Introduction
Artificial intelligence (AI) is transforming industries, reshaping economies, and redefining daily life. Whether you sit on the pro- or anti-side of the debate (or don’t feel particularly strongly either way), there’s no denying the prevalence of AI technology. Ever since ChatGPT burst into the public consciousness in 2022, AI has featured increasingly prominently in societal debates, from whether it might innocently assist us with tiresome administrative tasks to whether it is going to wipe out the entire human workforce and perhaps accelerate the speed of our species’ destruction to boot.
Those on the pro-side of the debate point to the many innovative possibilities AI might afford us, most especially in science and technology, with further breakthroughs in sectors like healthcare that are objectively exciting. Those on the anti-side tend to focus more on the human impact –– what might wide-scale job displacement do to our society going forward? And yet, one further element is often excluded from the debate: that of artificial intelligence’s ecological impact.
Behind the seamless digital experiences powered by AI lies a hidden truth: the technology is an energy-intensive beast. Its appetite for electricity, water, and rare earth metals is accelerating, creating environmental consequences that threaten to overshadow its advancements. This article explores AI’s environmental footprint, its implications, and the actions needed to mitigate its impact.
An energy goliath
A generative AI system may use 33 times more energy to complete a task than it would take with traditional software [1]. Meanwhile, one estimate posits that the amount of computational power used for AI is doubling roughly every 100 days [2]. Given there are more than 100 million users of ChatGPT every week –– not to mention the number of users on other platforms –– it’s not hard to see why energy use is skyrocketing [3].
A large amount of the ecological harm comes from the training process. Recent research shows that training GPT-3 consumed approximately 1,287 megawatt-hours (MWh) of electricity, emitting 502 metric tonnes of CO2, which is roughly equivalent to the emissions of 112 gasoline-powered cars over a year [4]. This is only the training phase. The power required for “inference” — when models process real-time queries — can account for up to 60% of AI’s total energy consumption [5]. A separate study by researchers at the University of Massachusetts showed that training a single large AI model could generate a carbon footprint of 626,000 pounds of CO2 — equivalent to five times the lifetime emissions of one car. [6]
Unsurprisingly, then, the companies responsible for pushing the AI revolution have put their sustainability credentials under pressure. Between 2020 and 2023, Microsoft’s disclosed annual emissions increased by around 40%, from the equivalent of 12.2 million tonnes of CO2 to 17.1 million tonnes [7]. Meta disclosed in 2023 that its Scope 3 emissions had increased by over 65% in just two years, from the equivalent of 5 million tonnes of CO2 in 2020 to 8.4 million tonnes in 2022. [8]
Then there’s Google, whose emissions were almost 50% higher in 2023 than in 2019 [9]. The company’s 2024 Environmental Report also reveals that its overall GHG emissions have steepled by 13% in a year since that 50% rise [10]. Speaking in the introduction to the report, Google CSO Kate Brandt and Benedict Gomes, SVP, Learning & Sustainability, said: “While we remain optimistic about AI’s potential to drive positive change, we’re also clear-eyed about its potential environmental impact and the collaborative effort required to navigate this evolving landscape.”
The data centre dilemma
AI relies on data centres to function, with these facilities housing the servers and GPUs needed to train and operate AI models. In 2023, before the AI boom really kicked off, the International Energy Agency estimated data centres already accounted for 1–1.5% of global electricity use and around 1% of the world’s energy-related CO2 emissions [11]. This figure is climbing as AI adoption expands.
A large part of the problem is that data centres generate a lot of heat and consume large amounts of water to cool their servers. According to a 2021 study, data centres in the United States use about 7,100 litres of water for each megawatt-hour of energy they consume [12]. Google’s US data centres alone consumed an estimated 12.7 billion litres of fresh water in 2021 [13]. The International Energy Agency forecasts that by 2030, AI energy consumption will make up 20% of global electricity supply if current growth trends continue. [14]
Rare earth metals and E-waste
A further issue is that the hardware powering AI — such as GPUs, CPUs, and specialised chips — relies on rare earth metals like lithium, cobalt, and nickel. Extracting these materials is energy-intensive and environmentally harmful. Mining operations contribute to deforestation, soil degradation, and significant carbon emissions. They also exploit labour, particularly in developing countries like the Democratic Republic of Congo, where cobalt mining is rife with human rights abuses.
Electronic waste (E-waste) adds another dimension to the problem. As AI-driven hardware is rapidly replaced by more advanced systems, obsolete equipment contributes to a global e-waste crisis. E-waste contains dangerous chemicals that contaminate the environment when discarded. The World Economic Forum (WEF) already projects that by 2050, generated e-waste will have surpassed 120 million metric tonnes [15]. That’s the equivalent of nearly 12,000 Eiffel Towers of waste. The increasing demand for natural resources like water and earth metals to power AI hardware is set to prove ethically divisive, as rich, tech-driven countries mine less economically developed, resource-rich countries who are both less likely to feel the benefits of AI and more likely to suffer from the environmental impacts of climate change.
Greenwashing or genuine solution?
To counterbalance its environmental costs, AI is increasingly being marketed as a tool for sustainability. Companies tout its ability to optimise energy grids, improve efficiency in logistics, and assist in climate modelling. Some reports predict that AI has the potential to help mitigate 5-10% of global GHG emissions by 2030. [16]
Google’s report said the company was “advancing climate action through AI in three key areas” [17]:
- Organising information: Fuel-efficient routing uses AI to analyse traffic, terrain and a vehicle’s engine to suggest the most efficient route. It’s estimated to have helped enable more than 2.9 million metric tonnes of GHG emissions reductions since the feature launched in late 2021 to the end of 2023
- Improving prediction: Google said it built a breakthrough global hydrological AI model and combined it with publicly available data sources to predict floods up to seven days in advance in over 80 countries
- Better optimisation: Green Light is an AI-based tool that helps city traffic engineers optimise the timing of traffic lights to reduce stop-and-go traffic and fuel consumption
What should be noted is that these are claims the company is making about itself. It can (and has) been accused of marking its own homework when it comes to the sustainable offering it provides regarding AI, with some allegations of greenwashing (i.e. highlighting AI’s potential benefits while downplaying its systemic environmental challenges.) For every application that reduces emissions, countless others, such as cryptocurrency mining or generative AI art, exacerbate environmental harm. How far the scales tip in one direction or the other is yet to be determined.
The future
The growth trajectory of AI is exponential. A 2024 report by the International Energy Agency warns that, if unchecked, AI’s energy consumption could double by 2026, equivalent to the annual electricity usage of Japan [18]. As AI models grow larger and more complex, they will require even more powerful hardware and data infrastructure, exacerbating the resource strain.
Moreover, the increasing reliance on AI in critical sectors — such as healthcare, finance, and autonomous vehicles — means that scaling down its usage is not a feasible option. Instead, solutions must focus on reducing its environmental impact without stifling innovation.
Solutions
The major players in the AI space are aware that the negative environmental impact of AI could be harmful to their brand image (and the planet, though we’ll let you decide which they prioritise). As such, and as Google’s above claims make clear, they are searching for solutions –– ways to make AI less severe in its energy consumption. For example, researchers are designing specialised hardware such as new accelerators, new technologies such as 3D chips, which offer much-improved performance, and new chip cooling techniques. Computer chip maker Nvidia claims its new ‘superchip’ can deliver a 30 times performance improvement when running generative AI services, while using 25 times less energy. [19]
Quantisation is also touted as an enhancement to the existing system. It reduces the numerical precision of AI calculations — which raises issues among developers — but it leads to as much as 50% computational cost savings, helping AI systems scale down computational costs to more manageable levels and reduce energy consumption [20]. Then there are the emerging technologies like neuromorphic computing, which mimics the human brain’s neural structure and uses 1,000 times less energy than traditional CPUs. [21]
AI’s dirty secret
While artificial intelligence is undeniably a powerful force for innovation and progress, its environmental costs demand urgent attention. From the staggering energy consumption and water use of data centres to the ecological devastation caused by mining rare earth metals, AI’s environmental footprint poses a significant challenge. Despite its potential to contribute to sustainability through applications in energy optimisation and climate modelling, the current trajectory of AI development risks exacerbating the climate crisis unless swift and meaningful action is taken.
The solutions exist — whether through technological advancements like more efficient chips, innovative cooling systems, and neuromorphic computing, or policy measures that incentivise greener AI practices. However, the balance between fostering innovation and mitigating harm requires a coordinated global effort. As we navigate this rapidly evolving landscape, the challenge is not just to reduce AI’s environmental impact but to ensure that its promise as a transformative tool is not overshadowed by its hidden costs. Only then can we truly harness AI as a force for good without leaving a trail of ecological destruction in its wake.
More on AI
The Ethical Minefield of Artificial Intelligence
The EU AI Act: What you Need to Know
AI – A doomsday scenario with Roman Yampolskiy – Podcast
The Unsolvable Problem of AI Safety
Sources
[1] https://arxiv.org/abs/2311.16863
[2] https://spj.science.org/doi/10.34133/icomputing.0006
[3] https://www.theverge.com/2023/11/6/23948386/chatgpt-active-user-count-openai-developer-conference
[4] https://knowledge.wharton.upenn.edu/article/the-hidden-cost-of-ai-energy-consumption/
[5] https://knowledge.wharton.upenn.edu/article/the-hidden-cost-of-ai-energy-consumption/
[7] https://query.prod.cms.rt.microsoft.com/cms/api/am/binary/RW1lmju
[8] https://sustainability.fb.com/wp-content/uploads/2023/07/Meta-2023-Sustainability-Report-1.pdf
[9] https://www.gstatic.com/gumdrop/sustainability/google-2024-environmental-report.pdf
[11] https://www.iea.org/energy-system/buildings/data-centres-and-data-transmission-networks
[12] https://planetdetroit.org/2024/10/ai-energy-carbon-emissions/
[13] https://news.ucr.edu/articles/2023/04/28/ai-programs-consume-large-volumes-scarce-water
[14] https://www.eweek.com/artificial-intelligence/ai-energy-consumption/
[15] https://www3.weforum.org/docs/WEF_A_New_Circular_Vision_for_Electronics.pdf
[19] https://www.weforum.org/stories/2024/07/generative-ai-energy-emissions/
[20] https://arxiv.org/abs/1712.05877
[21] https://www.eweek.com/artificial-intelligence/ai-energy-consumption/
Introduction
Over the past decade, the workplace has seen a push not just for greater inclusion, but for more authentic self-expression. Employees are now encouraged to bring their whole selves to work, with conversations around race, gender, and sexuality becoming mainstream. Yet, one form of diversity remains in a grey area: religion.
“Religion and business is considered one of the last taboos,” says Derek van Bever, a Senior Lecturer at Harvard Business School. [1]
Dr Simran Jeet Singh, Executive Director of the Aspen Institute’s Religion & Society Program, echoes this sentiment. “Religion,” he says, “is not just overlooked, but often deliberately avoided. Even I, a scholar of religion and a person of faith, am reticent to have conversations about it with my colleagues.” [2]
So why has religion been sidelined in the progressive discourse? And more importantly, what can businesses and leaders do to foster a truly inclusive environment — one that acknowledges religion alongside other identities?
The leftovers
The exclusion of religion from workplace diversity initiatives reveals a significant gap in the progress we’ve made. While around 84% of the world’s population is affiliated with a religion, this statistic can misleadingly suggest that religious individuals are a majority who don’t require the same protections as other minority groups [3]. In reality, religious discrimination is a persistent issue, as the numbers confirm.
