Mental Health Blog

Dance is more than just movement—it is a fun way to support both body and mind. Whether you enjoy ballet, hip hop, Zumba or dancing in your kitchen, moving to music can help you feel happier and more relaxed. Dancing encourages us to focus on the moment, which can help take our minds off worries and everyday stress. When we dance, our bodies release “feel-good” chemicals called endorphins. These can boost mood and help us feel more positive. Dance is also a wonderful way to express emotions without using words. Another great benefit of dance is connection. Joining a class or dancing with friends can help reduce loneliness and build confidence. Feeling part of a group is important for good mental health. There is strong UK evidence to support this. Researchers at the University of Surrey found that dance can help manage stress, improve wellbeing and build resilience by combining movement, music and social connection. The best part? Dance is for everyone. You do not need special skills or expensive equipment. Just put on your favourite song and move in a way that feels good.  So, take a step, enjoy the music and let dance brighten your day—because every move counts.

I think about a lot is the gap between how someone appears at work and what they're actually going through. Many of us make assumptions based on what we can see. We notice confidence in meetings, professionalism in emails, or someone consistently delivering great work. What we don't always see is the effort, resilience, and emotional energy that may sit behind that performance. Dyslexia is a good example. Most people understand dyslexia as a difference that affects reading, writing, spelling, and processing information. What is often overlooked is the emotional impact that can develop alongside those challenges. Imagine spending years being told you're not trying hard enough when you're already working twice as hard as everyone else. Imagine worrying that a spelling mistake or typo will make people question your competence. Imagine constantly finding ways to adapt to systems that were never designed with your needs in mind. Over time, those experiences can leave a lasting mark. Research has shown that people with dyslexia are at a higher risk of experiencing mental health challenges, including anxiety and low self-esteem. A 2024 study published in the journal Dyslexia found that dyslexia is associated with an elevated risk of anxiety and other mental health concerns, highlighting the importance of understanding the wider emotional impact of neurodivergence. Yet despite growing awareness around neurodiversity, many workplaces still aren't having open conversations about dyslexia. Too often, support focuses solely on practical adjustments while overlooking the emotional weight that individuals may be carrying. The reality is that many employees with dyslexia have become experts at adapting. They develop strategies, use technology, double-check their work, and often mask their difficulties so effectively that colleagues never realise the challenges they face. But masking comes at a cost. It can be exhausting, increase stress levels, and contribute to burnout. Creating truly inclusive workplaces means looking beyond visible performance and recognising the whole person. It means understanding that someone may be succeeding professionally while quietly battling self-doubt, anxiety, or the lingering effects of years spent feeling misunderstood. When we broaden our understanding of neurodiversity, we create space for more honest conversations, better support, and greater empathy.  Because inclusion isn't just about accommodating differences. It's about recognising the human experience behind them. And sometimes, the most important things people are managing are the things we can't see.

As an award-winning instructor, I’m delighted to have added the Mental Health Skills for Managers qualification to my portfolio. I now offer this engaging, evidence-based course to help organisations build healthier, happier, and more productive workplaces. This interactive four-hour programme gives managers the confidence and practical skills to support the mental health and wellbeing of their teams. Participants will learn how to: Understand mental health and the impact of workplace stress. Recognise the signs that someone may be struggling. Start supportive and meaningful conversations with confidence. Respond with empathy in challenging situations. Signpost colleagues to appropriate support. Protect their own wellbeing while leading others. What makes this course different? Available face-to-face or online . Highly interactive, with discussions and practical activities. Small groups encourage participation and shared learning. Real-life scenarios help embed skills that can be used immediately. The benefits for organisations By investing in managers, organisations can: Create a more open and supportiv e workplace culture. Reduce stigma around mental health. Improve staff wellbeing, engagement, and retention. Reduce presenteeism and stress-related absence. Build resilient teams where people can truly thrive. Everyone who completes the course receives a certificate of attendance, practical resources, and a workbook to support continued learning. I’m excited to deliver this impactful training and help organisations place wellbeing at the heart of outstanding leadership.g this impactful training to organisations that want to place wellbeing at the heart of exceptional leadership.

