The 7th annual MAD World Summit

‘Workers should be given two weeks off work for their bereavement. They should still be paid while they are away. This leave should cover bereavement of close relationships this could be family,  a friend, someone you know well’. UK Commission on Bereavement 2022  

The Commission also reported: 

• 33% of respondents wanted to access bereavement services but indicated no support was available.
• 37% said they didn’t know how to access support.
• Over 40% of those who wanted formal bereavement support did not get any.

Good grief support

I spend my days with organisations who really care and their members of staff who are fully supported in grief.   The reason I am brought in to talk with them, is that they are willing to go the extra mile for their people, in order not to lose them and to mitigate the impact on the wider teams around them.   

An astonishing number of my private clients have actually left their companies and moved elsewhere, due to the lack of support they experienced through bereavement.  It is easier for them to start again where their grief is not known and they are not met by silence.

Surely this is a minority issue?

You may think we’re talking about a small number of people living with grief in any company, but UK National bereavement charity Cruse, estimates that for each death six people experience intense grief.

While for some bereavements the period of grieving may be very brief; losing a close friend, partner or member of the family can have a deep impact, both physically, and psychologically. Taking into account the number of deaths in the UK each year, and employment rates, bereavement causes nearly two million working people to suffer from intense grief each year, alongside those still grieving from a bereavement in previous years.

Grief and loss affect us all.  When we go through a major bereavement, serious diagnosis, divorce or a major break up, or workplace change; our axis shifts in the world we know and we somehow have to find the strength to learn to live and work again when everything around us feels altered. 

It is understandable that Leaders avoid the topic of grief – I have heard many times that they feel opening up a discussion will derail staff and prevent them from working!  My discoveries over the last 24 years of working in this field are entirely different.

How long is long enough?

Firstly there can be no one size fits all. Whilst we ideally need guidelines on a minimum offering (it is now 2 weeks legal requirement for a bereaved parent who fits certain criteria but there is no legal requirement for any other category of bereavement), Management and HR Teams need to be well educated in having the difficult conversations.  

They need to find out about the loss, dig deep and find out exactly what is needed; to understand that many staff want to be at work, for fear of losing their job, and also because it offers community, purpose and structure, a focus and diversion for their grieving brains. But they will need support. 

Some companies have a longer offering (even up to six months) and regret having that because they feel people are ‘taking advantage of it’. 

But unless managers and HR teams are prepared to be face to face with someone to have a conversation about their grief, with knowledge and empathy, they will not be able to gauge what is the right amount of time for that person and how to ease them back into work in the right way. 

It is all down to good communication and grief education. 

Case study:

I was approached by one Head of HR, who was worried about a member of staff who had not taken enough time off and they felt the person was struggling.  They urged them to take a month off and brought me in. 

When I undertook a couple of support sessions with the member of staff, and addressed the work issue, they didn’t want to take that much time because work offered structure, purpose and a framework on which to start to rebuild a broken life. They were also worried about losing their job, their clients and letting their team down. So together we looked at what might help. 

It turned out they had a house to clear and a lot of ‘sadmin’ to do but in their current mental state it clearly wasn’t a good idea to go to the house alone. Friends had offered help which had not yet been accepted.  So I suggested that they ask each friend who had offered support to take a day off work.  And every other week on 6 occasions, they had a Friday as compassionate leave.

By taking a friend each time, the house was gradually cleared, and an immense pressure was both shared and lifted. The team around the member of staff were happy, as were their clients and it was an easy solution. That alone eased this person’s life and it was as simple as that; talking about it and working out what was actually needed.  And a month’s compassionate leave became 6 days!

What can we do?

In the workplace, the most powerful form of support is checking in. Having a grief ally is a good idea, to check in over the weeks, months and years following the loss, and find out how they are doing ‘today’, perhaps using a score of 10.

It might be 2 on one day because they have been particularly triggered by something, or they have experienced the first time of doing something in the first year. Another day, for no reason at all, they may feel stronger. Grief ebbs and flows, it is non-linear and messy.   

Help should be on offer too in the form of tailor made grief guidance – not an inexperienced person asking questions from a checklist – which is something I keep hearing from my clients!  They need a therapist or coach with expertise in managing grief. 

The companies I work with tend to offer three sessions paid for by the company and those can take place when the individual feels ready. If they would like to carry on with support, I talk with the HR or People Team to see if they can offer more, or the individual can carry on seeing me privately. For a loss such as a partner or child, more sessions might be needed. I am often called for a top-up session, usually when a birthday or anniversary is approaching. 

By offering grief education we can address all staff, initially in the form of a ‘Lunch and Learn’ style talk covering topics such as the physical effects of grief, language around loss, time passing, continuing bonds not closure, having a good grief toolkit and opening up conversation. I also host panels for organisations with staff sharing their personal stories; what has helped them and what hasn’t.  How it has been for them going back to work. These panels and talks act as a powerful bridge for others to know they can access help and to open up healthy conversations, promoting a feeling of community and belonging at work.  

Note: National Grief Awareness Week is 2nd to 8th December 2024 and offers a useful way for companies to open up the topic of grief with their staff. 

About the author: 

Lizzie Pickering is a Speaker, Grief Investigator, Author and Film Producer. She offers Grief Guidance to organisations and individuals, educating people about grief and helping them back to life and work following major losses, from bereavement, to diagnosis, divorce and workplace change.  Her book When Grief Equals Love is available from bookshops, plus Kindle, Audible and other listening platforms.

