Becoming a Chartered Accountant is a commitment that requires intense dedication, determination and resilience. This pursuit, especially during exam season, can become overwhelming and mentally taxing. Niamh Manning shares some strategies to help students manage their mental health during their studies Exam season is a particularly stressful time in a student's life. With a heavy workload, tight deadlines and high expectations, stress is an inevitable part of the journey. But by building resilience, confidence and strength, you can make it as stress-free as possible. It’s all about timing  Proper time management helps reduce stress by allowing us to tackle tasks in a more organised manner. Before you set off on a day of study, be strategic about your day and set goals and actions. Think realistically about how much you can achieve in a day and create a timetable with breaks throughout.  A tried-and-tested study method is the Pomodoro technique, in which you study for 25 minutes and then take a five-minute break. This encourages focused study periods and helps you avoid burnout. It also helps improve your focus and keeps the material fresh in your mind. Treat yourself  Maintaining focus and momentum during study periods can feel like a marathon. The enormity of the task at hand can feel daunting and overwhelming.  Instead of focusing on the long-distance finish line like passing your exams, break down your days and weeks into small manageable goals and celebrate and reward yourself when you reach these milestones.  Short-term rewards can provide a sense of progress and can help you keep going when you hit that proverbial wall.  Health is wealth  While it may seem obvious, we can’t emphasise enough just how important it is to look after your mental and physical health during this time.   Exerting so much energy, physically and mentally on to your study and exams can leave you feeling fatigued, drained and emotional, leaving you vulnerable to exhaustion. Sleeping eight hours a night, exercising daily and eating well are extremely important for protecting yourself from burnout, reducing your stress levels and increasing your energy.  Hydration is paramount as dehydration can lead to headaches, poor concentration and fatigue. Drinking enough water throughout the day ensures that the body remains energised and can process information effectively. Micro-moments of relaxation  We all know that maintaining a healthy lifestyle is essential, but we can often neglect the power of active resting. Taking small moments of relaxation throughout the day can help reset focus and restore energy.  Take a few minutes every day to engage in relaxation techniques.  For example, when you feel tension building, take two to three minutes out to close your eyes, stretch or take a breath. These brief moments can prevent stress from accumulating, lower your heart rate and provide a quick mental rest.   It is also important to include longer periods of relaxation during the week where you completely disconnect from your studies and enjoy the things you love guilt-free. This allows you to recharge your batteries, helps improve concentration and promotes emotional balance. Support network  Due to the intense nature of exams and study, students may shut themselves off and isolate at a time when peer support is important and can significantly benefit them.  A strong support system offers emotional support, advice and a sense of camaraderie. Students can cultivate this sense of support by connecting with fellow students, colleagues, friends and family.  Study groups can also be extremely helpful, allowing participants to share knowledge and collaborate. They also provide a certain study schedule and can help keep you honest about your study efforts.  Many of you will be surrounded by members and alumni who have already gone through the journey and have first-hand experience of being a Chartered Accountancy student. Reaching out to such peers can provide invaluable guidance and encouragement.  Remaining resilient Becoming a Chartered Accountant is a challenging but rewarding journey, and students can excel and persevere by remaining resilient and focused.  It is important to remember that mental health is as important and crucial as academic success, and looking after yourself is imperative for long-term success, both professionally and personally.   Also, keep in mind the many student supports available to you through Thrive. The Thrive Wellbeing Hub provides a comprehensive mental health and wellness programme with a wide range of services tailored to our students’ needs. For more advice and information, check out Thrive’s Wellbeing Hub. Alternatively, you can contact the team by email at thrive@charteredaccountants.ie or phone at (+353) 86 0243294 Niamh Manning is a Marketing and Fundraising Officer with the Thrive Wellbeing Team at Chartered Accountants Ireland

Yesterday (March 6), Thrive and the Institute’s Member Experience team welcomed guests to our Step into your Power Sparkling Lunch in celebration of International Women’s Day.    Check out photos from the event here. In the wonderful surroundings of the Dean Townhouse, we were joined by members and students of the chartered community.  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 face in the workplace and in society, while celebrating the many advances made in recent times.  Guests enjoyed a keynote speech from Eimer Lyons, founder of Well Rise Coaching, entitled “The Importance Of Healthy Boundaries” where attendees were encouraged to establish boundaries as a non-negotiable for a balanced, fulfilling career and life. Áine Crotty, Head of Compliance (UK & Europe) at nib Group, facilitated a panel discussion covering some key issues of the day namely barriers encountered and inclusive changes to the workplace, the importance of male allyship and leadership, challenges faced by working mothers and broached the topic of burnout and how it shows up for women. The panellists - Nifemi Ogunbiyi, Financial Account at Fenergo, Gillian Bane, Founder of Well Work 360, Katharine Mulcahy, Sales Excellence and Strategy Lead at Microsoft and Barry Doyle, President of Chartered Accountants Ireland -  shared many important insights on these topics and 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 Lorna Conn, Chief Executive Officer at CPL and Cróna Clohisey, Director of Advocacy & Voice at Chartered Accountants Ireland. Lorna reflected on the highs and lows of her career, how resilience helps build leaders and how she manages and balances her professional and personal life. The event was also raising funds for CA Support (the Institute’s in-house charity). In his opening address, Barry Doyle spoke about the Institute’s commitment to supporting the success and wellbeing of our female members through career and wellbeing initiatives and highlighted the important work of CA Support, encouraging those in the room to donate 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.  If you would like to donate to CA Support in celebration of International Women’s Day, please do so here.  

Ornaith Giblin outlines the essential steps to achieving a healthy work-life balance for high-level executives striving to manage heavy schedules and competing priorities A high-powered executive who runs a multi-million euro business, also sits on the boards of several not-for-profits, is raising two kids and has just run a second marathon. How do they do it? How is it possible to lead a business, contribute pro-bono time and have a work-life balance that prioritises family and fitness? This “art” of time management and efficiency doesn’t come easy. We have all developed, read about, adopted and rejected various methods—some successful and some not—to try to boost our productivity. However, people often still find themselves frustratingly short of time. What is absolutely clear is that the people who rise to the top usually have the art of time management nailed—often to a level that puts the rest of us to shame. So, what principles do they employ that we could all learn from? Learn to let go and delegate If you are a new manager, you will understand first-hand the battle here. You hold on to the tendency to “do” because you’re the best one to do the job, and taking the time to train someone else doesn’t seem any more time efficient. Even for senior managers, this is an issue. You might have strengths that place you as the best project manager, process improver, statutory reporter or deep-dive analyser, but if you did all of this all the time, you would have no time for team leadership, strategy or driving commercial objectives. Approach this situation from another viewpoint: what do you do that no one else is qualified to do? You were hired to take care of the higher-level aspects of your job and this must be prioritised. Business-as-usual can be delegated. Not only will it boost your team, but you might be pleasantly surprised by what others can do when asked to step up to the challenge. Make a plan and then a contingency plan I write the next day’s plan the evening before. This practice helps me assess my progress and gain insights into my productivity patterns over time. I remove what I’ve completed from my earlier plan, reschedule unfinished tasks for the next day and note a few new priorities requiring attention. Even more critical, however, is the need for a contingency plan to help manage the unknown. It is crucial to set aside a “free” hour each day to manage unforeseen issues. If you find you don’t need this hour, use it to speed up the delivery of other outlined priorities. Focus on results rather than hours People focus on the time it will take to complete a task. Task completion will invariably expand to fill the allocated time. In accounting, you are even more susceptible to this mindset, even if you work in industry, due to the industry-accepted practice of “billable hours”. Instead of analysing a task in terms of how long you anticipate it will take, allocate the time to the task in a way that aligns with the value of the end result. Your success will not be measured by how long you work, but rather what results you deliver. Set your hours and create distance At first glance, it may seem arbitrary to set working hours for the sake of having a work-life balance. If you have nothing planned, why not work into the evening and get a few more things done? Because working all the hours you have available will dull your shine. Frequently, ambitious people work more because they’re always “on”, driven by the buzz, and feel that the more work they get done, the better. However, taking the time for yourself means you can show up the next day fresh and full of ideas. Whether it’s setting hours so you can get out and exercise, spend time with your family, or just kick your feet up, distance is essential for idea generation, innovation and creativity in your work. Ornaith Giblin is a consultant at Barden

