Happy International Women’s Day!  Yesterday (March 7), Thrive and the Institute’s Member Experience team welcomed over 100 guests to our Step into your Power Sparkling Lunch in celebration of International Women’s Day.   In the wonderful surroundings of the Dean Townhouse, we were joined by members and students of the chartered community who had travelled from all corners of Ireland to attend the event.  In her opening address, Dee France, from the Institute’s Thrive Wellbeing Hub, outlined the importance of shining a spotlight on some of the key challenges women continue to face in the workplace and at home, while celebrating the many advances made in recent times.  Guests enjoyed a keynote speech from Aoife Hughes, founder of FRAZZLE, entitled “How to run your home like a business” where attendees were encouraged to manage their time and boundaries more effectively while outsourcing and delegating the workload to give themselves more time for self-care ultimately leading to “calm in the chaos”.  Aisling McCaffrey, Director at Grant Thornton, facilitated a panel discussion covering some key issues of the day namely how to build confidence in the workplace, the importance of male allyship and how leaders can champion inclusion, and childcare reform and what the Institute is doing in this important area.  The panellists, Charlotte Rose Keating, founder Act on it Coaching, Andrew Keating, CFO at Musgrave and the Institute’s Tax and Public Policy Lead, Cróna Clohisey, shared many important insights into how they navigate their own personal challenges and successes both in their professional and personal lives.   The final segment of the afternoon was a fireside chat with President, Sinead Donovan and CASSI Chair Caelainn McGonigle.  Sinead outlined that, despite the many highs and lows in her 33 year career as a Chartered Accountant, the Institute had been the one constant during that time.  She shared her passion for sport and running and the importance of having a “release valve” when times get tough. Asking for help and leaning on the allies around you, was her parting advice for the #nextgen leaders of the future.   The event was also raising funds for two very important charities, CA Support (the Institute’s in-house charity and benevolent fund), and Women’s Aid, who had recently supported the Institute in the launch of its Domestic Violence Policy.  Brian Murphy, chair of CA Support, outlined the importance of donating vital funds to CA Support as the majority of the cases the charity support are families – mothers and fathers who have encountered adversity and are in dire need of assistance.   The final thoughts of the day were summed up by President Sinead Donovan, who implored anyone in the family of accountants who is struggling to seek out support from those around them.  Dee France, in her closing remarks, reminded all attendees of the Institute’s Thrive Wellbeing Hub and that the confidential service is open to all, whatever stage of their chartered journey.   Thank you to all who attended.  View photos from the event here.

Men can proactively contribute to dismantling gender barriers at work and challenging stereotypes. Dawn Leane explains how While much of the conversation concerning gender balance focuses on supporting women, men have a pivotal role to play in dismantling barriers, challenging stereotypes and reshaping organisational culture. Gender balance is not a zero-sum game. Men are also negatively impacted by outdated workplace environments – family-friendly policies aimed solely at women, for example. The active involvement of male allies can be an agent for positive change and can have a profound impact by raising awareness about gender bias, sexism and other forms of discrimination facing women in the workplace and wider society. Yet it can prove very challenging for men to confront the issues encountered by their female colleagues. The subject is complex and organisational culture and norms of behaviour often don’t support their intervention. Take, for example, the issue of everyday sexism at work. A report by Catalyst, an organisation committed to advancing the representation of women in the workplace, suggests that not only is it difficult to recognise sexism in the first place or deem it inappropriate, but men are often unsure of how to address the behaviour when they do recognise it. The report suggests that men’s willingness to intervene depends on two factors: personal agency and organisational climate. Men who are committed to dismantling sexism are more likely to take action. They are confident in their ability to interrupt and aware of the positive benefits of doing so for the common good. An unwillingness to interrupt a sexist event in their workplace is also influenced by organisational climate. Environments perceived by men to be more silencing, combative and futile are associated with a lack of response to sexism at work. As Peter Drucker famously said, ‘Culture eats strategy for breakfast’. How, then, can men help to create a workplace culture where everyone, regardless of gender, can thrive and succeed? Understand the issues: Men can start by informing themselves about the challenges women face in their workplace, bearing in mind that cultural issues can differ from team to team and from one organisation to the next. Challenge sexism and stereotypes: Actively challenging and questioning gender stereotypes involves avoiding assumptions about roles and capabilities based on gender. Use language that