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The seventh MAD World Summit took place yesterday in London, with new tracks dedicated to both the Legal and the Construction industry added this year, in addition to the existing Leaders and DE&I Summits.

The event kicked off with an introduction from the Rt Hon The Lord Mayor of London, Alderman Professor Michael Mainelli, who articulated a key theme, which threaded through the whole conference, when he said: 

“You don’t have to be ill to get better”.

One of the biggest challenges the industry faces, however, is that while the delegates of MAD World are generally very health and self aware, often the average employee is not.

Employees don’t know they’re ill

The reality is that many employees don’t know they’re ill until they reach crisis point, at which point they need urgent and expensive intervention. One statistic, for example, cited in the Legal Summit from WONE’s research showed that 80% of lawyers don’t know the signs to look out for that indicate they are reaching their limit in terms of stress in their role.

This lack of awareness partly explains why EAP engagement rates are so low, and also why EAPs often receive inappropriate crisis calls (see this feature for more on this).

Even less employees have the necessary insight to realise when they are languishing at work and not performing as well as they could be. These employees just think how they feel in terms of low energy and motivation, for example, is ‘normal’, not knowing that there are wellbeing skills they can learn that will help them thrive in all aspects of their work and life.

What is the solution?

But, as always with MAD World, the conference is not just about facing the difficult questions, it’s also about collectively trying to answer them.

In the interactive breakfast briefing led by On Wellbeing, speakers and delegates talked about the way to combat this could be through improving health literacy throughout organisations. In this session, and many others, the topic of finding appropriate, relatable language to engage employees with was identified as vital, as was the need to adapt language according to segment.

Throughout the day, wellbeing professionals shared openly their struggles around encouraging colleagues to see the value in taking time out of their busy schedules – especially if they are fee earners filling in time sheets – to learn about wellbeing. Some even talked of high resistance to any training being mandatory, with others saying they’d had to make training optional due to backlash.

Much yet to do

All these experiences and the research points to the fact that there is still much communication work to be done around explaining the benefits of investing time and training in wellbeing to employees. As one delegate said, the employees who had experienced burnout and then been forced to learn about looking after themselves actually then returned to work as the most productive, thriving colleagues – which begs the question, how can employees really realise the importance of wellbeing without needing to get the point of burnout or breakdown? How can we jolt them into realisation without the need for ill health to make clear the benefits of good health?

Another possible solution which was proposed in several sessions was the power of stories to change minds and make people feel less alone, so they feel confident seeking help. Stories provide a non-threatening way for listeners to see themselves in another’s experience and have those lightbulb moments that prompt them to seek help.

Stigma still an issue

Stigma is still an issue and, as one speaker said, has actually increased in relation to mental health issues recently which she attributed to the end of public awarenss campaigns like Time to Change. This means employers talking about mental health at work is more important than ever.

Another proposed that worries about job security are the biggest obstacle preventing employees from seeking support. Again, stories of employees who have navigated mental health issues and come out the other side thriving at work will help to chip away at these cultural beliefs.

One speaker talked of how she had seen an uplift in engagement when she “handheld” employees through the company wellbeing platform, so they knew exactly what to do and how. She suggested we can’t underestimate the need to do this or overestimate the level of knowledge of the average employee. 

Institution or individual?

Yet another speaker talked about the need to talk about tangible, practical skills that can change lives for the better rather than “nebulous” narratives about wellbeing theory.

Ultimately, the conversation often looped back to the central question of responsibility for employee wellbeing and who it lies with – the employer or individual? Despite a well-fought, lively debate in the Leaders Summit, the general consensus from the day is that, of course, the answer is both. 

In the case of this challenge of employees not recognising they are ill, or could be better, it’s the organisation’s job to offer up the knowledge and resources for employees to gain a better understanding of themselves. But individuals have to put in the (often hard) work of reflecting on, and changing, their behaviour. As another speaker said: “this often requires an individual to do some soul searching”.

No matter how caring or empathetic a Leader is, they cannot do the work for the individual. And, as the wildly successful peer support programme Alcoholics Anonymous knows all too well – the first step towards change is an individual taking responsiblity for having a problem in the first place. Ergo, back to the point at the start of this article: we need to help people realise that they could be better, they could even be ill.

Former MP Luciana Berger is delivering the keynote closing session at MAD World this Thursday (17th) which, given the new government’s recent pledges around employee wellbeing, couldn’t be a more fitting end to the event.

Berger has rejoined the Labour Party, after a high profile resignation four years ago following antisemitic racism which left her feeling “embarrassed and ashamed”. Prime Minister Sir Keir Starmer has since apologised and handed Berger the brief to do a full mental health strategy review.

We spoke to her ahead of her appearance at MAD World when she said she believes there’s “so much employers can do” to contribute positively to improving the situation in the UK with regards to mental health support and relieving pressure on the NHS.

One of her main arguments is that we, as a society, government and business together, should be focused much more on fostering good mental health and raising awareness to reduce the number of people in crisis, which is where much focus currently is.

She explains why below…

How optimistic are you feeling about the new government’s plans for mental health?

You’d expect me to say this given my affiliations, but absolutely optimistic. The new secretary of state, Wes Streeting MP, has been very clear about the new government’s move towards prevention.