Healthy Strategies to Combat Stress and Boost Your Well-Being In today’s fast-paced world, stress isn’t just an inconvenience it’s a silent epidemic. It seeps into every part of our lives, affecting our health, our productivity, our relationships, and even the way we show up for ourselves. Chronic stress doesn’t just weigh on our minds it impacts our bodies, too. And the consequences are often more severe than we realise. But what if the solution to stress doesn’t require an overhaul of your entire life? What if it’s about making small, 1% improvements every day—simple, manageable shifts that transform your well-being without overwhelming you? The High Cost of Stress: What’s Really Happening to Our Bodies? We hear a lot about the “dangers of stress,” but do we truly understand its toll on our health? Stress is linked to over 80% of doctor visits worldwide, contributing to a host of physical and mental health problems. From digestive issues to heart disease, the physical manifestations of stress are profound and the financial cost is staggering. In Ireland alone, stress-related absenteeism leads to the loss of 11 million workdays every year, costing the economy €1.5 billion. But the true cost of stress is personal. It impacts our relationships, our sense of self, and our overall well-being. Even more concerning, younger generations particularly millennials are on track to live shorter lives than their parents for the first time in modern history, largely due to lifestyle diseases tied to stress and poor health habits. While we can’t change the entire system, we can take charge of our own health. The good news is, the path to improvement doesn’t require dramatic changes. The solution is found in consistent, small steps—what I like to call the 1% approach. Why 1%? Small Shifts for Big Results You might be wondering: Can such tiny changes really have a meaningful impact? The answer is; absolutely. Let’s break it down: 1% of 24 hours is just 15 minutes. That’s it. Think about it just 15 minutes to breathe, stretch, journal, meditate, or take a mindful walk during your lunch break. When you commit to small, daily actions like this, over time they can shift the way you feel, the way you manage stress, and the way you take care of your body. By focusing on 1% improvements every day, you build habits that stick. This approach isn’t about overwhelming yourself with huge goals, it’s about showing up for yourself in manageable, meaningful ways. And the beauty of small changes is that they’re sustainable. Little by little, they lead to lasting transformation. Building Lasting Habits: Ability Over Motivation One of the biggest challenges people face when trying to make lasting changes is relying too heavily on motivation. We often think we need to feel inspired or have an overwhelming desire to act in order to make a change. The truth is, ability not motivation is the real key to success. Motivation can come and go, but the ability to create small, sustainable habits will carry you through. Instead of aiming for perfection or waiting for the “right” moment, start small. Focus on what you can do, not on an unrealistic, massive goal. The secret is consistency. Whether it’s taking 15 minutes to meditate, drink more water, or take a brisk walk, these small actions compound over time and before you know it, they become second nature. Scheduling: A Powerful Tool for Boundary-Setting and Self-Care In today’s digital world, it’s easy to feel like time slips through your fingers. The constant ping of emails, messages, and reminders makes it feel as though there’s never enough time for ourselves. But did you know that scheduling can be one of your most powerful tools for boundary-setting and self-care? When we schedule breaks, lunch hours, and time for clean rest and self-care, we take control of our day and, by extension, our lives. Scheduling isn’t about micromanaging every minute; it’s about intentionally carving out time for the things that matter most, including your mental and physical health. By setting aside time for rest, exercise, and mindfulness, we send a clear message to ourselves that we’re worth the investment. And here’s the kicker: Scheduling can actually reduce stress. When you plan your day thoughtfully rather than reacting to a constant stream of demands—you create space for balance, clarity, and self-compassion. It’s all about setting boundaries that protect your well-being, even in the busiest times. It’s time to take control—one small step at a time. Written by Róna Girvan for Thrive. Róna spoke at Thrive and the Cork Society’s Blue Monday Webinar, Balanced Living, 1% at a time, where she shared her 1% solutions to balanced living. You can watch the webinar on-demand here. Róna Girvan (Dr Róna Anderson) is a GP, Lifestyle Physician, and Life Coach. With a passion for empowering people to take control of their health and well-being, Róna combines her medical expertise with practical coaching strategies to help others lead healthier, more balanced lives. As a mother of two and a wellness advocate, she understands first-hand the challenges of juggling work, life, and self-care. Instagram: @the.balance.doctor email: thebalancedoctor2024@gmail.com.

Our Thriving Stories series dives into the real-life experiences of members in our profession and what they do to prioritise their wellbeing. Here, we hear from Rachel McCann, Director at Grant Thornton and chair of the Institute's Cork Society.  How do you prioritize your mental health, and what helps you manage stress? I try and take time out for me for 1 hour a day- I try a swim at the beach all year round 1-2 times a week followed by a beach sauna, do a strength class 3 times a week and for the really bad days I take a football down to the pitch and kick it around the place- always feel better after it!   How do you approach nutrition, and what are some of your favourite healthy meals or snacks?  I am making a more conscious effort for 2025- I do think as busy professionals we tend to grab and go. I spend a lot of time working between Cork, Kerry and Dublin and previously it was whatever came to hand. This year I am making more of an effort to meal prep on a Sunday so it is a case of just heating something up in the evening or taking lunch/breakfast with you- I have become a huge fan of overnight oats in the morning or also following Joe Wicks- he has very quick tasty recipes online. Who do you turn to for support when you’re feeling overwhelmed or struggling with your wellbeing?  Friends and family- great to have 2-3 people to be able to pick up the phone, have a rant and them to say are you finished now and make you laugh again. Also good to have someone point out the bigger picture- I do think we can stress on the smaller items and maybe sometimes looking at the bigger picture puts life in perspective.  How do you maintain a healthy work-life balance, especially during busy times?  Someone recently said the term work life integration to me and I actually think I’ll be stealing it- I think we all know what’s important outside of work and so we need to focus on ways of integrating those priorities into daily schedules- if its that you need to be gone by 5pm to watch a soccer match/school play well then maybe the trade is working through lunch or starting/finishing a bit later to make sure you don’t miss the important items. On the busier days I think it is about ensuring you block calendar time to eat and getting out even for 30 mins for fresh air and being selfish to make sure no one takes those slots.  In what ways do you think community involvement or social connections impact overall wellbeing?  I think it has a huge bearing- I play Mothers and Others football locally in Kerry and its great to go and meet people who are managing work, kids, elderly parents- all life stresses we all face. The best bit is you get to see no one has it all together all the time and sometimes it nice just to laugh about all the chaos while getting out in fresh air and improving fitness. Half the time I try to come up with an excuse not to go at 7pm but every time I do I come back in better form, motivated for the week ahead and more energised. 

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.

