevant to TED talks, public events, or your organisation’s regular Townhalls, this commandment is also applicable for ALL communications. Finding those “perfect words” is largely wasted time, even if it brings comfort or pride to the speaker. As Joel Schwartzberg contended in his article in the Harvard Business Review <a href="https://hbr.org/2021/01/stop-scripting-your-speeches">“Stop Scripting your Speeches” …</a>trust yourself more than your script
&nbsp;
The lessons we learnt during Covid-19 does not mean a communicator’s role is now moot.  Even if we are no longer required to write scripts and every email for leaders and people in the organisation, we still need to ensure that our communication remains effective and empathetic.  So, in 2023 my aims will be…
<ul>
<li>To stop trying to aim for perfection</li>
<li>Encourage people to be themselves</li>
<li>Tailor communications to fit people’s personalities</li>
<li>Empower leaders and colleagues to trust their gut and their messages</li>
</ul>
Written by Lauren, our Account Manager

Authentic Communications in 2023: not everything has to be perfect

We are now one month into 2023, and I thought it was worth sharing 5 need to know Early Careers trends that will affect your recruitment efforts and shape your potential strategy this year.
#1 – enough jobs on the market 
Despite us almost tipping into recession at the end of 2022 many labour market experts are predicting that the graduate labour market will continue to be protected from the ravages of a recession and be the least affected by a downturn. It will continue to be a candidate-led market with enough newly created professional-level jobs being created for every single graduate.
#2 – maintaining development opportunities 
Although Early Careers recruitment is likely to be less severely impacted, businesses may face pressure on budgets with potentially reduced investment in areas such as training and work experience. Off the back of Covid and reduced work experience opportunities let&#8217;s hope both employers and HE can find new, innovative and cost-effective ways to keep their doors open to work experience. Particularly, when entry-level expectations remain high in terms of previous work and industry experience.
#3 – seeing Early Careers differently…
Given the tight supply of labour we are predicting that movement towards a new definition of Early Careers will hasten this year. Organisations seeking hard-to-fill roles, especially in areas such as tech are offering reskilling programmes to allow early to mid-careerers to pivot into those harder-to-fill roles. Our industry is no longer just about hiring 18- or 21-year-olds fresh out of education. Career changers are a key constituent talent pool with differing motivations and challenges.
#4 – back on campus but still engaged? 
This autumn we have life returning to <a href="https://insights.ise.org.uk/tag/on-campus/">campus</a> with strong enrolment numbers. However, despite the demand for one-to-one career support, explained in Graham Philpott’s ISE blog, beyond appointments Graham claims this autumn has definitely been a game of two halves.
Despite, there being a 25% increase in attendance at career workshops and employer events in September and October, November brought a dip in engagement. In fact, attendance at our career workshops and <a href="https://insights.ise.org.uk/tag/employer-engagement/">employer engagement</a> events were about 50% lower than last year, 2021. And we aren’t alone; careers colleagues across the land are reporting similar tales. <a href="https://twitter.com/PeteOlusoga/status/1597519547699200000">Academics</a> and other support teams are reporting the same with respect to their lectures, seminars and events. Graham theorises that this is due to the competing priorities that students must contend with after being so used to experiencing Uni life in lockdown where there weren’t as many opportunities to get involved with.
Early Careers recruiters need to be flexible in their approach, and perhaps build in additional support for time management skills into graduate development programmes and prepare managers for the need to nurture the graduates through their first rotation.
As Graham eloquently states “the students’ potential hasn’t changed, and they are still as career-orientated as ever, it’s just their experiences to date that have been different.”
#5 – an invigorated interest potentially in T-Levels… 
T-levels are new ‘level 3’ qualifications that will follow GCSEs and will be equivalent to three A Levels in UCAS point terms and equivalent to an Apprenticeship level 2/3. Courses have been developed in collaboration with employers to ensure that they meet industry needs and prepare students for work. Example courses include Digital; Digital Business; Services Digital Production; Accounting; Finance; Business and Administration. T-levels will offer students a mixture of classroom learning (80%) and ‘on-the-job’ experience (20%) during an industry placement of at least 315 hours (approximately 45 days).
Following significant engagement with employers and providers &#8211; On 10th January the government announced a number of key changes to the T-level provision that we are predicting would give employers more incentive to engage with the placement element of the T-level.
The new delivery approaches are intended to provide more flexibility, widen the pool of employers that can offer placements and help to ensure students can access high-quality and meaningful placements across the country, and across all industries, as the T-level programme continues to roll out, by better-reflecting employer working patterns and common industry practice.
Written by Jayne, our Early Careers Strategist
&nbsp;