is neutral and avoids reinforcing gender stereotypes. Amplify the voices of women in the workplace: Create an environment that is psychologically safe for women to contribute. For example, give credit where it's due, acknowledge achievements and ensure that success is rewarded. Mentorship and sponsorship: Men can play a vital role in mentoring and sponsoring women within organisations. This involves offering guidance, providing opportunities for skill development and advocating for women in leadership positions. Advocate for equal opportunities: Men can use their positions of influence to advocate for equal opportunities. This includes pushing for fair selection practices, equal pay and creating policies that support work-life balance for all employees. Set an example: Demonstrating a commitment to gender balance through their own actions might involve actively participating in gender balance initiatives, acknowledging and rectifying biased behaviour and setting an example for others to follow. Speak up against discrimination: When men witness gender discrimination or inappropriate behaviour, it is crucial to speak up. Being an ally means actively confronting and addressing instances of discrimination, both direct and indirect. By embracing these actions, men can help create a more level playing field for their female counterparts – this can only be good for all involved. Dawn Leane is Chief Learning and Development Officer at Advancia

Paul Guess explains what work-related burnout means and outlines the pivotal role managers can play in prevention and recovery Many people think of ‘burnout’ as solely related to how much they work. They believe just taking some time off will relieve feelings of overwhelm and pressure and that they can quickly return to work feeling refreshed and renewed. Several factors can cause burnout, however, and it is unlikely to be resolved by taking a break. One of the most important contributors to a person’s well-being at work is their relationship with their manager. As burnout has been classified as an “occupational phenomenon” by the World Health Organization, support at work is essential to curb the rising tide of overwhelm at work.  The manager's role is critical in assessing and addressing employee burnout. Here are some tips to support leaders in preventing and managing burnout in their teams. 1. Be knowledgeable about the factors that contribute to burnout  Research has indicated the six areas that, when left unchecked, can lead to burnout. Recognising how these areas impact a team can give leaders a better idea of how to improve.  Workload Do staff have a clearly defined job description, and are their responsibilities reasonable? Additionally, do they have the resources they need to fulfil the duties assigned to them? Perceived lack of control When people feel they have a say in the decisions being made that are related to their job, it can positively affect well-being and reduce feelings of disengagement and cynicism.  Appreciation and reward When people feel the extrinsic and intrinsic rewards of their job don’t match their effort and time, they can become disengaged and unmotivated – a key indicator of burnout. Fairness Ensure that people receive fair and equitable treatment. Transparency and trust are the foundations of psychological safety within the workplace, and innovation and creativity flow from this. It is essential to effectively communicate the thinking behind decisions that impact them. Community It is vital that people feel a sense of belonging within the organisation. Develop opportunities to bring teams together and keep connections strong to build positive relationships, as loneliness and isolation are often drivers of poor mental health and well-being. Values Do the leadership’s behaviours create an environment in which people feel that it’s okay to look after their well-being? Role modelling and recognising their own management style and how it contributes to an employee’s experience is an important piece of reflective work that will lead to improved relationships. 2. Pay attention to the warning signs of poor mental health There are common indicators of burnout that managers should be aware of: poor decision making; reduced concentration levels;  feelings of overwhelm;  withdrawal; procrastination;  inability to prioritise tasks effectively;  poor timekeeping;  relationship difficulties;  expressions of anger and frustration; and  increasing cynicism and disengagement. If a manager notices these behaviours in a team member,  they must be aware of how to manage burnout in an employee. There are several steps they should take:  Start supportive conversations  Managers should use one-on-one opportunities to start exploring what might be driving any difficulty. Some people will need a little encouragement to open up, so actively listening to what they say, creating space and responding sensitively will help to reassure them that their manager is there to support them. If they feel stressed or overwhelmed by their workload, guide them on how to handle pressure. Set clear goals and spotlight progress When people don’t have clear goals, they either become stuck because they are unsure where to invest their energy or frantically churn out work in the hope it will be valuable. Good leadership involves setting clear goals that contribute to the team’s success. It’s also important to recognise progress and highlight any accomplishments or achievements by individuals or the team. Protect the team’s time A manager must protect their team’s time, especially regarding their well-being. Ensure that people take time off in light of illness, bereavement or other notable situations. Encourage people to take their annual holiday allowance and have some protected time to rest and decompress during periods away from work. Managers should always be practising the behaviours they encourage, so they must be sure to take their own time off as well. Paul Guess is a mental wellbeing expert at caba, the occupational charity supporting ICAEW