The government has already announced, in the King’s Speech, that we are going to have a new Mental Health Act introduced over the course of the next 12-18 months. This update is long overdue and badly needed; I was involved in the first conversations about updating this Act back in 2015.

A new Act will do much to improve the experience of people with serious mental illness, an issue that has been largely ignored in the past. The new government will also provide more mental health support in all of our schools, which is critical, and it will create hubs in our communities, particularly for young people, which will support mental health. I think these are real, practical, tangible actions which will all make a massive difference.

Why do you think it’s so important we focus on prevention?

One reason is that there’s been an increase in, particularly,in the number of young people who are out of work, and economically inactive, due to mental health. And as a country, over the past 14 years we have been thinking about this too late. We need to do everything possible to affect positive opportunities and outcomes much sooner.

You’ve been involved with the mental health review? Can you tell me about that please? 

It has been a privilege to meet and listen to so many people about how we can do more to keep mentally well.

The review hasn’t yet been published yet so I will talk about it in general terms.

What do you plan to talk to the MAD World audience about in your keynote closing session?

We had this interview discussion on World Mental Health Day (10th October) and the review looked at what more can, and should be done, in our workplaces, which is relevant to WMHD’s theme this year, which is mental health in the workplace.

What more do you think can be done?

We should be focusing more on education and fostering good mental health, rather than helping people when they are very, very sick and in a crisis, which we do disproportionately at the moment. That just doesn’t make any sense; purely from a financial and economic perspective, it’s more expensive to treat people when in crisis.

But for the social and moral consequences – individuals are more likely to suffer unnecessarily.

First and foremost, we should be helping people much earlier on. We’ve got a system at the moment which is completely the wrong way around and it should be everybody’s business to fix it. 

So what could employers do? Do you think they have a role when it comes to the growing child mental health crisis?

The first thing that employers can do is raise awareness and support the mental health of their employees. There’s so much they can do.

Something we’re still contending with is the challenge of discrimination when it comes to mental health compared to how we accept physical health challenges.

Yes, stigma has massively reduced but we have seen indications that we’re going slightly backwards on this, so the job is not yet done when it comes to talking about mental health, tackling it and bringing it out of the shadows.

Presumably former work and pensions secretary Mel Stride’s comments that mental health culture has “gone too far” were not helpful on this front?

I’m on record challenging his remarks. 

We haven’t gone too far at all and, certainly, the research proves that we’ve actually gone backwards in terms of societal acceptance.

Why do you think that is?

Because the investment in societal-wide campaigns stopped. For example funding of the, ‘It’s time to change’ campaign was stopped a number of years ago and I think we’ve got complacent and there’s more to be done across each age group. 

You’re active on social media and talk about things like having public conversations with social media influencers like Anna Whitehouse, known as Mother Pukka. I guess that is an effective way to help get messages out, which employers could also do?

Yes,  having different voices and people that are prepared to speak out about, either their experience or loved ones, is helpful. We need to encourage people to come forward and get support early on and make sure the services are there.

But we also need to give people the confidence and the belief that they can come forward and they will be helped and they will be listened to.

Have you seen any good examples recently of employers supporting the mental health of their people?

There’s a fantastic example that I came across at the Retail Trust recently, helping tens of thousands of people that work in the retail sector recognising that, quite often, there’s an intersection between mental health problems and financial challenges. This is not a niche issue, especially given the cost of living crisis. There are millions of people in our country that have at least one piece of credit, if not more, in arrears.

So, because a significant portion of employees are calling them because they are in some sort of financial crisis, the employers are providing very practical, tangible support around finances, including financial grants. Mental health doesn’t discriminate but poor mental health disproportionately falls to people that are on lower incomes.

What can employers do to make a difference?

Pay people properly.

Provide employees with access to immediate credit, should they need it in an emergency. 

Practical actions like these can make all the difference to people on very low incomes, particularly when they face an unexpected cost.

And what about the NHS – do you think employers have a role to play here in taking the pressure off?

It’s about partnership. Everyone’s got a role to play and it’s everyone’s business.

Again, you can’t just confine it to the NHS to treat people when they’re either physically or mentally unwell. 

The overall majority (over 50%) of the illnesses which the NHS now treats are lifestyle related. So, again, it’s everyone’s business, including employers, to play their part in improving the health and wellbeing of the nation. 

Including the individual, given it’s often lifestyle reasons and personal choices which leads to sickness?

I think it’s very easy to place the onus and responsibility solely on the shoulders of the individual. I see that happen politically far too often and it washes government’s and employers’ hands of responsibility.

We’ve all got a role to play, it’s certainly not just down to the individual.

Do you think employers are doing enough?

Employers are increasingly doing more because they know it’s the right thing to do, but they also know it can make a difference to their bottom line. 

Employers should be looking at the entire life course, and how to support employees at different stages, including the later stages of their working life, as well as people going into retirement. There are big opportunities there in terms of getting older people back into work. The evidence is clear; it’s far better for us all to be in work when it comes to our mental health.

You’re also heavily involved with the Maternal Mental Health Alliance, of which you are Chair. Is there anything happening on that front relevant to employers?

Yes. We’ve just launched ‘The Parent Gap’, a program to help employers support new parents and carers at work with their mental health. We’re doing that in partnership with the postnatal awareness and support charity PANDAS.

It’s an accredited programme to support employers to do more to support their employees.