Trends in Early Careers for 2023

On the 19th January, Jayne, our Early Careers Strategist, ventured to the ISE Apprenticeship Conference, with apprentices now at the heart of the government&#8217;s post-16 education and skills strategy, this conference covered everything you need to know to put apprentices at the core of your early talent strategy. So, find out what our key takeaways were…
#1 &#8211; UCAS stats show a continuing challenge of hiring motivated and quality applicants
750,000 students engaged with UCAS last year and half of those were interested in apprenticeships. Yet there were only 4500 starts!!! Of those students, less than 10% view apprenticeships as “prestigious” compared with 75% of students seeing Higher Education as such.
Apprenticeship retention and completion rates are currently sitting at 53% &#8211; compare this to Higher Education, with its retention rate of 70% and the problem becomes clear. There is a lack of quality decision-making for those students choosing apprenticeships.
1/3 of primary school children already think of Higher Education as part of their futures and according to a soon-to-be-released survey from UCAS, this figure is much lower for apprenticeships.
We still have a long way to go before apprenticeships receive the same level of understanding, interest and attraction as Higher Education does.
Things to think about: 
The UCAS Career Finder career tool will support both university and apprenticeship applications. They are fast becoming a one-stop shop for applications and positioning themselves as the digital equaliser. I wonder how many employers have looked at the UCAS website (and other aggregated, third-party media websites) recently and reviewed what they are saying about their industry and roles. Is the information up to date? Do you have case studies and profiles uploaded (where freely available).
Are your apprentice numbers reflecting the demographic opportunity of the roughly 1 million predicted UCAS applications by 2026? This is a huge future opportunity to engage with potential applicants whose post-18 choices will become more competitive.
&nbsp;
#2 &#8211; How to engage with parents
Naturally, parents will have an influence in terms of the opportunities that students are open to. This is something we cannot deny. As a result, schools are supposed to provide career guidance to parents too.
Careers events that allow both parents and students to attend, such as Open and Insight Sessions have real benefits. BPP careers fairs are one such event encouraging parental involvement. Certain BAME students face pressure from their parents when making decisions on careers or choosing an apprenticeship rather than university. These deeply ingrained stigmas can be challenged once parents can speak with advisors. During the conference one such student shared their experience of this:
Another useful tool is Parent to Parent networks. It is worth reflecting on how to use your employees as Ambassadors in their local community to promote apprenticeships generally.
Join the apprentice ambassador network &#8211; across 9 different regions in England. <a href="https://engage.apprenticeships.gov.uk/aan">https://engage.apprenticeships.gov.uk/aan</a>
&nbsp;
# 3 &#8211; Closing the D&amp;I gap
Springpod, presented their interesting approach to closing the D&amp;I gap, by introducing a persona-led approach to engaging potential apprentices, they believe they have found the key to the door sharing 4x personas from their data set of over 58,000 black and Asian minority students:
<ul>
<li>Perusing Paul</li>
<li>Selective Soraya</li>
<li>Interested Isla</li>
<li>Focussed Freddie</li>
</ul>
They called for employers to have a fully mapped candidate decision journey for each persona to promote inclusion and diversity.
&nbsp;
# 4 &#8211; Apprentice panel advice for employers
<ul>
<li>Give current and potential apprentices access to real work and case studies as soon as possible</li>
<li>Provide more support apprentice applicants through the process, as for many this is a stressful and unknown experience</li>
<li>Keep students interested in apprenticeships even if they get rejected by providing constructive and personal feedback</li>
<li>Be mindful of the academic pressures &#8211; “don’t open applications in March as I’ll be studying!”</li>
<li>Be thoughtful in when organising assessment centres, some students were invited to assessments on dates when A-level exams were taking place</li>
</ul>
&nbsp;
#5 &#8211; Supporting apprentices to achieve peak performance 
Gen Z Healthy Minds and HP Enterprises, share the 5 elements to supporting apprentices in becoming truly successful and adapt well to the new challenge that is the working world ….
<ul>
<li>Encourage apprentices to develop healthy habits around diet, activity, sleep and hydration</li>
<li>Provide stress and resilience support/guidance</li>
<li>Provide motivation and a sense of confidence and belief in them</li>
<li>Help apprentices realise their worth and support them in unlocking their true potential</li>
<li>Have opportunities readily available for coaching and mentoring</li>
</ul>
HP have built their Early Careers programme around these 5 x pillars and as a result have seen:
<ul>
<li>Greater parity between apprentices and graduate-level hires</li>
<li>A levelling of the playing field for programme participants from underrepresented groups</li>
</ul>
&nbsp;
#6 VisionPath and Ofcom &#8211; from Grassroots to Growth 
VisionPath and Ofcom shared a case study where they co-developed a programme to support socially disadvantaged pupils from zero career capital to their first 100 days in Ofcom as an Apprentice.
Lessons learned:
<ul>
<li>Schools outreach was built on “thought-provoking content that started a conversation”; a debate that was relatable and personal to the students irrespective of what or who they know. The activities they designed provided students with a place where they felt safe and confident to contribute.</li>
<li>The Programme involved real-life work masterclasses – but only once they had built that confidence.</li>
<li>Light touch assessments were then introduced post the masterclasses &#8211; but only assessing learnings from the masterclass &#8211; again ensuring no previous experience bias.</li>
<li>Finally, they gave programme participants a mentor for 6 months!</li>
</ul>