According to data from the US Equal Employment Opportunity Commission, religious discrimination complaints increased by over 50% between 2003 and 2018 [4]. Meanwhile, a recent study by Eldessouky Law, based on Equal Employment Opportunity Commission (EEOC) data, highlights a worrying rise in workplace religious discrimination. [5]
In Ireland, a traditionally Catholic country, census data reveals a sharp increase in the number of Muslim and Hindu workers over the past decade [6]. It’s hard to imagine that such transitions have always been smooth, with inevitable challenges and missteps in integration. As Dr Singh says, “The truth is that talking about religion can be tricky. It’s personal. It’s messy. It’s sensitive. In many countries, it carries a real risk to life and liberty.” [7]
However, ignoring these challenges doesn’t solve them; it only exacerbates them. We have to accept the messiness intrinsic to discussions on religion in the workplace rather than hoping for a clean and perfect solution. Only then can we make steps forward.
“As a Muslim student, I can’t expect perfection at university or in my future employer,” says Zaynab Ahmed, a final year law student at Oxford university, speaking to the Financial Times. “But I do expect them to try.” [8]
Trying: What not to do
To address these issues, Dr. Singh argues that the taboo surrounding religion must end. “By ignoring the problem, we further exacerbate it,” he says. “Many of us make assumptions about religions we don’t understand, which can then show up as microaggressions or racism against our colleagues and clients. We may end up perpetuating negative, and often false, stereotypes…failing to listen to and understand the experiences of people from religious minorities alienates much of the workforce.” [9]
Singh gives an example of such a microaggression from his personal life. Wearing his turban, he walked into a client’s office to conduct a workshop on inclusion and was met with the client commenting, “I didn’t know you were doing the whole religion thing. I hope you’re not here to convert people.” [10]
This is an overt example, in the sense that Singh’s religious garment is directly commented upon in a work setting, and yet it’s one that some people would probably think could be shrugged off –– which is precisely the problem. Think of this comment applied to any other minority group: “I didn’t know you were doing the whole gay thing.” “I didn’t know you were doing the whole transgender thing.” The disparity in attitudes toward religious diversity is clear.
Van Bever notes that many companies lack formal policies on how to handle religion in the workplace, leaving management unsure of how to navigate these sensitive situations. For instance, is your company accommodating prayer times, dietary restrictions, or religious dress? Often, these questions go unasked — not out of malice, but because they’re uncomfortable to address or because management assumes that, in the absence of complaints, everything is fine. Yet, a corporate lawyer speaking to the Financial Times highlighted how she felt more “othered” at work than at university, particularly in social settings where she was pressured to drink alcohol, making her feel isolated. [11]
These overlooked issues can create environments where religious employees feel uncomfortable, a problem that leaders must address proactively. For example, a popular ‘team bonding’ activity that companies partake in is a cocktail making class. For some workers, this is a great, fun idea. For others, it may be against their religion and exclusionary in its nature. It may seem harmless, but such lack of consideration can alienate team members.
Trying: What to do
Dr Singh offers three pieces of advice for leaders who wish to make their workplace more comfortable for religious workers [12]. First, he says managers need to educate themselves. They should know the general background of each of their team members so they’re better equipped to accommodate them and any religious practices they may adhere to. However, Singh warns against making broad assumptions.
“Remember that bias can also show up in harmful assumptions,” he writes, “like conflating one person’s religious perspectives and practices with that of the entire community. For instance, it may be against Sikh teachings to cut one’s hair, yet many Sikhs do, and that doesn’t make them any less Sikh. The same is true for Muslims who drink alcohol. You may have one Muslim employee who finds weekly company happy hours to be exclusionary, but you shouldn’t be surprised or judgmental when another Muslim employee shows up at happy hour and drinks alcohol without reservation.” [13]
Secondly, he recommends leaders advocate for inclusive practices. “Understand that diversity or representation is only part of the battle,” he says. “The real challenge lies in making people feel comfortable, safe, and seen at work.” He advises that the best way to do that is by creating a space in which workers feel comfortable to undertake any religious practices without shame or judgement. That might mean making a physical space for them to pray or it could be as simple as ensuring there are halal or kosher food options at staff events, or that work events aren’t organised at the same time as religious activities. For example, Muslims usually gather for prayers on Friday afternoons and Jews observe Shabbat each week from sunset on Friday to sunset on Saturday. Does your work social have to be on a Friday night, or can it factor these religious practices into its organisation?
Finally, Dr Singh recommends creating a safe space for your team by speaking to them in one-on-ones and checking in that they feel comfortable. Or better yet, going further. For example, two global senior partners at law firm Clifford Chance sent a Ramadan Kareem (Blessed Ramadan) email to all staff last year describing ways to support Muslim colleagues and published a video about how workers celebrate Ramadan. “It opened the door for conversations with genuinely interested non-Muslim colleagues. It was lovely,” says Adilah Azil, a lawyer at the firm. [14]
These steps aren’t exclusive to managing religious diversity; they are hallmarks of effective leadership. Good managers know how to create a workplace where all employees thrive, and religion must be part of that equation.
Conflict
Of course, religious inclusivity isn’t always straightforward. Clashes may arise between an employee’s faith and the lifestyle choices of others. Van Bever raises difficult questions: Should companies alter dress codes or even brand identities to accommodate religious attire? Can private business owners reject customers based on religious convictions? These are complex issues, but they need to be addressed with clear policies so frontline workers aren’t left to navigate these situations without guidance.
“You want to make sure your organisation has policies in place and they are being communicated so people on the front line don’t have to decide how to work through these issues and make things up in the moment,” he says. [15]
In these situations, openness and fairness are key. It’s crucial to respect all employees’ rights and treat their beliefs equally. “Companies need to check their posture,” says van Bever. “They would never ask someone, ‘Do you have to wear that cross around your neck?’ Being aware that disparate treatment itself is discrimination is something a lot of companies haven’t caught up with today.” [16]
Religion in the workplace
While businesses have made significant strides in fostering diversity, the inclusion of religion in the workplace remains a challenge. Religion, despite being deeply personal and integral to the identities of many, is often treated as a taboo subject. This avoidance only perpetuates misunderstanding and discrimination, as evidenced by the increasing number of religious discrimination complaints. Dr Singh’s insights make it clear: businesses must actively engage with this issue, not ignore it. By educating themselves, advocating for inclusive practices, and creating safe spaces for dialogue, leaders can foster an environment where all employees, regardless of their faith, feel respected and valued.
However, religious inclusion can be complex. Conflicts may arise between personal beliefs and workplace policies, requiring clear communication and thoughtful policies that uphold the rights and dignity of all employees. Ultimately, as religion plays a pivotal role in the lives of so many, it must be thoughtfully integrated into diversity and inclusion efforts. Though remember too that “This shift is not just about inclusivity; it’s about recognising the full potential of our workforce and the communities we serve.” [17]
More on Bias
Beyond Bias: Refining Our Decisions with Nuala Walsh – Podcast
The Expectation Effect: How Your Mindset Can Transform Your Life – David Robson
Mastering Decisions: The Strategic Edge of Red Teaming in a Biased World
Sources
[2] https://hbr.org/2022/09/how-to-talk-about-religion-at-work
[6] https://insighthr.ie/managing-religious-diversity-in-the-workplace/
[7] https://hbr.org/2022/09/how-to-talk-about-religion-at-work
[8] https://www.ft.com/content/7761abe5-f7c8-4cf6-a452-1be3a2e24138
[9] https://hbr.org/2022/09/how-to-talk-about-religion-at-work
[10] https://hbr.org/2022/09/how-to-talk-about-religion-at-work
[11] https://www.ft.com/content/7761abe5-f7c8-4cf6-a452-1be3a2e24138
[12] https://hbr.org/2022/09/how-to-talk-about-religion-at-work
[13] https://hbr.org/2022/09/how-to-talk-about-religion-at-work
[14] https://www.ft.com/content/7761abe5-f7c8-4cf6-a452-1be3a2e24138
Introduction
As the back end of November approaches, we find ourselves in a period that often tests the resilience of even the most motivated amongst us. The final stretch of the year can feel like trudging through treacle — fatigue is high, holiday plans and parties are abundant, and the temptation to ease off is hard to resist. It’s easy to slip into autopilot, coasting through until January with the expectation that the fresh calendar will bring a renewed sense of purpose.
Yet, how we handle these closing weeks can have a lasting impact, setting the tone for the new year ahead. This period doesn’t have to be a write-off. With the right strategies, individuals and organisations can transform the end of the year into a time of purpose, reflection, and even rejuvenation.
Here’s how.
Celebrate achievements
On a business level, one of the most effective ways to combat year-end fatigue is to celebrate and recognise the accomplishments of employees over the past year. When employees see that their hard work has been noticed and appreciated, they’re more likely to stay engaged and motivated through December. Organisations with a strong culture of appreciation consistently report higher productivity and lower turnover [1].
One way to celebrate the accomplishments of the previous year is to host an end-of-year celebration, whether it’s a formal awards ceremony or an informal gathering. It can be a great way for everyone to let their hair down, while also having their hard work acknowledged. Even simple acts of recognition, such as personalised thank-you notes from senior leaders, can leave a meaningful impact, demonstrating a level of thoughtfulness that keeps spirits high.
Similarly, on an individual level it’s helpful to set some time aside to look over the year and make note of all that’s been achieved. As career coach Luciana Paulise writes in Forbes, “Assessing your accomplishments provides a foundation for setting realistic and impactful goals for the upcoming year. Also, review the books you have read, the courses and webinars you have attended, and the coaching sessions you have had. All of them are signs of growth, effort and consistency.” [2]
It can be easy to fall into the end of year doom cycle –– the existential “did I really accomplish anything worthwhile or did another year just pass me by” misery spiral that December tends to usher in. Celebrating your wins, big and small, is an effective way to counter that. Maybe you didn’t cure cancer, but I’ll bet you made some tiny changes to yourself and those around you. That can be enough.
Set goals
Another key to sustaining momentum is to set clear and realistic goals for the final month of the year. This isn’t the time for overly ambitious targets that could lead to burnout. Instead, December’s goals should be strategic and attainable, giving employees a sense of direction and purpose.
Organisational psychologist Karlyn Borysenko makes the case for setting truly tiny goals at the end of the year [3]. She argues that small goals offer a number of benefits. To start, they are far less intimidating — especially as the year winds down. When faced with the prospect of tackling something substantial, the sheer scale can feel overwhelming. Instead, opting for something small and manageable often makes it much easier to get started. Tiny goals also help create a habit of success, getting you into a productive rhythm. Once you feel that you’re hitting your goals, even if they’re small, it will fill you with confidence that can keep that momentum up. You can also use them to build up to bigger goals. As she argues, no one runs a marathon the first time out; you start with a few kilometres and then work the distances up from there.
For those of an even more productive mindset, Borysenko also makes a case for getting started on your new resolution early. “There’s no reason to wait until January 1 to hit the gym,” she says [4]. We tend to think of the new year as some grand new world, but it’s really just another set of days like any other. Your new year can start whenever you want it too. Plus, get it in early enough and it might not begin with the thumping headache that tends to accompany January 1st.
Prioritise well-being
It’s also important to acknowledge the reality of fatigue and the need for rest. We’re eleven months into the year. People are tired. Encouraging employee well-being during this period is not just a compassionate gesture, it’s a strategic move that can enhance productivity. Well-rested employees are more effective, creative, and engaged, not to mention the fact they tend to like their boss more and feel more motivated to work for them [5]. In other words, initiatives that promote rest and relaxation can pay significant dividends.
One way organisations can prioritise their employees’ well-being during the back end of the year is to introduce flexible work arrangements in December, allowing employees to adjust their schedules to better balance work and personal commitments as they see fit. This level of trust and flexibility can help maintain productivity; it may sound counter-intuitive, but sometimes the best way we can improve our productivity is to do less.
There are also a number of wellness initiatives that businesses can provide for their teams at the end of the year. Making time for a group yoga session, guided relaxation break, or even short mindfulness workshop can add some much needed rest to a busy workflow and re-energise tired workers.