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

Ahead of Thrive's upcoming Movember lunchtime webinar, Maximising Your Potential, taking place on Wednesday 27th November, speaker John Slattery shares his journey to self-acceptance, the stages he encountered to finding his authentic self along with reflected questions to help you maximise your potential.  I was sitting in a bar with five teammates. We had won the tournament that we compete in for only the second time in 36 years. I was captain of the team that year. The five of us were talking about the best captains we had ever played with on a team. I mentioned a current teammate of ours, previously our captain. He was a ‘fire and brimstones’ man. Physically very strong, the first to ‘put his body on the line’ for the team. It was an absolute shock when one of the five said, ‘I think you’re the best captain I’ve played with’. I struggled to accept the compliment. I was not physically imposing to opposition. I was not ‘fire and brimstones’. How could I be spoken about in this way? It is often our own self-limiting beliefs that stop us from being all that we are capable of. It is frequently our use of an inauthentic definition of ‘strong’ that downplays or denies our own wonderful strength. There were four stages to the journey on the road to self-acceptance, authenticity and maximising my potential that I want to share with you: It’s OK to Seek Shelter in ‘Safe Havens’: For a long time, sport was my safe haven. It gave me an identity that felt easy to hold in the world. It gave me a foothold in my community. It became a major reference point for me. I often viewed what was acceptable in the world from what I learned through the world of sport. All the energy given to one interest meant that I pigeon-holed a lot of the development of myself into one singular interest. In that respect, it was as limiting as it was helpful. In saying all that, I loved it. It was a safe place for me at a time in life where that felt good and helpful to have. Questions that might be helpful to ask ourselves at this stage include: How is the time in the safe haven serving me well? What other aspects of my personality/interests could serve me well to give more energy to? Appreciating the Challenge of What Happens When You Leave the Safe Haven Behind: After 15 years of giving most of the year up to sport, I finished playing at a high-level of commitment. The fall-off was real. In some ways, I felt like a child does when their hiding place has been discovered. The reference is a little harsh. I wasn’t hiding, as such. I just didn’t know how entwined my life was with sport. I now felt somewhat bare without it. I had to find my place in the world outside of work and sport. If you close your hand into a fist and clench it for a while, it will have a locked-in feeling. It takes time for it to loosen. I had to gently unfold my personality into the broader world. I had to find safe new spaces, with the help of trusted people. I had to not forget sport, I loved it. I had to gently find new interests outside the world of sport. And new ways to connect with sport in a more novel way. Each step a gentle move forward towards the authentic self. Questions that might be helpful to ask ourselves at this stage include: Who is a good person to chat to for advice to help me find my feet? What can I do in the time approaching leaving the safe haven to ready myself? Starting to Own Your Own Space: Through the suggestions of others and answering the inner call of bravery and curiosity (like going travelling on my own in South America), interests emerge (such as, for me, music, dance, yoga, meditation). It becomes a journey of branching out in the world. Depending on how aligned or not this journey is with your own comfort zone, societal norms etc. internal and external barriers will emerge. This will lead to powerful steps forward, as well as sometimes necessary, sometimes unwanted, steps back. In all this, you start to own the evolving nature of your identity. You accept that these new interests are as much part of you as anything that has gone before. You embrace that the steps here are further steps in service of authenticity. You can also now relook at how you define words like ‘strong’ and ‘happiness’, amongst others. You notice how people recognise the evolution of you as a person. In their eyes, you see a next-level respect. In others, you might see a new-found discomfort. In your heart, you feel a sense of inner-connectedness. It’s like you are reading the second, third, fourth chapters of your own story. One that you are becoming more in flow with now. Questions that might be helpful to ask ourselves at this stage include: Are these new interests serving me well? What am I learning about myself? Whose feedback is helpful to take on board and whose feedback is not helpful? Embracing the Importance of Being Kind to Yourself: The journey to being authentic and self-accepting is unlikely to be in a straight line and likely to have its challenges. Showing kindness to one-self is at the heart of a successful journey. You are you. With every extension of your personality into the world, you get closer to your true self. Kindness toward yourself allows you to continue along the path. There are times when I draw a reaction to me being me, in myself or from others, that makes my heart feel sore. I come back to kindness. I meet my own inner-judgement with kindness. I meet the reaction of the other person/people with kindness. Kindness helps you to accept that normal is you being you, normal is the next person being them. For sure, respect the world we live in and the people we co-habit the world with. In the same breath, embrace, with kindness, that the only person you can be true to is yourself. Questions that might be helpful to ask ourselves at this stage include: Am I enjoying what I am doing? Am I putting too much pressure on myself? What are simple ways that I can be kind to myself today? What motivates me to carry on this journey? I feel quite authentic these days. I am learning to accept who I am now and who I am not. The primary source of my work is coaching. I feel that the exploration of my interests and development of myself as a person supports me to be the most effective coach that I can be. Being comfortable in my own skin allows me to show up authentically for the coachee. It places them at ease. It allows them to be vulnerable because they can see that vulnerability in me too. This all creates a very healthy environment for effective coaching to take place. Maximising my potential at work is intrinsically linked to my journey towards authenticity and self-acceptance. I am motivated to stay with the journey. Written by John Slattery on behalf of Thrive. John Slattery is a chartered accountant and transformational coach, specialising in helping people to maximise their potential in work and life. You can find more information on his website https://www.prosperwithjohn.ie/.   You can hear more from John at Thrive's upcoming webinar, Maximising your Potential this Movember, taking place on Wednesday 27 November at 12.30. John will detail his personal journey, how embracing authenticity benefits our professional and personal lives, along with tips on how to shift from a ‘what you think you should say and do’ approach to ‘what you know you should say and do’.  Book Here

From the impact of AI to what sport can teach us about making real change in communities, Chartered Star 2024 Evan O’Donnell shares his insights from the One Young World Summit in Montreal. Below, Evan discusses the energy and impact of the four-day youth leadership conference, his key take-aways and how he plans to put them to use going forward. In September, I had the honour to attend the One Young World Summit, "the world's biggest and most impactful youth leadership summit", in the vibrant city of Montréal, Canada. I was extremely proud to represent the chartered accountant profession, the country of Éire and Chartered Accountants Ireland throughout this four-day conference, along with my fellow delegates from Scotland and South Africa, all under the Chartered Accountants Worldwide banner. One Young World united over 250 organisations and over 2,000 young leaders each hoping to gain invaluable insights and work together to help shape the world's future. This year focused on five key global challenges; Indigenous Voices, Climate and Ecological Crisis, Artificial Intelligence, Health Inequality, and Peace and with each speech, workshop and story shared, the urgent need for change was highlighted. The opening ceremony was packed with energy and theatre, but the real highlight was hearing from incredible world activists. Two messages stood out: environmentalist, David Suzuki, who advised “Let’s open both eyes” and also from novelist, ‎Margaret Atwood who encouraged us, simply but profoundly, to “Go for it.” I had the honour of being flag bearer for Ireland, proudly waving my national flag on an international stage alongside representatives of 197 other nations. It was a joy to spend the day with my fellow flag bearers, exchanging our traditional customs, cultural stories and discovering both commonalities and differences within our communities. The other Chartered Accountants Worldwide delegates and I had insightful conversations with people from all over the world, spanning from Ireland to Iran to Texas, Czech Republic and France. Sport and leadership The energy continued as I joined 20 other delegates to participate in Jamad Fiin’s One Young World basketball camp. Fiin runs basketball camps around the world - inspiring the next generation, particularly young women, to stay active and embrace their love of sport. The session proved a perfect way to put teamwork into action, and we learned just how effective communication can elevate performance. This message was echoed throughout the conference but particularly at a standout panel discussion featuring athletes across the sports of rugby, basketball and swimming. Tendai Mtawarira, Jamad Fiin and Ma­­rk Tewksbury shared how they’re leveraging sport as a powerful agent for social change - an inspiring reminder of how sports can unite and empower communities. Artificial Intelligence Artificial Intelligence was at the forefront of many discussions, with numerous insightful perspectives offered. The ESG team from KPMG discussed the profound impact AI will have on humanity and explored just how much it can serve as a tool for good - when ethics and purpose are at the heart of innovation. Canadian Prime Minister, Justin Trudeau also broached the subject, discussing his perspective on the 'pivot generation'. As the last generation to experience life before AI, we have a unique opportunity to shape its future. Trudeau emphasised the importance of working together to ensure we harness AI to create positive, global change. Nobel Peace Prize winner, Maria Ressa, shed light on AI’s security risks and challenges, reminding us all to stay vigilant in the face of technological advancements. It would be impossible to accurately summarise all the highlights and learnings across the four days. Still, apart from all mentioned above, two stand-outs were a workshop on inclusive learning, which focused on the importance of making education accessible to every young person, regardless of their background and a discussion from the Zurich Foundation on how economic prosperity can pave the way to peace. If I was pressed to summarise what will stay with me? It would be the phrase echoed across everything that One Young World encapsulates - Collaboration has proven essential for long lasting impact. What next? The closing ceremony, an event just as colourful, inspiring and energising as all that had come before, offered a moment to reflect, with delegates invited to write a singular goal for the upcoming year on a ribbon. These ribbons were joined together to symbolise how goals are achieved when aligned with great unity. To quote the famous phrase, "If you want to go fast, go alone. If you want to go far, go together." This experience has opened many pathways, put me in contact with inspiring individuals and given me a wider platform to spread the knowledge gained. I feel proud to be part of an Institute that shares my commitment to protecting the future of our world and I welcome many more opportunities to bring my shared learnings to the broader chartered community.

