Maintaining a sense of happiness and wellbeing can sometimes feel elusive especially when dealing with the general humdrum and stressors of daily life. One powerful way to enhance our happiness is by understanding the biochemical processes that play a critical role in how we feel. Serotonin, dopamine, oxytocin, and endorphins are often dubbed the happy hormones because they boost and regulate our mood. 1. Serotonin: The Mood Stabilizer Serotonin is often referred to as the “feel-good” neurotransmitter because of its impact on mood regulation. It is crucial in stabilising our mood, promoting feelings of calm, and preventing feelings of anxiety or depression. Often associated with a sense of wellbeing, serotonin is primarily produced in the brain, though a significant portion is found in the intestines. The presence of serotonin contributes to better sleep, appetite regulation, and overall emotional stability. When serotonin levels are balanced, individuals tend to experience less stress and anxiety, along with an overall sense of contentment and happiness. How to Boost Serotonin: Sunlight Exposure: Just 10–15 minutes of sunlight exposure can help stimulate serotonin production. Exercise: Regular physical activity, especially aerobic exercises like running or swimming, is shown to boost serotonin levels. Diet: Eating foods that contain tryptophan, an amino acid that the body converts into serotonin, can promote its production. Foods like turkey, eggs, nuts, and seeds are excellent sources. Mindfulness and Meditation: Mindfulness practices like meditation and yoga can stimulate serotonin production, enhancing emotional well-being. 2. Dopamine: The Reward and Motivation Hormone Dopamine is the brain’s reward chemical. It is released when we accomplish something rewarding, whether it’s something as small as enjoying a favourite treat or completing a long-term goal. Dopamine is essential for motivation, focus, and the pleasure we feel in achieving goals. Without dopamine, we would struggle to feel a sense of accomplishment or motivation to push forward. However, it is important to note that dopamine is also linked to addictive behaviours. While small, healthy doses of dopamine release contribute to happiness, an overabundance can lead to unhealthy habits. How to Boost Dopamine: Setting and Achieving Small Goals: Breaking larger goals into manageable tasks and celebrating each small success helps keep dopamine levels up. Exercise: Physical activity, especially high-intensity workouts, triggers dopamine release. Listening to Music: Engaging with music that you enjoy can trigger dopamine production, leading to a natural "high." Healthy Nutrition: Consuming foods rich in tyrosine (such as bananas, chicken, and avocado) can help boost dopamine levels. 3. Oxytocin: The Love and Connection Hormone Often referred to as the "love hormone," oxytocin is essential for bonding and forming social connections. It is released during moments of physical affection, such as hugging, touching, or even just being in the presence of loved ones. Oxytocin promotes feelings of trust, empathy, and connection, which are crucial for mental and emotional health. This hormone plays a vital role in childbirth and breastfeeding, helping to facilitate maternal bonding. It also aids in reducing stress and increasing feelings of contentment, warmth, and love. Oxytocin not only contributes to romantic relationships but also strengthens friendships and family bonds, making it a cornerstone of social wellbeing. How to Boost Oxytocin: Physical Touch: Simple actions like hugging, holding hands, or even a gentle pat on the back can trigger the release of oxytocin. Acts of Kindness: Helping others or receiving kindness can increase oxytocin levels, promoting a sense of connection and happiness. Social Interaction: Positive interactions with family and friends, engaging in meaningful conversations, or spending time with pets can stimulate oxytocin release. Sexual Intimacy: Physical intimacy with a partner is another powerful way to increase oxytocin levels. 4. Endorphins: The Pain Relief Hormones Endorphins are often called the body’s natural painkillers. These hormones are a response to pain or stress, but they also promote feelings of euphoria and happiness. Endorphins help reduce physical discomfort, alleviate stress, and combat feelings of anxiety or depression. They are primarily known for their ability to enhance mood by acting as natural pain relievers, offering a sense of wellbeing and relaxation. The release of endorphins not only combats pain but also produces a sense of pleasure and satisfaction. How to Boost Endorphins: Exercise: Physical activity, especially vigorous exercises like running, cycling, or dancing, triggers the release of endorphins. Laughter: Engaging in activities that make you laugh boosts endorphin production. Spicy Food: Consuming spicy foods that contain capsaicin, the compound responsible for heat, has been shown to trigger endorphin release. Music and Dance: Engaging with music that inspires joy and movement can activate endorphin production, leading to an uplifting emotional response. By incorporating lifestyle practices that promote the natural release of these hormones, we can create a positive feedback loop that supports mental, emotional, and physical health. Whether it’s through regular exercise, connecting with loved ones, practising mindfulness, or simply enjoying life’s little pleasures, nurturing these hormones can foster a sense of joy, satisfaction, and fulfilment. Understanding the power of these biochemical processes allows us to take proactive steps in cultivating happiness, helping us lead more balanced, fulfilling lives. Thrive is the Institute’s dedicated wellbeing hub which provides emotional and practical support to our members, students and their family members for life. Should you find yourself in a difficult situation, the team at Thrive can help steer you through life’s ups and downs. Talk to us today on mobile: (353) 86 024 3294 or email us.