Equally, if employees have unused paid time off, companies should encourage them to take it to recharge fully before the new year. Too many companies view everything through a transactional lens –– if X staff member didn’t take two holiday days then that’s a win for the company because technically they worked two days for free. But the truth is that the real win for the company comes from having a fully energised workforce. In the short-term, the company gains from unused holiday days. In the long-term, they lose every time.
Close projects
To wrap up the year smoothly, companies should adopt a disciplined approach to closing out projects. The aim should be to avoid leaving unfinished tasks hanging over into January. A project closure checklist can be a useful tool for ensuring all deliverables are finalised, lessons learned are documented, and project management systems are updated. This level of organisation minimises the risk of any loose ends causing headaches in the new year. None of us want to return in January to find we’ve got a pile of last year’s laziness waiting for us. As The Secrets to Happiness at Work author Dr. Tracy Brower recommends, “Avoid the temptation to foist too much off into the future” [6]. Get what needs to be done out of the way now. Future you will thank you for it.
Communicate
It may sound obvious but it’s crazy how often it isn’t done. During these final weeks of the year, lots of staff are using up leftover holiday or have strategically planned it to coincide with the Christmas break. If you’re going away, it’s essential to communicate what you’re leaving behind that needs to be done to your colleagues. Are you expecting them to cover you? Have you delegated specific tasks to specific people? Have you checked in advance that your colleagues have the requisite understanding and bandwidth to get those tasks done?
It can be easy to get so excited by our upcoming break that we don’t take time to do our co-workers a solid by providing them all the information they need. You need to understand that they’re busy, tired and approaching the end of the year too –– and you can bet your bottom dollar that they’ll be prioritising their final workload over your own. Make clear to them what needs doing and, crucially, whether they can contact you about it and if so how. None of us want to be bothered on our time off. A good way to ensure that we’re not is to properly communicate and delegate before we go.
Switch off
Which leads onto the final advice –– when you’re gone, switch off! You may have noticed that most of us carry out incessantly pinging devices every day. We can check our work email, monitor our projects, and realistically do many facets of our job from anywhere in the world, even a beach in Fiji (if you’re lucky enough to really be holidaying). The ease with which we can stay connected, unsurprisingly, makes it difficult to disconnect. But it’s important that we do. It’s been a long year, another one lies ahead. We don’t get much time to ourselves. Which is why when we do, we should use it.
Some staff, especially the more senior variety, may need to check-in with the office every now and then. If so, set times when you’re going to do it and apply limits. Be strict. Too often time off taken for the sole purpose of rest and relaxation offers neither of those things. We can be our own worst enemy in that regard. But we don’t need to be. Make an active effort to give yourself space to decompress, lord knows we all need it every now and then.
Strategies for a productive end to the year
As the year winds down and the challenges of fatigue and holiday distractions set in, it’s crucial for both individuals and organisations to stay strategic and intentional. Finishing the year strongly is not just about squeezing out the last bits of productivity; it’s about setting the stage for sustained success and well-being. By celebrating achievements and offering genuine recognition, businesses can keep spirits high and remind employees that their efforts matter. Setting realistic goals and prioritising employee well-being can help maintain focus without risking burnout.
Moreover, taking steps to close projects efficiently and communicating effectively with colleagues ensures that the transition into the new year is as seamless as possible. Finally, the power of disconnecting — truly switching off to recharge — cannot be underestimated. As the year comes to a close, remember that the investment in well-being and strategic focus now will pay dividends in the coming year. In the end, finishing strong is about balance, thoughtful planning, and making room for genuine rest and renewal. With these strategies, both businesses and individuals can head into the new year feeling refreshed, accomplished, and ready for whatever comes next.
More on Facing a New Year
New Year’s Resolutions: How to Make Them Useful
Effectively Implementing Goals
What is the “Fresh Start Effect” and how can we use it to our Advantage?
Assessing Your Year’s Progress
Sources
[1] https://hbr.org/2013/07/employee-engagement-does-more
[5] https://www.betteryou.ai/why-well-rested-employees-are-more-productive/
Introduction
In a world dominated by rapid advancements in technology and an endless stream of information, reading, for many, is a once-loved pastime that has become difficult to maintain. Yet, as business leaders, entrepreneurs, and professionals increasingly emphasise, reading is not only relevant but crucial for success in today’s competitive business landscape. Reading can offer profound benefits that span across personal growth, leadership, professional development, and cognitive capability. In this article, we’ll explore why reading is essential for anyone seeking to thrive in the modern business environment.
Health
Let’s start with the health benefits. And there are plenty…
In 2009, a group of researchers measured the effects of yoga, humour, and reading on the stress levels of students in demanding health science programs in the United States. The study found that 30 minutes of reading lowered blood pressure, heart rate, and feelings of psychological distress just as effectively as yoga and humour did. [1]
The authors concluded, “Since time constraints are one of the most frequently cited reasons for high stress levels reported by health science students, 30 minutes of one of these techniques can be easily incorporated into their schedule without diverting a large amount of time from their studies.”
Meanwhile, a long-term health and retirement study followed a cohort of 3,635 adult participants for a period of 12 years, finding that those who read books survived around 2 years longer than those who either didn’t read or who read magazines and other forms of media [2]. The study also concluded that people who read more than 3 1/2 hours every week were 23% more likely to live longer than those who didn’t read at all.
It’s not just the length of life that reading improves, but the quality of life too. The National Institute on Aging recommends reading books and magazines as a way of keeping your mind engaged as you grow older. Although research hasn’t proven conclusively that reading books prevents diseases like Alzheimer’s, studies show that seniors who read and solve maths problems every day maintain and improve their cognitive functioning. [3]
You may read that and think it’s something for future you to worry about. Unfortunately, you’re wrong. Research shows that the earlier you start incorporating cognitively stimulating activities into your daily life, the better. For example, a 2013 study conducted by Rush University Medical Center found that people who’ve engaged in mentally stimulating activities all their lives were less likely to develop the plaques, lesions, and tau-protein tangles found in the brains of people with dementia. [4]
Sceptics may think it improbable that such a profoundly simple act could have so many long-term benefits, but science has an answer as to why.
Reading changes your brain
Using MRI scans, researchers have confirmed that reading involves a complex network of circuits and signals in the brain. As your reading ability matures, those networks also get stronger and more sophisticated.
In one study conducted in 2013, researchers used functional MRI scans to measure the effect of reading a novel on the brain. Study participants read the novel ‘Pompeii’ over a period of nine days. As tension built in the story, more and more areas of the brain lit up with activity. Brain scans showed that throughout the reading period and for days afterward, brain connectivity increased, especially in the somatosensory cortex, the part of the brain that responds to physical sensations like movement and pain. [5]
Reading may seem passive to us because we’re sedentary when doing it, but it’s an active mental process. As the BBC puts it, “When we read we create mental simulations of the activities, sights and sounds of scenes in a story, blending these with our own memories and experiences, all of which stimulates the neural pathways.” [6]
The mental stimulation provided by reading does not just affect us in the moment. It re-shapes our thinking –– especially when it comes to developing empathy.
Empathetic thinking
Studies show that reading can increase our emotional intelligence as we are exposed to –– and come to understand –– a range of perspectives and motivations that we don’t encounter in our daily life. The legendary film critic Roger Ebert once described films as empathy machines, and the exact same is true for novels. [7]
As leadership coach Mark Nevins writes in Forbes, “reading good fiction powerfully expands your emotional capacities. The point of great art is not to make us feel good — it’s to make us feel more: deeply, widely, authentically.” [8]
Being more empathetic is beneficial to every aspect of our lives. Quite simply, it makes us a better person. It also has its business uses. For example, greater empathy allows leaders to better understand their teams, or for workers to better understand their colleagues and clients. Nevins continues, “the ability to understand (and then manage) your own and others’ emotions is essential for developing the resilience, persuasion skills, and emotional intelligence that differentiate highly effective leaders and businesspeople from merely ordinary ones. If your role depends on engaging, influencing, and leading others, you will benefit from enhancing your understanding of what makes others tick.” [9]
The benefits of reading on empathy are not just speculative. Research has shown that people who read literary fiction “show a heightened ability to understand the feelings and beliefs of others.” Researchers call this ability the “theory of mind,” a set of skills essential for building, navigating, and maintaining social relationships. [10]
Nuanced thinking
Linked to the improvements to empathy, reading helps cultivate a more nuanced view of the world. Readers get to experience life from a number of differing perspectives and are presented with the deep and complex inner lives of a rotisserie of characters they may not otherwise come across in their day-to-day. This is in stark contrast to the two-dimensional, black and white opinions we tend to form about strangers, particularly in the social media age.
As Nevins puts it, “Much of contemporary culture today, abetted by social media and increasingly short attention spans, is characterised by controversy for its own sake; divisiveness and conflict; reducing complex and nuanced ideas to simplistic conclusions fit for a tweet; and arguing to win rather than listening to understand. The narratives of great fiction can enhance your ability to understand complicated reality more subtly and get to better conclusions and outcomes.” [11]
A recent study, published in Personality and Social Psychology Bulletin, backs this up. It noted that those who had grown up reading literary fiction had “a more complex worldview” than those who had not. Amongst other things, the authors put this down to “increased attributional complexity”, meaning these people are comfortable with ambiguity and can understand behaviour in terms of complex systems. Another factor is lower “psychological essentialism” — the idea that human behaviour can be explained by certain immutable characteristics. [12]
“Encountering difference, encountering different minds, encountering different sorts of sociality helps to scaffold this belief in the complexity of the world,” Nick Buttrick, the study’s lead author and psychology professor at the University of Wisconsin-Madison, told the Financial Times. “If you’ve only ever encountered one sort of mind . . . and if you’re only reading . . . things which are predictable, safe, stable, people end up with a view of the world that is uncomplex, because that’s what you get repeatedly reinforced with.” [13]
The study reinforced findings from a 2013 research, which showed that individuals who read literary fiction tend to have a reduced need for cognitive closure — “the desire to remove ambiguity and arrive at definite conclusions even if they are incorrect or irrational.” [14]
What should you read?
When it comes to getting the most from your reading, not all books were created equal. Some offer more subtlety and greater life lessons, while others were written to be briefly enjoyed and then forgotten. When Nevins recommends leaders read fiction, he clarifies: “I don’t mean page-turners — Grisham, Steele, Patterson — though there’s benefit to clearing your head once in a while with what the great Graham Greene called “an entertainment.” Rather, pick up a novel that will engage and stretch the right side of your brain — the creative, introspective, empathetic side — in the way your job exercises the logical, rational, analytical left side of your brain for so many hours every day.” [15]
Meanwhile, Jeff Bradford, author of The Joy of Propaganda, recommends people stay clear of books that are specifically about business. “I’ve found that most business books are 200 pages about three to four ideas that could be covered in two to three pages,” he says [16]. It was Aristotle who said that “poetry is a more philosophical and a higher thing than history, for poetry tends to express the universal, history the particular” [17]. This was prior to the existence of the novel, but one can take it as read that prose would also fall under this more sophisticated category.
It’s men, in particular, that need to take this advice to read more novels. Studies suggest only 20% of men read fiction, while 64% of novels sold in 2021 in Britain were bought by women [18]. The gender divide in reading habits might be helping to contribute to greater levels of empathy and leadership abilities in women that men lack and could do with improving.
How should you read?
It’s not just what you read but how you read it that contributes to maximising the received benefits. In her 1925 essay “How Should One Read A Book?”, Virginia Woolf urged people to consume a book as if they were writing it, saying: “Begin not by sitting on the bench among the judges but by standing in the dock with the criminal.” [19]
By that she means one should actually pay attention to the words on the page. It sounds obvious, but in the age of consumption, in which we are so used to receiving information passively, actually lending our attention to an activity can take conscious effort, but the rewards are worth it.