To mark World Menopause Day (Friday 18 October) this week, the Thrive Wellbeing Hub explores the often overlooked and turbulent time in a woman’s life and the effects menopause can have on our emotional wellbeing.   Menopause and the preceding years are a significant life transition for any woman, whether it is part of the natural aging process or on-set by illness or medical treatment. Changes in our hormones bring about many physical changes and while menopause isn’t a mental health condition it can indeed affect your mental health or can often make existing mental health conditions worse. As a result of menopause, you may experience feelings of anxiety, stress, or depression, and many menopausal symptoms are intrinsically linked to how we feel or affect how we feel about ourselves, these include; Anger and irritability Forgetfulness Poor concentration Low mood and feelings of sadness Anxiety Loss of confidence and self-esteem or loss of self Difficulty sleeping Weight fluctuations These symptoms are a result of changes in the body and can have a big impact on your life. While some aren’t considered menopause symptoms, many women experience these effects. However, if you know what to expect, and why you are experiencing these feelings, it can help you make an informed decision on what to do to manage your mental health during this time.   In 2021, the Athlone Institute of Technology carried out a study on the experiences and health behaviours of menopausal women in Ireland. Interestingly, a key finding from the report was that the majority (77%) of women felt they were unprepared for menopause. When asked where they received information from, family (3%) and friends (6%) were not common information sources, demonstrating how menopause and the experiences associated are not discussed among peers.   Historically menopause has often been overlooked, underestimated, and simply not talked about enough but it is a natural part of the aging process and something all women will go through which is half the Irish population. Therefore, menopause can also be an extremely isolating and frustrating time. Friends and family may not understand or relate to what you are going through or be able to support you in the way you need.  It is also a time in a woman’s life when other life stressors and major events are taking place such as working full time, in busy and stressful seniority positions, caring for children, dealing with ageing parents and navigating other life transitions. Alleviating the emotional toll of menopause The impact of the hormonal changes that take place in the lead-up to menopause can be stressful, unfamiliar, and confusing. While some women will require medical intervention, for many healthy and positive lifestyle habits can ease many of the symptoms, help protect your mental wellbeing and alleviate the emotional toll experienced at this turbulent time.   Be aware of the symptoms and associated emotions that may accompany menopause as it helps you explain mood changes you may be experiencing.   Monitor your mood and note any patterns. Are you feeling irritable because you had difficulty sleeping? Do feelings of anxiety correlate with stress levels, poor concentration or brain fog? If these symptoms become severe and interfere with your daily life and relationships, seek help. Incorporate good lifestyle habits such as increasing exercise, eating well, getting plenty of rest and adequate sleep, and engaging in relaxing activities to help control stress and reduce potential symptoms. Reach out to others. It is important to not struggle alone. As we have detailed, many don’t share their menopause experience with peers and family but creating an open dialogue around menopause is important for peer-to-peer information sharing and confirming you are not alone and that many others have gone or are going through the same. Seek out workplace supports. Many women report that their work performance and availability are affected by menopause issues which can contribute to already heightened stress and anxiety levels. Thankfully, it is now much more commonplace for companies to implement menopause policies due to the challenges women face as they cope with symptoms. For example, Chartered Accountants Ireland developed its own menopause policy aimed at supporting employees coping with challenges arising from the menopause.  As part of the policy, training was provided to tackle the discourse, flexible working arrangements were implemented as well as other accommodations such as welfare rooms, appropriate workplace equipment and occupational health provisions. And remember, it's temporary. The menopausal transition is just that a transition and it isn’t permanent. It is important to remember that the dip in mental wellness and unpleasant symptoms in this period of life won't last forever and will ease with time. If menopause is affecting you or a loved one’s emotional wellbeing, please remember the Thrive Wellbeing Hub is here to support you, whether that’s help devising a self-care plan, dispensing advice, or being the confidant and support system you need.  

According to a Forbes article, 69% of people said their manager impacts their mental health more than their therapist or doctor—and it’s equal to that of their partner. Further research from Gallup identifies management style as the second leading cause of work-related stress absence. If you’re struggling with a difficult manager, it's important to understand how to effectively navigate the situation.    Understand what’s driving their behaviour Managers can act difficult for a variety of reasons, many of which may have nothing to do with you. They may be stressed, lack proper training, have challenging personality traits or may have other personal issues. Recognising this can help you avoid taking their behaviour personally and cultivate empathy. While constructive feedback and direction are a normal part of any job, if your manager is delivering this in a harsh or unhelpful manner, it is more likely a reflection of their internal struggles or skill gaps than your performance. Regulate your own emotions and behaviour Dealing with a difficult manager can be incredibly stressful, often taking a toll on your self-esteem. It’s important to prioritise self-care and process these difficult emotions. Techniques such as breathwork, meditation, journaling, practicing self-compassion and grounding exercises can help you stay calm and avoid reacting impulsively to their behaviour. It is also important to reflect on your own actions—are there any behaviours or responses on your part that might be contributing to the tension? Being self-aware can help you navigate the situation more effectively. Communicate your concerns It is important to remember that no one is a mind reader. Although we might expect our manager to know what to do or not do, it is crucial to communicate your concerns openly and professionally, rather than letting frustrations build up. While preparing for this conversation: - Provide specific examples of the issues you are facing rather than vague complaints. - Focus on the behaviour rather than making it personal. Avoid placing blame or statements like ‘you’re too critical’ and instead use ‘I’ statements such as ‘I noticed that I received a lot of detailed feedback on my last three reports.’ - Be clear on the impact it is having on your work and your mental health, for example, ‘It’s making it difficult for me to feel confident in my work, and it’s starting to affect my motivation and self-esteem.’ - Offer solutions to improve the situation rather than just pointing out problems for example, ‘Could we balance detailed feedback with what’s working well, so I can improve more effectively?.’ - Ask for feedback and be open to hearing their perspective on the situation, for example, ‘I’d like to get your perspective on the situation and how we can improve it going forward.’ Seek Support A problem shared is a problem halved. When dealing with a difficult manager, it is vital to have a support network. Trying opening up to a trusted family member, friend or colleague that can listen or give you impartial advice. If your entire team are struggling with the same issue, consider discussing the issue collectively. Having addressed the issue with your manager without seeing any progress, it may be time to escalate the situation to their manager or HR, either informally or through formal channels. If you’ve exhausted all options and you are still struggling, it may be worth considering whether the role or team is the right fit for you in the long term, or if exploring new opportunities could offer a better environment. Written by Gillian Bane on behalf of Thrive.  If you are struggling with the impacts of work-related issues, Thrive is here to help. Thrive is the Institute's dedicated wellbeing hub that offers free wellbeing support to members and students. Contact the team by email at: thrive@charteredaccountants.ie  or by phone: (+353) 86 0243294.  Gillian Bane is a chartered accountant and workplace health and wellbeing consultant who specialises in manager and leadership training. You can find more information on her website www.wellwork360.com.