ISE Apprenticeship Conference

Culture isn’t simply an ethical or emotive choice.
First and foremost, it’s a financial choice.
A choice that leaders of an organisation make.
A choice that they stand by, even when the going gets tough.
A choice to put culture before profitability.
Because culture isn’t simply about values and purpose, wellbeing talks, comfy chairs and nights out.
It’s as much about the hard financial decisions you make, as putting values on your wall.
Take, law firms, for example.
One law firm expects its Associates (the up-and-coming lawyers) to bill a minimum of 2,200 hours a year.  Which in turn enables higher salaries as well as higher firm profitability for the leaders of the firm.
Another puts the bar at 1,600 hours a year.
Instantly, you can see how this business decision impacts culture.  It lays down an expectation on its junior staff.  Longer hours, higher pressure (and more money).  Or fewer longer days, more non-billable time (but lower earnings).
At the other end of the spectrum are cleaners for a rail company.  The work is nights – cleaning carriages while commuters are tucked up in bed.
Now you could say, what use is culture to this workforce?  It’s a repetitive job at difficult hours, invariably done on your own.
But one rail company makes a point of creating a sense of community, paying the cleaners to come in 2 hours before their shift to ensure they have time with their manager and can also take part in any training or other briefings as and when they need to.
It means paying a couple of extra hours on every shift.  But they’ve seen what a difference it makes – in terms of community and retention.
Or if you’re leading a recruitment consultancy.  Do you set the target at 35 or 25 calls a day?
And if you’re managing a call centre.  Is it better for colleagues to have a 15 min or 20 min break?
Culture is not just about the good times; but also the not-so-good times.
Is your reaction to a poor financial performance to tell people to work harder (Twitter)?
When you have to make redundancies, do you do it simply by email (Google)?
Of course, you might say that placing more emphasis on company culture will make you more profitable in the long run – or simply ensure you are a better prospect for talent.
But it’s the extent to which you want to put culture front and centre in your organisation.  Many organisations can succeed through a greater focus on gain; others through a promise of fast development.
Culture (of a sort) can exist in even the most toxic environment as teams and individuals seek to create their own communities and cultures – as a form of survival technique.
But it&#8217;s how much it matters to your business?  Because when it is invested in, it can deliver the greater benefits of innovation and support, respect and flexibility to change, resilience and trust.
And in these strange times, organisations may find they need this cultural muscle more than ever before.