Why you should read
In conclusion, while reading may seem like a simple and solitary act, its benefits are vast and profound, particularly in today’s fast-paced and complex world. From reducing stress and improving mental health to extending longevity, reading provides tangible health advantages. Beyond that, it enhances cognitive function, empathy, and the ability to navigate nuanced and complex situations — skills critical in both personal and professional contexts.
By engaging with thoughtful and challenging fiction, we can sharpen our mental faculties and expand our worldviews, enriching both our professional capabilities and personal lives. Ultimately, reading is not just a pastime — it is a strategic tool for thriving in the modern business landscape.
More on Personal Growth
Lessons from Guy Kawasaki’s Insights on Personal Growth, Leadership, and Resilience – Podcast
Exploring the Perfect Fit: Insights on Workplace Culture and Personal Growth with Dr. André Martin – Podcast
Building A Resilient Workforce : The Power of A Growth Mindset
Sources
[2] https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6245064/
[3] https://www.healthline.com/health/benefits-of-reading-books
[4] https://n.neurology.org/content/81/4/314.short?sid=a1bfa954-8377-4c64-bb4f
[5] https://www.healthline.com/health/benefits-of-reading-books
[7] https://www.rogerebert.com/features/moving-through-empathy-on-life-itself
[8] https://www.forbes.com/sites/hillennevins/2021/09/02/why-leaders-should-read-fiction/
[9] https://www.forbes.com/sites/hillennevins/2021/09/02/why-leaders-should-read-fiction/
[10] https://www.ncbi.nlm.nih.gov/pubmed/24091705
[11] https://www.forbes.com/sites/hillennevins/2021/09/02/why-leaders-should-read-fiction/
[12] https://www.ft.com/content/ac4a0ede-f0e1-4ff6-b1bf-c99f09947b69
[13] https://www.ft.com/content/ac4a0ede-f0e1-4ff6-b1bf-c99f09947b69
[14] https://www.ft.com/content/ac4a0ede-f0e1-4ff6-b1bf-c99f09947b69
[15] https://www.forbes.com/sites/hillennevins/2021/09/02/why-leaders-should-read-fiction/
[17] https://www.ft.com/content/ac4a0ede-f0e1-4ff6-b1bf-c99f09947b69
[18] https://www.ft.com/content/ac4a0ede-f0e1-4ff6-b1bf-c99f09947b69 [19] https://www.ft.com/content/f2c2038d-1721-4357-b031-c1254276f48a
Introduction
The predictions of an extended period of stress during which none of us could be certain what would happen proved false. In the end, it was all over quickly. No need for days of counting, court procedures to declare state victories, or bloody insurrections as denialism spread. Donald Trump is the President-elect. He won quickly and emphatically. To lean on an old cliche, the result was shocking but not surprising.
The only surprise, perhaps, was the scale of the victory. Trump is the first Republican candidate to win the popular vote in twenty years. At the time of writing, he has won the Senate with the House still in the balance but likely to follow. He will rule with a clear mandate and the provisions in place to enact his agenda. That has implications for the entire world, with Ireland especially likely to be affected by his proposed policies.
Trump’s plan: A reminder
Trump has always been an ‘America First’ candidate. That is reflected in his rhetoric but also his fiscal and monetary policy. The two core economic pledges he made that look set to drastically shape Ireland’s future revolve around corporation tax and trade tariffs. And the prognosis for Ireland is not good. As the Irish Examiner observes, “While the Irish economy was not hit too hard by Mr Trump during his first term — the covid pandemic saw to that — it might not be so lucky to escape it this time unscathed.” [1]
US companies in Ireland
To quickly explain why Trump’s victory has such pronounced implications for Ireland (just in case anyone hasn’t been following along), Ireland has made itself increasingly dependent on US businesses. It lured these businesses to the country with favourable tax rates, part of the country’s foreign direct investment (FDI) model. The rate is currently 12.5% for businesses with revenues of less than €750m and 15% for those with more. As such, after Brexit, Dublin stepped up to be the most popular place for US companies to set up EU headquarters. [2]
In 2024, there were 970 US companies in the country, employing about 210,000 people and spending more than €41bn in the local economy annually, according to the American Chamber of Commerce Ireland [3]. Most of the top ten US tech companies, including Microsoft, Meta, Amazon, Google (Alphabet) and Apple, are present in Ireland, surging the country’s digital economy to $50bn (€46.66bn), making up 13% of GDP. [4]
This economic model has been kind to Ireland. But it was a swelling bubble that was always likely to burst. As the Independent puts it, “We know Irish public spending has been floating since 2015 on an unsustainable level of corporate tax collected here from US multinationals. It has been the ultimate free lunch, but the Trump agenda is a direct threat to that bonanza.” [5]
Corporation Tax
Trump has said he will cut the headline US corporation tax rate from 21% to 20%, and to lower the rate to 15% for companies that manufacture at home [6]. If put into practise, this shift in US corporate tax could essentially nullify the rates that have made Ireland so attractive to corporations and so competitive these last few years.
The latest figures show that the government has taken in €76.3bn in tax during the first 10 months of the year, up almost 15% on the period in 2023 [7]. Corporation tax made up almost 36% of that. If companies start flooding elsewhere, the government will quickly find itself taking in considerably less money each year, which will obviously then have implications for government spending. It all boils down to how companies react to any such changes. Even if only a few big names such Apple, Google, Microsoft, Amazon, or Pfizer upped sticks, the implications would be enormous.
The question, then, is whether such a move is likely.
The appeal for the companies is obvious. Many of these are American-founded businesses, with a huge US clientele and the draw of beneficial rates while based in the world’s leading economy. But it is not guaranteed that companies will choose to leave. The Irish Examiner points out that these companies have spent decades investing in Ireland, building their workforces and infrastructure [8]. Equally, Ireland is their entrypoint to the EU, another key market.
Other possible good news for Ireland is that there’s no guarantee that Trump passes these plans. The former and future President has precedent in making promises he doesn’t quite keep –– anyone who remembers the infamous claim of the border wall with Mexico, paid for by the Mexicans, may be able to attest to that. It’s possible these tax changes were nothing but campaign bluster. That said, even if they were not, just because Trump wants these changes to regulations doesn’t necessarily mean they will pass through Congress. As noted, at the time of writing, votes for the House of Representatives are still being counted. If the House swings to the Democrats, you can bet they will block any such changes (in stark contrast to Trump’s pledges, Harris wanted to hike corporation tax from 21% to 28% [9]). That said, a Republican-controlled House and Senate is looking increasingly likely.
Tariffs
Trump’s other economic threat has been major news and a source of great controversy. He has said he will impose a 10-20% tariff on most imported goods and a levy of 60% on goods imported from China [10]. He contends that by doing so, American jobs and manufacturers will be protected due to the added expense of imported options. This, too, would have a severe impact on Ireland.
Chief economist at the Institute of European Affairs Dan O’Brien went as far as calling the potential tariff on all goods shipped to the US the “biggest near-term risk” to the Irish (and European) economy, in a LinkedIn post before the elections. “The promised tariffs will have a trade destruction effect, with a knock-on impact for jobs and profit tax revenues,” he said. [11]
The Independent reports that in 2022, Ireland exported goods valued at $63.1bn (€58.7bn) to the US, compared to €22.2bn sold to the UK, the country’s nearest and traditionally biggest trade partner [12]. Last year, exports from Ireland accounted for one-eighth of the EU’s total exports to America [13]. As such numbers demonstrate, over the past fifteen years US multinationals, in the pharmaceutical industry especially, have based their factories in Ireland and then exported goods back to the US, rather than just exporting them to European trade partners.
If the corporation tax alone wasn’t enough to entice companies to base themselves in the US, these export tariffs working in tandem with the low corporation tax just might. Not to mention that a 10% to 20% tariff on goods would make Irish products uncompetitive in the US, reducing a vital source of revenue for Irish companies.
Unlike tax changes, Trump wouldn’t need to pass tariffs through congress as they can be imposed by presidential order. It’s not just Ireland that would be affected by such changes but the whole world. The introduction of 10% tariffs would mark a major shake-up of the global economy, which the London-based National Institute of Economic and Social Research (Niesr) predicts could see a fall in US GDP growth and jump in inflation [14]. Niesr also noted that “small open European economies” like Ireland could see a real GDP-hit of 3-5% in the next five years. [15]
Other impacts
Corporation tax and tariffs are the obvious Trump policies that would have a severe impact on Ireland if imposed as planned, but there are other less obviously discernible effects. The effect a second Trump term will have on the financial sector, for example, is difficult to predict. So too is the effect on the aviation industry, though many in the sector have warned that Trump’s tariff plans could have serious implications for the industry’s global supply chains [16]. Given that Ryanair recently blamed its latest quarterly profits drop on Boeing’s delivery delays, one can only assume that further disruption to supply chains will see similar delays and a similar loss in revenue as a result.
Equally, the environment is unlikely to even be a secondary or tertiary consideration for the Trump administration. It is more likely to not be considered at all. Rather, one of Trump’s central pledges was to “drill, baby, drill”. Ireland, like much of Europe, indeed much of the world, is working to bolster its sustainable credentials. Whether there will be any global spillover effect from the US meeting environmental concerns with a shrug is yet to be seen, but it is a point of concern.
What does Donald Trump’s second coming mean for Ireland?
Donald Trump’s emphatic return as President-elect brings with it a wave of uncertainty for Ireland, but one thing remains clear: the country must brace for potentially transformative economic repercussions. Trump’s commitment to his ‘America First’ agenda signals a threat to Ireland’s economic model, which has thrived on competitive corporate tax rates and robust relationships with US multinationals. The possibility of slashed corporate taxes in the US and the imposition of substantial tariffs on imports could challenge Ireland’s appeal as a business hub and undermine its export-driven economy.
While there is hope that campaign promises may remain unfulfilled or encounter legislative hurdles, the risks posed to government revenue, job security, and economic stability cannot be ignored. As Ireland navigates these uncertain waters, resilience and strategic adaptation will be critical to sustaining its economic prosperity in a potentially transformed global landscape. The coming months will test Ireland’s ability to pivot and adapt. The hope must be that the nation’s economic ingenuity will find a way to weather the storm.
Sources
[1] https://www.irishexaminer.com/business/economy/arid-41511047.html
[7] https://www.irishexaminer.com/business/economy/arid-41511047.html
[8] https://www.irishexaminer.com/business/economy/arid-41511047.html
Introduction
In the past decade, freelancing has transformed from a niche alternative to conventional employment into a mainstream career option. The pandemic accelerated this shift, with many professionals discovering the appeal of remote work and greater autonomy over their schedules. But beyond the allure of working in pyjamas or setting your own hours, freelancing requires a major shift in mindset, discipline, and financial planning. If you’re contemplating whether to make the leap, this article will walk you through the potential advantages, the realities, and the steps that can help you determine if freelancing is right for you.
The numbers
We probably all know people who’ve gone freelance in recent years, especially during or in the wake of the pandemic. Beyond the anecdotal, the numbers back up the growth in this trend. According to Upwork’s 10th annual study, Freelance Forward: 2023, freelancing hit an all-time high last year [1]. In the US, freelancers make up 38% of the workforce, an increase of 4 million professionals from 2022. While in the UK, the number of people who work for themselves increased by 45% from 2000 to 2017 [2], while from 2019 to 2021, freelancers offering skilled services grew by 8% [3]. By 2028, it’s estimated that the number of US freelancers will reach a whopping 90.1 million. [4]
Paired with a rise in other trends, such as digital nomadding or quiet quitting, it’s evident that the surge in willing freelancers is here to stay. But why has it become such an appealing way of life?