As part of the CAW's Global Wellbeing Taskforce, Thrive is delighted to introduce our revamped wellbeing toolkit for managers.  At Chartered Accountants Worldwide, we acknowledge the profound impact of mental health on work performance, relationships, and the overall quality of life. We delve into the importance of fostering employee wellbeing in our fast-paced industry. Depression and anxiety, prevalent mental health conditions, exert a significant economic toll, amounting to US$ 1 trillion each year on the global economy. Download CAW's Wellbeing Toolkit for managers in the accountancy profession. The Gallup Global Employee Survey paints a concerning picture, revealing that less than a quarter of the world's employees feel they are thriving at work, underscoring the urgency to address this growing challenge. The McKinsey Health Institute's extensive survey across 15 countries and 15,000 employees unearths a stark reality - 59% of the workforce grapples with mental health challenges, highlighting the imperative for employers to intervene and support their teams. This holds true for the Chartered Accountancy profession as well, where stress and burnout are issues, affecting over half of Chartered Accountants. Managers within this industry play a pivotal role in shaping a conducive work environment that fosters mental, emotional, and physical health. Recognising the direct link between comprehensive support and heightened engagement and productivity, it becomes both an ethical and strategic responsibility to manage wellbeing effectively. The Chartered Accountants Worldwide global wellbeing taskforce acknowledges this imperative and is proud to introduce our revamped wellbeing toolkit for managers. This toolkit stands as a comprehensive guide, arming managers with crucial insights, strategies, and best practices to cultivate a thriving and dynamic team. Above all, it emphasises the critical need to build resilience and purpose within the workplace, contributing to a more productive, rewarding, and compassionate work environment. Together, let's pave the way towards a brighter future for the Chartered Accountancy profession by prioritising mental health and fostering a culture of holistic wellbeing. Download CAW's Wellbeing Toolkit for managers in the accountancy profession.

Edel Walsh explores transformative strategies to break free from the grip of constant scrolling  When I feel even the slightest bit bored, I pull out my smartphone. I scroll when queuing for my coffee, taking a break from work or when I should be working. When I wake up, I check in with my smartphone rather than checking in with myself. It is also the last thing I do at night.  After realising what I had been doing with my time, I knew I had to change this habit as I was losing hours to doom scrolling.  When I was taking my Chartered Accountancy exams, I had a mobile phone; however, at the time, mobile phones were only used for phone calls and texting. The phone was not the distraction it is today.  Dopamine hit When a person is scrolling on their phone, dopamine gets released from the brain into the bloodstream. As part of the internal reward system, it makes a person feel happy.  We all want to feel good and are guilty of continuous scrolling. Eventually, 45 minutes pass, and you decide to start studying. Your brain is going from a dopamine trigger to being forced to look at books. It is fair to say your brain will find it challenging to engage in productive study. A 2021 study by Oluwafemi J Sunday, Olusola O Adesope and Patricia L Maarhuis, The Effect of Smartphone Addiction on Learning, shows that smartphones negatively impact students' learning and overall academic performance.  The researchers also found that using mobile phones negatively impacts the skills and cognitive abilities needed for students’ academic success and learning. Here are a few simple tips to make your smartphone less appealing while studying. Remove the phone from your study environment The easiest way to avoid being distracted by your phone as you study is to remove it from the area where you are studying.  Research in 2017 by Dr Adrian Ward et al showed that students who kept their phone on the desk while studying performed the worst on their test. Students who kept their phone in their bag or jacket but still in the study environment performed on par with those who kept their phone on their desk while studying. The highest performers were the students who left their phone in a separate room. Make your phone boring When I reflected on my mobile phone behaviours, one of the first steps I took was to make my phone more boring. I deleted all the social media, news, and other apps that were distracting. When I need to check those services, I use the desktop version.  To start, delete at least one app that distracts you. See how this makes you feel and observe your phone behaviour. After a few days, see how you feel about deleting a few more.  