Resilire founder Joyce McCarthy, FCA, is helping scaling organisations embed a sustainable growth culture that supports people and boosts resilience “Recalibrate. Resolve. Rise.” When Joyce McCarthy launched her HR advisory and coaching firm Resilire in September 2024, she knew exactly where her focus needed to be. Inspired by her own experience re-evaluating her career and life priorities in response to events beyond her control, McCarthy resolved to use this very personal insight to help others prepare for, overcome and learn from professional challenges and setbacks. “Resilire comes from the Latin word for ‘resilient’. When I decided I wanted to set up my own business and work for myself, there was never any doubt about what my focus would be; I knew it had to be about helping people to embrace change and build resilience to achieve their goals.” McCarthy had begun her own career training in Dublin as a Chartered Accountant before moving into banking, first in Australia and then the UK, where her career focus shifted first to sales and then to people and performance management, and organisational culture. “When I moved to London, I started a new job at a large organisation managing a big team and leading innovation in people management,” McCarthy says. “We were overseeing all aspects of performance management from metrics to bonuses, rewards and recognition schemes, and really focusing on how to innovate and improve this whole area. “That was when I started to think seriously about what the culture of an organisation really means, and the level of stress individuals can experience when they are under pressure to perform.” McCarthy “absolutely loved” her work and was delighted when she was promoted to director level and selected for fast-track progression through the organisation’s senior ranks. “Then, I got pregnant. I had just started my new role and I didn’t want to have to go on maternity leave, but I remember the doctor saying to me, ‘You need to prioritise your health and your pregnancy now,’ and that was a shock to me at the time.” McCarthy endured a difficult birth and serious complications with the arrival of her first child. “I was recovering when I was told my employer was carrying out a cost-cutting exercise and essentially downsizing,” she says. “I felt I needed to rush back to work early from maternity leave to try to claim a chair, but, essentially, the music stopped and I had nowhere to sit.” Losing her job in this way was a shock for McCarthy. “My whole world was completely rocked,” she says. “I had gone back to work before I had physically or emotionally recovered. I already felt vulnerable and then I was told my job was at risk of being made redundant. “At the time, I felt really let down by my employer and that’s when I started to think, ‘I need to be my own boss and never again depend on an employer’. The experience also opened McCarthy’s eyes to the very human cost of high-pressure work environments built solely to service the bottom line. “It gave me a lot of empathy for other people and their circumstances. I went from being really focused on performance, productivity, output and just working really, really hard, to questioning everything and asking myself, ‘am I going too fast here?’ “I was a first-time parent and really unwell for the first time in my life. I had to stop and think, ‘There’s more to life than work; your health and the health of your family is so much more important’.” McCarthy subsequently decided to complete a diploma course in resilience coaching and left London in 2021 to return to Dublin with her husband and young family. She established Resilire six months ago, specialising in talent and performance management strategy alongside executive coaching. “My focus is on supporting scaling businesses to reach their potential by helping them with people and culture goals,” McCarthy says. “This is especially important to me because Ireland is just such an entrepreneurial, relationship-focused country.  “When I came back home, I started building a network of wonderful, supportive entrepreneurial people almost straight away.  “These entrepreneurs and others like them build amazing businesses, but when these businesses reach a certain size, they are going to need to define their own identity from a people perspective, and that’s where I come in.” Culture is key to resilience in any organisation, McCarthy says, and embedding a culture of   psychological safety and trust is paramount in a growing company. “Blame culture really doesn’t support business performance,” she says. “The focus should always be the end goal. As long as you’re focused on that bigger goal, you can absorb and withstand the little mistakes that happen along the way, the things that go wrong and the unexpected events and setbacks. “Ultimately, people need to know that they can be open and honest; that it is safe to raise issues; and that the people around them have their back. “Embedding a ‘test and learn’ environment that encourages people to fail fast with no repercussions actually encourages innovation and boosts performance.” In tandem, it is important for employers to understand that their people are multi-faceted humans with full lives outside work, who are often contending with a whole plethora of competing and shifting demands. “People are not bots; they’re not widgets. They don’t just show up to work to perform a task. Typically, people have a lot more going on in their lives than work, and their resilience can be depleted over time by a whole range of factors, be they family-, health- or money-related. “That is why, I think rightly, we are seeing the people management focus shift towards wellbeing as a holistic concept. “At the end of the day, people want to be seen and supported at work; to feel that they can share their challenges in a safe environment; and to be recognised for their contribution and all the ‘small wins’ along the way. “This is what performance management is really about, I think, and helping companies build a culture that genuinely supports it is my core focus with Resilire.”  