Freedom and flexibility
One of the most widely touted benefits of freelancing is the freedom it offers. When you’re a freelancer, you set your own hours, work from wherever you like, and often have control over which projects you take on. This level of autonomy can be a breath of fresh air, especially if you’re transitioning from a rigid, office-based job. For parents, carers, or anyone with responsibilities outside of work, freelancing can provide an ideal work-life balance, allowing for greater flexibility to manage personal commitments.
Additionally, freelancing often gives you the opportunity to work on projects that align with your interests or strengths. Unlike traditional employment, where tasks are usually assigned with little say from the employee, freelancing enables you to shape your workload to fit your passions and expertise. This control can make the work more enjoyable, and in many cases, it enhances job satisfaction. However, it’s important to remember that this freedom comes with the responsibility of self-management — staying on top of deadlines, scheduling, and maintaining consistent productivity without the structure of an office environment.
Security
It may sound oxymoronic, but increasingly workers are edging towards freelancing because they feel it offers greater security than a more traditional nine to five role. This goes against the general, predominating understanding of freelancing –– that the freedom and flexibility it affords are a trade off against the instability intrinsic to not having a full-time employer. But according to a 2023 survey conducted by MBO Partners, 66% of independent workers said they feel more secure working for themselves [5]. This finding is supported by Slack’s research consortium Future Forum, which found that younger workers have come to view freelancing as more stable than a full-time job due to its potential for diversified clients and income streams. [6]
This points to a sense that it’s not just that ‘freelance life’ as we have traditionally viewed it has become more appealing, but that what we consider freelancing to be has shifted as well.
Earning potential
Another appeal is that freelancing has the potential to yield higher earnings than a salaried position. By setting your own rates and building a roster of clients, you can potentially exceed the income of a traditional job. Indeed says that freelancers in the US tend to earn as much as $87,000 per year, compared to the national average of $64,000 [7]. For freelancers who specialise in niche areas like technology, graphic design, or copywriting, high demand can drive rates even further up, particularly if you develop a reputation for expertise.
However, while higher income potential is appealing, it’s essential to consider the inherent financial uncertainty. Freelancing income can be highly variable — some months may bring in substantial earnings, while others are quieter, especially when starting out. Financial unpredictability means many freelancers need to carefully manage their cash flow and savings to account for slow periods. In the UK and Ireland, where cost of living can be high, a financial buffer is often essential. Many freelancers suggest having enough in savings to cover six months of expenses, especially in the early days.
Hiring
Business leaders naturally have had to react to the growing freelance trend. Oftentimes, though, they are quite accepting of it. Many business leaders are enticed by the idea of an “on-demand workforce”. For example, a recent Harvard Business School study found that three in five leaders said they would increasingly prefer to “rent”, “borrow” or “share” talent with other companies, and that their full-time staff would be smaller as a result [8]. Those surveyed cited better productivity, efficiency, and lower costs as motivations for using freelancers instead of full-time employees. Leaders who embraced a more freelance-heavy business model said they felt they were giving workers the flexibility they wanted.
However, it could be argued that employers are not pro-freelancers because of some benign desire to give freedom to their employees. Rather, they like not having to pay for benefits or sick days. Which brings us onto the down sides of freelancing.
Negatives
Almost 40% of freelancers say they would prefer to have a traditional job [9]. As Sophia Smith writes in the Financial Times, “Many skilled professionals opt for freelance gigs not because they are running toward something — but because they are running away.” [10]
While some may see freelancing as a secure option in an increasingly unstable world, it’s fair to say the prevailing school of thought is still that freelancing offers instability in finances, holidays, sick days and benefits, especially in the US. Across the pond, 84% of US workers cite health insurance as the benefit they care about most, followed closely by sick time off at 83%. [11]
Some freelance advocates say that employers offer scarcely greater support to their employees than freelance life would. For example, Margaret Lilani, Upwork’s vice-president of talent solutions, says that “many Americans lose their health insurance if they leave their full-time job…and that is a much more fragile situation than when a freelancer has the power to choose.” [12] However, for most, this argument is tenuous. If you suddenly fall sick and are unable to work, a full-time employer has obligations to you that freelance contracts simply do not.
Handling finances
Unlike traditional employees who receive a steady paycheck and employer benefits, freelancers are responsible for managing their own finances. This includes paying taxes, setting aside money for National Insurance in the UK or PRSI in Ireland, and covering health-related expenses. Although it may feel daunting at first, plenty of resources exist to help you manage these responsibilities. Many freelancers use accounting software to track income and expenses, and hiring an accountant can be a worthwhile investment to ensure everything is above board, especially come tax season. That said, most people choose not to go into accounting for a reason. If you’re not numbers minded, this can be a heavy downside of going solo.
Health insurance and retirement planning also fall squarely on freelance workers’ shoulders. With employer pension contributions off the table, freelancers in the UK often turn to private pensions, such as a self-invested personal pension (SIPP), to ensure they’re building a retirement fund. Similarly, in Ireland, freelancers frequently open a personal retirement savings account (PRSA). Though it requires a bit more effort, with the right planning and budgeting, freelancers can enjoy the freedom of their careers without sacrificing their financial security, but make sure you’re going into this blurry world of numbers with your eyes wide open.
Self-Discipline
One thing you won’t hear often enough about freelancing is the level of discipline it demands. With no manager checking in and no set office hours, freelancers must be self-starters. Time management becomes crucial — balancing multiple projects, adhering to client deadlines, and carving out time for professional development all require focus. The ability to stay motivated, especially during slow periods, is one of the less glamorous but essential skills freelancers need to develop.
For many freelancers, this also means being comfortable with solitude. Remote freelancing can sometimes feel isolating, and it’s important to maintain a support network or even join a co-working space where possible. A regular connection with other professionals, whether they’re freelancers or in more traditional roles, can prevent burnout and keep you energised.
Networking
While freelancers may have control over their schedules and projects, building and maintaining a client base is key to success. It’s not always easy — freelancers often need to actively seek out new opportunities, especially at the beginning. Networking is vital here, whether through online platforms, local business groups, or industry events. In the digital age, platforms like LinkedIn, Upwork, and industry-specific job boards can be invaluable tools for freelancers to market themselves and find clients.
However, finding clients is only the start. Retaining clients, building relationships, and establishing a good reputation are equally important. Many freelancers rely heavily on repeat business and referrals, which means that delivering high-quality work on time is crucial. Competition can be fierce, especially in popular fields, so it’s essential to stand out through both the quality of your work and the professionalism you bring to client relationships.
Things to consider
If freelancing sounds appealing, there are a few steps that can help make the transition smoother. First, it’s often wise to test the waters by freelancing part-time, if possible, while keeping a steady job. This gradual shift allows you to build up a portfolio, develop client relationships, and gain confidence before committing fully. It also enables you to gauge if freelancing is the right fit for you without the immediate pressure of relying solely on freelance income.
A robust portfolio is your best marketing tool, as potential clients want to see evidence of your work. Try to include a variety of projects that showcase your skills and versatility. In addition, researching standard rates within your industry and location can help you set fair pricing that reflects your experience and expertise while remaining competitive.
It’s also worth considering what skills you might need to develop before going freelance. From communication and negotiation to project management and financial planning, freelancers wear many hats. Taking the time to develop these skills — through courses, workshops, or mentorship — can pay dividends in the long run.
Should you consider going freelance?
Freelancing can be an incredibly rewarding career path, offering flexibility, control, and the chance to work on projects that truly interest you. However, it comes with challenges that can be overwhelming without preparation and planning. For those ready to take on the responsibility of managing their own work, finances, and client relationships, freelancing offers a unique opportunity to shape a career on your own terms.
Whether freelancing becomes a part-time side hustle or a full-time career, the key is to approach it with a clear understanding of both the rewards and the realities. With the right mindset, careful planning, and a proactive approach to building your network and skills, freelancing can provide a fulfilling and flexible path that fits your lifestyle and professional goals.
More on Freelancing
Rethinking How We Work with Libby Sander – Podcast
Juggling a Full-time Job and a Side Hustle
Sources
[2] https://www.ft.com/content/5870bb6a-81ab-11e7-94e2-c5b903247afd
[3] https://www.ft.com/content/7526454a-c2ac-4890-982b-c745cf7cb89e
[5] https://www.mbopartners.com/state-of-independence/
[6] https://www.ft.com/content/7526454a-c2ac-4890-982b-c745cf7cb89e
[7] https://www.forbes.com/sites/shodewan/2024/08/09/3-reasons-why-freelancing-is-right-for-you/
[8] https://www.ft.com/content/7526454a-c2ac-4890-982b-c745cf7cb89e
[9] https://www.ft.com/content/7526454a-c2ac-4890-982b-c745cf7cb89e
[10] https://www.ft.com/content/7526454a-c2ac-4890-982b-c745cf7cb89e
[11] https://www.ft.com/content/7526454a-c2ac-4890-982b-c745cf7cb89e
[12] https://www.ft.com/content/7526454a-c2ac-4890-982b-c745cf7cb89e
Introduction
Part and parcel of a CEO’s obligations now is to explain to anyone who will listen just how strict a morning routine they maintain. We’ve all been inundated with increasingly braggadocious tales of early mornings, workouts and ice baths, as if, were it not for such tales, the CEOs in question worry the wider public may start to doubt that their fortunes were quite so meritocratically earned.
As such most CEOs would have you believe that they’ve sorted their emails, run a marathon, partaken in a mountaintop meditation in Tibet, and packed in a protein-heavy breakfast of champions for good measure, all before your 7am alarm has let out its first beep. This is simply what one does when one is a high performer, we are led to believe. The implication tinged with a not so subtle hint of “and you’d be a billionaire too if you just pulled your finger out.”
Of course, no one is doubting that morning routines are important and can have a crucial effect on the rest of our day. But the truth is most routines that are advertised to us by the ever-expanding productivity market are nothing but PR. As such, if one was looking to genuinely cultivate an effective morning routine, they’d be better off thinking smaller.
This article hopes to provide some more practical methods –– tried and tested –– that can make a difference without making one feel like a failure for not rising in pitch darkness or having not ticked off a whole bucket list worth of activities before the cockerels have started squawking.
Finding a routine that works for you
The problem with advocating one’s personal routine is it’s just that: personal. Even if these CEOs do achieve the relentless levels of performance they claim to every morning without fail, that doesn’t mean trying to follow suit is a guaranteed path to success. Mark Wahlberg gets up at 2:30am [1]. Does that mean that if we all got up at 2:30am we’d have Mark Wahlberg’s bank account? That we’d be starring in distinctly average blockbusters and that the world’s next Wahlburgers would suddenly spawn from our fingertips? No. We’d just be tired. And moody. And certainly in no position to make any working progress.
Benjamin Stall and Michael Xander, the co-founders of My Morning Routine and authors of My Morning Routine: How Successful People Start Every Day Inspired, have made a career of documenting the morning routines of the rich and famous, cataloguing almost 300 morning rituals in total. Rather than such detailed understanding having hardened their position on an ideal routine, it has softened it.
“Without meaning to offend anyone involved, there’s nothing intrinsically special about the people we profile in this book,” they told Forbes. “Aside, that is, from their ability to keep the habits and routines that allow them to achieve at a high level. And we can all do this; we can all turn our morning into a more positive experience (even parents of young kids can, to an extent; we have a chapter on this in the book), we just have to know where to start.” [2]
The most important thing you can do, then, is devise a routine that works specifically for you. That means that if you are aware you work better in the evenings than you do in the morning, don’t try to devise some new 5am Club inspired routine. It won’t help, and it will almost definitely hurt.