This is one of those areas which hasn’t had the attention it deserves. Very few employers in the UK will reference maternal mental health or parents’ return to work in their HR policies.

If you could get one message out to employers about wellbeing at MAD World, what would it be?

The research now shows us that the greatest difference we can make is if people have a positive relationship with their managers.

But, quite often, very inexperienced and/or busy people  find themselves with managerial responsibility. We also need to make sure that anyone who is given this responsibility has adequate time and support to manage other people well.

Related to this, and a big theme in my review, is deploying appropriate training and programmes; employers should only be buying in services and training that have been appropriately tested and evaluated.

There’s an extraordinary amount of money being spent, both in the private and public sector, on programmes that have no evidence basis or accreditation whatsoever. This is highly problematic. It brings costs to the business which are just about ticking a box and not about being effective. But not only that, there’s the opportunity cost of the time it takes people to do these programmes, time which could be used doing something which makes a difference instead.

The Leaders’ Summit at MAD World is an event driving excellence in workplace culture, employee health and wellbeing.

For the keynote closing session, Former MP Luciana Berger will be in conversation with Mark Malcolmson CBE, Principal and Chief Executive City Lit.

The Summmit on 17th October 2024, will bring together speakers and attendees from across sectors and with a range of job titles for two tracks of leading-edge content that showcase best practice and provide insights and inspiration for all those looking to achieve maximum engagement with initiatives, optimise investment, stay one step ahead and really make a difference.

The stellar lineup of speakers, as well as Luciana Berger,  includes: Professor Dame Carol Black GBE FRCP FMed Sci; Peter Cheese, CEO, CIPD, Vanessa Harwood-Whitcher, Chief Executive, The Institute of Occupational Safety & Health (IOSH), Dhavani Bishop, Head of Group Colleague Health & Wellbeing, Tesco, Dr Clare Fernandes, Chief Medical Officer, BBC, Christian van Stolk, Executive Vice President, RAND Europe, Andrew Gibbons, Group Head of Wellbeing, Recognition and Hybrid Working, HSBC, Karen Brookes, Chief People Officer, Sir Robert McAlpine, Jaimy Fairclough, Wellbeing Specialist – People Division, Sainsbury’s, Dr Femi Oduneye, Vice President Health, Shell International B.V. and many more. You can find out more and register to attend here.

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It’s a buzzword at the top of so many business leaders’ tongues: productivity. Getting more work done with limited budgets is likely a top business priority for many. 

With 700 people Googling how to be more productive every month in the UK alone (nearly 10K globally), it’s no surprise that some of the productivity hacks picked up over time aren’t actually that conducive to saving time and getting more done – so Leadership Coach Debbie Green debunks productivity myths, sharing her top hacks for powering efficiency in the workplace.

Office snacks

Snacks in the office – as long as they’re healthy – can definitely aide, not just with your brain function, but also looking after your gut microbiomes! 

Snacks are also a great way to bring people together. It could be celebrating someone’s big life event – whether a wedding, engagement, new parent, promotion, team success – brings people together over an achievement or milestone, and it can ensure that people feel that they belong and matter in the team.  

Avoiding multitasking

This is a really interesting one as we’ve learnt to do many things in quick succession. For example, answer the phone and type an email at the same time; be in a meeting and respond to messages. All of these things are vying for our attention and therefore it’s far easier to become distracted as we’re not giving our full focus to any one thing and doing it well. 

Removing distractions

As a leader, you create the environment for people to thrive and that may mean taking a look around ‘your stage’ to ensure that everyone can perform to the best of their abilities. It can be difficult to tune out co-workers so finding a quiet space for team members to concentrate on important things can be invaluable. Music is also a great way of tuning out potential distractions; putting in headphones so you can listen to music or playing music across the office – the latter of which is also great for building bonds with colleagues over shared music tastes (but make sure there’s something for everyone in the playlist.

Working in a very quiet environment

Some people thrive in a quiet environment where others don’t; I personally prefer an environment with a bit of a buzz and music playing in the background. There are some environments where it’s important to be quiet and I believe that people find the environment that works for them.

Taking frequent breaks

We ideally need to ‘move’ every 20 minutes or so. However, what people do to break up their day is going to be different for every environment you’re working in. 

As a leader, it’s important to be aware of those that don’t take regular breaks and those that take frequent breaks and ensure that they set the tone of what the expectation is on people and what breaks are required. 

The Pomodoro technique

This is a marmite technique for managing time, productivity and focus. Again, every 20 minutes of intense focus on a particular task can create momentum to get things done, rather than procrastinate. The Pomodoro technique is a time management approach that enables you to focus on the right things and create the right time to get things done. 

While some of these ‘hacks’ have the potential to hinder productivity, there’s a basis for efficient work in them all; what works for one person may not work for the next. As leader, what’s most important is getting to know the team you’re leading to work out the best way to make the whole office productive.

You can read more on all of these hacks, and the reasoning behind them here.

Debbie Green

Debbie Green is PPL PRS’ Leadership Coach. She advocates growing confidence through routine, challenging your inner critic and music. She passionately believes that a good tune evokes an emotional connection and powers productivity at work, improving performance in all aspects of your life. Whether you’re playing music in an office or hair salon, it’s universally impactful!

Debbie started WishFish Coaching & Development in 2006. She lends her expertise in people to coaching professionals in their careers to build self-esteem, regardless of seniority level or industry.

