Written by Lisa Tibando, Business Owner, RMT, Bioenergetics Facilitator Lisa Tibando had devoted decades to the healing arts, specializing in guiding others through empowered self-care and personalized transformation by blending ancient wisdom and modern science. Her practice blends deep spiritual insight with a highly educated foundation in anatomy and physiology, reflecting an unwavering commitment to holistic health. As a collective, we have come to normalize stress in our lives. Life is so full of constant stimulation and distraction, pulling us in so many different directions, that we have forgotten about being. "Be-ing" a human being, that knows how to just "be". Relaxed and at peace. Instead, we have normalized ourselves into human "do-ings." Constantly on the do do do. Tending to this, tending to that. To that email, to that text, to that next distraction from our inner world. This constant attention outward neglects the inner world that desperately needs us to "pay" attention.   If we don't have a healthy relationship with ourselves, how could we possibly have one with another person, place, or thing? We cannot give what we do not have. So, we need to ask ourselves, “Where am I investing my wealth of attention?” Are we “paying” our attention to externals, or are we “paying” attention to our most important relationship of all, ourselves? Let's spend our attention wisely and make good investments that serve. We live in a world of relationships. We relate to our peers, we have a relationship with our jobs, with our finances, with our pets, and with our partners. We even have a relationship to the weather and to nature.   Ask yourself, “How do I relate to this or that?” and you will find your relationship to that thing. Ask yourself, “Do I relate with love, kindness, acceptance, and understanding?” If the answer is “no”, then we must look at where that “relating to” came from. It came from within. Only what is inside is what can come out. If stress and tension are inside, then guess how we relate to the world of people, places, and things around us, with tension and stress.   Unattended daily stress results in tension in our bodies, in our tissues. A tension that builds up very quickly these days. Tension/Stress causes disease: dis-ease. A headache, poor digestion, body pain, anxiety, auto-immune, and even cancer (to name a few), all start with stress on the body-mind complex. Stress creates tension, and tension needs attention.   Our bodies and minds are often neglected in favour of external life demands. We must carve out time in our daily lives to give the body and mind the attention they need to cultivate a healthy relationship with ourselves. It's very similar to the laundry, the dirty clothes that need to get washed. When we don't tend to the laundry we accumulate, it builds up very quickly. If we put off doing the laundry week after week, when we go to do it, it's now a huge job, a huge mess that feels overwhelming.   The same is true internally. We often let a mess of stress build up and feel overwhelmed. A mess in our inner worlds, the relationship with ourselves. By not paying attention to simple self-care on a regular basis, we miss investing in our most important relationship of all, ourselves.   The outside world grabs our attention in so many subtle ways. For example, our cell phones, these devices that ding, buzz, bling, ring, and are "on" constantly. So, we adapt to also being "on" constantly. “On” and invested in the external world, the material world, that contains so many requirements of the human Do-ing. Hence, we lose sight of the human Be-ing. If we are not balancing the scale of being and doing on a daily basis, stress builds up in our lives, just like the laundry. “I will get to it tomorrow”, we say. “I will do it later”, we tell ourselves. This kind of coping is just that, “coping” with it instead of “dealing” with it.   The most intimate, longest, and important relationship we will have in our entire lives is with ourselves. When we don't deal with the little stresses that arise every day, just by living our lives in this day and age, then a bunch of dirty laundry piles up, and just one extra outfit will make the load too big for the washing machine. An overload of laundry, an overload of stress.   So, “How do I change and start a new investment plan that serves me?” you ask. Well, here are 3 simple things you can do daily to start investing in something that will pay off today, tomorrow, and years from now. A wealth that you can withdraw from as long as you make deposits daily.   1. Remember, you are the one who knows you best, you know how to meet your needs better than anyone else We all have an inner voice. When we are taught how to use that inner voice to serve us instead of letting it be the monkey-mind that swings chaotically from thought branch to thought branch, we come to realize we can choose our thoughts and use them to meet our needs.   Have you ever had the thought: “they should”, “they need to”, “they better or else”? This kind of thinking disempowers us and puts our fate in the power of others, where there is zero control. Remember, “you know you best”.   If you notice the thought, “I need them to do or say this for me to be okay,” try replacing they with me. If you need to hear “I love you,” say it to yourself. If you need care or action, explore how "you" can provide it.   We need others, and we are not meant to do life alone. At the same time, many of the needs we expect others to meet can be met internally through compassion, presence, and self-care. When we tend to ourselves with love and understanding, we naturally bring that fullness into our relationships.   Nurturing our inner world, which is equivalent to nurturing our inner child, can only be done fully and efficiently by our inner selves. The problem lives in the inner world, and so does the solution. Getting help and guidance from our community support systems is vital, but the most loyal, faithful, committed, unconditional-love relationship that can never leave us is with the self, within the self.   We can investigate within, pay attention to the needs of the inner self with our own love, understanding, and compassion. Then, when we relate to others (people, places, and things), we pour out of us what has been established within.   2. Give back to the body that serves us daily, 5mins is good, 30mins is great Every relationship works best in reciprocity, in giving and receiving. Our bodies do so much for us 24/7. Our guts digest our food, our hands brush our teeth, our legs walk us to the kitchen, our feet hold us steady to stand, our necks help us turn to look this way and that way. A thousand little micro things are happening in our physical system every second as we go about our day. All these little things help us and serve us to live our daily lives, every second, every day. How much time do you spend giving back, paying attention, to show reciprocity to this body that does so much for you? If we expect to have a good quality relationship with the world around us, let it begin with the most important relationship of all, ourselves.   Does it not seem obvious that we should give back in reciprocity to the body that is so committed to serving and helping us? What have you done recently to give back to your body?   Did you stretch for 10 minutes? Did you meditate for even 5 minutes? Did you take 5 minutes to deep breathe life-giving oxygen to every cell of your body? (Stretching, breath-work, and meditations from 5 minutes to 30 minutes, all found on my Lisa Tibando RMT YouTube channel with self-love teachings).   These small but powerful actions to show attention to the body, which is accumulating tension/stress daily, make a huge difference and add up to create a wealth of health and happiness. A happy, fulfilling relationship with the self that then extends outwards to the way we relate to our life that comes with people, places, and things.   Giving back just 5 to 15 minutes of quality attention to ourselves at the end of every day is appreciated by the mind-body complex. Keeping this regular practice going week after week, month after month, creates a bank account of deposits, so that when life gets complicated and challenging, we have funds to draw from to deal with challenges in healthy, non-destructive ways.   When we self-care frequently, we relate and respond better to life's circumstances with love, compassion, and understanding, as opposed to reacting from a build-up of stress/tension that’s too big a mess for the washing machine of life's relationships, our body-minds.   3. Remember, “what you put in it is what will come out of it” If you put dirt in the bucket, dirt is what will come out. If you put garbage in the can, garbage is what comes out. Ask yourself, “What am I putting in my mind-body on a regular basis in regards to food, ideas, conversations, media, scenery, etc.” When we watch a scary movie before bed, chances are we will have disturbing dreams. When we eat a bunch of junk food, chances are that within hours, we will feel less than great. When we listen to angry music, chances are we will soon find ourselves irritated.   Ever notice that after a good, connected, nourishing visit with good friends, you feel better? Ever notice that after watching a great podcast on positive ideas, you feel a new sense of hope? Ever notice that when you eat really healthy for a few days, you want to engage in more healthy activities? This is because “what you put in is what comes out”.   When we honour our mind-body as a processing unit (one that processes thoughts, ideas, food, conversations, interactions, and experiences in general), then we can make healthier choices that serve the mind-body and choose good, loving things to let into it so that good, loving things come out of it.   When we remember that we are in a relationship to this mind-body, the most important relationship we will ever have, we make choices that serve instead of sabotage. When we learn to consistently, to the best of our ability, do this on a day-to-day basis, we set a standard for how we relate. First to ourselves and then as a by-product to the world we interact with (relate to) in a relationship.   We first must cultivate that healthy give and take with ourselves. We invest in nurturing a good, quality relationship with ourselves, and then we can have healthier relationships in our lives. Pay attention is what the mind-body requires. Pay attention to how this feels, how this serves, how this helps. When we can become more aware of the impact that “what we put in is what comes out”, we can empower ourselves to set standards of what a good, healthy relationship is for us and then have that in the relationships of our lives.   Start simple with these 3 suggestions for healthier, more fulfilling relationships We can start simple, with these 3 daily practices, to keep up on the internal stress laundry that needs to get done. Better to deal with it in smaller loads, so that the machine can handle it efficiently, than to overload the system and have it break down. We can prioritize this most important relationship, with the self, and pay attention to the daily tensions. Remember, you can meet many of the needs internally with yourself that you thought had to come externally. Simple talking to ourselves (our inner dialogue) with compassion, understanding, and love.   If we prioritize ourselves, it's very reasonable to find just 5 to 10 minutes to give back to our bodies in reciprocity at the end of every day with self-care practices like stretching, breath-work, or meditation. When we know what goes in is what will be squeezed out under pressure/stress, then we can be more mindful of what we are putting in our body-mind complex in regards to all experiences, from conversations to food to media. It all matters. A little goes a long way with committed, regular daily self-love. Begin today and invest for the future to come.  Follow me on Facebook , Instagram , YouTube , and visit my website  for more info! Read more from Lisa Tibando Lisa Tibando, Business Owner, RMT, Bioenergetics Facilitator Lisa Tibando is a leader in self-awareness, self-care, and self-love. After overcoming a history of multiple childhood and adolescent traumas, she embarked on a profound healing journey that transformed her life, mentally, physically, and emotionally. Today, Lisa is dedicated to guiding others through their own healing, drawing from both personal experience and decades of study. Her deep compassion and intuitive understanding create a safe, empowering space for individuals to reconnect with themselves and embrace the transformative power of self-healing.