Equally, be kind to yourself if you break the routine. Too often, productivity gurus act like anything more than one slip up shows that someone isn’t sufficiently dedicated to whatever betterment task it is they’re working on. That’s a stance you can afford to take on a social media branding video, but the real world is less black and white. You will break your routine. You will do it more than once. And guess what, so will everyone else –– so what are you worried about? As Spall writes in the New York Times, “it’s important to keep in mind that life happens and sometimes you simply won’t be able to stick with your morning routine. It happens, and that’s fine. Reflect on it, then forget it and move on.” [3]
Kevin Cleary, the chief executive of Clif Bar & Company, agrees. “I give myself a break and take the longer view of what’s happening,” he says. “If I can’t do my workout later in the day, I’ll tell myself I’ll just pick it up tomorrow or the next day. Six months from now, my body or I won’t know that I missed a day.” [4]
There is a whole industry out in the big bad world predicated on telling you that the changes you make to your morning routine must be life-altering and that they must be rigorously adhered to –– no excuses, no exceptions. Outside of that industry, there are seven billion or so people getting on with their day. So start small and don’t harangue yourself for any slip ups.
However, if you find yourself slipping up time and time again, maybe take that as an indication that the changes you’re trying to make are too drastic and you would benefit from trying to do less, at least at first. As Stall and Xander put it, “The most common elements of the most successful morning routines are their ability to be simple and easy to follow. I’m serious! That’s not to say the intricacies of these habits need to be simple (your workout routine can be as complex as you want it to be), but what is simple and easy to follow in this situation would be, say, getting out of bed and doing two minutes of light stretching, or sitting down for a five minute meditation.” [5]
Let’s not overcomplicate this. Small changes go a long way. So, here are some of the most recommended little changes you can make.
Strategy #1: Waking up
There’s a whole heap of thinking available on when one should wake up, how they should wake up, what they should do when they wake up. Wading through so many theories about waking up is so exhausting it leaves you wanting nothing more than sleep. But the wake-up routine does have an impact and so is worth exploring. After all, one US study found that an extra hour of sleep a week raised average earnings by 5%, while another in Germany found that half an hour more sleep each week was associated with around 2% higher earnings among full-time workers, with the largest effects for mothers. In other words, this stuff matters, even if most prognostics are too absolute. [6]
The most debated element of the wake-up routine is, you guessed it, time. Theories differ, drastically and passionately, as to what time one should wake up. As noted, some opt for the (bone-chilling) 4am or 5am start. Others sleep until their body wakes them. Yet again for those in the back, there is no one way to do this. What is important, regardless of what time you’re going to bed and waking up, is that you develop a set routine and stick to it. As we’ve said, there will be breaches, that’s inevitable. But generally, try to make sure you’re going to bed at a similar time each night and waking up at a similar time each morning. “It can take time to train your body,” says Markus Kreth, CEO of Asia Media Publishing Group, “and you’ll have to keep up with it even on the weekends, but doing so can help regulate your internal clock and improve sleep quality — both of which can impact your performance throughout the workday.” [7]
If the 5am alarm sounds masochistic to you, maybe you’d benefit from the thinking on the other end of the spectrum. Wayne Elsey, founder and CEO of The Funds2Orgs Group, recommends ditching the alarm clock entirely and simply trusting your body to wake you up. “If you need an alarm,” he says, “try going to sleep 15 to 30 minutes earlier each night, and keep on increasing the amount from your usual sleeping time so that you no longer need to have the alarm — or at worse, wake up before the alarm rings. Second, stop snoozing. It doesn’t help you get more rest as the snooze setting doesn’t give you enough time to go through an entire sleep cycle.” [8]
For those who, like the writer of this article, think setting an alarm any time pre-seven should warrant a trial date at The Hague, the natural wake-up approach feels like a good one. After all, how often do we actually listen to our body rather than trying to wrangle it under the control of our busybody routines? Besides, if it’s good enough for Jeff Bezos, Oprah Winfrey and Amanda Huffington, maybe there’s something in it.
The only problem with getting up whenever our body wants us to is it puts a lot of pressure on what time we go to bed. Here, too, there is advice. “Eliminate the mobile devices in your bedroom,” says Elsey. “Doing so will minimise the temptation of reading countless notifications, scrolling through social media, reading the news (which is usually negative) and communicating with others through texts. The reality is that having mobile devices, even using dimmers for brightness, could disrupt your sleep. For many people, mobile devices keep the mind alert and resisting sleep.” [9]
But it’s not just going to bed that is made worse by phones, it’s getting up too. “By keeping the phone out of your bedroom, you force yourself to read it after you get out of bed,” Elsey goes on. “Ultimately, this allows for you to ease into the morning, without the pressures of your world.” Too many of us start our morning by stretching out to our iPhone alarm and then scrolling and snoozing until the day becomes too heavy to ignore. As small an act as keeping your phone in a separate room can be enough to change this.
Arianna Huffington agrees. “A big part of my morning ritual is about what I don’t do: when I wake up, I don’t start the day by looking at my smartphone,” she says. “Instead, once I’m awake, I take a minute to breathe deeply, be grateful, and set my intention for the day.” [10]
So, a steady bed time and a phoneless night and morning, that’s the waking up portion sorted. But what happens after you wake up?
Strategy #2: Body and mind
Wake-up times are disputed. What follows is not. Every piece of literature on this subject recommends one starts their day with at least one of the following, ideally both: exercise and mindfulness.
Some may read that and think, “I know myself. I’m not a morning person. The last thing I’ll be in the mood for once I get out of bed is a run or a workout.” Thankfully, you don’t need to go that far. Remember what Stall and Xander said? Simple and easy to follow, that’s what’s needed.
You don’t need to burn yourself out on a treadmill or squat yourself into the category of walking wounded to start the morning effectively. A simple stretching routine or a brief walk is more than sufficient. The simple act of getting outside can help. As Kreth notes in Forbes, “Research has shown that exposure to nature can improve cognitive function and reduce stress levels. This simple activity can boost your mood and focus, preparing you for the day ahead. Furthermore, walking has been proven to enhance cardiovascular health, leading to long-term benefits such as increased longevity and reduced risk of chronic diseases.” [11]
If you don’t want to go outside, copy Marie Kondo, the organising consultant and author of The Life-Changing Magic of Tidying Up. Kondo explained to the New York Times that when she wakes up in the morning she immediately opens the windows to let in fresh air, a practice she has done since she was a child [12]. She also purifies the house by burning incense. Think of your morning mind like a child –– easily influenced, in its formative stages; the environment you create for it in those early moments will affect it later; a serene start to the morning can put your mind at peace, while a stressed start sets you up for disaster.
That’s also why any number of successful people preach the benefits of mindfulness every morning, be it yoga or meditation. It only needs to be a few minutes –– five, ten, twenty –– but the effects are shown to be profound.
None of these recommendations is strenuous, but the impact of implementing them can be life-changing.
Strategy #3: Dealing with tasks
Sooner or later, your work day will have to start. The when and the how of this are hotly disputed, but one approach seems to be more widely adopted than the rest: to tackle key tasks first. To do that you have to know what your key tasks are. To do that, you need to prepare them.
You can get a headstart that morning or even the night before. Jacob Corlyon of CCMR3 told Forbes of his process: “I write down a list of up to four of the most important things I need to accomplish tomorrow to move the needle, personally or professionally. Then in the morning, I tackle those items before the day gets away from me. This reduces my stress and ensures I am getting my most important items done each day.” [13]
Former American Express CEO Kenneth Chenault does precisely the same, ending his evenings by writing down three things he wants to accomplish the next day [14]. As does Michael Shribman of APS Global Partners Inc., except he does it in the morning rather than the night before [15]. Either way, making a note of what you want to achieve is a helpful way of framing your day and monitoring your progress. It sharpens what we want to achieve. If you’re someone who finds days can pass by a bit aimlessly, drifting from project to project, this technique can be especially helpful.
Developing a morning routine that works for you
While the obsession with hyper-productive morning routines has become a status symbol for CEOs and productivity gurus, it’s important to remember that routines are highly personal and should be tailored to individual needs and preferences. The rigid, extreme morning rituals we often hear about are not necessarily the key to success for everyone. Rather, the most effective routines are simple, easy to maintain, and adaptable to the realities of life.
Consistency, self-compassion, and small, sustainable habits can be far more impactful than any gruelling or rigid schedule. The best advice is to find a routine that works for your energy levels, lifestyle, and goals, and be kind to yourself if it doesn’t always go to plan.
One of my favourite bits of advice I read when researching this article was from a man who’d accidentally become a best-seller for a self-help book he’d written while still heavily depressed [16]. Subsequently, in an attempt to justify his new ‘The Happy Guy’ nickname, he sought out genuine ways to make himself better and to find meaning in the day to day. He tried every bit of advice he could, and found three things really helped: (1) letting go of regret (2) showing gratitude (3) planning ahead. Every night now, he fills out a piece of card that he leaves on his nightstand so it’s the first thing he sees each morning. It’s a two minute process he swears has changed his thinking on life. The three sentences he fills in are:
I will let go of…
I am grateful for…
I will focus on…
If all you have is two minutes every morning to turn around your life, you could do a lot worse than following suit.
More on Habits
The tactics, routines and influences of the GAA great – Podcast
How to Avoid the Winter Malaise and Keep Productivity up Through the Dark Season
Why Achievement Doesn’t Guarantee Happiness
Boosting personal and organisational performance in the digital age with Ade McCormack – Podcast
Sources
[1] https://russhowepti.com/mark-wahlberg-daily-routine-explained/
[3] https://www.nytimes.com/2018/10/21/smarter-living/tips-better-morning-routine.html
[4] https://www.nytimes.com/2018/10/21/smarter-living/tips-better-morning-routine.html
[6] https://www.ft.com/content/1d388f40-4213-45c2-abdb-06b6a9493f85
[12] https://www.nytimes.com/2018/10/21/smarter-living/tips-better-morning-routine.html
[16] https://hbr.org/2021/01/this-two-minute-morning-practice-will-make-your-day-betterelop cognitive, behavioural, emotional, and leadership capacities.
Introduction
Job interviews are undergoing a significant transformation. Traditional approaches—emphasising personality, presentation, and educational qualifications—are being re-evaluated in favour of methods prioritising skills and competencies. One movement driving this change is the “Tear the Paper Ceiling” initiative, which advocates recognising candidates based on their skills and experiences rather than formal degrees. The increasing focus on skills-based and competency-based interviews reshapes hiring processes across industries and sectors. However, confusion persists about these two seemingly similar approaches. This essay delves into the similarities, differences, benefits, and practical strategies for implementing a blended approach that leverages the strengths of both methods.
Understanding Skills-Based and Competency-Based Interviews
“Skills-based” and “Competency-based” interviewing are often used interchangeably, but they serve distinct purposes in the hiring process.
Skills-Based Interviews
Skills-based interviews evaluate specific technical and practical abilities required for a job. These skills, such as proficiency in software applications, analytical techniques, or project management tools, are typically observable and measurable. For example, a candidate for a software developer position might be asked to write code or solve a programming problem during the interview. This format aims to determine whether a candidate can perform the day-to-day tasks required for the role.
Competency-Based Interviews
On the other hand, competency-based interviews assess a broader range of attributes, including behaviours, attitudes, and underlying traits that contribute to job performance. Competencies encompass skills, knowledge, motives, traits, self-concepts, and values (Boyatzis, 1982). This type of interview delves into areas such as leadership, teamwork, problem-solving, and adaptability—traits indicative of a candidate’s potential for long-term success in various scenarios. For instance, candidates might be asked to describe a situation where they overcame a significant challenge, focusing on how they applied their competencies to achieve a positive outcome.
Similarities Between Skills-Based and Competency-Based Interviews
- Standardisation and Structure: Both methods employ structured formats to reduce subjectivity and bias. Structured interviews, which use predetermined questions and evaluation criteria, have been shown to improve the selection process’s reliability and validity (Campion, Palmer, & Campion, 1997). Standardisation ensures all candidates are assessed on a level playing field.