Managers are often the first people to notice when an employee is struggling. Changes in behaviour, reduced performance, increased absence or withdrawal from colleagues can all be early indicators that someone may be experiencing poor mental health. Yet many managers report feeling ill-equipped to have these conversations, worried about saying the wrong thing or making the situation worse. This confidence gap matters. According to the Chartered Institute of Personnel and Development (CIPD) , managers play a crucial role in supporting employee wellbeing, but many receive little or no formal training in mental health. Without the right knowledge and skills, warning signs can be missed, leading to issues escalating before appropriate support is offered. Mental Health First Aid (MHFA) training helps bridge this gap. It does not train managers to become counsellors or therapists. Instead, it equips them to recognise the signs of common mental health problems, approach sensitive conversations with confidence, listen without judgement and signpost colleagues to appropriate professional support. The need for these skills has never been greater. The Health and Safety Executive (HSE) reported that work-related stress, depression and anxiety accounted for 17.1 million working days lost in 2022/23, making it one of the leading causes of workplace sickness absence. Many employees continue working while struggling, reducing productivity and increasing the risk of burnout before anyone realises they need help. Managers who understand Mental Health First Aid are better positioned to identify concerns early. A supportive conversation at the right time may encourage an employee to seek help before their wellbeing deteriorates further. Early intervention can reduce the likelihood of prolonged sickness absence, improve employee engagement and demonstrate that the organisation takes mental wellbeing seriously. There is also a compelling business case. Deloitte's research estimates that poor mental health costs UK employers £51 billion each year through absenteeism, presenteeism and staff turnover. The same research found that organisations investing in effective workplace mental health initiatives achieve an average return of £4.70 for every £1 invested . Managers are central to making those initiatives effective because they influence team culture, workload management and psychological safety on a daily basis. Investing in Mental Health First Aid training for managers is not simply about compliance or fulfilling a wellbeing strategy. It is about giving leaders the confidence to respond appropriately when someone needs support. Employees are more likely to speak up when they believe they will be listened to and understood, and organisations benefit from improved retention, stronger engagement and healthier, more resilient teams. Supporting mental health is no longer solely an HR responsibility. It is a leadership skill, and every manager should have the confidence to use it.

When organisations think about the cost of poor mental health, they often focus on sickness absence. While absenteeism is visible and easy to measure, it represents only part of the financial impact. The biggest costs are often hidden in reduced productivity, increased staff turnover and the expense of replacing experienced employees. According to Deloitte's latest UK research, poor mental health costs employers an estimated £51 billion every year . Surprisingly, absenteeism accounts for only around £7 billion of this figure. The largest cost is presenteeism —employees coming to work while struggling with their mental health but performing below their usual capability—which costs UK businesses approximately £24 billion annually . Staff turnover linked to poor mental health contributes a further £20 billion . These figures demonstrate that the greatest business risks are often the least visible. The impact extends beyond financial reporting. The UK's Health and Safety Executive estimates that work-related stress, depression and anxiety resulted in 17.1 million working days lost in 2022/23, affecting around 875,000 workers . Lost working days disrupt projects, place additional pressure on colleagues and reduce customer service levels, creating a ripple effect across organisations. Recruitment and retention add another layer of cost. When employees leave because of prolonged stress or burnout, employers face advertising costs, recruitment fees, onboarding expenses and the time required for new staff to become fully productive. Valuable organisational knowledge is also lost. Replacing an experienced employee is almost always more expensive than supporting them before they reach crisis point. Many organisations invest in wellbeing initiatives, yet overlook one of the most practical interventions: equipping people with the confidence to recognise when a colleague may be struggling and to start supportive conversations early. Early intervention can encourage employees to access appropriate support before problems escalate into long-term absence or resignation. The business case is compelling. Deloitte's analysis found that, on average, employers receive £4.70 for every £1 invested in effective workplace mental health support, with the strongest returns coming from preventative measures such as education, awareness and culture change rather than waiting until employees become seriously unwell. Poor mental health is therefore not simply a wellbeing issue—it is a productivity, retention and business performance issue. Organisations that invest in developing mental health awareness and skills are investing in a healthier workforce, stronger organisational resilience and better long-term performance.