She also believes in helping leaders and HR professionals instil confidence in their teams so that everyone can be the best version of themselves. Her insightful podcast ‘Secrets From A Coach’ covers self-belief and developing an optimistic mindset.

At Funky Yukka, they understand that nature holds the power to transform not only the aesthetics but also the wellbeing of workplaces. Their mission is rooted in sustainability, ensuring that every plant they supply is sourced from ethical growers who uphold environmentally friendly practices. Additionally, they embrace the use of recycled materials for planters and accessories, minimising our environmental impact while creating vibrant, green workspaces.

Why biophilic design matters

Biophilic design, the practice of integrating nature into built environments, offers significant advantages for individuals and organisations alike. Incorporating greenery into the workplace can lead to the following benefits:

• Cleaner air: Plants act as natural air purifiers, helping to remove pollutants and allergens, improving overall indoor air quality.
• Enhanced employee wellbeing: Research shows that being surrounded by nature can reduce stress, uplift mood, and stimulate creativity, helping employees feel more relaxed and engaged.
• Boosted productivity: A plant-filled workspace promotes better focus and concentration, which often translates to increased productivity.
• A welcoming atmosphere: Plants add warmth and beauty to any setting, creating a more inviting and enjoyable workspace for both staff and visitors.

Funky Yukka’s personalised approach

At Funky Yukka, they tailor their plant installations to meet the unique needs of each client. Their team of experts collaborates with organisations to design bespoke, sustainable solutions that enhance their spaces. From plant rental and sales to ongoing maintenance, They ensure that your indoor greenery continues to thrive and contribute positively to your office environment.

Be part of the green movement

Choosing Funky Yukka means investing in a healthier, more sustainable workspace while also playing a part in fostering a greener planet. Together, let’s build a future that is not only more beautiful but more environmentally conscious.

Funky Yukka at The Watercooler & Office Event 2025

We’re excited to announce that Funky Yukka will be exhibiting at The Watercooler & Office Event 2025. This renowned event, dedicated to workplace wellbeing and office innovation, provides a fantastic platform for us to showcase our commitment to biophilic design and sustainability. Attendees will have the opportunity to explore their latest plant installations, learn more about the benefits of integrating greenery into office spaces, and discover how they can help transform your work environment into a healthier, more productive space.

Visit the Funky Yukka stand to speak with their team of experts, experience their sustainable products firsthand, and find out how Funky Yukka can support your organisation’s journey towards a greener future.

We look forward to seeing you there!

Ahead of this year’s MAD World Festival of Workplace Culture, Employee Health & Wellbeing, our Features Editor Suzy Bashford has been interviewing a range of the fantastic speakers who’ll be sharing their insights and experiences at this groundbreaking event on Thursday 17th October.

This year the Festival incorporates the Leaders’ Summit, DE&I Summit, Legal Summit and the Construction Summit. Whichever sessions your choose to join, the event is the perfect opportunity to listen to, but also meet and put your questions to a range of leaders from across sectors.

Here are eight of Suzy’s sneak peek interviews – giving a tantalising taste of the different topics being addressed by a total of 129 speakers…

Kicking off with the Wellbeing question on everyone’s lips

Dame Carol Black proposed the opening keynote debate of the Leaders’ Summit at this year’s MAD World Festival. This will pose the big question we hear continually: “Individual interventions vs. institutional change – which is the key to a healthy, happy and productive workforce?”

Of course, it is both the individual and the organisation’s responsibility (and leaders’ responsibility too). But the purpose of this starting debate at the Leaders’ Summit is to showcase this, and to get everyone thinking and talking. In this profile interview, Suzy caught up with Peter Cheese ahead of his appearance to find out more.

Selfridges DEI Lead: in 2024, having darker skin shouldn’t mean I have to show up differently at work

Inclusive recruitment is one of the key topics that will tackled at the DE&I Summit, running parallel to the Leaders’ Summit, Construction Summit and Legal Summit at this year’s MAD World Festival. Sharlene John, Head of DEI, Recruitment & Onboarding at Selfridges will be joining us as a speaker.

Sharlene was awarded a British Diversity Award in 2023 and has also been recognised by Diversity in Retail as a Woman to Watch in Retail and a Retail Role Model. Suzy spoke to Sharlene to find out more…

The new MAD World Legal Summit: ‘we are at a crucial point where we need to turn the discussion about mental health into tangible action’

Elizabeth Rimmer is Chief Executive of LawCare, the mental health charity for the legal sector, which we are partnering with (along with MBC) to launch our inaugural Legal Industry Summit at MAD World.

In this interview she tells Suzy why the timing of the Summit is so important and what specific challenges face the legal industry which need to be addressed. She also shares which sessions in particular at this summit she is looking forward to.

The new MAD World Construction Summit: committing to improving mental health in a challenging sector

As well as adding a Legal Industry Summit, this year’s MAD World is hosting a Construction Summit, in partnership with charity Mates in Mind. Ahead of his appearance at the Summit, Suzy caught up with Tideway’s Director of Business Services and HSW, Steve Hails. He clearly outlines that there are certain characteristics of working in the construction industry that make mental health issues more of a risk. Hails, and other leading figures in the industry, are committing to addressing and overcoming these challenges, starting by sharing best practice at this summit where he is appearing on a panel.