Do you find yourself constantly feeling drained by the end of the workday? You’re not alone. Many people struggle with maintaining their energy levels at work, often due to habits and practices that can be adjusted. Here are four things you can avoid to help you feel more energised throughout your workday. Always Being “On” Between back-to-back meetings, an overflowing inbox and a constantly ringing phone it’s easy to feel overwhelmed. However, research shows that multitasking, or task switching, can cost up to 40% productivity. To combat this, block out specific times in your diary to tackle different tasks and stick to your schedule as much as possible. Minimise email notifications during focused work periods and consider setting ground rules with your team about when and how to communicate more effectively. Not Taking Breaks More and more people are skipping lunch and eating at their desk for multiple reasons - it’s the cultural norm, perceived work pressures or a desire to finish early. However, breaks are essential for recharging your energy. Make it a priority to block out your lunch break on your calendar and avoid eating at your desk. Furthermore, taking short microbreaks throughout the day have been proven to reduce stress and boost productivity. Overworking While busy times may sometimes require late nights, it is important to distinguish between hardworking and overworking. Hard work means achieving your goals through sustainable efforts, balancing productivity, achievement and well-being. However overworking means pushing yourself beyond healthy limits. Working extra hours or taking on too much work is often driven by fear of failure, work demands or a need to prove oneself. Reflect on what is driving your work habits and set boundaries with both yourself and others. Keeping Things Bottled Up Whether it’s frustration with a colleague or struggling to admit to your manager that you’re feeling overwhelmed, keeping your emotions bottled up can drain your energy. There are various reasons why we don’t feel comfortable opening up – culture, stigma and fear of negative consequences. However, a problem shared is a problem halved, so try expressing your feelings to your manager, co-worker or a trusted friend. Journaling can also be an effective way to process your thoughts and emotions. Feeling drained at work does not have to be the norm. By avoiding these pitfalls, you can create a healthier and more sustainable work routine. To learn more about this topic, you can attend Thrive and the ACA Professionals upcoming webinar ‘Managing your energy for better balance’ on Wednesday 11th September. See link to register below. https://bit.ly/3SXZ40j Written by: Gillian Bane, chartered accountant and workplace health and wellbeing consultant. You can find more information on her website www.wellwork360.com

Practices, such as meditation and mindful breathing, help individuals regulate their attention and emotions. This regulation leads to a balanced mental state, allowing for greater cognitive flexibility and creative problem-solving. Cognitive psychology suggests that a calm and focused mind is better equipped to generate innovative ideas. Chronic stress impedes creative thinking by limiting cognitive resources. Mindfulness reduces stress by promoting relaxation and fostering a positive mental state has shown that lower stress levels correlate with higher creative output, as individuals are more open to exploring new ideas and taking risks. Enhancing interpersonal relationships Mindfulness enhances empathy and communication skills, which are crucial for effective teamwork. A theory that puts this into practice and provided evidence-based research is the social exchange theory, positive interactions between colleagues builds trust and cooperation, creating an environment where creative ideas can flourish. By fostering better relationships, mindfulness contributes to a supportive and collaborative workplace culture. A mindful workplace culture encourages openness and reduces fear of judgment, which are essential for creativity. Organisational behaviour theories highlight the importance of a positive organisational culture in promoting innovation. When employees feel safe to express their ideas without fear of criticism, they are more likely to think outside the box and contribute creative solutions. Inclusivity and diversity Mindfulness practices can also promote inclusivity and respect for diversity, further enhancing creativity. By encouraging non-judgmental awareness and acceptance, mindfulness helps create a culture where diverse perspectives are valued. This inclusivity leads to a richer pool of ideas and innovative solutions. Mindfulness training programs Many organisations have successfully implemented mindfulness training programs to enhance employee wellbeing and creativity. These programs typically include guided meditation sessions, mindfulness workshops, and ongoing practice support. Case studies from various industries demonstrate the positive impact of such programs on both individual and organisational performance. Beyond training programs, integrating mindfulness into the organisational culture is crucial. This can be achieved through leadership commitment, regular mindfulness practices, and creating spaces for reflection and meditation. By embedding mindfulness into the company’s values and practices, organisations organisations can sustain a culture that supports creativity. Measurement and evaluation To assess the effectiveness of mindfulness initiatives, organisations can employ both qualitative and quantitative research methods. Surveys, interviews, and creativity assessments can provide valuable insights into how mindfulness practices influence employee creativity. Social sciences methodologies, such as thematic analysis and statistical modelling, are useful tools for evaluating these outcomes. New areas of study The intersection of mindfulness and workplace creativity presents numerous opportunities for further research. Future studies could explore the long-term effects of mindfulness on creativity, the role of individual differences, and the impact of organisational context. Interdisciplinary research, combining insights from psychology, sociology, and organisational behaviour, can provide a comprehensive understanding of these phenomena. Practical benefits Understanding the social sciences perspective on mindfulness and creativity offers practical benefits for businesses and employees. Organisations can leverage this knowledge to design effective wellbeing programs and foster a mindful and creative workplace that not only enhance employee satisfaction but also drive innovation.  This article was written by the Institute's DCU Intern, Jennifer Lukikeba, on behalf of Thrive.  In partnership with DCU's Access to the Workplace programme, the Institute hosted Jennifer as part of its professional summer internship placements.  For more advice or information, contact the team by email at: thrive@charteredaccountants.ie  or by phone: (+353) 86 0243294.   