As Father's Day approaches, it's a wonderful opportunity to celebrate the fathers, stepfathers, grandfathers, and father figures who make a difference in our lives every day, and those that live on with us forever. We often recognise the love, dedication, and support they provide to their families, but we don't always talk about the pressures that can come with fatherhood. In recent years, we've made real progress in opening up conversations about men's mental health. More people are speaking openly about stress, anxiety, and emotional wellbeing, helping to break down long-standing stigma. Yet in many workplaces, there remains an unspoken expectation that dads will simply "get on with it." They're expected to navigate sleepless nights with a newborn, balance increasing financial responsibilities, support their families, and manage the everyday demands of work and home life—all while showing up each day ready to perform at their best. The reality is that fathers face mental health challenges too. Research suggests that around 1 in 10 new fathers experience postnatal depression, while many others struggle with anxiety, burnout, stress, and feelings of isolation. Unlike mothers, whose wellbeing is often monitored during and after pregnancy, fathers can sometimes go unnoticed, leaving them to cope quietly with the challenges they face. This is where workplaces can make a meaningful difference. A supportive workplace culture doesn't just benefit employees—it benefits teams, organisations, and families. When managers and colleagues understand that mental health challenges can affect anyone, including fathers, it becomes easier to create an environment where people feel comfortable seeking support. One of the most effective ways organisations can support employee wellbeing is through Mental Health First Aid (MHFA) training. Having trained Mental Health First Aiders in the workplace means there are people equipped to recognise when someone may be struggling, even when they haven't asked for help. Sometimes, a simple conversation, a listening ear, or a signpost to professional support can make all the difference. This Father's Day, let's celebrate fathers not only for what they do, but also by recognising that they deserve support too. By fostering compassionate workplaces and prioritising mental wellbeing, we can help ensure that dads feel valued, understood, and supported both at home and at work. Because supporting fathers isn't just good for mental health—it's good for everyone.

Post-Traumatic Stress Disorder (PTSD) is a mental health condition that can develop after experiencing or witnessing a traumatic event. PTSD can affect anyone, including employees across a wide range of workplaces. PTSD can have a significant impact on an individual's work life. Common symptoms include di fficulty concentrating, anxiety, sleep disturbances, irritability, and intrusive memories . These challenges can make it harder for employees to manage workloads, meet deadlines, or feel comfortable in certain situations. As a result, both employee well being and workplace productivity may be affected. Research shows that PTSD is more common than many people realise. According to the UK's Mental Health Foundation, around 1 in 13 people in the UK will experience PTSD at some point in their lives . Additionally, the UK's Office for National Statistics reported that approximately 20% of people exposed to a traumatic event may go on to develop PTSD , highlighting the lasting impact trauma can have on individuals. In the workplace, PTSD may lead to increased sickness absence, reduced confidence, difficulty with workplace relationships, and challenges in managing stress . The good news i s that supportive workplaces can make a real difference. Providing access to mental health resources, training managers to recognise signs of distress, and fostering a culture where employees feel safe discussing mental health concerns can all help. Flexible working arrangements and employee assistance programmes can also support recovery and wellbeing. By increasing awareness and understanding of PTSD, organisations can create a more inclusive and compassionate environment. Supporting employees affected by PTSD with Mental Health First Aiders is not only beneficial for the individual but also helps build healthier, more resilient, and more productive workplaces for everyone.