IKEA: putting DEI at the heart of the business, inclusive retailing, training line managers, gender equality & more

Pernille Hagild has been the Global Equality, Diversity & Inclusion Lead for the Ingka Group (of which IKEA is a part) since December 2021, previously holding various HR roles across the business.

She is part of the opening keynote panel for MAD World’s DE&I Summit where she’ll be joined by Dr Patrick Ismond, Head of EDI, RSPCA, and Michelle Okwudiafor, Associate Director -Communications, S&P Global, to discuss delivering a meaningful DE&I agenda. Suzy caught up with Pernille, ahead of her appearance, to find out more…

The mental health crisis in Construction: ‘workers are pretending everything is fine when it’s really not’

Do you have preconceived and stereotypical ideas of what it means to work in construction, and who actually does? Fred Mills found, when he came into the industry, that his family and friends did, thinking of construction employees only as “people that work on sites or at a trades level”. 

Suzy spoke to Fred to find out more, ahead of his appearance at MAD World’s Construction Summit. About why he set up construction media company B1M, where he thinks the construction industry is now regarding progress in Health and Wellbeing, and why he’s got a personal interest in this topic.

Channel 4 People Director: ‘My accident gives me a deep appreciation for people who are struggling with their Mental Health’

Channel 4’s People Director Kirstin Furber will be one of the esteemed panellists taking part in the opening keynote debate of the Leaders’ Summit at MAD World this year. Her resilience has had to go up a notch in recent months as she was unfortunately involved in a car accident, which saw her transition from the purchaser of wellbeing services to the user of them.

Typical of her optimistic outlook, she’s used this as an opportunity to analyse and improve the Channel 4 offering, as well as doing everything in her personal power to rehabilitate. Suzy caught up with Kirstin to find out more…

IOSH: ‘The role of an occupational safety and health professional is growing so much’

IOSH is the voice of the occupational health and safety profession, headed up by Vanessa Harwood-Whitcher, who is also part of the opening debate of the Leaders’ Summit at this year’s MAD World Festival. Suzy caught up with Vanessa ahead of her appearance to find out more about how she makes the case for institutional change to support employee health and wellbeing and the role of government in instigating corporate cultural change.

You can find out more about all the different elements of the MAD World Festival of Workplace Culture, Employee Health and Wellbeing here and register with a 50% discount using code MAD50 here.

Employers who are eligible to join the Make A Difference Leaders’ Club benefit from cost-price attendance of the Summit. You can find out more about the Leaders’ Club and apply to join here.

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Just two days to go until the doors open for this year’s MAD World Festival of Workplace Culture, Employee Health and Wellbeing on Thursday 17th October. In case you’re still deciding whether to join the 600 people that have already registered, here’s a handy summary of the key themes of the event. And the sessions that I’m particularly looking forward to – and hope that you are too.

The Leaders’ Summit at MAD World

This year, reflecting the evolution of the world of workplace culture, employee health and wellbeing, the Leaders’ Summit at MAD World is maturing too.

For 2024 we’ve taken a “less is more” approach. We decided to focus on the key theme “Driving excellence in workplace culture, employee health and wellbeing”. The agenda has been designed to hone in on key aspects of what is needed in order to achieve this:

• Understanding the balance between institutional change and individual interventions and the need to take a preventative approach, are two key themes that will be highlighted in both the opening keynote debate, and the closing keynote fireside chat with Luciana Berger.
• The Leaders’ Summit panel sessions and case studies all showcase the essential aspects of delivering high-impact, future-proofed, holistic workplace culture, employee health and wellbeing programmes.
• Delegates will then be able to get answers to their specific questions linked to these issues by attending the Leaders’ Summit roundtables, – which I’m particularly looking forward to. These will focus on:
  • Balancing psychosocial risks v personal resilience
  • Tech and AI in wellbeing – help or hindrance?
  • Measuring the effectiveness of a wellbeing strategy – the power of using aggregated data
  • How does leadership and culture facilitate wellbeing in a multi-generational workforce?
  • How do you develop a wellbeing strategy and know if it is making a difference?

You can find out more about the Leaders’ Summit speakers and sessions on the full agenda here.

The Heads Together Hub

New for 2024, using the event app, you can also arrange to meet up in person for informal, real-time knowledge exchange in the dedicated “Heads Together Hub”, which will be open throughout the day. Suggested discussion topics are all on the Heads Together Hub tab of the full agenda here.

The Heads Together Hub will also be where you can join afternoon sponsor-led discussions on:

• EAP 2.0 – What’s next for Employee Assistance Programmes?
• New-starter adjustments and Gen Z as part of a preventative approach to employee health and wellbeing

The DE&I Summit

Building on the success of last year’s DE&I Symposium, which demonstrated the powerful connection between DE&I and wellbeing, this year’s DE&I Summit is bringing together a fantastic group of DE&I leaders to foster the collaboration that’s needed to create inclusive workplaces where all employees can thrive.

The agenda is packed with great panels, but I’m particularly looking forward to the discussions focused on the hottest topic of 2024: “Creating and celebrating neuroinclusion at work”.

You can find out more about the DE&I Summit speakers and sessions on the full agenda here.

The Legal Summit

New for 2024, running parallel to the other Summits is the Legal Summit which has been produced in partnership with MBC and LawCare. The aim of the Legal Summit is to bring the different elements of the law profession together to discuss key issues and decide the best way forward to make the law a healthier profession.