Culture is a financial choice

As part of our effort to Embrace the Blue at 106, I wanted to discover ways to make happiness a habit. I sat down with Cat Preston, an inspirational life coach who empowers individuals to tap into their truest potential and live life to its fullest. Cat hosts <a href="https://open.spotify.com/show/5juVti4TsY5bO3hN7yujx9?si=fc8a459a5dce46cf">The Collective Wisdom Podcast</a>, which shares life stories that do just this. The themes that popped up in our conversation resonated with me and my attempt to practice a positive mindset. Using Cat and her recommendations as our external source of inspiration, we’d like to share some methods that help make happiness a habit.
&nbsp;
<h3>Thoughts from Cat Preston</h3>
By making happiness a habit, you can create a positive mindset that will help you to get through the toughest of days. As with forming any new habits, it’s important not to beat yourself up if you miss a day, but equally do make an effort to keep it up on the days when you don’t feel like it. The tiniest win can be a vote for your new identity as a happier more content person; if you’re having a low day, find the simplest thing you can do to keep up the streak.
&nbsp;
<ol>
<li>2 minutes of mindfulness is all it takes </li>
</ol>
Start the day by focusing on the present moment and identifying one thing you’re grateful for. Use this time to remind yourself that you have control over your thoughts and emotions and that you can choose to respond to situations in a positive way. Want to know more about how simple meditation can help? Head over to Beeja meditation or make use of apps such as Headspace, Calm or Unplug.
<ol start="2">
<li>Prioritise your time</li>
</ol>
Time is precious, so use yours to focus on what is truly important to you. Engage in activities that bring you joy, and let go of those that don&#8217;t. Write a list of ten things you love doing and see if you can incorporate one of them into your week. Forgotten what you love to do? Ask yourself what you loved when you were six years old and see if there’s a clue there. As Brené Brown famously said, ‘Comparison is the thief of joy’, so if you are prone to spending a lot of time scrolling on social media (and that really is a hard habit to break) then try one of those clever apps that lock you out of your account after acertain number of hours and reminds you to go and do something else instead.
<ol start="3">
<li>Connect with others. </li>
</ol>
Spending time with friends and loved ones, or even just gifting a smile or a kind word all make a difference. Remember that we are all human and going through the same struggles, be compassionate and understanding with others. Connection releases the hormone oxytocin (sometimes known as the love drug) in our brain which makes us feel better. One of the best ways you can meet new friends is by joining a group of people who are doing what you love to do. Chances are if you already have that thing in common you will find people who get you. Alternatively, look for volunteering opportunities. Love playing football? Maybe there’s a local youth team that could really use some extra coaches.
<ol start="4">
<li>Find a hobby</li>
</ol>
What brings you joy and a sense of accomplishment? Is it playing an instrument, drawing, knitting or building lego? It might be something that challenges you and develops your skills. When your brain is involved in an activity that involves concentration, it is distracted from the negative thoughts that may make you feel low.
<ol start="5">
<li>Acts of Simple Kindness </li>
</ol>
Smiling at the people who serve you, thanking them for their help, asking someone if you can help them with a task, making someone a cup of tea and asking how they are. Notice how you feel when someone thanks you – that warm fuzzy feeling in your chest is oxytocin flooding your brain and spreading down to your heart. Want to know more about why this works? Read ‘The Keys to Kindness’ by psychologist Claudia Hammond.
<ol start="6">
<li>Be kind to yourself</li>
</ol>
Be gentle with yourself, practice self-compassion and remember that it&#8217;s okay to not be okay. Remember that failure and setbacks are just opportunities to learn and grow. Talk to yourself the way you would talk to a friend. We are often our own worst critics, and a bit of positive reinforcement goes a long way. What is one thing you can say you are proud of yourself for?
<ol start="7">
<li>Play your favourite music</li>
</ol>
Our brains are wired to the power of music which lies beyond language and intellect. It springs from anemotional need for connection with other human beings. That’s why some music really does feel as if it has touched your heart and can bring you to tears whilst other tunes and melodies can give you that irresistible urge to get up and dance. Music fills the body and takes you out of your head. It fuels the engines of emotion and action. My go-to get-up-and-go song is ‘Dakota’ by Stereophonics. What’s yours?
<ol start="8">
<li>Practice Acceptance</li>
</ol>
Take a piece of ancient wisdom from the Greek Stoic philosophers. Stoicism teaches us to accept what we cannot change and to focus on what we can. When faced with difficult situations, take a step back and ask yourself what you can learn from it and how you can grow from it. And know that inside every regret there’s a lesson. Most of the time it’s not too late to act on that new data and change our behaviour in future.
<ol start="9">
<li>Give journaling a go</li>
</ol>
 There is no tool as powerful as journaling when it comes to stopping the swirling sensation of negative thoughts. If you aren’t a fan of journals, try a brain dump. Take a blank sheet of paper and write down everything that’s on your mind. Do this regularly and you are starting a journaling habit. The benefits? More clarity, less stress and a better perspective.
<ol start="10">
<li>Move your body</li>
</ol>
When we’re active, endorphins (the chemicals that relieve pain and alleviate stress) are released. Movement and exercise promote our body’s natural stress-busting systems… it can be as simple as a gentle stroll too!
<ol start="11">
<li>Ask for help</li>
</ol>
Asking for the help you need most is probably the hardest thing on this list to do, but it’s also the most effective first step to feeling happier. Let’s face it, if you had a friend feeling that way, you would want them to reach out and lend a listening ear. You might also point them in the direction of a doctor or therapist. You do not and should not have to face problems alone.
&nbsp;
Cat’s guidance points are certainly food for thought. It got me thinking, how can we incorporate them into the workplace? After all, we spend roughly 40 hours per week in the office or with colleagues.
So, why should we practice well-being in private, when the effects of poor well-being are so public?
There is much to be learnt from one another, but this knowledge only becomes accessible once the conversation is opened. If we didn’t view well-being as something that should be done privately, but rather combine the personal and the professional imagine how much time we would have to prioritise what matters most, our mental and physical health.
Might we initiate exercise incentives or schemes amongst employees, or schedule time for meditation and reflection during the working week? Is the culture within the workplace one which facilitates open discussions about problems we face and is there a safe space to overcome them as a team? Could we show appreciation for our colleagues by sharing one thing they helped us with that we are grateful for per week? I don’t see why not…
So tell me, how are you and your colleagues making happiness a habit in 2023?
&nbsp;
Written by Cat Preston and Millie Finch, Account Executive @ 106 Comms
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