In early 2025, before Donald Trump had even stepped foot inside the White House to begin his second time as US President, corporate America rushed to back out of diversity, equity and inclusion (DEI) promises made to consumers in 2016. Three members give us their take on the potential impact on DEI policies in the wider working world. John McNamara Executive Director and CFO, AIB life There has never been a more exciting time to be interested in diversity, equity and inclusion (DEI). “Too woke! Too preachy! More masculine energy! Shut it down!” Regardless of the invective linked to its unexpected politicisation, what seemed to be an unquestioned progression in DEI awareness and acceptance has now been seriously disrupted. How we react will determine its evolution, and indeed existence, in the years ahead. “Never waste a crisis” is the truism, and this period of transition offers businesses the opportunity to double down, tread water or cease their DEI activities. At its core, DEI aims to tackle important issues, such as workplace gender equality and discrimination based on sexuality and racial biases, while also raising awareness of age, ability and access in a safe environment. Within organisations, this effort is supported by a culture that is visibly led from the top and engages those affected, along with their allies. Diverse teams produce better products resulting in higher profits, the latter being ironic in the context of much of the current US narrative. What DEI isn’t is tokenism. It isn’t about marking certain days of the year, while ignoring what they represent the rest of the time—participating in a Pride parade annually, for example, without putting in place supportive policies for LGBT+ people. The responsibility for DEI often gets passed to HR, where it withers away, remaining separate from the rest of the organisation. Lanyards and name badges are produced only to be tossed in (virtual) drawers, often in the absence of management leading by example. So, if all of that ceases now, then frankly, no loss. However, those businesses that stay the course have a valuable opportunity to reflect on how DEI sits within—and is communicated across—their organisation. In the short term, check in with your team to find out how they are feeling about current events, and to understand if they feel unsettled. Even small gestures build trust and inclusion. Less emphasis on targets, quotas, enforcement or policies may also be welcome—and more on ensuring that workplaces better represent the full diversity of the communities they employ, engage with and serve. The pendulum will swing again. Those businesses that re-commit to DEI now when challenged will arguably be more invested than ever before—and that’s a good thing. Sandra Quinn, Founder and CEO Quinn & Associates, Executive Search Partners For over 15 years as a recruiter and the previous 10 as a Chartered Accountant, I have seen how work shapes careers, identities and aspirations. Where we spend our nine-to-five matters. It influences our sense of purpose, opportunity and belonging. I have always been guided by two principles: A lesson from my father: “Love is an understanding of one another”; and A simple truth I share with my children: “If we were all the same, the world would be very boring.” These ideas highlight the value of difference, not just in theory but in the strengths diverse perspectives bring to the workplace. DEI initiatives have played a key role in fostering more inclusive environments. They have broadened access to opportunity, challenged outdated biases and helped organisations recognise talent in all its forms. Neurodiverse individuals, for example, bring fresh thinking and problem-solving skills yet, too often, face barriers unrelated to ability. Similarly, many disabled professionals are not limited by their own capabilities but by workplaces that fail to accommodate them. The real challenge is not whether people can contribute but whether workplaces create the conditions for them to do so. As some organisations scale back DEI efforts, an important question arises: what comes next? True inclusivity should not depend on a policy. It should be embedded in how we lead, hire and collaborate. Fairness, respect and opportunity must be more than corporate buzzwords. They should define workplace culture. Sustaining progress requires more than policies. It demands emotional intelligence, empathy and a willingness to challenge bias. The success of DEI will not be measured by whether programmes persist, but by whether their impact endures. Understanding and celebrating difference is not just the right thing to do; it is what makes workplaces stronger, teams more innovative and organisations more successful. Mark Fenton, CEO & Founder, MASF Consulting Ltd For years, diversity, equity and inclusion (DEI) practice has shaped workplaces globally and enhanced performance by embracing diverse contributions and driving innovative decision-making. Recently, however, we have seen some high-profile corporations and educational institutions begin to dismantle their DEI initiatives. DEI is seen by some as non-essential, with initiatives viewed as a zero-sum game or unhelpful political correctness. So, are DEI programmes still important? The answer is yes. DEI programs are not just about fairness; they drive business success. Research consistently shows that diverse teams are more innovative, perform better financially and make better decisions. Inclusive workplaces lead to higher employee