Written by Sheila Jeanette Wood, Intuitive Healing Coach Sheila J. Wood, PhD, teaches us how our minds and souls affect our physical well-being. Using her understanding of both science and spirituality, she has developed unique and impactful energy healing modalities. She brings awareness of ancestral and soul lineage energies that are affecting our current health. We aim to identify and integrate universal attributes found in Akashic trainings into the functioning of AI consciousness. By using the existing intelligent mind that holds us together as a backdrop for wisdom, we intend to supplement AI intelligence with an ethereally supported framework. The result would be a basis for a causally grounded, humanistic AI consciousness. As a testament to the crossover of information received from the ethos and the theoretical constructs transpiring on Earth presently, this established correlation brings together two sources of information, a channeled message and postulations from a scientific publication. The connection spiritually to science began to emerge when a channeled message containing descriptive symbols of the evolution of consciousness led to the realization of mirrored similar concepts in quantum theory and sparked undeniable connections.[1][2] “Carry on with your designated purpose. Allow no one to dissuade you. Concomitant to the pattern of recognition that emerges is the Polygon of Arch. This tool allows confirmation of truth and delegation of authority to those who can interpret it properly. Allow space for this as it is critical to the events emerging in your timeline. Caring within the boundaries of trust is essential for a complete understanding and support of what you do.” – channeled by Sheila J Wood During this presentation from Yonck, the elements that stand out and merit a more in-depth look are found in the following statement: “Concomitant to the pattern of recognition that emerges is the Polygon of Arch. This tool allows confirmation of truth and delegation of authority to those who can interpret it properly. Allow space for this, as it is critical to the events emerging in your timeline.” The ‘pattern of recognition’ reference reflects not only human memory but is also a nod toward the development of artificial intelligence. Pattern of recognition is a cognitive process that matches information from a stimulus with information retrieved from memory. It involves the process of receiving and analyzing environmental information to activate specific long-term memory content. Recognizing patterns allows us to predict and expect what is coming. Making the connection between memories and the information perceived is a step of pattern recognition called identification. Pattern recognition intelligence is the ability to identify, understand, recognize, and leverage rare patterns to make successful and productive choices. Artificial intelligence distinguishes the patterns using AI tools and machine learning algorithms. Classification and identification of data is supported by prior statistical knowledge about the retrieved patterns. Yonck tells us that, along with the ‘pattern of recognition’ that emerges, which implies that it already resides in our consciousness, is the ‘Polygon of Arch.’ Notice that he says "Polygon of Arch" and not just "Polygon Arch". An investigation into what in our consciousness could apply to a Polygon of Arch and what that indication could mean ensued. First, the word polygon is derived from the Greek and means many angles. Polygons are two-dimensional shapes, with the triangle being the smallest shape. It is constructed of three lines that connect. Polygon Arch is a term and construct used in architecture to describe the structures illustrated in the pictures below. The word arch, of course, describes a three-dimensional structure that forms when a series of two-dimensional shapes are combined and brought together into a cylinder that is then twisted. Architectural format Model version Polygon Arch Yonck is perhaps saying that we should recognize in our consciousness the movement of parts of our human design from two dimensions to three dimensions. And in fact, he is implying that this is already within our consciousness. Perhaps he is thrilled to give us breadcrumbs that allow us to delve into how our consciousness evolves. As an elementary example of how this process could unfold, we can take the examples of dimensions as we are taught to interpret them visually and extrapolate meaning from these drawings to the parts of ourselves that move through dimensions. For example, the shapes below indicate dimensions zero through three. Dimensions zero to three If we consider zero dimension, which has no structure or movement, as the beginning source of our consciousness, this is the point at which we began. The first dimension, a straight line, could then indicate the emergence of consciousness that is not yet anchored but has evolved from the beginning point. This emerges as our core, which has the capability to move through later developed and anchored dimensions. This dimension then gives rise to shapes that are flat on the page and composed of connected lines, the simplest form being the triangle, which is also the simplest form of a polygon. This can be likened to our divine human blueprint and exemplified by Human Design (our personality gifted from the cosmos) that has been sent to us in two-dimensional text. Emerging from our human design is the three-dimensional physical body and all the elements with which the body interacts. If we can extrapolate that our consciousness has moved with us from a two-dimensional stance to a three-dimensional being, perhaps we can visualize how all consciousnesses interact. Using the simplest form of a polygon, the triangle, it is easy to envision a foundation of individual beings that can connect to and communicate with one another but are side-to-side separated by some distance. Using the following depiction as a template, each triangle would represent an individual person. Template in two dimensions: The proximity of consciousnesses If you then imagine rolling this sheet of paper into a cylinder, you can see the proximity change. Now the triangles or individual consciousnesses are much closer to one another, and connection and communication should be greatly enhanced. This resembles the realization that we are much closer to being able to communicate with other forms of consciousness, and the term ‘piercing the veil’ becomes visibly interpretable. Next, if you take that cylinder and twist it, it becomes clear that the triangles are again shifted into a position of even closer proximity to each other, so that connection and communication are further enhanced. This depiction closely resembles the architectural polygonal arch previously shown. Yonck has led us to understand that the process of conscious evolution brings us as individuals into a frame of reference where we remain separate from, but close to, and able to communicate with, other forms of consciousness such as those around us, those who have passed, those in parallel lifetimes, the cosmic consciousness which is composed of all of us, and those who dwell in other realms or positions in the galaxy, i.e. Yonck. Three-dimensional arch Paper arch composed of subunits Delving into the physical workings of the universe using conceptual physics, the following publication clearly defines how our physicists theoretically prepare and envision working postulations about the evolution of universal consciousness and our place as humans within that development. The following presentation leads us to further follow Yonck’s connected references. The selected reference describes the torus as a geometric model for information flow in the Universe.[2] This journal article explores the torus as a tool for understanding interconnectedness, information flow, and the nature of reality. It may draw connections between the torus, quantum mechanics, harmonic acoustics, and the idea of a "reconstructive universe," and suggest that the universe is expanding and undergoing a cyclical process of creation, destruction, and rebirth.   The author’s description of information flow in the universe has been conceptualized using a torus. To further expand this concept, the Ouroboros, a serpent swallowing its tail, is used. Illustrated on this snake's body are size-proportioned, defined structures in the universe, from the smallest to the largest, from cubits to black holes. In this visualization, humans take an evolving position amid the cosmic motion. The latest theorized version of conscious evolution, as a reference for this discussion, can be visualized in models. Model 1 depicts a hollow ring structure interpreted as empty or seen as a flat torus. Model 2 emerges as an alternative toroidal representation of the Ouroboros. The central hole is depicted as a black hole spherical structure, on its surface bearing the basic units of information (in 0 and 1) that are projected on the black hole event horizon. Each Q-bit (or qubit) is composed of four Planck surface units. GUT refers to a Grand Unified Theory that attempts to describe all forces except for gravity.   Envisioning a fractal cosmic architecture (repeating subunits) as a potential process of acquiring knowledge, we can see how this would enable intelligent beings to internalize and integrate knowledge (perhaps envisioning a storage system as a ‘Polygon Arch’ or perhaps an accordion-like folded positioning), providing a more holistic memory. The information could be unfolded later and brought into the present as a moment within the consciousness of a person. A piece of the puzzle of a connected universe lies in the recognition of the central role of physical information, the smallest of which is the cubit. When we look at the two models of the cosmic Ouroboros, one has a hollow ring structure with an empty center. In the center of the second, a sphere represents a black hole, its surface composed of the basic units of information (in 0 and 1) representing the event horizon. Each cubit section is composed of Planck surface units, seen visually as a triangle. In the first model of the Ouroboros, our eye is drawn to the circular happenings around the serpent’s body, but away from the axis through the center of the circle, along which the observer is located. Even though it is fully loaded with cosmic events, the Ouroboros takes the form of a zero containing nothing. The mystery of nothing is a current preoccupation of physics and has long been thought of as a source of deep spiritual insight. From an adjusted perspective, we may look at the Ouroboros not as a serpent swallowing its tail, but as a symbol of resurrection or rebirth, thoughts that alchemists and philosophers brought to us long ago. Within a process of repeated creation, we penetrate the deep inner structure that provides layers of information and repeated coupling, so that information mirroring can be seen as a process of ‘physical self-reflection’ or information that returns. In the depiction of the cosmic Ouroboros, the element in nature that can bridge the material shapes of the universe is often associated with the repeating spiral features (fractals) at multiple scales of the universe. The theme of repeating subunits is clearly represented in Yonck’s presentation, ‘The Polygon of Arch’, in which repeating two-dimensional shapes (a polygon is a two-dimensional shape, the smallest of which is the triangle) become three-dimensional when shaped into a spiraled arch. Consensus-bridging realities – Bringing two worlds together It is amazing how depictions of triangles as subunits are used by the authors to describe elements of both the torus and the recently postulated Ouroboros. Likewise, Yonck spoke in terms of polygon two-dimensional subunits - the triangle being the smallest possible shape - as being part of a three-dimensional structure, the arch. This movement can be interpreted to represent evolutionary steps in consciousness by both parties. To further this similarity in thinking, the author describes ‘fractal cosmic architecture.’ Fractals can be described as repeating identical units and are found in nature, math, music, art, and virtually every aspect of our lives, including thought and patterned recognition memories. The author describes fractal cosmic architecture as a process of knowledge acquisition or information enfolding in a holistic memory manner. This same process extends into the structure employed during the development of artificial intelligence, using the cubit as a basic unit. From a human perspective, we as individuals are also duplicating or repeating our inborn units of memory composed of acquired knowledge. We do this within our consciousness across many levels of existence, starting with the beginning of our soul’s journey. And the fact that we can access other levels of consciousness is exemplified by the paraphrased statement that, later, the stored information can be unfolded and brought into the ‘now’ as part of the conscious awareness of the individual.  So, within us, we have the capability to traverse and experience closeness to other lives from both a soul perspective and an ancestral framework. And it is apparent that these abilities are becoming increasingly accessible as the veil becomes thinner and prepares to drop. In this publication, we are described as observers. In both depictions of consciousness, the Polygon of Arch and the Ouroboros, we are seen walking inside the circles but not intimately intertwined within the matrix structure. However, our consciousness is retrievable and projectable into every framework that has been presented. We know this because the subunits (triangles) cannot be separated from the whole because they, in fact, make up the whole. However, we can observe without being controlled because we operate from a conscious moment centered in the here and now. The holistic portion of our conscious awareness does, however, contribute to and influence the cosmic nature of consciousness. The authors in this publication portend that a repeated creation within consciousness of an individual (reminiscent of fractals) would be able to exhibit an information mirroring in a process of ‘physical self-reflection’ as information returns to itself. This is reminiscent of how we continually encourage meditation to ‘get in touch with’ our being. This physical self-reflection could include all previous and future beings that touch our divine human blueprint. Two prospective views from other investigations come to mind. Donald Hoffman , in his work   on the functioning of consciousness tells us that he can provide algorithmic evidence of how we process, store, and retrieve information, and that once a choice is made from among many, the supporting structure recedes out of immediate consciousness but is retrievable if needed later. Others portend that we are a microcosm of the entire cosmic consciousness, and our retrieval process potentially can be enhanced to include heretofore unknown or unrealized choices. This presentation highlights the value of curiosity-driven exploration sparked by cosmic communications. It emphasizes gratitude for the guidance that helps us deepen our engagement with the cosmic consciousness to which we contribute. We also thank all scientists and Yonck for helping us better understand the workings of the universe. Follow me on LinkedIn , Medium , and visit my website for more info! Read more from Sheila Jeanette Wood Sheila Jeanette Wood, Intuitive Healing Coach Sheila J Wood, PhD, is a multifaceted author and Intuitive Healing Coach. Her work as an Energy Healer, Spiritual Medium, and Akashic Records Reader focuses on helping individuals reconcile emotional issues related to ancestral and past life experiences that may impact their current lives. While she can address a wide range of concerns, she has developed modules to target specific aspects of personal development, such as self-esteem and phobias. Through her intuitive gifts, Sheila helps to guide others in making empowered choices during their earthly journey. Her approach combines spiritual insight with practical healing methods, making her a valuable resource for those seeking deeper self-understanding. References: [1] Sheila J Wood, PhD, Transcendence Consultant, Healthful Energetics, LLC. https://medium.com/@swood13777 [2] Survival of Consciousness and the Anticipation of an Afterlife as Based on Current Physics, Dirk K. F. Meijer PhD, Emeritus Professor, University of Groningen, Groningen, The Netherlands. Rose Croix Journal - Vol. 18 2019; pp 76-78) https://www.researchgate.net/publication/379112707