Here, Dee France, Member & Student Support and Well-being Lead at Chartered Accountants Ireland, explores what diversity and inclusion means in the workplace, the important role it plays for employee well-being, and why employers should foster a culture of belonging and inclusion. Diversity and inclusion (D&I) has become a driving force in the changing organisational landscape. Companies and business leaders are placing greater emphasis on their approach to D&I and are embracing policies and strategies to create a more diverse, fairer, and resilient workforce.  Employee well-being and D&I are closely connected. In fact, employee well-being awareness can be seen as an intrinsic element of a company’s effective D&I strategies and policies.  An essential and significant feature of good overall well-being is our feeling of purpose and belonging. Programmes and initiatives that promote inclusion, diversity, and belonging can support and cultivate positive employee well-being. In its entirety, D&I in the workplace can have an impact on our overall happiness at work.  Emotional tax Employees from diverse backgrounds who experience a non-inclusive workforce can face an additional burden of an ‘emotional tax’ – the experience of being treated differently from peers due to race/ethnicity or gender, triggering adverse effects on health and feelings of isolation and making it difficult to thrive at work. This emotional tax can have an extremely negative impact on employees’ mental health and wellbeing. Feeling undervalued, overlooked, or excluded due to your identity can heighten a person’s vigilance to protect themselves from acts of bias or prejudice. Thrive, Chartered Accountants Ireland’s dedicated well-being hub, continues to receive regular calls from our members and students who seek support from the damaging impact a non-inclusive workplace can have on their wellbeing.   Managing diversity and inclusion  Implementing effective and successful D&I strategies and policies can take time, but a coherent and structured approach to these ensure that work practices and values support an inclusive culture that embraces different people, views, and perspectives. Producing a D&I policy allows a company to go above and beyond legal obligations and set a standard of expectation for the organisation and for its employees.  There are several ways companies can begin to incorporate inclusivity into the workplace.  Leadership and employee training  Providing training for leadership, management and employees increases awareness, aids the understanding and engagement in the company’s values and policies, helps embed these initiatives into the culture of the workplace, and allows for the development of empathy for others.  Employee network groups  Building an employee network group is an effective way to allow people to connect with others from different groups, and raise a sense of belonging, affinity, and kinship.  For example, the Institute has several different committee groups such as Balance, our LGBTQ+ committee, Student Committee, and D&I committee.  Open communication and feedback  Developing open and clear communication channels that are easily accessible to employees breeds better dialogue. It ensures employees and managers alike feel safe in airing grievances, giving feedback, and the feeling of being heard and valued.  Employee surveys on D&I initiatives allow companies to take onboard employees’ experiences and action feedback. It permits companies to assess if policies and strategies are working and evaluate and benchmark their efforts from year-to-year.  The Thrive Wellbeing Hub provides counselling, wellness coaching, practical advice and more to all members of the Institute. You can contact the Thrive wellbeing team by visiting our website, via email at: thrive@charteredaccountants.ie, or by phone: +(353) 86 0243294. 

Aoife Hughes outlines what life-work balance is and the steps you can take to break unhealthy habits and achieve equilibrium Life-work balance often feels unattainable as we have a lot of time competitors, all champing at the bit to claim time and energy from us. Life-work balance can be defined as a series of habit changes, powered by a permission mindset, vision, strategies and systems. The metric of success is time to invest into your self-care. Here, I outline some key steps you can take to achieve the ultimate life-work balance. Permission to embrace self-care First, build a permission mindset to invest time into your self-care. This is a term that often incurs frustration as we feel we ‘don’t have time’ to invest into self-care. Self-care can be seen across three lenses: physical, emotional and social health. They can be interlinked. Self-care is a strategy to manage emotional stress to ‘find calm in the chaos’. We all experience chaos in life. ‘Big’ chaos can involve life-changing events such as moving house, having children or falling ill. ‘Small’ chaos is the day-to-day stress from getting to work on time, deadlines and cooking dinner. Building boundaries and prioritisation are critical components to managing self-care and stress. To deal with the chaos, and care for yourself, identify when you are stressed by noticing when your heart starts racing and you can’t concentrate. Manage this by inhaling for four seconds, holding your breath for seven seconds and exhaling for eight seconds. Future vision Design your ideal life-work balance by visualising what you want. Then, define your core values. These values are the deeply-held beliefs that guide your behaviours and decisions. Building awareness about limiting beliefs that impact your thoughts, emotions and habits is key to implementing change. Creating your goals involves change – something that is not easy as we are not conditioned for change. We are wired to stay within our comfort zone as we don’t have any emotional connection with something that we have not yet experienced. To achieve your goals to reach your vision, you need to break old habits and start building new ones. You can do this by identifying one goal to help you reach your vision. Change one limiting belief to build or break a habit to reach your goal. And if you need extra help, the How to Run Your Home Like a Business Framework supports habit changes with strategies and systems to manage the physical and mental load that comes with home and family life to make room for self-care. Building strategies Building a strategy to manage your home and family life involves identifying your ‘partner in the business’. This can be your roommate, family member or life partner. Create a plan for the work associated with the home and family. Look at the projects and tasks that need to be completed on a daily, weekly, monthly, quarterly and annual basis – just like how you would approach project management in the workplace. Next, look at your internal team, which could be your immediate family, and identify who your ‘village’ are. Leadership and asking for help are key to achieving success with implementing your strategies. Finally, identify what projects you would like to complete in your home. Manage when you would like to have these projects completed by creating a prioritisation plan. Systems management Now that you have your strategies and team in place, building systems and delegation are the final components. Identify what your key pain points are in terms of managing the physical and mental load that comes with home and family life. Give yourself permission to set a budget and invest in solving problems by expanding your team with external suppliers. For example, hiring a cleaner to manage weekly tasks will lighten the physical and mental load that comes with the home. The key cyclical tasks related to the home are cooking, laundry and dishes. They come with a heavy workload as they need to be managed regularly. Delegate ownership around these tasks by playing to the strengths of each partner. Delegation can be challenging. Working with the ‘progress over perfection’ mantra and accepting that tasks may be approached in a different manner, can help to overcome some of the challenges. Leverage planning tools and applications to streamline the systems you create to save time. Identify who owns a task that needs to be managed weekly, then create a system and schedule this task with an online calendar or app. Begin at the start Life-work balance is a fitness – you decide how far you want to take it. The hardest part is starting. Once you build your permission mindset and vision, however, you’ll soon find that the rest will fall into place. Aoife Hughes is the founder of FRAZZLE