At fifty years old I thought, "Why not?" A triathlon—short, and a sensible shot. A swim, bike and run? How hard could it be? The answer arrived about fifty metres in at sea. The lake looked pleasant, the wetsuit looked right, I'd trained and prepared with admirable might. But confidence, sadly, can sometimes misjudge How much water it takes to humble a grudge. That swim was a teacher with very wet plans, And panic came sprinting while I waved with my hands. The suit squeezed my neck like an overkeen tie, While my legs floated upward attempting to fly. I clawed at the water with questionable grace, Hyperventilation was clearly winning the race. A kayak appeared and I borrowed some calm, Clinging to plastic with desperate charm. A scratch on a boat became all that I knew, One breath, then another, then finally two. The shore never moved quite as fast as I'd hoped, But somehow I finished by stubbornly coped. Back up the hill in a wetsuit-born feud, With swearing and wobbling and questionable mood. Then onto the bike where the joy reappeared— I hunted down cyclists exactly as feared. The run was a slog on exhausted old pins, But medals are forged where discomfort begins. Because minds grow stronger when life isn't fair: We stretch when things challenge us, not when they're rare. Ease builds nice mornings; hard days build the soul. The struggle's not pleasant—but that's half the goal. For somewhere past panic and doubt and despair, We find we're far tougher than we knew was there.

Loneliness is something most of us experience at some point in life—but it’s still something many people find hard to talk about. You can feel lonely in a crowded room, in a busy workplace, or even surrounded by people you care about. That’s because loneliness isn’t simply about being alone; it’s about feeling disconnected, unseen, or lacking the kind of connection we need. In the UK, evidence shows just how common this is. Recent research commissioned by Marmalade Trust found that 82% of UK adults have experienced loneliness at some point, yet 61% of those people have never told anyone they feel lonely. That silence matters—because loneliness often grows in silence. And while loneliness itself is a normal human emotion, it can affect our wellbeing if it becomes prolonged. According to NHS and UK government evidence reviews, ongoing loneliness is linked with poorer mental wellbeing and can increase the risk of anxiety, depression, and reduced quality of life. The good news? Loneliness is not a life sentence—and small actions can make a real difference. Sometimes loneliness appears during major life changes: moving house, becoming a parent, retiring, bereavement, starting university, remote working, or simply feeling out of sync with others. In England, around 3.1 million adults reported feeling lonely “often or always” in the latest Community Life Survey. That’s millions of people quietly feeling what many assume they’re feeling alone. One of the hardest parts of loneliness is that it can create a cycle. The longer we feel disconnected, the easier it becomes to withdraw. We cancel plans. We stop replying to messages. We tell ourselves people are too busy—or that we’d be a burden. Over time, that isolation can deepen the feeling we were trying to avoid. Breaking that cycle doesn’t require a huge gesture. Often it starts with one small step: texting a friend you haven’t spoken to in a while, saying yes to a coffee invitation, joining a local class or walking group, checking in on a neighbour, or simply admitting: “I’ve been feeling a bit lonely lately.” That last one can feel especially difficult—but it can also be powerful. Naming loneliness helps reduce its hold. This is why Loneliness Awareness Week matters so much. The campaign encourages honest conversations about loneliness and reminds us that talking about it helps remove the stigma. This year marks another important moment to reflect: how can we make connection more intentional in our own lives? Maybe that means reaching out to someone who’s gone quiet. Maybe it means accepting support yourself. Maybe it means recognising that loneliness can affect anyone—regardless of age, background, or circumstance. A simple “How are you, really?” can open a door. So this week, consider asking yourself: When do I feel most lonely? Is it at weekends? In the evenings? During transitions? After scrolling social media? And then ask: What helps me feel more connected? A walk with someone? A phone call? Volunteering? Community? Awareness is where change begins. If loneliness has been part of your story lately, you are far from alone—and support is available. To learn more or get involved, visit Loneliness Awareness Week . Let’s keep the conversation going—because connection starts with talking.