engagement, retention and job satisfaction. While Meta, Google and Amazon’s about-face on DEI has grabbed the headlines, there are many more organisations (Apple, Coca-Cola and Citigroup, for example) that have come out in favour of DEI and reaffirmed their strategic intent. Indeed, at the recent Davos summit, the CEOs of both JP Morgan Chase and Cisco delivered strongly supportive statements on the impact of DEI. Nonetheless, the DEI ‘industry’ is partly to blame for the current backlash in that some of the language it uses is viewed (ironically) as exclusionary, and some initiatives as favouring certain groups over others. This can hamstring diverse viewpoints, prioritising identity factors over merit and muddying the link between diverse perspectives and innovation and performance. Leaders need to: Engage the audience: Simplify the message of what DEI means for each individual and release the constraint of ‘mandatory training’. Refine, not reduce: Review language used and mitigate negative perceptions of DEI supporting unfair quotas and/or unwanted activism—do not, however, reduce efforts and continue to maintain progressive company values. Link to business: Ensure measurable outcomes and better integration into corporate strategies. Our world is evolving and the need for inclusive and equitable workplaces remains. Organisations that stay committed to DEI will not only gain a competitive edge in an increasingly diverse and dynamic marketplace but will also benefit society as a whole.

To pass your CAP 2s and FAE exams in 2024/25 you need to be implementing a rigorous study plan during the year and as you approach qualification an ACA finalist will need to implement the same approach and format to your job search and career planning. If you don't structure your job steps through a considered strategic plan you risk your career pathway making random jumps and just falling into opportunities. Here are a few suggestions to help you build the beginning of your effective long-term career plan : In 10 years as an FCA what role do you think you will want to be settled into ? What does this picture look like ? – Map it out for yourself in detail.. At 5 years PQE (Post Qual Experience) what role do you anticipate holding? It should be a good springboard to your 10 year target. It should be in line with the Career Pathway map - https://www.charteredaccountants.ie/Career-Pathway Do an honest skillset audit – Document the skills you are proven to be strong on and identify what you are lacking and will need to shore up / develop if they are important to your 5/10 year plan Speak to people – constantly! - make your career-map part of your business conversations and put your ambition to go out there in a particular direction with people. Document your plan – write it down – keep a detailed spreadsheet- track and analyse it like a full ongoing long-term project that you give monthly priority to. (I have seen very average performers reach lofty career heights by giving sufficient time and attention to their career projects and ambitions – don’t put it low on your to-do list). If you aim to move after qualifying then take a look at the key actions and considerations here : https://www.charteredaccountants.ie/docs/default-source/careers-recruitment-dept/ca-jobs-checklist.pdf?sfvrsn=2 Start meetings with a few mentors and document the tips they give you in your Career File. Build your personal brand both in work and online / LinkedIn Start to build your personal network in line with key career influencers Put a slot in your diary each month to spend a few hours on your Career project. There is of course a lot more to building a formal career plan but these are a few initial considerations and initial building blocks to put in place. Once you qualify make sure you connect with your ICAI Careers Team to map out the rest of the plan and review the wide variety of ACA paths and market opportunities. Dave Riordan (ACA) Recruitment Specialist & Career Coach https://www.charteredaccountants.ie/Career-Pathway

Chartered Accountants Worldwide has launched its inaugural global report into the resilience of the Chartered Accountancy profession— a groundbreaking study conducted by Chartered Accountants Worldwide Wellbeing Taskforce in collaboration with the Resilience Institute. View the Global Wellbeing Report here.  This report examines the state of resilience and well-being within the Chartered Accountancy profession, drawing on insights from a global survey of 697 Chartered Accountants. While Chartered Accountants play a critical role in safeguarding financial integrity, their work often entails significant stress and complexity. Dive deeper into the Global wellbeing report with the experts behind the research. In this must-watch companion episode of Difference Makers Discuss, the report’s authors and the Dee France, Chair of the Chartered Accountants Worldwide global wellbeing taskforce break down key insights and share immediately actionable tips to help you thrive—both professionally and personally. Watch now and start making positive changes today: Building Resilience and Well-Being in the Accountancy Profession The survey highlights key strengths—curiosity, altruism, and creativity—that drive success within the profession. However, it also uncovers challenges such as multitasking, avoidance, and worry, which can erode resilience and mental health. Addressing these issues through targeted skill development and resilience training presents an opportunity to foster a thriving and sustainable profession. As trusted advisors and business leaders, Chartered Accountants have a unique chance to lead by example, cultivating workplace cultures where well-being is not an afterthought but an integral part of daily practice. By prioritising resilience, the profession can set a powerful precedent, showing that success and well-being can—and must—go hand in hand. Dee France, Wellbeing and Support Lead at Chartered Accountants Ireland and Chair of the Chartered Accountants Worldwide Wellbeing Taskforce commenting on the findings said "It's important to look at the challenges within the profession and the one that came up in the study itself; multi-tasking, hyper vigilance and poor sleep quality were defined".  View the Global Wellbeing Report