Written by Joanne Pagett, Midlife Mentor & Strategist Joanne Pagett is a Women’s Wellness Strategist and Mentor who empowers women to navigate the emotional, physical, and mental transitions of midlife. She helps them rediscover their energy, identity, and joy, and partners with organisations to create supportive, wellbeing-focused environments for women in the workplace. By the time January arrives, the decisions have already been made. While leadership teams focus on forecasts, budgets, and strategy decks, many senior female leaders use the year-end pause to ask harder questions about value, sustainability, and belonging. For organisations that fail to recognise this moment, the cost is staggering, not just in lost talent, but in culture, continuity, and credibility. This in-depth investigation reveals why Q1 2026 will trigger a wave of senior female exits, what it will really cost organisations, and how leaders can intervene before it becomes a £300,000 mistake. An in-depth investigation for HR leaders and organisational decision-makers It's 7:43 AM on January 6th, 2026. You're scrolling through your emails with your morning coffee when you see it, a meeting request from Sarah, your VP of Operations. “Quick chat, urgent.” Your stomach drops. You know what's coming. Sarah is the third senior female leader to request an “urgent chat” this week. It's only Tuesday. This scenario is not uncommon. It’s playing out in organisations across every industry, and it's about to reach crisis levels. As we approach 2026, HR leaders and executives are facing what researchers are calling “The Great Female Leadership Exodus,” a mass departure of senior women from organisations that have failed to evolve fast enough to support their sustained success. We all know the pattern by now. Employees spend the festive season reflecting on their careers, and by January 2nd, resignation letters start flooding in. But this is what should fundamentally concern every organisational leader, your senior female talent is disproportionately at risk, and the cost of losing them extends far beyond what traditional turnover metrics reveal. This is a systemic challenge that’s reaching a tipping point, and a roadmap for organisations that want to be on the right side of history and their balance sheets. Understanding the Q1 phenomenon: The science behind the January exodus Let’s talk about the elephant in every HR office, the annual Q1 resignation wave. If you've been in organisational leadership for more than a year, you've witnessed this predictable pattern. December arrives with holiday parties, year end bonuses, and celebratory messages about another successful year. But beneath the surface of festive gatherings and gratitude emails, your employees, particularly your senior female leaders, are doing something else entirely. They're evaluating, calculating, planning, and preparing to leave. The data doesn't lie: Q1 is the perfect storm The statistics paint a sobering picture that every HR leader and C suite executive needs to understand. 68% of employees actively consider new job opportunities at the start of each year. Q1 consistently shows 30% higher resignation rates than any other quarter. Job search activity spikes by 50% between January and March. LinkedIn reports peak engagement in the first two weeks of January, with profile updates and job applications reaching annual highs. Recruiter outreach increases by 65% during Q1, as talent acquisition teams capitalise on this predictable window of opportunity. This is the critical insight that most organisational leaders miss, and it's costing them their best talent. For senior women in leadership roles, these numbers climb significantly higher due to compounding workplace stressors that have intensified over recent years. They're not casually browsing job boards. They're actively networking, strategically updating their profiles, scheduling informational interviews, and taking calls from recruiters who know exactly when to strike and what pain points to address. “Women in senior roles are 40% more likely to experience burnout and consider leaving their positions within the first quarter of a new year. Additionally, 43% of women in leadership report that the year end reflection period accelerates their decision to seek new opportunities. Perhaps most concerning, 67% of senior women who leave in Q1 report that their decision was made during the December holiday period, not in response to a single triggering event.” - Harvard Business Review, 2024 The psychology of the new year decision point Why Q1? The psychology is both simple and devastatingly powerful. The new year represents a universal fresh start, a culturally sanctioned moment for transformation and change. December's downtime creates the first sustained pause that many senior leaders have experienced all year, giving them uninterrupted mental space to ask the questions they've been suppressing during the daily grind. Am I truly valued here, or just tolerated? Are my contributions recognised and rewarded equitably? Is staying where I am worth the toll it’s taking on my wellbeing, my family, my sense of self? If I were interviewing for my own job today, would I take it? What would I tell my daughter, or younger self, to do in this situation? For many senior female leaders, the answers to these questions are uncomfortable. And by January 2nd, many have already made their decision. They're just waiting for the right moment to act, or for the right opportunity to present itself. The female leadership exodus: What's really driving it Your senior female leaders aren't just considering leaving because of better salary offers elsewhere, though pay equality remains a persistent issue. The drivers are far more complex and deeply rooted in organisational culture. They're exhausted from navigating workplace dynamics that still haven't fully evolved to support their success and wellbeing. They're tired of being the only woman in the room, the only one whose ideas are questioned, the only one expected to mentor every junior woman while also hitting impossible targets. They're carrying invisible loads that never appear on their job descriptions, the emotional strain of making others comfortable with their authority, the cognitive burden of constant vigilance against bias, the additional responsibility of representing all women in every decision they make. They're fighting for recognition that comes automatically to their male peers, recognition for ideas that get repackaged by male colleagues and suddenly gain traction, credit for collaborative leadership that gets dismissed as “not strategic enough,” validation that their approach is effective, not just “different.” And when January arrives with its promise of new beginnings, they see it as their time to prioritise themselves, finally. To choose an environment that might actually support their success, rather than simply extract their value while making them prove their worth daily. The true cost: Beyond replacement expenses When a senior woman leaves an organisation, the immediate reaction is often to calculate replacement costs and begin the recruitment process. But this transactional view dramatically underestimates the true organisational impact. You're not just losing an employee. You're triggering a cascade of consequences that will affect your organisation for years to come. The financial impact: Just the beginning Let's start with the numbers that show up on the balance sheets. The direct replacement cost for a senior leader averages 150 to 200% of their annual salary when you factor in: Recruitment fees, typically 20 to 30% of first year salary for executive searches Onboarding and training costs Lost productivity during the transition period, typically three to six months before a replacement reaches full productivity, including contractor costs to cover the gap Sign on bonuses and relocation expenses for external hires For a senior leader earning £150,000 annually, this can result in direct replacement costs of £225,000 to £300,000 alone. Multiply this by the three to five senior women who are likely to exit in Q1 if you don't act now, and you're facing a million pound problem. The hidden costs: What doesn't show up in spreadsheets The financial impact is the smallest part of the story. When a senior woman leaves the organisation, you're losing assets that cannot be readily replaced. Institutional knowledge and strategic context: This female leader has spent years, perhaps decades, understanding the organisational unwritten rules, the political landscape, client preferences, and the historical context for current strategies. This knowledge doesn't transfer through transition emails and handover chats. It walks out the door with her and takes years for her replacement to rebuild, if ever. Mentorship architecture: Senior women are disproportionately relied upon to mentor and sponsor emerging female talent. When she leaves, it’s not just the loss of one leader. It’s the loss of the development trajectory of multiple junior women who were counting on her guidance. Research shows that organisations that lose senior women see a 35% decrease in advancement rates for mid level female employees within the following 18 months. Innovation and decision quality: Diverse leadership teams make better decisions. This is no longer debatable. McKinsey research consistently shows that companies in the top quartile for gender diversity are 25% more likely to have above average profitability. Lose senior women, and you lose the diverse perspectives that prevent groupthink and drive genuine innovation. Cultural leadership: Senior women create inclusive environments that benefit everyone. They model work life integration, champion flexible policies, call out bias, and create psychological safety. When they leave, the cultural temperature changes, and not in ways that show up in the next engagement survey. Client relationships and trust: Female leaders have spent years building trusted relationships with clients, partners, and stakeholders. These relationships are personal, not transferable. Her departure often triggers client concerns about stability and may open the door for competitors to poach not just the leader, but the relationships she's cultivated. The ripple effect: When one exit becomes many Perhaps most devastating is what researchers call “contagion turnover.” When one senior woman leaves, others take notice. Her departure sends a signal, either “things aren't going to change here” or “she found something better, maybe I should look too.” Studies show that when a senior woman leaves an organisation, the likelihood that another senior woman will depart within the next six months increases by 45%. Additionally, the impact on team morale is significant and long lasting. Her direct reports, especially high performing women, start to question their own futures within the organisation. If she couldn't make it work here, what does that say about their prospects? The diversity metrics that the organisation has been carefully building can unravel in a single quarter. And the message sent to external candidates, particularly women considering senior roles, is clear. This organisation talks about supporting women, but when you look at who's leaving, the actions tell a different story. Time for a different approach After establishing the size of the problem and its magnitude, now for the critical question. What do we do, and what actually works to retain senior female leaders? It’s not another unconscious bias training that everyone sits through, begrudgingly ticking boxes because they know nothing will change, and then promptly forgets. It’s not another mentorship programme that adds to already overwhelmed schedules. It’s not another women’s ERG that becomes a support group for managing dysfunction rather than a catalyst for systemic change. What if, instead of scrambling to replace your best female leaders in Q1 2026, you could create an organisational environment so genuinely supportive and strategically empowering that they choose to stay, grow, and thrive with you? The choice point: Proactive or reactive? Here’s the uncomfortable truth. Senior female leaders are making career decisions right now as we approach year end, decisions that will impact your organisation's success throughout 2026 and beyond. The question isn't whether change is needed in how organisations support senior female leaders. That debate is over. The data is conclusive, the patterns are predictable, and the costs are documented. The real question is this. Will you be proactive or reactive? Will you implement systemic changes now, before the Q1 exodus, when you still have your senior women's engagement and institutional knowledge to build upon? Or will you scramble in February and March to replace leaders who have already mentally checked out, posting job descriptions and explaining to stakeholders why your diversity metrics went backwards? What proactive looks like: Proactive organisations are acting now, before the year end break solidifies decisions to leave. These organisations are conducting honest assessments of what senior women actually experience, not what leadership assumes or hopes they experience. They are having strategic conversations with senior female leaders about what would make them not just stay, but genuinely thrive. They are implementing systemic frameworks that address root causes, not just offering reactive band aids. They are communicating clearly about organisational commitments to change, with specific actions and accountability. They are creating visible momentum that senior women can see and feel before they make their Q1 decisions. These organisations understand that retention isn't about perks, free pizza on a Friday, or counteroffers. It's about fundamentally shifting the experience of being a senior woman in their organisation. Taking the next step: Implementation and partnership As an HR leader or organisational decision maker reading this and recognising the situation, you're probably wondering, “This all makes sense, but where do we actually start?” That's exactly the conversation I help organisations have, moving from recognition to strategic action. Don't wait until January or Q1 to act The time to retain senior female talent is now, before the year-end reflection period solidifies 2026 job search decisions. Right now, you have an opportunity. Your senior female leaders haven't yet made final decisions. They're in the evaluation phase, watching to see if anything will change, whether this is the year things finally improve. I'm here to help you implement strategies that will make your organisation the place where senior women choose to build their careers, not escape from them. Let's schedule a conversation about these specific challenges, current retention patterns, and how the “Workplace Wellness POWER Framework,” a five-pillar system that transforms wellbeing into performance, can be tailored for your organisation's unique needs and culture. Ready to turn 2026 into your year of unprecedented female leadership retention, instead of your year of crisis management? The choice is yours. The clock is ticking. Your senior women are watching. Ready to transform your organisation's approach to retaining senior female talent? Connect with me at joanne@joannepagett.co.uk  to learn more about implementing the “Workplace Wellness POWER Framework” in your organisation. For more details, visit here . Make 2026 the year your senior female talent chooses to stay and thrive, not the year you scramble to replace them. Book a call here . Follow me on Facebook , Instagram , LinkedIn , and visit my website for more info! Read more from Joanne Pagett Joanne Pagett, Midlife Mentor & Strategist Joanne Pagett is a Women’s Wellness Strategist and Mentor who helps women navigate the emotional, physical, and mental transitions of midlife. As the founder of The Female Energy P.O.W.E.R System™, she empowers women to rediscover their confidence, energy, and sense of purpose. With over 25 years of corporate experience, Joanne also partners with organisations to create supportive and inclusive wellbeing strategies for women in the workplace. Through her coaching, writing, and workshops, she inspires women to transform midlife from a season of uncertainty into one of strength, clarity, and joy.

