In 2024, organisations and individuals worldwide are pressured to “do more with less”, due to the multitude of mounting challenges.

How should organisations respond to ensure business continuity? How does employee mental health play a part in an organisation’s business strategy?

Change is the only constant. As we take our stride into this post-pandemic world, we are witnessing changes in our lives once again. Travel, social gatherings and return to the office are back in full force. However, we are also experiencing layoffs and rising costs. Amidst all these uncertainties, it’s easy to feel like we’ve lost our sense of control and direction.

Often, we are our worst critics. When we feel frustrated or anxious, we talk to ourselves more harshly than we would to anyone else. We wrongly assume that self-criticism will motivate us to do better. And if we dare say “I did my best”, we’re just shaming ourselves.

Living through the pandemic has taught us to engage more thoughtfully in our own care to help us live well. Yet, many find it difficult to consistently prioritise self-care. Join us for a discussion on the importance of self-care, why we struggle to practice it, and learn tips to restore your day-to-day energy reserves and live your best life.

Over the past two years, leaders have taken on a big emotional burden: helping teams recover from the grief of the pandemic, supporting the declining mental health of their employees, and being sensitive to people’s anxieties. In this talk, we'll explore how practising compassion enables leaders to advocate for their teams, humanise the workplace, and lead organisations more effectively.

We’ve all heard the quote that “Diamonds are created under pressure”. In the workplace, pressure is a given but how much is too much? What happens when it gets too overwhelming? How do you strike a healthy balance and thrive rather than sink?

The onslaught of the Great Resignation has cast a long-overdue spotlight on safeguarding mental health in the workplace. Employees and leaders are now more comfortable speaking out about mental health issues without stigma, but leaders are often still criticised for their relative failure to address mental health issues. While having to worry about business continuity, leaders are also tasked with the responsibility of their teams’ well-being.

A high performing team requires more than productive people and clear goals. You’ll also need psychological safety — a shared belief held by members of a team that others on the team will not embarrass, reject, or punish you for speaking up. How might managers and leaders foster psychological safety in their own teams?