Take a break from it all The purpose of study breaks is to rest your brain so you will feel rejuvenated when you return to the books – for many of us, reaching for our smartphone when on a break is an automatic habit.  To give your brain the rest it genuinely deserves, how about you: sit in silence with a cup of coffee; take a walk around the block; get some fresh air in nature; do a guided meditation or a short yoga pose; or read a magazine or a chapter of a book. In the quest for productivity and focused study, breaking free from the allure of constant smartphone use is of utmost importance. As we navigate the digital age, these strategies can offer a roadmap to balance, ensuring that our smartphones become tools for productivity rather than barriers to success. Edel Walsh is a student and exam coach. She supports her clients with their studies and exams by focusing on academic success and personal development and looking after their well-being. For more information, check out www.edelwalsh.ie

Not achieving your desired exam results isn’t the end. Bernie Duffy, Senior Associate at Barden, explores your employment options, opportunities and interview prospects after you have had to repeat an FAE exam There are two things to remember if you did not get the FAE exam results you were hoping for:  Even though it may seem like it, this is not the end of the world, and there are plenty of options; and  Many highly intelligent and successful people have found themselves in the same situation.  Working with Barden and having the chance to collaborate with some of the most successful accounting professionals in Ireland, I know of at least five CFOs of incredible companies who did not pass their FAEs on their initial attempt, and some of them attribute not passing as pivotal moments in their career.   Not passing your exams is a cloud, for sure, but with many silver linings. Figuring out your employment options After the results have sunk in and you have had time to chat with family and friends, the first step to take is to speak with your employer.  Arrange to have an initial chat with your manager or partner. Make sure it is someone who has worked with you and with whom you have a good rapport – they are likely the person who will support you when putting a case forward to HR to repeat the exam.  Ask if your employer is willing to support you in resitting the exam, both financially and with study leave or time off in lieu. In the best-case scenario, they would be supportive of this. If, however, staying with your current employer isn’t an option, you could use this time off to focus on preparing for the repeat exam.  Understandably, this might not be a financially viable option for everyone, but if you are in a position to put your head down, focus on passing the repeat and look for a role once you have completed the exam, this can take some pressure off. If this is feasible, the January exam sitting could be the most achievable.  If taking time out is not an option, there will be plenty of companies that hire at this level and are happy to support you on this journey.  We would suggest looking at “finalist” level accounting roles, which are generally tailored towards people close to qualification but not yet fully qualified. In most cases, companies will offer exam support and salary increases or even promotions once you have passed the exam. Taking a break You can also use this as a defining time in your career to consider your long-term options and career goals. This will be different for every individual; some people will be more comfortable going into another practice firm, and others will use this opportunity to pivot their career towards industry.  Whether it’s a move to a smaller practice where you can gain accounts preparation experience or a move into a finalist accountant role in industry, you can use the situation to develop your skillset and experience further, providing you with more employment opportunities in the future. Prepping for the repeat Take some time to reassess your plan for success in the repeat exam. There may have been other personal factors contributing to the exam result, but be honest with yourself: do you feel you could have done more?  As noted by Edel Walsh, focus on creating a realistic study plan and exam techniques, timings on questions, organising your notes and folders, speaking to friends or colleagues for advice or considering signing up for some additional revision courses as a refresher.  It may also be worth considering if you have selected the right elective or if you could potentially be more interested in another one. Approaching a repeat during an interview A question we are frequently asked is how to approach the question about not passing an exam in an interview and what employers’ opinions on it are.  We would always advise focusing on the positives from the situation and showcasing what you have learned from the experience and your plan to ensure success going forward.  Answers such as, “It was the first exam I had ever failed and was actually a very important learning opportunity for me. I think I am more resolved and resilient as a result” might be useful. Most employers realise that failure is inevitably a part of life, and it is how you deal with and overcome it that counts. No matter your circumstances, there are plenty of options available to you. Do not let one exam define you. Instead, use it as a motivation to become even more driven and successful.  Remember, you learn more from failure than success.