- Evidence-Based Evaluation: Both approaches require candidates to provide concrete examples of past performance. Skills-based interviews might involve practical tests or demonstrations, while competency-based interviews rely on behavioural questions that elicit detailed narratives of how candidates handled specific situations.
- Alignment with Organisational Needs: Effective skills-based and competency-based interviews are closely aligned with the company’s strategic goals and the position’s specific requirements. For example, a role requiring innovative thinking might assess technical creativity skills and problem-solving competencies.
Differences Between Skills-Based and Competency-Based Interviews
- Focus and Application: Skills-based interviews concentrate on specific technical abilities and task execution—what a candidate can do. Competency-based interviews take a broader perspective, examining how a candidate’s combination of skills, knowledge, and behaviours contributes to overall job effectiveness—how they do it.
- Contextual Understanding: Skills-based interviews are often transactional, asking “Can you perform this task?” In contrast, competency-based interviews are relational, exploring “How do you approach challenges, and why?” This distinction is crucial for roles where cultural fit and adaptability are critical.
- Measurement of Potential: Competency-based interviews are future-focused and explore potential by assessing how a candidate might behave in hypothetical scenarios. Skills-based interviews assess current capabilities based on observable technical proficiencies.
Theoretical Underpinnings
The competency approach is grounded in the work of psychologists like David McClelland (1973), who argued for assessing competencies rather than traditional intelligence measures. Competencies are seen as better predictors of job performance because they encompass underlying characteristics that drive behaviour. Additionally, the Competency Iceberg Model suggests that observable skills are just the tip of the iceberg, with underlying traits and motives forming the larger, unseen portion that significantly impacts performance (Spencer & Spencer, 1993).
Why Blend the Two Approaches?
A blended interviewing approach can yield a more holistic view of a candidate’s suitability. Here’s why integrating skills-based and competency-based methods is beneficial:
- Comprehensive Talent Evaluation: Combining both methods allows organisations to assess what a candidate can do (skills) and how they do it (competencies). This dual perspective enables employers to evaluate technical readiness, cultural fit, and long-term potential.
- Enhanced Fairness and Reduced Bias: Blended interviews reduce reliance on subjective factors like gut feelings. Structured interviews decrease bias and increase the likelihood of selecting the best candidate (Schmidt & Hunter, 1998). Organisations can make more informed and equitable hiring decisions by evaluating a more comprehensive range of qualities.
- Better Predictive Validity: Research indicates that combining skills and competency assessments improves the predictive validity of the hiring process (Spencer & Spencer, 1993). This is because it captures observable actions and underlying motivators, leading to a more accurate prediction of future job performance.
Potential Drawbacks and Ethical Considerations
While blending these approaches offers many benefits, there are challenges to consider:
- Standardisation Difficulties: Competency assessments can be subjective and more complex to standardise compared to skills assessments. Ensuring consistent evaluation requires well-defined competencies and trained interviewers.
- Unconscious Bias: Competency-based evaluations may be influenced by unconscious biases related to gender, race, or cultural background. Organisations must be vigilant in training interviewers to recognise and mitigate these biases (Lievens & Chapman, 2010).
- Resource Intensiveness: Developing and implementing a blended approach can be time-consuming and resource-intensive. It requires careful planning and possibly more extended interview processes.
Implementing a Blended Approach
To effectively implement a blended interviewing strategy, consider the following steps:
- Analyse Job Requirements: Begin by thoroughly analysing the job description to identify the necessary skills and competencies. Tools like competency models can aid in defining the attributes required for success in the role (Lievens & Chapman, 2010). For example, a project manager might need technical skills in scheduling software and competencies in leadership and communication.
- Develop Mixed-Question Frameworks: Create an interview framework that includes skills- and competency-focused questions. Skills-based question: “Can you demonstrate how you would use Excel to perform data analysis?” Competency-based question: “Describe a time when you had to persuade team members to adopt a new process. How did you approach it?”
- Use Multi-Modal Assessments: Incorporate various assessment methods, such as technical tests, behavioural simulations, and situational judgement tests. This approach provides a fuller picture of skills and behavioural tendencies (Pulakos, 2005).
- Train Interviewers: Ensure those conducting interviews are trained to assess skills and competencies effectively, recognising and mitigating potential biases. Training can include workshops on structured interviewing techniques and diversity awareness.
- Implement Standardised Scoring Rubrics: Use clear, standardised rubrics to evaluate responses consistently. For instance, skills might be scored on technical proficiency levels, while competencies are rated based on behavioural indicators demonstrated during the interview.
- Learn from Successful Implementations: Study organisations that have successfully implemented blended approaches. For example, companies like Google and IBM have integrated skills and competency assessments into their hiring processes, leading to more effective talent acquisition (Lievens & Chapman, 2010).
The “Tear the Paper Ceiling” concept promotes skills-based and competency-based hiring. This campaign advocates recognising the millions of Skilled workers Through Alternative Routes (STARs), such as community colleges, military service, or on-the-job training. It challenges the “paper ceiling” created by rigid degree requirements, which often exclude capable candidates.
The initiative encourages organisations to broaden their view of talent by emphasising competencies and practical skills. Skills-based and competency-based interviews help realise this vision, enabling employers to tap into a more diverse and often overlooked talent pool. This shift enhances diversity and inclusion and addresses talent shortages in critical areas.
The Benefits of Skills- and Competency-Based Hiring
- Increased Retention and Engagement: Employees hired through these approaches are more likely to stay longer and be engaged at work because they fit well with the job requirements and company culture (Gallup, 2017). When employees’ skills and competencies align with their roles, job satisfaction and productivity tend to increase.
- Greater Diversity and Inclusion: Removing unnecessary degree requirements opens opportunities to diverse candidates with varied experiences, contributing to a more inclusive workforce. This diversity can enhance team creativity and problem-solving (Cascio & Aguinis, 2019).
- Improved Performance: Studies have shown that structured, evidence-based selection methods improve job performance (Schmidt & Hunter, 1998). Organisations can improve overall performance and competitiveness by accurately matching candidates to job demands.
- Addressing Skill Gaps: Skills-based hiring allows companies to fill critical skill gaps by accessing a wider talent pool, including STARs. This approach is particularly valuable in fast-evolving industries where specific technical skills are in high demand.
Conclusion
As job interviews evolve, blending skills-based and competency-based approaches emerges as a strategic way to enhance the hiring process. This method offers a balanced view of a candidate’s capabilities and potential. With initiatives like “Tear the Paper Ceiling” leading the charge, organisations recognise that effective hiring requires looking beyond traditional qualifications to uncover true talent.
Implementing a blended approach can unlock a broader talent pool, reduce bias, and lead to better hiring decisions. By integrating skills and competencies, companies can build a more inclusive, effective, and future-ready workforce—one that truly reflects the diversity and dynamism of the modern job market.
More on Interview Techniques
Skills-Based Hiring: Transforming Ireland’s Employment Landscape
Exploring the Perfect Fit: Insights on Workplace Culture and Personal Growth with Dr. André Martin – Podcast
Lars Schmidt: Redefining HR and Empowering the Next Generation of People Leaders– Podcast
Sources
Tear the Paper Ceiling. (n.d.). “The Paper Ceiling.” Retrieved from https://www.tearthepaperceiling.org/the-paper-ceiling.
Boyatzis, R. E. (1982). The Competent Manager: A Model for Effective Performance. John Wiley & Sons.
Campion, M. A., Palmer, D. K., & Campion, J. E. (1997). “A Review of Structure in the Selection Interview.” Personnel Psychology, 50(3), 655–702.
Cascio, W. F., & Aguinis, H. (2019). Applied Psychology in Talent Management. Cambridge University Press.
Gallup. (2017). State of the American Workplace Report. Retrieved from https://www.gallup.com.
Lievens, F., & Chapman, D. S. (2011). Recruitment and selection. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology (Vol. 2, pp. 135–176). American Psychological Association.
McClelland, D. C. (1973). “Testing for Competence Rather Than for Intelligence.” American Psychologist, 28(1), 1–14.
Pulakos, E. D. (2005). Selection Assessment Methods: A Guide to Implementing Formal Assessments to Build a High-Quality Workforce. SHRM Foundation.
Schmidt, F. L., & Hunter, J. E. (1998). “The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings.” Psychological Bulletin, 124(2), 262–274.
Spencer, L. M., & Spencer, S. M. (1993). Competence at Work: Models for Superior Performance. John Wiley & Sons.
Introduction
Music has been an integral part of human culture for millennia, serving as a source of entertainment, a means of expression, and a tool for communication. In today’s modern workplaces, music is more accessible than ever, thanks to streaming services and personal devices. Employees often plug in their headphones to drown out distractions, elevate their mood, or find a rhythm in their tasks. But how exactly does music influence work productivity? Can the right playlist make us more efficient, or does it sometimes hinder our performance?
This article delves into the relationship between music and productivity, exploring how different types of music affect various tasks, the psychological mechanisms at play, and practical tips for harnessing music’s potential to enhance work performance.
The Multifaceted Impact of Music on Work Tasks
Repetitive or Monotonous Tasks
Music can be a powerful ally for repetitive or monotonous tasks—such as data entry, assembly line work, or filing. Studies have shown that music helps to reduce feelings of fatigue and boredom, making such tasks more enjoyable and less taxing. According to research published in Nature, listening to music during repetitive work can improve concentration and increase speed and accuracy. The rhythmic elements of music can help workers maintain a steady pace, effectively synchronising their movements with the beat and enhancing overall efficiency.
Creative or Analytical Work
The impact of music on creative or analytical tasks is more nuanced. These tasks require a high level of cognitive processing, problem-solving, and deep concentration. In such cases, music—especially complex music with lyrics—can become a distraction. A study featured in Oxford Academic found that background music, particularly when it includes lyrics, can interfere with reading comprehension and information processing. The brain may struggle to parse language from the music and the task, leading to decreased performance.
Music as a Mood and Motivation Modulator
One of the most significant effects of music is its ability to alter our mood and motivation levels. Upbeat music can inject energy into a sluggish morning, while calming melodies can soothe nerves before a big presentation.
Boosting Positive Emotions
Music triggers the release of neurotransmitters like dopamine and serotonin, which are associated with pleasure and happiness. An upbeat song can elevate mood, increase arousal, and enhance motivation. This positive emotional state can lead to greater engagement with work tasks and increased productivity.
Reducing Stress and Anxiety
Conversely, slower-paced, calming music can reduce cortisol levels, the body’s primary stress hormone. In high-pressure work environments or during stressful tasks, such music can create a soothing backdrop that promotes relaxation and focus. A study cited in the Inquiries Journal highlighted that music therapy could effectively reduce anxiety levels, suggesting potential benefits for stressful work situations.
The Importance of Music Selection
Not all music affects us in the same way. The genre, tempo, complexity, and presence of lyrics can significantly influence how music impacts our productivity.
Instrumental vs. Lyrical Music
Instrumental music is generally more conducive to maintaining focus, especially during tasks that involve reading, writing, or complex thought processes. Without lyrics, there’s less linguistic interference, allowing the brain to concentrate more fully on the task. Many professionals choose classical music, ambient soundscapes, or instrumental jazz.
On the other hand, music with lyrics can be distracting, mainly if the task requires language processing. The words in the music may compete for cognitive resources, making it harder to concentrate. However, for some individuals and tasks, lyrical music may not pose a significant distraction and might even enhance mood and motivation.
Tempo and Rhythm
The tempo of music can also play a crucial role. Fast-paced music tends to be more stimulating, increasing heart rate and arousal levels. This type of music might be beneficial for tasks requiring quick thinking or physical activity. For instance, a graphic designer might find that an upbeat playlist helps generate creative ideas more rapidly.