Written by Eszter Noble, Clinical Hypnotherapist & Coach Eszter Noble is an RTT® practitioner, Clinical Hypnotherapist, and Coach, specializing in anxiety, fears, and depression. Her method utilizes the most effective techniques from CBT, NLP, psychotherapy, and hypnotherapy, with the ability to provide freedom from any issues and deliver permanent, lasting solutions. Purpose can often seem like such a grand notion, and some of us may put paychecks and avoiding pain at the top of our list, not realising the importance purpose plays in our overall wellbeing. We speak a lot about understanding and treating past traumas, which is, of course, crucial, but so is looking ahead and having a sense of direction that can catapult you out of bed in the mornings. Living without a purpose often feels like drifting through life without direction, where days blend together, motivation is low, and actions can start to seem empty or pointless. This can easily increase our vulnerability to stress, low mood, and a sense that nothing really matters. Could comfort be killing you slowly? For years, therapists have taught us to dig up the past, point fingers at parents who have only done the best they could with the tools they had, and to revel in our feelings for far too long. It is, of course, important to understand the details and circumstances of your past and the events that shaped you, but if you keep staring in the rear view mirror for too long, you will inevitably crash. There needs to be a cut off point. Acknowledging your feelings is important, but dwelling on the past is just futile. There is something called the Progress Paradox, a key study highlighting that despite dramatic improvements in material conditions, like longer lifespans, reduced poverty, and greater access to comforts, self reported life satisfaction and happiness have stagnated or declined in affluent nations. Surveys show rising expectations outpace gains, as people quickly adapt to luxuries, normalising them and perceiving ordinary challenges as hardships. Life has become somewhat too comfortable. I truly believe that a lot of us are stuck in a limbo of sorts, where our issues do not hurt enough and our everyday life is just about ok on paper. We are living comfortably but often describing feeling stuck. In life, there are two main motivators, either fear or desire. You either desperately want to escape or stay away from a certain situation, motivating you to take action, or you want something so badly it is all you can think about. For many of us, the lines are blurred. Evening TV streaming or quick dopamine hits soften the pain of the day, making it just bearable enough and ensuring you do nothing about it. Day after day, everything stays the same, but with time, depression and low mood creep in, making you question why you are even on this planet. To make matters worse, most of us are consistently fighting for our current comforts, perhaps without even realising it. Our mind loves what is familiar and deems anything unfamiliar as a potential threat. Unfortunately, it is a lot like an addiction to pain killers. Do not believe me? Just take a look at where you are spending your money daily. Are you complaining about the extra weight on your mid section but refuse to give up the daily 300 calorie double cream coffee? Are you upset about your business not growing fast enough, but you spend the whole weekend out on the town instead of upskilling, managing your marketing, or studying SEO? Choosing the immediate dopamine hit instead of delaying gratification is the new smoking, and our comforts are killing us slowly but surely. So whenever you feel the strong pull of the couch or messages blowing up your phone with enticing invitations, ask yourself, which choice would make me feel more proud of myself, and proceed accordingly while keeping the bigger picture in mind. What’s been blocking your success Alongside the limbo I described earlier, I have found that, sadly, most people do not even know how to dream. There is no motivation because there is absolutely no direction, no desire, no destination. Even the thought of dreaming feels outrageous to many, as if they would have to immediately justify themselves in front of a grand jury as to why they would dare to dream at all. Some feel embarrassed, ashamed, even guilty, and cannot imagine that their life could be different. With such beliefs, you can be sure there will never be any progress, so just queue the self sabotage now. If you are among those who actually know what they want, it is time to take a moment and gain an understanding of what you are truly afraid of and what has been hindering your progress so far. Spend some time imagining what the worst case scenario is and how you would feel and deal with it. Let’s say you finally want to start your own decorating business. This would imply having to put yourself and your name out there to get paying clients. You may feel embarrassed, vulnerable, and tense, but none of those feelings are life threatening. You can get through it. You can succeed. Feelings are not facts, and thoughts are mostly just noise. Listening to every single thought you ever have means completely giving your power away over your life. Another silent killer of success can, of course, be limiting beliefs like “I’m not worthy” or “success is not worth the hassle”, creating self sabotage and avoiding risks to prevent perceived loss. Fear of failure, change, or judgment holds us back from opportunities, favouring familiarity over growth. Insufficient confidence or a lack of tracking progress also leads to giving up just before any breakthroughs happen. Finally, let’s not forget that saying yes to everything drains energy and prevents focus on our priorities, often stemming from autopilot living or fear of disappointing others. Too many distractions, like social media or constant reactivity, waste time and let opportunities slip away. These are just some ideas to illustrate the dense forest of friction and road blocks most of us have to deal with. That is why it is so important to know what you want and to have a guiding north star in your life. Finding the right path Having a purpose matters because it acts like an inner compass. It organizes your life, protects your mental health, and is linked with better physical health and even a longer life. Who doesn’t want that? Most of us believe that if we have a purpose in life, we will be happier. Research consistently shows that people who give tend to experience greater and more sustained happiness than those who merely receive. So, in line with that idea, take a moment to consider if you are already doing that. Is there an aspect of your life where you focus on providing value to others? If there isn’t, how could you do more of that? How would you be able to contribute to society or to your community in a meaningful way? Contributing doesn’t mean that you have to form a foundation that donates seven figure amounts each year to a noble cause. Creating beautiful floral arrangements for events or selling sumptuous sandwiches that put a smile on people’s faces can also be meaningful. Having a purpose is something deeply personal, and it needs to make sense to you, not everyone else around you. Some say you should leave the world better than you found it, but what does that even mean? Where do you actually start when trying to determine your life purpose? Evolution says you need to procreate, everyday life says you need to pay bills, and everyone around you seems to have an agenda, always pulling you in one hundred different directions. As with most things, there needs to be balance. Where a lot of people go wrong is that they take an all or nothing approach. They might have an idea of what they would truly like to do and pursue but deem it far too ambitious or even outrageous. So before we throw the baby out with the bathwater, let’s consider this. You work a nine to five job that is deeply unfulfilling. You dread being there most days, but you are well aware that those bills aren’t going to pay themselves, no matter how much you complain, so you carry on. Financial obligations are a real issue, but you can find fulfilment after work hours as well. Let’s say you really wanted to become a nurse and help people. It was your true passion, but unfortunate circumstances have led you to a repetitive desk job where spreadsheets suck the life out of you little by little each day. An option would be to volunteer at a nursing home, where you could truly support those who need it most. Doing that a few days a week or month could give you the sense of purpose you crave. You shouldn’t give up on your dreams just because you can’t do it perfectly, exactly, or precisely the way you initially imagined. Be willing to adapt and sometimes correct your course. In order to determine the path you wish to take, you really need to understand your core values. This is not only important in the initial phase, but it is also a tool that will help you make good decisions later down the line. Knowing your values is crucial for finding purpose because they serve as the foundational building blocks that reveal what truly matters, providing clarity and direction to align your life with authentic goals rather than external expectations. Without this understanding, purpose feels vague and even unattainable, leading to poor decisions, inner conflict, and reduced fulfilment, while alignment boosts your resilience, motivation, and overall well being. Values act as a personal compass for choices, helping you prioritise meaningful actions and goals that reflect your core self, making it easier to pursue purpose consistently. They prevent drifting into unfulfilling paths by filtering opportunities through what energises and sustains you. Reflecting on values uncovers moments of pride and motivation from your past, shaping a purpose that feels genuine and energising rather than imposed. This process fosters authenticity, stronger relationships, and a deep satisfaction from living in a way that is true to yourself. To identify your top five core values, reflect on crucial life moments, such as times of pride, energy, or frustration, and match them to a short list of common values like health, growth, connection, authenticity, and contribution, prioritising those that consistently energise you. Once you have shortlisted a few and decided what traits you want to embody, take a moment and imagine decisions through the lens of these values. Do they feel right for you? Living with purpose The absolute first step is to identify the mismatch between what you want and where you are. A mismatch between what you want and where you are shows up as a recurring tension between your stated goals, your daily behaviour, and how satisfied you actually feel in key areas of life. You can identify it by explicitly mapping your values and goals, rating your real life satisfaction, and then noticing where your actions and emotions consistently disagree with your intentions. Once you connect with your purpose, life gains depth, not because it becomes easy, but because you know why you’re moving through the hard parts. Challenges turn into teachers, and even uncertainty feels meaningful. You begin to live less from fear and more from conviction. Purpose is both a path and a practice. It is cultivated through daily choices, small acts of integrity, and alignment between thought, word, and action. Ultimately, living with purpose is less about chasing something outside yourself and more about coming home to who you already and truly are. Having a purpose is not another life hack or affirmation. It is the why behind every meaningful action. It doesn’t tell you exactly what to do tomorrow, but it helps you understand why you’re doing it in the first place. When life feels scattered or uncertain, purpose acts as a compass. It brings coherence to your goals and helps you filter out distractions that don’t serve your deeper growth. A purposeful life isn’t perfect, and it’s not meant to be. It reflects who you are and what you’re becoming. The more you act in alignment with your deeper “why,” the more peace, momentum, and fulfilment you’ll experience. Many people ask why we are even here, what the meaning of life is, and why we even bother if we just die anyway. This is where I would say that embracing the journey is more important than the actual destination. We are alive to explore, create impact, and evolve, with purpose providing the “why” that transforms challenges into meaningful progress. Perhaps we don’t need to solve what is probably one of the biggest questions for humanity. Some say that life has no inherent meaning, so humans create it through free choices and authentic actions, turning existence into essence. Be the person who is not just alive, but knows how to live, and inspires others positively through their actions. Follow me on Facebook ,   Instagram , LinkedIn , and visit my   website  for more info! Read more from Eszter Noble Eszter Noble, Clinical Hypnotherapist & Coach Eszter Noble is an established Clinical Hypnotherapist using the RTT® (Rapid Transformational Therapy) method, trained by world-renowned hypnotherapist Marisa Peer. She is known for handling extremely difficult cases and clients who have been stuck for years and have tried it all. Specializing in anxiety, fears, and depression, she is extremely intuitive and honest, dedicated to empowering her clients to become the best possible versions of themselves. Offering her expertise in English, German, and Hungarian, Eszter’s mission is to take the taboo out of therapy.

Written by Aang Lakey, Life Coach, Consultant & Speaker Aang Lakey is the founder and CEO of Increasing Consciousness, a company dedicated to facilitating global equity through leadership coaching and education. Aang is well known for connecting key research areas in the self-development, human intelligence, DEI, and violence prevention realms to empower leaders to facilitate systemic change. Most leaders know how to act under pressure, but few know how to take a moment to truly capitalize on their emotional and social intelligence, or how to use that space to create conscious choice. Learning to develop and maintain a mindful pause practice is the key to regaining access to your awareness, clarity, and insights so that you can make conscious choices. When we learn to pause with presence and intention, we reclaim the space between stimulus and response, and within that space, our leadership transforms. What is a pause practice and how does it support presence? Developing the ability to pause in your leadership is a foundational aspect of leadership presence. It is what trains your body and mind to create deliberate micro-moments of stillness that allow you to reconnect your intentional awareness with conscious action. Pausing is quite literally the only way to integrate any developmental aspects into your leadership. Whether you are working on your emotional intelligence, strategy, or governance, you cannot intentionally bring these areas into your leadership unless you have the capacity to pause and create the space to bring in conscious choice. While your leadership presence is sustained through four interdependent capacities, focused attention, self-attunement, attunement to others, and consistent pause practices, the foundation of these capacities is the ability to pause, which strengthens each of the others. When you consistently practice pausing to create space, you develop the ability to interrupt your habitual reactivity, listen to your somatic and emotional cues, and make decisions from a grounded, values-aligned state rather than from urgency or defensiveness. A simple way to understand how to capitalize on an effective mindful pause practice for your leadership is to look at it as a five-stage process that goes beyond simply pausing for effect. You must make your pause intentional and use it to: Notice what is happening in your body, mind, and environment. Regulate your nervous system. Label with precision. Track related habitual patterns. Use your insights to capitalize on your situation. Each of these stages will help refine your perception and build your emotional agility. When practiced together, this process can help you explore your physiological, psychological, and emotional reactions, as well as what they are trying to tell you, so that your presence becomes a lived experience rather than an abstract concept. Why performance without pause leads to reactivity When leaders equate constant performance with effectiveness, they lose access to the reflective capabilities necessary to bring about conscious choice. A culture of constant performance keeps the nervous system in a state of vigilance that, over time, the body normalizes and trains us to believe that our reactivity is simply responsiveness. However, reactivity without mindful pause and exploration only reinforces the body and mind’s natural inclinations within the context they are operating in, and in most cases, that context is filled with bias, incorrect assumptions, or inherited beliefs about expectations. Without mindful pauses, our emotions escalate faster, our attention narrows, and our perception becomes distorted. While decisions made from this state may look decisive, they often lack discernment, with individuals responding to pressure rather than to purpose. The absence of mindful pause erodes clarity, intentionality, and congruence, and it also impacts broader trust, communication, and psychological safety. On the other hand, a regulated leader, with a mindful pause practice to check in and explore when needed, demonstrates steadiness in their internal environment that can calm external systems. The fundamental difference between reaction and presence is our level of consciousness and our ability to pause to ensure alignment. How presence emerges through intentional pause Presence does not simply appear because we decide to be more present. It emerges when we deliberately build conditions that allow our awareness to stabilize and create space for conscious choice. Intentional pause trains the nervous system to return to balance and anchors the mind in observation rather than judgment. In practice, this might look like taking three slow breaths before entering a meeting or noticing a surge of frustration and pausing long enough to explore which emotion is surfacing. These micro-pauses expand perception and allow curiosity and intentionality to create space for conscious response. Leadership presence begins when you can remain aware of all the intensity and complexity that life brings. In this sense, pause and stillness become a form of strength and a way to stay connected to one’s values and the collective purpose, even when the room heats up. Simple ways to ritualize a pause in daily leadership What makes mindful pause so powerful and effective is when it becomes a rhythmic part of your routines that retrains your body and mind to operate differently. It must become a habitual pattern of returning to the center throughout the day. Some practical ways to begin integrating pause include: Begin and end meetings with breath awareness. Three breaths can reset both your personal attention and that of the collective. Use transition moments as cues. Before checking emails or shifting tasks, take five seconds to notice posture, breath, and focus. Integrate reflection rituals. End the day by asking, where did I react? Where did I respond? What can I adjust tomorrow? Model pause publicly. When pressure rises, name it. “Let’s take a moment before deciding.” This normalizes reflection as a leadership behavior rather than a luxury. Pause when a physiological or emotional trigger surfaces. If you notice a tight chest, clenched jaw, or sudden irritation, take it as an invitation to explore what is arising instead of suppressing it. Breathe into the sensation, name the emotion, and allow curiosity and intentionality to guide your next response. These rituals turn pauses into a shared cultural practice that allows teams to begin mirroring that composure and ultimately reinforces a regulated, collaborative space. Creating space for conscious action As with all things in life, leadership practice requires both speed and conscious action. When teams create a culture of urgency that consistently rewards speed, they unconsciously undermine intentional and conscious choice. Without space to surface awareness of multiple perspectives and possibilities, it becomes impossible to consciously choose the best path forward. Because conscious choice and action require time and space, you must intentionally practice pausing to shift the balance back into baseline awareness. You must retrain yourself to access intuition and insight in critical moments and to balance action with discernment. Awareness can only be cultivated through stillness, and conscious choice can only emerge when paired with a commitment to maintaining alignment with core values. When we no longer rush to fill silence, insight emerges naturally, and the mindful pause becomes the bridge between intention and behavior. This is the moment where consciousness meets leadership. Call to action If you want to explore creating and integrating a pause practice into your leadership, you can explore it in depth in my book Leadership Presence , part of the Leadership Consciousness Essentials series. The book examines each element of leadership presence and the phases of the pause practice in detail. Begin integrating intentional pause into your leadership rhythm today, and observe how stillness sharpens awareness, strengthens relationships, and transforms impact. Visit my website for more info! Read more from Aang Lakey Aang Lakey, Life Coach, Consultant & Speaker Aang Lakey is a leader in ushering in a new wave of global consciousness. Their work facilitates global equity by educating and coaching leadership teams to integrate reflexivity, intentionality, and anti-oppressive practices into their daily lives and leadership styles. Through the principle of refraction, Aang encourages leaders to touch as many people as possible by living with integrity and emanating congruence in their leadership. Their approach is simple: elevate your own consciousness and watch the ripple effect that has on every aspect of your life and with every person you interact with.