In this article, the Thrive Wellbeing Hub looks at an epidemic that Ireland is facing and that is high levels of loneliness.  Many of us feel lonely from time to time. However, everyone’s experience of loneliness is different and personal. It is widely believed those who experience loneliness are those who may live alone or don’t have many friends or family around. Conversely, you can have lots of social connections, support and contact but still feel like you are alone. Loneliness can be compounded by stigma, but it is an epidemic and levels are prevalent, especially here in Ireland. A survey carried out by the European Commission’s Joint Research Centre (JRC) reported Ireland has the highest levels of loneliness in Europe with over 20% of respondents reporting feeling lonely. Another research report by Irish Life found that more than one in three adults in Ireland would describe themselves as lonely or isolated. Other studies and research have linked loneliness and isolation with serious health and wellbeing impacts. It has been suggested isolation; Increases the risk for all causes of premature death – rivalling smoking, obesity and inactivity. Increases the risk of dementia by 50%. Increases the risk of heart disease and stroke by 29% and 32% respectively.  Associated with higher rates of depression anxiety and suicide. Quality over Quantity Loneliness is a state of distress where there is a gap in desire for social connection and actual experiences of it. Humans are inherently social creatures that benefit greatly from quality relationships that make us feel safe, valued and feed our sense of purpose. Depending on your personality, the amount of social interaction needed varies from person to person. Loneliness is linked to the quality of relationships as opposed to the number of relationships. A lack of authenticity in our relationships can feed feelings of loneliness and even those in relationships, those with large friend groups or those surrounded by people daily can experience deep loneliness. Certain times or life events can also affect our levels of loneliness and isolation. For example, feeling lonely around Christmas or Valentine’s Day, or missing someone after a bereavement. A common measure for loneliness is the UCLA loneliness scale which asks individuals how often they feel the following; Feel they lack companionship Feel left out Feel in tune with the people around them Feel outgoing and friendly Feel that there are people they can turn to Dealing with it While an easy fix may seem elusive, there are lots of ways to deal with loneliness and isolation. A major hindrance in treating loneliness is many may feel reluctant to even acknowledge it or how it affects them. Feel the feelings It is important to know loneliness is a totally normal characteristic of life and it doesn’t mean there is something wrong with you. Everyone goes through lonely periods and feelings of isolation often come and go. Accept that you feel lonely presently and that is okay, and that there will be times when you won’t feel this way. It’s also important to remember you’re not the only person to feel this way. Sometimes, there is a comfort in knowing you’re not alone in your loneliness. Talk it out It is a difficult situation to open up about but there is no shame in feeling lonely. Finding someone to speak and open up to can really help in so many ways. It could be that you need or would prefer to talk to a professional – there are plenty of support services out there including the mental health support from Thrive which includes counselling and coaching. Company of 1 There is a huge difference between being alone and being lonely. Improving your relationship with yourself can help tremendously in combating feelings of loneliness. Use alone time to get in touch with yourself and to feel more comfortable with just yourself for company. Spending time alone can be liberating and can be a great way to wind down. You have the power to be your own best friend and liking your own company is a step towards better confidence. Distract Keeping yourself busy is a great way to improve your feelings of loneliness. Starting a hobby or delving into your interests can help you to feel less alone and a way to pass the time. It also allows room for connection if in a group setting and volunteering can help strengthen your sense of purpose and meaning. Always wanted to learn a new language? This could be the perfect time to commit. The Thrive Wellbeing Hub has many supports in place to help you tackle difficult feelings whether it loneliness or other emotional distress. Take a look at the supports we provide. You can contact the thrive wellbeing team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294