Small businesses can sometimes feel left out of the conversation on neurodiversity, believing such initiatives are reserved solely for large businesses. Mark Scully explains why it is so important for small businesses to embrace neurodiversity and how  Neurodiversity is the idea that all people experience and interact with the world around them in many ways. There is no one "right" way of thinking, learning, and behaving. Under the neurodiversity lens, differences arising from neurodivergences, such as dyslexia, dyspraxia, autism or ADHD, are not viewed as deficits. Instead, these differences can give rise to certain strengths as well as unique perspectives. The importance of neurodiversity in the workplace has gained significant attention internationally and Irish workplaces are finally beginning to embrace this, such as Bank of Ireland’s roll out of its Neuroinclusion Policy. The commentary around neurodiversity initiatives can make it seem that they are the preserve of large organisations, however, leaving smaller businesses feeling that they don’t have the scale, resources or time to deal with such matters. Neurodiversity initiatives in small businesses Based on the most recent available CSO (2021) statistics, 69 percent of people are employed by SMEs. Importantly, almost 50 percent of all employees in Ireland are employed in businesses which employ less than 50 people, being small enterprises (22%) or micro enterprises (28%). So, it is paramount to emphasise the important role small businesses can play in embracing neurodiversity, as well as to challenge misconceptions and barriers that may stand in the way. “We will cross that bridge when we come to it” Some businesses may see neurodiversity as something to be dealt with in the future when they are forced to react to it, e.g. when a new employee is neurodivergent. However, businesses may be surprised by the likelihood that they may already have neurodivergent employees. Research published in the British Medical Bulletin in 2020 estimates between 15 percent and 20 percent of the population is neurodivergent, with the current view being that it is the higher end of this range. Taking this 20 percent rate, and by using the most recent European Disability Forum’s employment rate for disabled people in Ireland of 32.6 percent as a proxy (which likely understates the employment rate for all neurodivergent people, excluding autistic adults who face significant barriers to employment), we can estimate the probability of at least one neurodivergent person working in a business of a particular size. Based on those assumptions, we can arrive at conservative probability figures: In a business employing more than 10 people, there is a more than 50 percent chance that at least one person in that business is neurodivergent. In a smaller business with five people, this probability is 25 percent. In a larger business with 35 people, this probability increases to 90 percent. While rough, this calculation is intended to illustrate a key point: the probability that you already have a neurodivergent employee is much higher than you think. If your business is larger than a micro enterprise, there is no point waiting to cross the bridge – you likely already crossed it without even realising it. “We don’t have a budget for this.” If financial cost is significant constraint, there are numerous free or low/subsidised cost resources available to help: There are excellent not-for-profits/charities in Ireland that provide support, advice and resources on supporting adults with more common neurodivergences such as autism, ADHD, dyslexia and dyspraxia (DCD). Some organisations that were previously solely autism-focused have now broadened their remit to wider neurodiversity, such as Specialisterne Ireland. There are government-backed information and support programmes such as Employers for Change to assist employers in recruiting and retaining disabled employees. Specialisterne Ireland has recently collaborated with international organisations across the EU to roll out neurodiversity resources aimed at SMEs which are freely available to use. The Department of Social Protection will shortly roll out a revised scheme to replace the existing Reasonable Accommodation Fund and Disability Awareness Support Schemes. This revised scheme should hopefully make funding more easily available to subsidise costs of disability (including neurodiversity) awareness trainings for employers. Often, the most beneficial workplace adjustments for neurodivergent employees do not involve financial outlay. Instead, an understanding and willingness on the part of the employer to adopt a different way of working or communication to best suit that person’s cognitive style or sensory needs can be incredibly helpful. Any such adjustment depends entirely on what works for that individual and their needs but can include: flexible working arrangements; asynchronous communication to allow time to process information; being permitted to use noise cancelling headphones; taking movement breaks; being provided more prescriptive instructions to facilitate task breakdown; chunking work to minimise transitions, etc. But even where financial cost is involved for reasonable accommodations e.g. text-to-speech software, there are government supports available. “We don’t have the time for this.” Every business should embed diversity, equality and inclusion (DEI) initiatives, including neurodiversity, as part of its long-term strategy. This can involve reviewing the recruitment process, reviewing the physical environment for accessibility and updating policies and procedures. Smaller businesses can feel that a such an undertaking is beyond their capacity, however, and therefore avoid taking any steps at all. Inclusion is a continuing journey – there is no finish line. The key is to take one step and then another. Here are some small practical steps you can take today: Let your people know that neurodiversity is something you want the business to embrace. Invite them to provide feedback and help. Often, you will be surprised to find that people are more than willing to help, particularly where they or a family member is neurodivergent. Make your people aware. Online neurodiversity awareness trainings suitable for all employees generally range from 60 to 90 minutes in length. Train your leaders and managers. Typically, more in-depth neuro-inclusion training aimed at leadership and human resources range from two to three hours. It is important that neurodivergent employees have some way of making their voice heard, especially if they do not feel comfortable yet to share their neurodivergence. An anonymous survey to request feedback on neurodiversity in your workplace can be generated and circulated (via a third-party intermediary, if necessary, to ensure confidentiality and anonymity of feedback). Conclusion Neurodiversity is not just the domain of large businesses and multinationals – small businesses must readily embark on the neuro-inclusion journey if we are going to foster an inclusive workplace for all employees in Ireland. Mark Scully ACA is the founder of Braver Coaching and Consulting, an executive coaching and neurodiversity consultancy.

In the pursuit of academic excellence, students often overlook the power of breaks. Discover why strategic pauses are crucial for learning retention, focus, and overall well-being during intense study sessions. Students often believe that the key to academic or exam success lies in pushing themselves to the limits to study for hours on end without taking a moment to rest. However, when students deprive themselves of breaks, they are less productive, retain less information and in turn risk burning out. Taking breaks while studying is not only beneficial but essential for deep learning and performance. Breaks are important for maintaining our cognitive capability and our overall mental health and well-being. In addition, breaks fuel our productivity. Cal Newport in his book Deep Work describes deep work as “activities performed in a state of distraction free concentration that push your cognitive capabilities to their limits”. When a student engages in deep work, or productive deep study, they need to also take productive deep breaks. The benefits of breaks Taking breaks while studying are important for the following reasons: Enhances focus and concentration Our brains cannot maintain focus and concentration for extended periods. Taking short breaks during study sessions allows our brains to recharge, making it easier to maintain focus, concentrate and absorb information effectively. Much like our phones, our brains also need to be re-charged. Improves learning retention Taking breaks between study sessions can improve our ability to retain information. Breaks give your brain the opportunity to process and consolidate new information, making it easier to recall later. For this reason, I always recommend taking a walk where possible after a study session. This will help you retain the information you just studied and learned. Maintains overall health and well-being Extended periods of intense studying can lead to burnout, fatigue and increased stress levels, ultimately undermining your academic or exam performance and health. By incorporating regular breaks into your study routine, you can keep burnout at bay and reduce your stress levels. Promotes sustainable study habits Taking breaks while studying encourages sustainable study habits that can be maintained over an extended period. By taking regular deep productive breaks, you can pace yourself more effectively and avoid the cycle of procrastination followed by cramming which inevitably leads to stress and overwhelm. What does a productive deep break look like? There is no specific rule of thumb when the optimal time is for a student to take a break while studying. We are all individual and we all have our own specific needs. If you are engaging in productive study, then you could take a 10-minute break after 50 minutes study or a five-minute break after 25 minutes study. When taking a break, you should not turn your attention to email, social media or distracting websites. The purpose of the productive deep break is to recharge your brain. By scrolling on your phone, you are not giving your brain the rest and recovery it needs and deserves. In fact, you are stimulating it, which is not what we want from a productive deep break. Try not to turn your attention to a complicated or stressful task. A short walk is a fantastic way to clear your head. It will help consolidate what you have just learned. If going for a walk is not available to you, getting out in the fresh air for 10 minutes is another great way for your brain to rest and recover. Sometimes a productive deep break can be as simple as sitting in silence with a cup of tea or coffee. Alternatively, you can listen to music or a podcast. Another example of a productive deep break is to do a five-minute meditation or five minutes of breathwork. As you are likely to have been sitting at a desk for a period of time, five minutes of stretching, yoga or physical exercise is great to boost your energy levels. Taking breaks should form part of your study routine. By prioritising rest and relaxation, you can cultivate healthier study habits, enhance your learning and ultimately achieve greater academic and exam success. Productive deep breaks ensure that you return to your study motivated with renewed concentration and a refreshed mind, ready to tackle complex problems and absorb information more efficiently. So, when you find yourself buried in books or glued to your computer screen, remember to allow yourself the time to rest, recharge and rejuvenate. Breaks fuel productivity. Edel Walsh is a student and exam coach. She supports her clients with their studies and exams using a holistic approach of focusing on academic success, personal development and looking after their well-being. For more information, check out www.edelwalsh.ie.