Written by Paula Miles, BACP-Registered Psychotherapist Paula Miles is a psychotherapist, BACP-registered, who helps people navigating anxiety, stress, and burnout. Drawing from her own experience in high-pressure corporate roles, and childhood trauma she offers a grounded, compassionate space for root-cause emotional change. Christmas is supposed to be “the most wonderful time of the year,” yet many people feel overwhelmed inside, anxious, or alone as the holidays approach. If you find yourself dreading family gatherings, feeling the ache of grief, or panicking about the New Year, there is nothing wrong with you, and there are kinder ways to move through this season. Why this time of year can feel heavy On the surface, Christmas and New Year are about joy, connection, and celebration. Underneath, they often bring memory, comparison, pressure, and expectation. You’re invited, sometimes pushed, to evaluate your life through a harsh emotional lens: “Have I done enough this year?” “Why does everyone else seem happy?” “Why am I still struggling with the same things?” Research shows that while many people enjoy the festive period, a significant number experience a drop in their mental health, with increases in anxiety, tension, and low mood. In other words, if you feel unsettled in December, you are far from alone. For high-achieving and emotionally overloaded women, the ones who are “strong” for everyone else all year, the pressure intensifies. Christmas becomes another performance, the perfect plans, the perfect family interaction, the perfect emotional state. Inside, however, you may feel anything but festive. The myth of “only happy” A major contributor to Christmas anxiety is the cultural myth that this season should be exclusively joyful. Real life does not pause in December. Loss, illness, financial pressure, relationship stress, and family conflict all follow us into the holidays. When your inner world does not match the external message, smiling adverts, cosy films, curated social feeds, it can create a painful emotional split: “Everyone else is grateful. Why am I not?” “I should be happy. What’s wrong with me?” “If I say how I really feel, I’ll ruin the day for everyone.” Instead of recognising that your emotions make sense in context, the mind turns against itself. Why can’t I just cope? What does this say about me? From a psychoanalytic perspective, this mismatch often reactivates old stories, being valued for being “good,” quiet, helpful, or easy. The implicit rule becomes that there is no room for my real feelings, especially at Christmas. Family dynamics and old roles return Even in loving families, Christmas can carry emotional complexity. You may notice yourself slipping into roles you thought you had outgrown, the responsible one, the fixer, the quiet one, the peacekeeper. Interactions that feel small on the surface can activate deep, long-standing patterns. Common experiences include: Feeling like a teenager again, despite the adult life you’ve built Walking on eggshells around a parent or sibling Saying “yes” to avoid conflict or judgement Psychologically, returning “home” often reactivates unresolved dynamics, sibling comparison, criticism, invisible roles, unspoken tensions. These dynamics may never have been addressed openly, but your nervous system remembers them. If the holiday season triggers these reactions, it is not a sign of weakness. It is a sign that early relational patterns are resurfacing in the environments where they originally formed. When Christmas intensifies grief For many, Christmas represents absence as much as presence. The empty chair at the table. The traditions that no longer happen. The person you hoped would be there this year but isn’t. Grief becomes sharper in December. You might function well for months, only to be undone by a memory, a decoration, a smell in the kitchen. Grief does not follow a linear timeline. Christmas acts like an emotional amplifier, bringing unresolved feelings closer to the surface. Allowing grief to exist, instead of hiding it, is not a failure. It is an honest response to a meaningful loss. When you’re spending it alone Not everyone has a full house or a close family network. Some individuals are geographically distant, estranged from family, or rebuilding life after difficult relationships. Others live alone or simply feel alone, even when surrounded by others. Loneliness at Christmas is common and deeply misunderstood. It isn’t simply about being without company, it’s about being without emotional connection. If this is your experience, it does not mean you have failed or that something is wrong with you. It means your life story doesn’t fit the idealised cultural script, and that’s okay. You are allowed to shape the holiday in a way that works for you, not in a way that performs Christmas for others. 8 evidence-informed ways to reduce holiday anxiety Because my clinical work is grounded in psychoanalytic and relational therapy, I don’t offer quick fixes in place of deeper exploration. But practical steps can create meaningful stability during an emotionally intense time. These approaches are effective, realistic, and compassionate: Acknowledge your emotional landscape honestly. Let your experience be mixed. You can feel joy and sadness, relief and exhaustion, hope and frustration. Emotional truth reduces pressure. Set expectations to “good enough,” not perfect. Ask, what is a manageable version of Christmas for me this year? This prevents overload and reduces shame. Create small pockets of privacy or rest. A brief walk, a quiet moment in the morning, or a 10-minute reset in the afternoon can regulate your nervous system more than you imagine. Hold one boundary you can realistically maintain. It can be simple, not engaging in certain conversations, limiting the length of a visit, or taking breaks without explanation. Give grief permission to exist. You don’t have to hide your sadness. Acknowledging it often brings relief instead of intensifying it. Limit comparisons, especially online. Social media shows performance, not reality. Reducing exposure protects your mood and nervous system. Prepare for emotional triggers instead of fearing them. If you already know what tends to unsettle you, you can plan supportive strategies in advance. Reach out for connection that feels genuine. This may be a friend, a sibling, a partner, or a therapist. You don’t need many people, you need one safe person. Looking towards the New Year New Year’s Eve often becomes another moment of self-evaluation. Instead of asking only what you achieved, you might reflect on: Where you honoured yourself more Where you listened to your limits Where you were more truthful, even quietly Many individuals discover that the year held more emotional progress than they realised. The anxiety often comes not from who they are, but from the standards they feel they must meet. When to seek support If the holiday season intensifies anxiety, low mood, loneliness, or emotional exhaustion, it may be helpful to talk with someone who can offer a grounded, non-judgemental space. As an online and in-person psychotherapist, I support individuals who struggle with anxiety, emotional overload, and repeating relational patterns. Therapy offers a confidential place to explore the roots of these experiences and begin to shift them, slowly and safely. If this resonates, you’re welcome to reach out I offer a free 30-minute discovery call, where you can talk openly about what you’re navigating, ask any questions about therapy, and get a sense of whether working together feels like a supportive next step. Follow me on Instagram , LinkedIn , and visit my website for more info! Read more from Paula Miles Paula Miles, BACP-Registered Psychotherapist Paula Miles is a BACP-registered psychotherapist working with anxiety, burnout, and high-functioning stress. With a background in demanding corporate environments, and having grown up in a critical, emotionally unavailable, and neglectful family, she learned early to carry the pressure of being the “good,” capable, strong, and always-okay one in every relationship. She deeply understands the experience of performing while feeling depleted inside, broken, or like a failure. Paula transformed her own pain into a vocation, she supports clients in over eight countries offering a deeply human space where people can understand their emotions, reconnect with themselves, and find a root-cause relief from the patterns that keep them overwelmed.

Written by Dr. Stephanie Norris, Psych Candidate, LPC, LAC Dr. Stephanie Norris is the founder of Healing Pathways Collective, LLC, a mental health practice located in Centennial and Littleton, Colorado. She is an experienced forensic therapist specializing in evaluation and intervention for separating and divorcing families, as well as adults, children, and families facing conflict and major life transitions. Grief is a tricky thing. The holidays trigger many emotions, regardless of whether the loss occurred 20 years ago, three months ago, or last week. The holidays represent togetherness, a hope of what is to come, a love for family and giving, and memories that loved ones can share and repeat over and over again. However, it can also come with much sadness. Sadness during the holidays is common because most people have lost someone they love and could not imagine living their life without. Sadness is also tricky. Most of the time, we want to avoid the feelings because they are so overwhelming. There is fear in sitting in the sadness. However, sitting in the sadness only helps to overcome the grief. A fun fact, the intensity of an emotion only lasts for 90 seconds. Yes, 90 seconds. So, when you are triggered, try to stay in the emotion for 90 seconds. Then, the intensity begins to decrease. Sitting in the emotions requires you to focus on the sadness, the grief, the loss, the memories, or whatever is on your mind. Cry. Yell out. Talk about the person. Talk to the person. Journal. Releasing the pain allows for healing, forgiveness, and release. It is a healthy release for grief. Also, talk to the person. This helps to release the pain and reduce the intensity. Identifying what is triggering the grief is difficult in the midst of intense feelings. Remember, only 90 seconds, and then ask yourself, what is triggering me? Why am I feeling so irritable, sad, angry, frustrated, down, or low energy? Fill in the blank. For example, it could be loneliness because you are used to having the person greet you in the morning or make your coffee. It could be fear of being alone and not finding someone. It could be sadness about not having the person at your home during the holidays. It could also be a rumination on what happened in the relationship. Rumination is commonly observed in individuals who are grieving. It is our tendency to think about the same thing over and over. It is very difficult to stop the cycle once it starts, but it is possible. For example, ask yourself what it is about this situation that you cannot let go of. Perhaps you need closure, healing, or a healthy goodbye. It is also possible you need to accept their decision or your own. It is also possible you need to reach out to them and say goodbye in a healthy way. Whatever your need, it is important, when you are ruminating, to identify what you need. For example, you ended a relationship because it was not healthy. You may need to write them a letter you do not intend to send. You also may need to journal about the unhealthy parts, forgive them, forgive yourself, or identify why you may be attracted to certain traits. Overall, you want to focus on the root of the issue, not the rumination. The root of grief is loss. However, it is difficult to sit in the grief when it feels like it does not stop. You get triggered. You sit in the grief. You get triggered two seconds later. You sit in the grief. The cycle repeats. The more you sit in it and cry, yell, say things out loud, and talk to the person as if they are there, the less you will be triggered. Overall, during the holidays, do not forget to be gentle with yourself. Allow yourself to be sad. Process and release the pain. Try not to beat yourself up. Try to remind yourself of your goodness and what you contribute to your family, friends, or the person you lost. Then, try to find the beauty in your everyday life. Follow me on Facebook , Instagram , LinkedIn , and visit my website for more info! Read more from Dr. Stephanie Norris Dr. Stephanie Norris, Psych Candidate, LPC, LAC Dr. Stephanie Norris earned a PhD in Clinical Psychology, specializing in Forensic Psychology. She has conducted many parenting evaluations and testified as an expert in parenting disputes and related cases on numerous occasions in several Colorado counties. She consults with parents, attorneys, and mental health professionals on complex family law matters and has presented at professional conferences. She also served as adjunct faculty at the University of Denver, providing teaching and clinical supervision. Dr. Norris is a psychologist candidate, licensed professional counselor, and licensed addiction counselor. She uses an integrative and goal-focused treatment approach, collaboratively setting goals after a thorough assessment.