I’m particularly looking forward to the Summit’s opening session which features input from from Richard Martin, CEO of the Mindful Business Charter (MBC) and Andrew Masraf, Senior Partner, Pinsent Masons. They’ll be discussing the state of the mental health of the Legal profession and why it’s so important that everyone comes together to decide the best way forwards. The closing session of the day is also a highlight, honing in on best practice guidelines.

You can find out more about the Legal Summit speakers and sessions on the full agenda here.

The Construction Summit

Last but my no means least, again new for 2024 is the Construction Summit. Devised in partnership with Mates in Mind, this will demonstrate how organisations can embed a continuous and comprehensive solution to ensure that no-one reaches crisis point and mental health awareness becomes everyone’s issue.

Another stellar agenda makes it hard to pick a favourite session. But if I have to choose one, it would be the session focused on: “How to support mental wellbeing across supply chains”. This is surely the way to supercharge the establishment of employee mental health and wellbeing support as business as usual – right across industries.

You can find out more about the Construction Summit speakers and sessions on the full agenda here.

You can find out more about all the different elements of the MAD World Festival of Workplace Culture, Employee Health and Wellbeing here and register with a 50% discount using code MAD50 here.

Employers who are eligible to join the Make A Difference Leaders’ Club benefit from VIP attendance of the Summit. You can find out more about the Leaders’ Club and apply to join here.

In the busy, pressured world of working in Health & Wellbeing, it can seem like tackling your ever-increasing ‘to do’ list is more important than spending time out of the office. However, as many Leaders attest, like The British Council’s Georgina Rees-Saad, Employee Engagement and Experience Specialist, “taking time out to learn and network with peers facing similar challenges, and sharing knowledge gained from experience of addressing the same challenges, is invaluable”.

Leaders like Kirstin Furber, Channel 4’s People Director, view MAD World as an investment, which brings together such a “mix of people and companies” which are “grappling with, broadly, the same issues at the highest levels”.

“We are all then translating solutions into what’s going to work in our organisations and it’s really helpful to hear how others did it,” she says. “The value is definitely in these really open conversations.”

New perspectives, new ideas

Others agree that there’s a danger of getting caught up in your own company bubble and MAD World introduces you to a plethora of new perspectives and ideas.

Hasan Reza, Head of EDI, Community NHS Trust, says of the DE&I Summit, at which he speaking on ‘Driving meaningful change by maximising data use and measuring impact’:

“It’s a rare opportunity to hear from DE&I experts coming from a massively diverse range of organisations and sectors. Leaders can tap into that knowledge. As a leader I wouldn’t want to miss the event, my team is coming to learn from others and I’d highly encourage you and your teams to do the same!”

Dr Tracey Leghorn, Chief Business Services Officer, SUEZ recycling and recovery UK, is another Leader who puts the MAD World event ahead of others, saying: “I get invited to many conferences and networking events, this is one that I prioritise.”

Richness of debate

These wide-ranging views lead to a “richness of debate”, according to Karen Brookes, Chief People Officer, Sir Robert McAlpine.  And here at MAD World we are not shy to lead a good debate, embracing different opinions and difficult topics.

For instance, the topic of the EAP crisis, and the fact they’re overwhelmed by inappropriate calls, is a hot topic currently which we didn’t shy away from in interviewing Health Assured CEO Bertrand Stern-Gillet about recent negative press. This topic will undoubtedly come up both in formal sessions and informal conversations, giving Leaders the inside track on this tricky issue.

Need for more personalised support

In her session on ‘Meeting the increasing need for personalised mental health support’, for example, Shamira Graham, Chief Commercial Officer and Principal CBT Therapist at corporate mental health provider Onebright, hopes delegates will leave thinking more critically about the service provision they have got in their organisation:

“Where do they fit on the wellbeing and mental health continuum? How do employees know when they should access these services? When and how should they? They need to think about their core services, and then specialist pathways for employees that need something more personalised.”

Words into action

Similarly, we have embraced head-on the current issues in the legal profession – one of which was the high profile probable suicide of Pinsent Mason Partner Vanessa Ford recently. This year we see a Legal Summit Stream added to MAD World and Elizabeth Rimmer, Chief Executive of the mental health charity LawCare, says she is hoping we can “harness the outpouring [of sadness]” around her death “into action and not allow the words to become hollow”.

Indeed, as Rimmer alludes to here, the insight into practical, evidence-based solutions is one of the major advantages Leaders cite about attending MAD World.

Leaders also talk about the power in coming together with other purpose-led likeminds around “an agenda that really gets to the deep roots of what it takes to create a more diverse, equitable and inclusive organisation”, says Viasat’s VP of Culture and Inclusion, Jo Whatley.

Shared mission is energising

This feeling of a shared mission is “energising” because of being in a room with people who “have the same goals and are working towards achieving them”, says DLA Piper’s Safia Kukaswadia, International Diversity, Equity & Inclusion Specialist. The RSPCA’s Patrick Ismond, Head of EDI, also makes this point about atmosphere, saying he’s most looking forward to “sharing ideas, good practice and the positive energy that will helps us realise more inclusive environments”.

Being surrounded by energised people, also helps Leaders in this space deal with the inevitable stress of looking after others’ wellbeing. Leaders recognise the toll working in the business of looking after others can take on their own personal wellbeing and the need to be around others who really understand.

The NHS’s Reza, says:

“DE&I work is taxing and involves offering a lot of one’s personal emotional availability to others. As such spending time with others who traverse a similar path can be very uplifting and inspiring.”