Swapping self-criticism for self-compassion can help us to become more resilient, overcome difficult situations and boost our mental health. Dee France, Thrive’s Wellbeing Lead, explains why. “You are your own worst critic” is a popular phrase for a reason and will resonate with many of us. Our inner critic can be very harsh, and while we shouldn’t outright ignore it, we also shouldn’t give it more attention than it deserves. In fact, it could be argued that a healthy dose of self-doubt and criticism is necessary as it allows us to monitor our behaviour and check ourselves. However, overwhelming negative self-talk and being too critical of oneself can be damaging and detrimental to how we live our daily lives, not to mention the devastating impact it can have on our mental health. This is where a level of self-compassion is needed. Humans are collectively compassionate beings, showing a great deal of understanding and kindness to others, but we aren’t always great at being kind to ourselves. Where self-criticism asks, “am I good enough?” self-compassion asks, “what’s good for me?” Instead of dwelling on mistakes, past failures and judging and criticising yourself for various imperfections or shortcomings, self-compassion means you are understanding and supportive of yourself. How do we develop self-compassion? Like any skill, developing a sense of self-compassion requires time, practice and patience. As a leading researcher in self-compassion, Doctor Kristin Neff theorises that there are three core fundamentals to self-compassion. Mindful awareness This involves being aware of your thoughts and emotions and taking a balanced and mindful approach to both, neither suppressing nor exaggerating, but simply acknowledging your feelings without judgment. Self-kindness This involves caring for yourself the way you would a friend or family member going through a difficult time. When we are faced with challenging situations or have feelings of inadequacy, rather than beating ourselves up, we are instead supportive and encouraging of ourselves. Self-kindness gives us the security and perspective to put ourselves in a better frame of mind to cope with any challenges we may experience. Common humanity Self-compassion is rooted in common humanity. When we make a mistake, it is common to think we are the only person in the world who is flawed. Common humanity is recognising that everyone is flawed, vulnerable and imperfect. It is important to acknowledge that we all make mistakes and have our own insecurities. Nobody is perfect and this is something that connects, rather than separates, us. Self-compassion and wellbeing Self-compassion can be thought of as being self-indulgent or feeling sorry for ourselves, but developing the ability to cope and manage our difficulties is good for our emotional wellbeing. Research studies show that those who are more self-compassionate benefit from better mental and physical health. Further, people with higher levels of self-compassion tend to be more resilient, have a less physical response to stressors and spend less time dwelling on situations after they have happened. Self-compassion involves recognising strengths and achievements, which, in turn, boosts our self-confidence and self-belief. A study by the Universities of Exeter and Oxford found that self-compassion can immediately calm your heart rate and lessen stress responses. Study participants also demonstrated a general state of relaxation and security and reported a stronger sense of connection to other people. Exercising self-compassion makes you more likely to: engage in healthy behaviours such as exercise, eating better and better sleeping patterns; be less fearful of making mistakes, rejection or change; display higher levels of emotional intelligence, happiness and optimism; handle and cope with adversity and difficulties better; and demonstrate healthier boundaries in both your professional and personal life. Practising self-compassion There is a vast array of ways we can cultivate self-compassion. To get started, there are plenty of helpful resources, tools, exercises and templates available online. Below are a few ways you can start showing yourself a little more kindness and understanding: Practice mindfulness and self-reflection: learn to observe and evaluate your thoughts; activities such as journalling and meditation can aid this. This encourages you to be curious and self-aware, understanding that your thoughts and assumptions are just that – they are not facts. Reward and celebrate: celebrate your successes and achievements. Practice gratitude and celebrate moments of positivity and kindness. Keep a list of personal strengths to review in moments of self-doubt. Take a break: time away from your day-to-day routine and a change of scenery can help you keep things in perspective. Strengthen your connections: kindness is contagious! Showing love and understanding to the people around you means you are more likely to show yourself the same compassion. Do things you enjoy: spending time on our passions, hobbies and interests is good for the soul and brings a sense of satisfaction and achievement. Thrive is the Institute’s dedicated wellbeing hub that offers confidential wellbeing support to students and members. For more advice or information, check out Thrive’s Wellbeing Hub. Alternatively, you can contact the team by email at thrive@charteredaccountants.ie or phone at (+353) 86 024 3294.

Antje Derks, Marketing Executive, Chartered Accountants Worldwide, explores strategies for success and self-advocacy. As Chartered Accountancy students, the journey to success is often marked by rigorous exams and academic challenges. For students with a neurodiversity such as dyslexia, ADHD, or autism, navigating these exams can present unique obstacles. However, with the right strategies and self-advocacy skills, students can overcome these challenges and excel in their studies. Neurodiversity encompasses a range of neurological differences that contribute to unique ways of thinking, learning and processing information. It is important for students to recognise and embrace their neurodiversity – or seek medical advice if they are undiagnosed but suspect they are neurodivergent – as a valuable aspect of their identity, rather than a limitation. By understanding their individual strengths and challenges, students can develop tailored strategies for exam preparation. Here are some practical tips to prepare you for your exams and advocating for yourself with lecturers and beyond. Exam preparation No one has the same learning style so it is important for students to determine how they learn best. It will make exam preparation and work much more navigable. It’s important to create a structured study plan. The best way is to break down study materials into manageable chunks and create a realistic study schedule. Allocate specific time slots for each topic, allowing for regular breaks to prevent overwhelm. Finding a body double can work wonders. That’s not someone who will pretend to be you and sit your exams! Rather, it is someone you check in with by sending them a message after an agreed amount of time to give them a rundown of what you have achieved. It keeps you accountable and helps those of us who need a deadline to succeed. Another effective way of studying is to utilise multisensory learning techniques by incorporating visual aids, auditory resources (podcasts or lecture recordings), and tactile learning tools into study sessions. Experiment with different study methods, such as mind mapping, flashcards, or mnemonic devices, to enhance retention and comprehension. You can also try active recall. Instead of passively reviewing notes, actively test your knowledge by practicing past exam questions or teaching concepts to a study partner. This active engagement promotes deeper understanding and memory recall. Coping with nerves Anxiety is an unpleasant comorbidity with neurodiversity and can be exacerbated when you’re faced with the additional stress exams can put you under. Like learning styles, you need to find your own way of managing it. Personally, I like to go and climb mountains, but that’s not usually possible or practical without some forward planning! A walk round the block or sitting in your local park are excellent alternatives, however. Also, focus on your breathing – some students find visualisation techniques, a warm bath or shower or exercise help to cultivate a positive mindset and boost confidence. However, if you find you’ve tried everything and are still struggling, do make an appointment with the GP – they can help signpost you to more comprehensive support. Self-advocacy In order to enjoy your studies, it is important to learn how to advocate for yourself. It need not be as daunting as it sounds. You need to familiarise yourself with the accommodations and support services available to neurodiverse students from the Institute. Understand your rights under disability legislation and advocate for reasonable adjustments, such as extended exam time or alternative formats for assessments. The most effective way to do this is to schedule a meeting with your lecturers or academic support staff to discuss your specific needs and accommodations. Clearly articulate how your neurodivergence may impact your learning and exam performance and propose practical solutions or adjustments that would facilitate your success. If required, provide relevant documentation, such as a diagnostic assessment or a medical report, to support your request. Highlight specific recommendations from professionals regarding necessary adjustments or support measures. Maintain open communication with your lecturers throughout the semester to address any concerns or challenges that may arise. Advocate for yourself by proactively seeking clarification on course materials, asking for additional support if needed, and updating lecturers on any changes to your circumstances. You’re not alone Navigating exams as a neurodivergent student may present unique challenges, but with the right strategies and self-advocacy skills, you can overcome obstacles and achieve academic success. By embracing their neurodiversity, developing tailored study techniques, and advocating for themselves with lecturers, students can empower themselves to excel in their studies and pursue their professional aspirations with confidence. Remember, you are not alone on this journey. Seek support from peers, mentors and academic advisors, and remember to prioritise selfcare and well-being throughout the exam season. With perseverance, determination and a proactive approach, you can conquer your exams and realise your full potential as a qualified Chartered Accountant.