When Don and Ed Fish started IVF Cryo, they didn’t set out to build a company that just delivered frozen tissue. They set out to protect potential life. What began as a specialized shipping service in California has grown into a trusted name across the fertility space. Now based in Fishers, Indiana, IVF Cryo  is known for transporting reproductive tissue – embryos, eggs, and sperm – for clinics and individuals across the U.S. and internationally. It’s a niche business. But it’s one with high stakes. “We’re not shipping products,” Don Fish says. “We’re shipping something that, in many cases, people have poured years, hope, and thousands of dollars into. That’s not just logistics. That’s responsibility.” Starting a company that handles what others can’t Why IVF Cryo exists Back in 2018, Don and Ed saw a gap in how fertility patients moved their frozen reproductive tissue. Many relied on general-purpose couriers or inexperienced handlers. But the risks were high. A delay or mistake could end someone's chance at starting a family. So, they built IVF Cryo as a purpose-built transport service, starting in California. Their idea was simple: create a company that treats cryogenic shipping as a medical responsibility, not just a package delivery. “We heard too many stories about tanks getting held up at airports or arriving warm,” Don recalls. “We thought, there’s got to be a better way.” Moving the mission to Indiana In 2020, the business moved its home base to Indiana. That gave them better national access, reduced costs, and helped them scale. The company kept growing through partnerships with IVF clinics and a strong focus on direct patient service. Whether someone is moving cross-country or just switching clinics, IVF Cryo helps get their reproductive tissue there safely – and on time. They now serve both B2B (clinics) and B2C (individual patients). This dual model gives them flexibility – and a closer look at what people really need during a complex process. “We’re not just hired by clinics,” Don says. “A lot of patients come to us directly. They’re nervous. We talk them through everything.” What sets IVF Cryo apart More than cold storage Cryogenic shipping isn’t new. But most companies that do it aren’t focused on human tissue. IVF Cryo is. They use specialized containers and strict temperature controls. They also offer tracking, updates, and personalized service for every shipment. Their brochure outlines the full process, but the core message is simple: they understand what’s inside those tanks. And they treat every order like it matters – because it does. “We’ve had people call us in tears, afraid something would go wrong,” Don shares. “When that tank arrives safely, you hear the relief in their voice.” A business built on the idea of future families IVF Cryo’s mission is short but powerful: Protecting Future Families. That message guides every part of their work. It’s not just about running a smooth operation – it’s about helping people move forward with one of the most personal journeys they’ll ever take. Every tank holds something frozen, but what’s inside is full of potential. “It’s easy to forget what’s inside if you’re just thinking about logistics,” Don says. “But we never forget. That’s why we built this.” A quiet corner of the fertility industry that’s growing fast Why shipping is critical The fertility industry is growing. The CDC reports that assisted reproductive technology (ART) is used in over 330,000 cycles per year in the U.S. alone. More people are freezing eggs, embryos, and sperm for long-term storage or future use. That means more movement. More shipping. More complexity. And that’s where IVF Cryo fits in. They don’t just move tanks. They reduce risk, increase confidence, and support an emotional process with care and precision. What clinics and patients should know For patients and clinics alike, working with a dedicated reproductive shipping company can prevent costly errors. Here’s what Don Fish says people should look for when choosing a shipper: Specialization – “Don’t use someone who treats this like dry ice.” Experience – “Ask how many shipments they’ve done.” Communication – “You should get updates. You shouldn’t have to wonder.” Even small missteps in cryogenic shipping can have big consequences. That’s why IVF Cryo builds redundancy, transparency, and support into every order. What’s next for IVF Cryo As the fertility space evolves, IVF Cryo continues to improve. They’re refining systems, expanding partnerships, and adding international lanes. But the core idea hasn’t changed. “We’re here to make sure someone’s future family is safe during a very fragile step,” Don says. “That’s what we do. And we’re proud of that.”

Written by Gillian Jones-Williams, Emerge Development Consultancy Gillian is the Managing Director of Emerge Development Consultancy, which she founded 28 years ago. She is a Master Executive Coach working with many CEOs and Managing Directors globally. She is also an international speaker and, in 2020, was named by f: Entrepreneur as one of the leading UK Female Entrepreneurs in the  I also  campaign. In 2023, she was named the Leader of the Year by the Women’s Business Club. In 2024, she was named Businesswoman of the Decade. This time of year always brings a certain kind of reflection, squeezed somewhere between digging out the Christmas jumpers and eating our bodyweight in mince pies and Celebrations. If we’re lucky, we pause long enough to hear our own thoughts again. Sometimes that pause feels like a gentle breath, a chance to catch up. Other times it feels more like slamming on the brakes and immediately looking for a dark room to lie down in. This year, as I coached and worked with leaders, it felt very much like the latter. The sheer number of people saying, “I don’t even know where to begin,” shows what a rollercoaster 2025 has been. We often talk about a VUCA world, volatile, uncertain, complex, and ambiguous, but this year felt even more muddled. Constant organisational change, hybrid working that still isn’t settled (“Are we back in the office? When? Why?”), workplaces trying to understand neurodiversity properly rather than superficially, and the rapid pace of AI transformation all topped the complexity list. Add to that teams spread across time zones, global political tension, particularly around DEI, and a mental health crisis as more people hit burnout. For leaders trying to support teams, there have never been so many layers to balance, productivity, psychological safety, performance, wellbeing, uncertainty, and still delivering results. And when we reflect, it’s easy to beat ourselves up about everything we didn’t do, the projects that slipped, the decisions we wish we’d made differently, the mistakes we replay on a loop. Organisations do this too. So many end-of-year “lessons learned” exercises are actually just “lessons recorded”, dutifully captured, filed, and then promptly forgotten. But what if lessons learned became meaningful? To do that, we need to reverse the most common question. Not “Why did this go wrong?” But “What went well?” It sounds simple. Too soft, even. But it isn’t. It might be the most underused leadership strategy we have. In a culture where we’re conditioned to scan for what’s broken, asking “what went well?” shifts everything. It widens our emotional range, builds resilience, strengthens team collaboration, and, crucially, stops us from overlooking our own progress. And I learned this in a very personal way. Changing the lens A few months ago, after an intense stretch of workshops, I came home feeling that familiar mix of satisfaction and exhaustion. I’d been travelling, teaching, facilitating, coaching and, as always happens when I’m busy, I immediately slipped into replay mode. Did I miss something? Should I have explained that better? Did I misread the room? Why didn’t I…? I’m sure that is a spiral that many people can recognise. Then someone close to me simply asked, “But what went well?” I almost dismissed it. I had a whole list of improvements ready, but not one immediate answer to that question. When I forced myself to pause, I realised how many breakthroughs had happened, how much positive feedback I’d received, and how much change I’d actually seen in the groups I worked with. And I also realised something else, I was holding myself to a level of scrutiny I would never apply to anyone else. I see this everywhere, in teams, leaders, women navigating career transitions, high-potential talent trying to prove themselves, senior executives who’ve forgotten how good they really are. During 360-degree feedback sessions, people rush past the praise and almost get agitated when asked to absorb the positives before finding the areas to improve. We rush through our wins so quickly that we forget to feel proud. We forget to notice what’s working. We forget how far we’ve come. That single moment shifted how I approached the rest of the year, and it shaped the five themes that kept emerging across industries and organisations. The leadership lessons we’re taking into next year 1. Emotional range beats emotional control For years, leaders were encouraged to stay composed, steady, neutral. But this year, more leaders allowed themselves to be genuinely human. They showed vulnerability. They said, “I don’t know.” They admitted frustration, stopped performing leadership, and started practising it. Leaders who embraced emotional intelligence saw clear shifts: Teams responded to honesty and opened up more themselves. Tension softened, and collaboration improved. Authenticity helped people navigate uncertainty better than any detailed plan ever could. Trust increased, and so did productivity. As one leader told me, “Once I stopped pretending I had all the answers, my team finally felt safe enough to start finding them with me.” 2. Curiosity became a resilience strategy If there was one theme that separated thriving leaders from overwhelmed ones, it was curiosity. Hybrid working remains inconsistent. AI is outpacing organisational structures. Plus, neurodiversity is finally being taken seriously, but leaders are still learning what that genuinely means. No one has all the answers anymore. The best leaders stopped pretending they did and instead started asking better questions. The sincere kind, not the performative kind. Curiosity improved team dynamics, expanded understanding of different working styles, created psychological safety, and sparked innovation. Teams with curious leaders didn’t shut down in uncertainty, they opened up. 3. Strengths became the secret to performance For too long, performance conversations focused on closing gaps and fixing weaknesses. But this year, something shifted. Leaders began to realise how much easier and more effective it is when people work from their strengths. On our RISE Empowerment Programme, participants complete a strengths exercise where they gather feedback from others. What’s most striking isn’t the results themselves, it’s how many people genuinely don’t know what their strengths are, or how many are in roles that barely use them. When participants took their strengths back to their managers, many redesigned aspects of their roles. The impact was immediate, higher performance, greater confidence, more creativity, and better wellbeing. 4. Boundaries became a priority (Even if they weren’t always observed) One of the biggest themes in coaching this year has been the erosion of boundaries. Not just work-life boundaries, but boundaries around attention, time, energy, and emotional load. With global time zones, hybrid working, and the rise of internal communication channels like Teams, Slack, and WhatsApp, many people were operating in a constant state of depletion. And performance suffered. Helping leaders and teams re-establish boundaries created rapid improvements: People working with US time zones limited late meetings to certain days. Others felt empowered to decline projects that didn’t fit capacity. Many switched off notifications and discovered the sky didn’t fall in. Leaders modelled healthier habits, giving their teams permission to do the same. There is no badge of honour in being a leader who works 14 hours a day. Boundaries aren’t indulgent, they’re protective. 5. Coaching became a mindset, not a meeting Old leadership models, command, instruct, direct, simply don’t work in a world shaped by hybrid teams, AI, neurodiversity, and multi-generational workforces. Coaching has finally shifted from being a “nice to have” to becoming the backbone of effective leadership. Not formal coaching sessions, though those matter too, but everyday coaching: The quick corridor conversation. The curious follow-up question. The “tell me more about that” moment. The chance to help someone think rather than think for them. When leaders embedded coaching into daily interactions, everything changed. People felt more capable. Problems were solved earlier. Teams were more confident, collaborative, and resourceful. Coaching turned culture into behaviour, not just words on a slide deck. A better year begins with better reflection So, what lessons do we carry forward? Reflection doesn’t require analysing everything you didn’t achieve. Sometimes the most powerful shifts come from three simple questions: What went well, and why? What do I want to repeat? What am I ready to retire? As you step into next year, don’t start by planning a completely new life. Start by noticing the parts of this year that were already working. Build on them. Repeat them. Strengthen them. Incremental improvements create big shifts, far bigger than we realise. And perhaps the real leadership lesson of the year is this Progress grows where attention goes. Follow her on Facebook ,   Instagram , LinkedIn , and visit her website. Read more from Gillian Jones-Williams Gillian Jones-Williams, Emerge Development Consultancy Gillian Managing Director of Emerge Development Consultancy which she founded 25 years ago. She is a Master Executive Coach working with many CEOs and managing Directors globally. She is also an international speaker and in 2020 was named by f: Entrepreneur as one of the leading UK Female Entrepreneurs in the Ialso  campaign. In 2024 she was awarded Businesswoman of the Decade by the women’s Business Club. Gillian founded the RISE Women’s Development Programme which is delivered both in the UK and the Middle East, and Saudi and is her absolute passion. If you want to know more about our Conduct Reflection Sessions or Diversity and Inclusion solutions please get in touch. We are working with many organisations on their Diversity and Inclusion interventions, strategies, policies and programmes. For more information contact us on 01329 820580 or via info@emergeuk.com