No organisation has it all figured out

Similarly, McAlpine’s Brookes hopes people leave the Summit knowing “we are never alone, there is always someone in your network (now or future) to seek input and gain support from”. Kukaswadia hopes people leave MAD World with a similar thought in their heads: “with an understanding that we all have challenges and it’s OK not to know what to do, or how to reach your goals. Everyone is learning, and no one person or organisation has it all figured out.”

Government-wise, the Wellbeing industry is at a pivotal time with the Labour Party making many pledges around mental health since taking office, such as the creation of a new Mental Health Act. Consequently, it’s a major coup for MAD World that the closing keynote speaker is Luciana Berger, the Former Labour MP who has been appointed by Labour to lead its mental health strategy review. 

New government: reason for optimism?

She tells us she is “absolutely optimistic” about the new government and its focus on prevention, underlining the importance of the hot topic already mentioned; how we can shift to “fostering good mental health, rather than helping people when they are very, very sick and in a crisis”.

However, Fred Mills, Founder, The B1M, who is speaking at the Construction Summit – another new stream at MAD World this year – cautions against an overreliance on regulation. He believes that “we shouldn’t wait for things to happen, like legislation or culture change, because they are going to take time”.

Mark Hudson, Head of Creative Diversity, News UK, agrees saying what he is looking forward to most about MAD World is the congregation of leaders in the field who can “share learnings with each other to move things along as quickly as we can”.

The Leaders’ Summit at MAD World is an event driving excellence in workplace culture, employee health and wellbeing.

For the keynote closing session, Former MP Luciana Berger will be in conversation with Mark Malcolmson CBE, Principal and Chief Executive City Lit.

The Summmit on 17th October 2024, will bring together speakers and attendees from across sectors and with a range of job titles for two tracks of leading-edge content that showcase best practice and provide insights and inspiration for all those looking to achieve maximum engagement with initiatives, optimise investment, stay one step ahead and really make a difference.

The stellar lineup of speakers, as well as Luciana Berger,  includes: Professor Dame Carol Black GBE FRCP FMed Sci; Peter Cheese, CEO, CIPD, Vanessa Harwood-Whitcher, Chief Executive, The Institute of Occupational Safety & Health (IOSH), Dhavani Bishop, Head of Group Colleague Health & Wellbeing, Tesco, Dr Clare Fernandes, Chief Medical Officer, BBC, Christian van Stolk, Executive Vice President, RAND Europe, Andrew Gibbons, Group Head of Wellbeing, Recognition and Hybrid Working, HSBC, Karen Brookes, Chief People Officer, Sir Robert McAlpine, Jaimy Fairclough, Wellbeing Specialist – People Division, Sainsbury’s, Dr Femi Oduneye, Vice President Health, Shell International B.V. and many more. You can find out more and register to attend here.

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Seven in ten managers place Emotional Intelligence (EI) as an invaluable managerial capability in 2024. However empathy, self-awareness/self-regulation and social sensitivity – classed as emotional intelligence – are not rated among their top five most important capabilities. 

Leadership and management learning solutions experts Mind Tools, in partnership with YouGov, conducted a survey of 2,001 managers across 12 industries to identify the critical foundational skills and capabilities needed to be a “good manager” in a modern business context.

Top 5 capabilities

Managers say the top five capabilities are:

• Active listening
• Recognition
• Coaching
• Trust
• Delegation

While the ‘Building Better Managers’ report found that Emotional Intelligence significantly impacts people’s outcomes, not least innovation and engagement, having people skills remains a challenge for many managers…80% of them are promoted due to their ability to do a good job rather than the desire to manage other people.

Nahdia Khan, Chief Impact Officer at Mind Tools, said:

“In 2024, empathy and social sensitivity shouldn’t be underestimated. Managers with high EI are better equipped to make balanced decisions, even in stressful situations. They can manage their emotions and understand the emotional undercurrents within their teams, leading to more thoughtful and effective decision-making.

“What’s also enlightening is that ‘having difficult conversations’ was identified as an issue for managers. The issue also reverses upstream, as managers said they rely on their managers more than anything else, so if their managers aren’t guiding them well, the problems are exacerbated. 

“Traditional managers are task-orientated and focus on objectives, outputs and outcomes. Modern managers behave more like leaders, aligning teams, shaping cultures and coaching people, while still setting goals and delivering high performance. While some managers may naturally excel in EI, the good news is that these skills can be developed.”

A lack of empathy

Mind Tools’ report points to a Gartner report showing that only half of employees are managed by someone empathetic and fair. The consequence of this is serious. When managers lack empathy, according to Catalyst, employees are 34% less innovative and 43% less engaged at work.

The report also highlights that while organisations are allocating 12% of their L&D budget to management training in 2024, they struggle to measure the true value of their investment. Worse yet, 50% of managers received no support from their organisation when transitioning into their role, and of those, only 58% were satisfied with the support they received.

“Managers who receive access to learning resources, formal courses and training opportunities at the start of their management career are significantly better at coaching, goal setting, identifying opportunities for their people to develop, active listening, and establishing trust. These capabilities, along with the improvements observed from early-career support, should highlight the current priorities of management training. 

“They are also less likely to leave – 64% of managers will look for another job if their organisation failed to provide opportunities to learn,” concluded Khan.

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