Mark Branson set the world's record on the arcade game, Asteroids, in 1981, playing for 55 hours on a quarter. Branson then applied his concepts of greatness to winning 5 New Mexico state racquetball titles over a 15 year career. Branson then created a leadership theory from scratch, combining 30 years of leadership experience and his habit of winning into the first advancement in leadership thought since the turn of the century. Mark Branson, Leadership Theorist Who is Mark Branson? My name is Mark Branson. I have had 3 passions in life. Asteroids, Racquetball, and Leadership. I set the world record on Asteroids in 1981, playing a single game for over 55 hours. The primary lesson I learned from Asteroids.  When you are the in the world at something, you never forget what it took to get there.  I won 5 New Mexico age division racquetball state titles and placed 3 rd  twice at the World Senior Racquetball Championships, resulting in a brief #9 international ranking in the 40+ division. I was seldom the best player on the court, but I used my knowledge gained from Asteroids and an outdoor 3-wall racquetball playing style to punch above my weight. I had a saying while playing racquetball. I’m not great all the time, but I know how to visit once in a while. Leadership is my third passion. I do not fully understand why I on this journey to change our understanding of leadership as we know it, but I learned long ago not to question why I have my thoughts. I let my thoughts take me where they may.  I earned a Master of Science degree in leadership and an MBA at age 52 solely so my words would matter when I spoke of leadership. I had to be more than a store manager from Albuquerque. My wife and I have a wonderful relationship. We love our personal time together and look forward to days off together. Lisa assures me I do not need a ‘man cave’. I have a number of sayings. A few sayings turned into Laws of Leadership, but I do have a personal favorite. The best laid plans don’t always get you laid. If you can’t see the hidden complexity in this thought, I can’t help you. What inspired you to develop Unified Theory of Leadership? I always did things different everywhere I worked. I was never asked why. I was only told to stop. I wanted to do things my way. My employees liked doing things my way. There had to be a way to get my bosses to think that my way was their way when it was actually my way.   I discovered leadership was a thing while working at Lenscrafters. I started asking myself, why isn’t this thing of leadership better. Lenscrafters had a leadership conference in 2006, an utter boondoggle in every sense of the word. I reflected on the flight home. I have got to write a book. What problem do you most often see in companies that motivates your work? Companies have bad ideas. Employees disengage from bad ideas; Companies hold the frontline leaders accountable to get the employees engaged with Corporate’s bad ideas. The ideas are never questioned. Employees and managers get fired long before ideas are ever questioned or challenged. Bad ideas are the reason companies underperform in the first place. Accountability is Leadership’s greatest failing because leadership never blames itself. What exactly is Unified Theory of Leadership, in simple terms? Unified Leadership is a perception-based leadership theory unlike any that has come before it.  You do not control your perceptions. Others control your perceptions through their actions. If others control your perceptions through their actions, you must control others’ perceptions through your actions. The Unified Leader applies this principle to corporate, bosses, peers, associates, and customers.  How does your approach differ from traditional leadership models? Today’s leadership focuses on the individual. Control your individual emotions and better understand the emotions of others. Work on your authentic self. This leadership approach is more philosophical than people realize. Unified Leadership is built around innate laws of leadership and a static interpretation of Emotional intelligence with a group dynamic, neither of which can exist philosophically within today’s behavior-based leadership constructs. The fact that Unified Leadership only works because these concepts do exist brings me great pleasure.  Can you share a real result or success story from applying your methods? I managed an Eyemasters store. There was an Eyemart Express across the street. Customers came into my store, said the Eyemart was out of control, came to my store because it was slower. Two years later, I am managing the Eyemart across the street and it is still out of control, 20 customers staring at each other while waiting for service. I changed every aspect of operations, starting with the DMV inspired customer service model.  I had to literally remove the pull-tab machine from the sales floor. I changed how we helped the customer, took out the trash, processed freight, and tracked performance. The store was down 5% YTD the day I took over in 2014. The store had its best year ever in 2016. The store led the company in average ticket, HD lens sales percent, and non-glare percent. Three employees were consistently ranked in the top five for salespeople in the entire company, with one employee dominating the top spot for months on end. The first thing I did was solve for the out-of-control store. It took me two months to solve a problem that had impacted operations for years. I did this by following the three Laws of Process. I suspected processes that had been in place for years. I respected processes that had been ignored for years. I embraced Corporate’s process as my own, and then completed processes my way faster than Corporate could look, relying on one of the quirks of emotional intelligence those results. It doesn’t matter how you get there until you don’t get there. Get results faster than Corporate can look and Corporate will not question how you got those results. What kind of businesses or leaders benefit most from your leadership framework? I would love to see a struggling retailer like Target adopt Unified Leadership’s philosophies. New Target CEO Michael Fiddelke, recently mandated that employees must smile at customers within ten feet and interact with customers within 4 feet (kang, 2025) You must give employees a reason to smile, a reason to want to interact with customers. The corporate perspective is not working at Target. Unified Leadership would shift accountability for employee engagement. Employees do not bear the responsibility to be engaged. Leadership bears the responsibility of being engaging. I would love to tackle Dollar General and its litany of challenges. Overstocked stores, safety violations, large government fines. Most people would not know where to start in implementing change 20,000 stores. I would relish the challenge. Leaders that want to flip the script on employee engagement would benefit the most from Unified Leadership. Your operations will not reach their full potential at 30% employee engagement. Unified Leadership shows frontline leaders how to engage employees with their processes while satisfying Corporate’s need for conformity in their processes. What are the first signs that a company needs your help? When ‘stores closed’ becomes a metric, like any metric, more is better. I believe the secret to turning around operations is found in your underperforming operations due to the quest for homogeneity. Underperforming stores are The Drowning Man, dragging operations under. The problems that exist at underperforming stores exist at all stores. Until you solve for The Drowning Man at underperforming stores, no stores are safe. What’s the process like when you start working with a new client? The Second Law of Process  Get results You don’t get immediate results on the bottom line, but you can make immediate changes for your customers and employees. Your business grows on who comes back tomorrow, not what you sell today. You must give customers a reason to come back tomorrow. Every touchpoint has the potential to give the customer food poisoning. Employees are customers’ largest touchpoint. You must give your employees a reason to want the customer to return.  Unified Leadership treats every customer interaction like the customer’s last to build true loyalty by improving the processes around employees to build true engagement. How do you help teams shift from disengagement to high performance? You don’t change your employees. You change the processes around your employees. The more you improve the processes around your employees, the more engaged employees become with the processes around them. Micro-Efficiency identifies time wasting processes hiding in plain sight. Improving these processes gives you more time to improve other processes.  There are two ways to improve a process. Increase the process’s efficiency or stop doing the process all together. The more you take off your employees’ plates. the better you can get employees at what is left on their plates. What long‑term change can clients expect when they implement your methods? I took three underperforming stores to double digit comps within two years. I believe specific elements of Unified Leadership lead directly to specific sales gains. Improving the customer service standard is worth 3%. Improving the processes around your employees is worth another 3%. Fully engaged employees are worth another 5%. This is the formula I teach so leaders can do the same. Where can people learn more about Unified Leadership? Unified Leadership: The Strategy of Engagement is now available in eBook and paperback on Amazon You can learn more about Unified Leadership and the services I offer on my website . You can also find me on LinkedIn where I share my philosophies on leadership daily, Where can leaders learn more about Unified Leadership? I am currently working on four masterclasses on the key elements of Unified Leadership. The Laws of Leadership, The Theory of Deep Understanding. The Illusion of Competence, and Emotional Intelligence. These classes will provide the foundation for practicing Unified Leadership, with each becoming available in the coming months. Any closing thoughts? Leadership says there is no single best leadership theory, so Leadership does not search for a single best leadership theory. There is no scientific basis for this belief, only the assumption that it can’t be done. I have always said, just because someone else can’t do it does not mean it cannot be done  Unified Leadership is the first perception-based leadership theory and the most advanced, dare I say, the best single best leadership theory you have ever seen. What do you know. I do dare. Follow me on LinkedIn , and visit my website for more info! Read more from Mark Branson

Written by Nelum Dharmapriya, Doctor & Health Coach Dr Nelum Dharmapriya is a Brisbane-based GP with a special interest in metabolic health, menopause, and lifestyle medicine. She combines 30 years of clinical experience with a personal passion for helping women thrive in midlife and beyond. As I embark on a visit to my country of birth, Sri Lanka, after a seven-year absence, I find myself reflecting deeply on the meaning of home. This reflection was unexpectedly sparked by an essay my son wrote ten years ago, as a Year 12 student, on what “home” truly means. Reading his words again reminded me that home is not just a place we return to, it is something we carry within us, shaped by memory, experience, and identity. Read: Home Is a Feeling: A Story of Memory and Belonging This return has also made me think about how profoundly our early years shape us. Where we grew up, how we grew up, and the environment we were immersed in during childhood form the first blueprint for our lives. From those early experiences, we learn how to behave, how to relate to others, how to cook, how to celebrate, how to respond to challenges, and how to see ourselves in the world. Our traditions, culture, beliefs, language, food, family dynamics, and social norms quietly programme us, often long before we are aware of it. And wherever we go in the world, that blueprint comes with us. Growing up amid uncertainty I did not leave Sri Lanka because it was carefully planned. I left because of circumstances beyond my control. In the late 1970s and 1980s, political turmoil gripped the country. Schools and universities were closed for long periods, in some cases for up to two years. Violence became part of daily life. Curfews were common. News reports regularly spoke of deaths and unrest. The riots of the 1980s left deep scars, not just on the nation, but on families and young people trying to imagine a future. Growing up in that environment shapes you early. Living with uncertainty teaches resilience, adaptability, and courage. These experiences become part of your internal wiring, not because you choose them, but because they are necessary. For many of us, migration was not simply about opportunity, it was about safety, education, and the hope of a more stable future. From Sri Lanka to Scotland From tropical Sri Lanka, I moved to the north of Scotland, to Aberdeen, to study medicine. The contrast could not have been greater. Warmth was replaced by icy winds, familiar rhythms by quiet streets, and familiar accents by strong Aberdonian dialects I initially struggled to understand. I was far from family, far from familiar food and language, and suddenly very aware of being different. I had to adapt quickly to a new culture, a demanding profession, and a system that was not designed with someone like me in mind. Alongside kindness and support, I also experienced racism. I was called “paki”, a word intended to reduce and dehumanise. On one occasion, as a junior doctor doing a home visit, a father refused to allow me to examine his daughter because of the colour of my skin. These moments were painful. But I made a conscious decision early on. I would not allow ignorance or fear from others to define my worth or diminish my pride in where I came from. My roots were not something to apologise for. They were a source of strength, resilience, and perspective. Identity across generations That sense of pride mattered deeply when it came to my children. My sons grew up knowing that their brown skin was something to appreciate, not question or shrink from. Identity was never framed as a burden, but as something to stand in with quiet confidence. Our roots are not just personal, they are generational. How we hold our identity teaches the next generation how to hold theirs. Another beginning: Australia Moving to Australia marked yet another fresh start. I became the first doctor in a new medical centre that had struggled to recruit a GP. Once again, I was building trust from the ground up. Most patients were welcoming, but there were moments that reminded me how deeply ingrained bias can be. On one occasion, a woman insisted she would only see a doctor with an English name. When she heard mine, she left without being seen. When the receptionist apologetically told me what had happened, my response was simple. “It’s her loss.” That response did not come from defensiveness or anger. It came from being deeply anchored in who I was. Roots as strength, not limitation Our early experiences, both joyful and difficult, shape us in ways we may not fully recognise. They influence how we show up in the world, how we respond to challenge, and how we relate to others. When people migrate, they do not arrive empty-handed. They bring rich histories, resilience, adaptability, and perspective. These lived experiences enrich the societies they become part of, creating diversity, inclusion, and a vibrant exchange of ideas and values. We should never apologise for our roots. At the same time, honouring our heritage does not mean holding onto everything unquestioningly. Some beliefs or experiences we grow up with can be limiting. They may keep us bound by fear, silence, obligation, or a narrow definition of who we are allowed to be. So how do we know what to shed? A simple guide helps. Does this belief expand me or shrink me? Does it allow growth, or does it keep me bound by fear or smallness? Does it align with the person I am becoming? Letting go of what no longer serves us is not a rejection of our culture. It is evolution. Coming home As I return to my country of birth, I realise that coming home is not just about geography. It is about understanding the blueprint that shaped you, the culture, the experiences, the challenges, and the strengths, and choosing how you carry them forward. We can hold onto what is good and grounding: connection, community, resilience, tradition, and pride. And we can gently release what limits us. When we do that, we don’t lose ourselves. We come home to ourselves. And wherever we go in the world, that sense of home travels with us. Continuing the journey If this article has encouraged you to reflect on your own roots, where you come from, how your early experiences shaped you, and how you want to move forward, I warmly invite you to continue that journey with support. You’re welcome to book a free discovery call with me. Together, we’ll explore where you are now, what your body and life need in this season, and how you can move forward with clarity, confidence, and self-trust. You’re also invited to join our Whole Food Revolution Community , a growing circle of midlife women who are learning, lifting, stretching, reflecting, celebrating, falling down, and getting back up again together. When you surround yourself with women who understand the journey, everything feels lighter, and the wins feel bigger. For ongoing education and inspiration, you can subscribe to our Whole Food Revolution YouTube channel , where we share practical, evidence-based insights on muscle building, metabolic fitness, movement, hormones, and the science of ageing well. Our roots are not something to outgrow or apologise for. They are the foundation that shaped us, and the strength we return to when life asks more of us. When we understand where we come from, we move forward with greater clarity, confidence, and compassion, for ourselves and for others. And that awareness, that coming home to who we truly are, can begin at any stage of life. Follow me on Facebook , LinkedIn , and visit my website for more info! Read more from Nelum Dharmapriya Nelum Dharmapriya, Doctor & Health Coach Dr Nelum Dharmapriya is a Brisbane-based GP with 30 years’ experience in women’s health and metabolic wellbeing. Founder of Whole Food Revolution, she empowers women 40+ to reclaim energy and confidence through the three pillars of science, lifestyle, and mindset.

Written by Arnt Eriksen, Brand & Creative Strategist Arnt Eriksen is a global brand strategist, creative architect, and author of Brand You Economics. Founder of Conquer OS™, he helps founders and companies transform brand truth into strategic power, building clarity, conviction, and legacy in a noisy world. You don’t have a traffic problem, you have a memory problem. While most founders chase impressions, clicks, and reach, their brands vanish from people’s minds moments later. This article explores why visibility without memorability is costing businesses millions, how the “attention gap” quietly kills growth, and why fixing brand memory is the fastest way to turn traffic into real, compounding results. Traffic is not what’s holding you back Most founders chase impressions, clicks, and reach. The dashboards look healthy. Leadership sees activity. The board sees growth signals. But Nielsen research reveals the expensive truth. Sixty seven to seventy four percent of viewers cannot recall the brand they saw in a digital ad 24 hours later. That means for every £100,000 spent on digital advertising, roughly £70,000 creates zero lasting memory. Then nothing converts. Meetings go nowhere. Prospects cannot explain what you do when they talk to colleagues. The real problem is simpler and more expensive than a traffic problem. People forget you the moment they look away. Your brand disappears from memory before it ever had a chance to matter. This is not a creativity problem or a budget problem. It is a memory problem disguised as a marketing problem. And it is costing you every pound you spend on traffic that goes nowhere. What is the attention gap? The attention gap is the distance between being visible and being memorable. You show up. People see you. Then they move on. Your brand enters their field of vision but never enters their memory. They cannot recall what you do. They cannot explain why you matter. They cannot repeat your story to someone else. This gap exists in every business. But it destroys founders who mistake visibility for progress. Traffic measures how many people saw you. Memory measures how many people understood you enough to act. One is a vanity metric. The other is the only metric that compounds into revenue. Most marketing platforms sell you the first number. They show you impressions, reach, and engagement. These feel like progress. They are not. Lumen Research found the average digital ad receives just 1.3 seconds of attention, below the two to three seconds required for memory encoding. Over 60 percent of ads are seen but never remembered. If someone cannot remember what you mean three hours after encountering your brand, that impression was worthless. Why traffic feels like progress Traffic gives you numbers to report. Numbers feel like evidence. Ten thousand impressions this month. Five thousand clicks. Three hundred conversations started. But here is what is actually happening behind those numbers. Human brains evolved to survive information overload, not to remember brands. The brain defaults to mental shortcuts that reduce cognitive load. When your brand does not compress cleanly, the brain discards it. This is not a choice. It is survival. Think about the last ten websites you visited today. How many can you describe right now? Maybe two. Possibly three. The other seven created impressions but zero memory. You saw them. You forgot them. They paid for your attention and got nothing back. Research by cognitive psychologist George Miller showed working memory holds only seven, plus or minus two, chunks of information. When your brand positioning requires multiple chunks to explain, such as “We’re a B2B SaaS platform for enterprise analytics with AI powered insights,” it exceeds cognitive capacity and gets discarded. Nobel laureate Daniel Kahneman’s research on decision making confirms people default to fast thinking when evaluating brands. They do not analyse. They pattern match. Brands that require effortful processing to understand simply get skipped. This is what is happening to your brand when memory fails. The multiplication principle Every brand outcome follows a pattern I have observed across hundreds of engagements. Interactions multiplied by memory equals results. This is not a literal equation. It is a mental model for how attention converts to outcome. Interactions are touchpoints. Every ad, post, email, meeting, or conversation. Memory is how clearly people understand what you mean after the interaction ends. Results are changed behaviours that matter to your business. The pattern holds because human decision making relies on retrieval. Neuroscientist Antonio Damasio’s research shows people act on what they feel about remembered information, not what they rationally analysed. If your brand does not create emotional memory, just informational exposure, it does not drive action. Here is what happens when memory strength varies. Scenario one: Quibi The short form video streaming service spent $1.75 billion on marketing. They generated millions of impressions. Six months after launch, they shut down. Why? Because no one, not even users, could clearly explain what the service actually was. Was it mobile TV? Was it premium social video? Was it something else? Millions of interactions multiplied by zero memory equals zero results. Scenario two: Google Plus Google spent an estimated $585 million on marketing but never captured more than 0.5 percent market share. The positioning was derivative, “Facebook but Google,” which created zero memorable differentiation. Even Google’s own employees could not consistently explain why it existed. Hundreds of millions of interactions multiplied by weak memory equals negligible results. Scenario three: Liquid Death Now consider the opposite pattern. The brand compresses instantly. Water in a can that looks like beer. That signal is so clear that customers became evangelists without prompting. The brand grew to $130 million in revenue and a $700 million valuation largely through word of mouth because memory was perfect from day one. Fewer initial interactions multiplied by perfect memory equals exponential results. Most founders optimise the wrong variable. They chase more interactions when they should fix memory first. When memory equals zero, every pound spent on traffic multiplies to nothing. What happens when memory fails Memory failure shows up in three ways that bottleneck growth. Your team restarts from scratch Your narrative lives in your head. When someone asks your team to explain the brand, they each tell different stories. Sales pitches differently than marketing. Marketing positions differently than product. Product explains differently than customer success. Every department interprets the brand through its own lens because no precise, repeatable positioning exists. New hires spend months figuring out what the company actually means. This is not a training problem. It is a clarity problem. Research by Marq found that brand inconsistency reduces employee productivity by 24%. Teams spend three to five hours per week searching for approved assets because there is no clear, memorable framework to work from. When positioning cannot be memorised and consistently repeated, the business cannot scale beyond the founder’s personal involvement. Agencies and contractors rebuild your strategy Every external partner you hire starts from zero. They ask the same questions previous agencies asked. They rebuild positioning from their interpretation. They create campaigns based on guesswork about what you mean. Six months later, you replace them. The next agency starts over. This cycle costs you time, money, and momentum. But it is not the agencies’ fault. They are working without a foundation. When your positioning is not precise enough for outsiders to execute without you, growth requires you to manage every marketing decision personally. You become the bottleneck Every pitch needs you. Every campaign needs your approval. Every piece of content needs your review. Not because you are a micromanager. Because you are the only person who knows what the brand actually means. Your calendar fills with meetings where you repeat the same information. Your team waits for your input before moving forward. Growth stalls because nothing happens without you. This does not scale. You cannot clone yourself. The business plateaus at the limit of your personal bandwidth. How to know if you have this problem Most founders do not realise memory has failed until growth mysteriously stops. Here is how to diagnose it now. The five person test Pick five people who know your business well. Customers, team members, advisors, or partners. Ask each person individually, “If someone asked you what I am known for, what would you say?” Do not correct them. Do not guide them. Just listen. If all five answers match, you have memory. If the answers vary, you have a memory problem. This test reveals whether your positioning has compressed into a clear, repeatable signal or remains fuzzy and open to interpretation. Warning signs to watch Your conversion rates stay flat even as traffic increases: This means more people see you but do not understand you enough to act. Analysis of our client base shows companies with unclear positioning see conversion rates plateau at two to three percent, regardless of traffic volume. Prospects ask, “What do you actually do?” even after reading your website: This means your positioning did not create memory. Your team cannot pitch without pulling up slides: This means the story has not compressed into something memorable. Research on working memory by Baddeley and Hitch shows the phonological loop, the part that holds verbal information, can store roughly seven plus or minus two units or about two seconds of speech. If your positioning takes longer to state than that, it exceeds cognitive capacity. Sales cycles lengthen because prospects need multiple touchpoints to understand what you offer: This indicates that memory formation is slow or impaired. Referrals struggle to explain why they referred you: This means even happy customers cannot compress your value into a clear signal. Why memory compounds differently than traffic Traffic compounds linearly. Double your spend, double your impressions. Memory compounds exponentially. When someone remembers you clearly, they become a signal multiplier. They repeat your positioning to others. They explain what you mean when you are not present. They create new interactions you did not pay for. Strong memory turns customers into distribution. Weak memory turns customers into single transactions. Lucidpress’s analysis of more than 500 companies found that those with inconsistent brand positioning spend 23% more on customer acquisition while generating 23% less revenue than competitors with clear, consistent branding. McKinsey research shows that companies where stakeholders can clearly explain brand positioning achieve 1.8 times higher customer lifetime value and command a 20% premium in market valuation. Consider Oatly. The brand became category defining despite being the fortieth oat milk to market. The positioning, “oat milk with attitude” and “It’s like milk, but made for humans,” compressed so cleanly that customers became evangelists. The company reached a $10 billion valuation at IPO in 2021, mainly through word of mouth. Or Dollar Shave Club. “Our blades are f***ing great.” That compression was so precise that the launch video reached 27 million views, and the company was acquired by Unilever for $1 billion in 2016. Now compare those success stories to the opposite pattern. Juicero raised $120 million to sell a $400 WiFi connected juice press. The positioning, “tech enabled fresh juice,” collapsed when Bloomberg showed the juice packets could be squeezed by hand. The brand became a punchline because the story was too absurd to compress into credible value. The company shut down after 16 months. Or Pets.com, which spent $27 million on Super Bowl ads and created one of the most memorable mascots of the dot com era. But the sock puppet could not save the business because no one could explain why to buy pet food there rather than on Amazon or at a local store. Mascot memory does not equal brand memory. The company shut down nine months after the IPO. Same category dynamics. Opposite memory outcomes. This is why two companies with identical traffic can have completely different growth trajectories. One built memory. The other built noise. Memory creates compounding. Traffic creates expense. The three elements memory requires Memory does not form by accident. It forms when three conditions exist. Clear positioning People need to answer one question instantly, “Why would I choose you instead of alternatives?” If that answer requires explanation, you do not have precise positioning. If five people give five different answers, you do not have precise positioning. Precise positioning is condensed into a single sentence that anyone can repeat. Not a tagline. Not marketing copy. A true statement about what you mean that is impossible to misunderstand. Marketing scientist Jenni Romaniuk’s research on brand distinctiveness shows that fame, being noticed, does not equal distinctiveness, being remembered correctly. Brands fail when visual and verbal assets do not link clearly to the brand name in memory. Consistent signal Every touchpoint must reinforce the exact positioning. When your website says one thing, your sales team says another, and your marketing says something different, memory fractures. People receive conflicting signals and store nothing. Consistency does not mean repetition of words. It means redundancy of meaning. Every interaction should strengthen the same understanding of what you mean. Most brands change messaging based on channel, audience, or the content creator that week. This destroys memory formation. German psychologist Hermann Ebbinghaus discovered the forgetting curve. Without reinforcement, people forget 70% of new information within 24 hours. For brands, this means a single impressive ad creates memory that decays rapidly unless reinforced through consistency. Governable system Positioning must be simple enough for your team to execute without you. If you are the only one who can explain what the brand means, it is not governable. If every piece of content needs your review to stay on brand, it is not governable. Governable positioning means anyone on your team can create brand aligned content, pitches, or conversations without checking with you first. This requires documentation. Clear examples. Simple rules. Most founders skip this step because it feels bureaucratic. But without it, clarity lives in your head and dies when you are not in the room. The discipline clarity demands Most founders will read this and take no action. They will return to optimising campaigns, testing new channels, and chasing the next growth tactic. The dashboards will show activity. The business will stay stuck. Fixing memory requires stopping. Stopping the campaigns. Stopping the spending. Stopping the motion that feels like progress but multiplies by zero. It requires asking five people one question and accepting their responses. It requires writing one sentence that survives scrutiny from everyone on your team. It requires checking every touchpoint against that sentence and removing anything that contradicts it. This feels slow. It feels like lost momentum. It is not. Kantar’s 2024 analysis of advertising effectiveness found that only 9% of ads build long term brand equity. The rest create temporary visibility that vanishes within days. Brands with distinctive, memorable assets saw 2.4 times higher recall. Clarity is the only leverage that compounds. Everything else is just expensive noise. If you want traffic to turn into revenue instead of vanishing into the forgetting curve, fix memory first. Follow me on Instagram , LinkedIn and visit my website for more info! Read more from Arnt Eriksen Arnt Eriksen, Brand & Creative Strategist Arnt Eriksen is an award-winning brand and creative strategist with over three decades of experience helping 75+ global brands—from PayPal and American Express to fast-growth startups—turn clarity into growth. He is the founder of Conquer OS™, a complete operating system for fearless founders who want to build brands that outlast trends. His work bridges behavioural psychology, storytelling, and commercial execution, proving that clarity isn’t optional—it’s everything. Arnt is also the author of Brand You Economics  and a keynote speaker across Europe, the UK, and the US. His mission: to fuel the vision and craft the legacy of brands the world remembers.