In contrast, slower-paced music is associated with calmness and can aid in tasks that require sustained attention and precision. A software developer debugging code might prefer a slower tempo to maintain a steady focus.
The “Mozart Effect” and Genre Considerations
The “Mozart Effect” refers to the theory that listening to classical music, particularly compositions by Mozart, can temporarily enhance spatial-temporal reasoning abilities. While some studies have suggested a potential link, the effect is not universally accepted, and its applicability to productivity is debated.
More importantly, personal preference and familiarity with the genre play significant roles. If a person dislikes classical music, forcing it upon them is unlikely to yield positive results. Similarly, a genre that one finds engaging and enjoyable may provide the right emotional and cognitive environment for increased productivity.
Personal Preferences and Individual Differences
The Role of Personality Types
Personality traits influence how music affects an individual during work. Research has indicated that introverts and extroverts respond differently to background music. Introverts are more likely to find music distracting during complex tasks. Their sensitivity to external stimuli means that music can overload their cognitive resources, leading to decreased performance.
Conversely, extroverts may thrive with a certain level of background stimulation. Music can provide the external arousal they need to maintain focus and engagement, potentially enhancing their productivity during tasks that hinder introverts.
Mood Congruence and Familiarity
Matching music to one’s current mood, known as mood congruence, can also impact productivity. Listening to energetic music can amplify that positive state if someone feels upbeat. Conversely, if they’re feeling anxious, calming music can help stabilise their mood.
Another factor is familiarity with the music. Familiar songs are less likely to be distracting because they don’t introduce new auditory information that the brain feels compelled to process. This familiarity allows the music to fade into the background, providing the benefits of mood regulation without the cost of attention diversion.
Limitations and Considerations
While music has the potential to enhance productivity, it’s not a universal solution. Several factors need to be considered to ensure that music helps rather than hinders.
Task Complexity and Music Choice
Even instrumental music might be a distraction for highly complex tasks that require significant cognitive resources. Silence or ambient sounds like white noise may be more appropriate in such cases.
Volume and Disruptive Elements
Music played too loudly can be overstimulating and may impair concentration. Similarly, songs with sudden tempo changes, high levels of dissonance, or unexpected elements can draw attention away from work tasks.
Individual Variability
People’s responses to music are highly individual. What enhances productivity for one person might be distracting for another. Personal experiences, cultural backgrounds, and associations with certain types of music all affect how music affects us.
Practical Tips for Incorporating Music into Work
To harness the benefits of music while minimising potential drawbacks, consider the following practical strategies:
Opt for Instrumental or Ambient Music
Choose instrumental music or ambient sounds when working on tasks requiring concentration and cognitive processing. Genres like classical, jazz, lo-fi hip hop, or electronic ambient music provide a backdrop that can enhance focus without the interference of lyrics.
Use Familiar Music
Listening to music you’re already familiar with reduces the likelihood of distraction. The brain doesn’t need to process new auditory information, allowing you to maintain focus on your work.
Match the Tempo to the Task
Align the energy level of the music with the nature of your task. Upbeat music can be motivating for tasks requiring high energy or physical movement. Slower, calming music may be more appropriate for tasks that require meticulous attention to detail.
Be Mindful of Volume
Keep the volume at a moderate level. The music should be audible but not overpowering. This balance helps prevent overstimulation and ensures the music remains a background element.
Personalise Your Playlist
Curate a playlist that suits your preferences and work style. Experiment with different genres and observe how they affect your productivity. Remember that self-awareness is key; pay attention to how different types of music impact your focus and adjust accordingly.
The Case for Silence
It’s important to recognise that sometimes, the best environment for productivity is silence. If you find that music, in any form, distracts you or if your work demands intense concentration, embracing a quiet environment might be the optimal choice. Noise-cancelling headphones or quiet workspaces can help minimise auditory distractions.
Conclusion
Music’s relationship with productivity is complex and highly individualised. It can be a powerful tool to enhance mood, increase motivation, and make work more enjoyable. For repetitive or monotonous tasks, music often serves as a beneficial companion, reducing feelings of boredom and fatigue.
However, music can sometimes be a double-edged sword for tasks requiring deep cognitive engagement. The type of music, its complexity, the presence of lyrics, and its volume all play crucial roles in determining whether it aids or hinders productivity.
By understanding the psychological mechanisms at play and being mindful of personal preferences and task requirements, individuals can make informed choices about incorporating music into their work routines. Whether selecting the right genre, adjusting the volume, or choosing silence when necessary, intentional use of music can significantly enhance work performance.
In the end, there’s no one-size-fits-all answer. The key lies in self-awareness and experimentation. By paying attention to how different sounds affect your focus and productivity, you can tailor your auditory environment to support your work effectively.
More on Focus
How to focus and become indistractable with Nir Eyal – Podcast
Schopenhauer and the Workplace
Game Changer: Mindset Mastery with Christian Straka – Podcast
Sources
- Nature: Forrester, N. (2023). Sounds of science: how music at work can fine-tune your research. Nature, 616(399-401). https://doi.org/10.1038/d41586-023-00984-4
- Oxford Academic: Dobbs, S., Furnham, A., & McClelland, A. (2011). The effect of background music and noise on the cognitive test performance of introverts and extraverts. Applied Cognitive Psychology, 25(2), 307–313.
- Inquiries Journal: Dolegui, A. S. (2013). The Impact of Listening to Music on Cognitive Performance. Inquiries Journal, 5(09).
These studies and articles provide valuable insights into how music affects cognitive performance and productivity. They emphasise the importance of context, individual differences, and task complexity in determining the optimal use of music in the workplace.
Introduction
Speaking at the Democratic National Convention in Chicago in August, Hilary Clinton spoke of her hope that Democratic presidential nominee Kamala Harris could finally break the “highest, hardest glass ceiling” in America by becoming the first female president. “When a barrier falls for one of us, it clears the way for all of us,” she said, echoing her convention speech from eight years before. [1]
The President of the United States is the leader of the free world, in charge of the largest global economy, and boasts an unimaginable amount of power –– and yet the glass ceiling still affects who may get the role. If it is a factor in this most upper echelon of society, you can bet your bottom dollar it is also a factor in other lower rungs. Still, somehow, after all this time.
The glass ceiling
The term “glass ceiling” refers to the invisible barriers that prevent women and minorities from ascending to the highest levels of professional success. It was first used in 1978 by writer and consultant Marilyn Loden at a panellist discussion about women in the workplace [2]. Loden was describing the cultural challenges women face when their careers stagnate at middle-management roles, preventing them from attaining higher leadership or executive positions.
Despite progress in gender equality, the glass ceiling remains a persistent challenge in workplaces worldwide. The glass ceiling is not just a metaphor for gender-based barriers but also encompasses biases related to race, ethnicity, and other marginalised identities.
The numbers
Despite efforts to promote gender equality, women continue to be underrepresented in leadership positions across various industries. According to a report by Grant Thornton Belgium, a consulting firm with expertise in audit, accountancy, tax & legal and advisory, 33.5% of all senior management positions worldwide are held by women today, compared to 32% last year and 31% in 2021. At this rate, we will not reach parity until 2053. [3]
Then there is the gender pay gap. According to the World Economic Forum’s Global Gender Gap Report 2023, women globally earn on average 16% less than men for similar work [4]. In the United States, the pay gap is slightly narrower, with women earning 82 cents for every dollar earned by men, according to Pew Research Center [5]. That number was roughly the same as in 2002, when they earned 80 cents to the dollar. Notably, this gap widens significantly for women of colour, with Black women earning 70% as much as White men and Hispanic women earning only 65% as much. [6]
The problem is no less prevalent in Ireland. According to a 2022 report by the Central Statistics Office (CSO) of Ireland, women held only 32% of the nation’s senior management positions [7]. The situation is slowly improving. One in four (24.7%) enterprises had at least 40% female representation at Board level in Ireland in 2023 compared with 18.4% in 2021 [8]. The European Institute for Gender Equality’s Gender Equality Index 2022 placed Ireland in the upper half of EU countries, yet significant gaps remain, particularly in economic power and decision-making roles. [9]
The gender pay gap in Ireland, as reported by the CSO, stood at 11.3% in 2022 [10]. Although this is below the EU average of 13%, it still represents a substantial disparity in earnings between men and women. Furthermore, the gap widens in certain sectors, such as finance and insurance, where women earned on average 21.3% less than men.
These statistics demonstrate the expansive reach of the problem. Gender bias is embedded in every walk of life and every country, no matter how liberal it proclaims to be. The underrepresentation of women in leadership roles and the persistent pay gap are not merely the results of individual choices but are deeply rooted in systemic biases and organisational cultures that perpetuate these disparities.
Factors contributing to the glass ceiling
Several factors contribute to the pervasiveness of the issue. Organisational culture, for one, plays a significant role. Many companies operate with an implicit preference for male leadership styles and behaviours, which can marginalise women who do not conform to these expectations. This “think manager, think male” mindset leads to a lack of diversity in leadership and reinforces gender stereotypes.
Moreover, the persistence of male-dominated networks within organisations often excludes women from informal decision-making processes and opportunities for career advancement. Women may also face higher scrutiny and harsher criticism compared to their male counterparts, which can hinder their ability to progress within the organisation.
Unconscious bias –– the attitudes or stereotypes that affect our understanding, actions, and decisions unconsciously –– is another pivotal factor. In the workplace, unconscious bias can influence hiring, promotion, and evaluation processes, often to the detriment of women and minorities. For example, studies have shown that identical resumes with male and female names receive different evaluations, with male-named candidates being perceived as more competent and hireable [11].
These biases extend to leadership evaluations as well. Women are often evaluated more harshly than men for displaying the same leadership behaviours, such as assertiveness or decisiveness, which are typically associated with male leaders. This double standard reinforces the glass ceiling and perpetuates gender inequality in leadership.
Work-life balance challenges also tend to disproportionately affect women, particularly in societies where caregiving responsibilities are held to be a primarily female responsibility. The lack of family-friendly policies, such as paid parental leave and flexible work arrangements, can make it difficult for women to balance their professional and personal lives. As a result, many women opt out of the workforce or settle for lower-level positions that offer more flexibility but fewer opportunities for advancement.
The “motherhood penalty” is a well-documented phenomenon where women experience a decline in earnings and career progression after having children. A study by the Institute for Fiscal Studies in the UK found that by the time a woman’s first child is 12 years old, her hourly wages are on average 33% lower than those of a man [12]. In 2022, 70% of mothers ages 25 to 34 in the US had a job or were looking for one, compared with 84% of women of the same age without children at home. This amounted to the withdrawal of 1.4 million younger mothers from the workforce. [13]
Additionally, mentorship and networking are critical for career advancement, yet women often have less access to these opportunities than men. Mentorship can provide guidance, support, and advocacy, helping women navigate the challenges of the workplace and advance in their careers. However, the lack of female role models in leadership positions can make it difficult for women to find mentors who understand their unique challenges.
Networking is equally important, as it provides opportunities for women to build relationships with influential colleagues and leaders. However, women are often excluded from informal networks, such as social events or “old boys’ clubs,” where important decisions and career opportunities are discussed. This exclusion further limits women’s access to workplace parity.
So, how do we fix the problem?
Breaking the glass ceiling: Organisational cultures
Organisations must actively work to create inclusive cultures that value diversity and provide equal opportunities for all employees. This includes implementing policies and practices that promote gender equality, such as equal pay for equal work, transparent promotion processes, and family-friendly policies. Companies should also encourage diversity in leadership by setting targets for female representation in senior roles and holding leaders accountable for meeting these goals.
Training on unconscious bias can also help employees recognise and mitigate their biases, leading to fairer hiring, promotion, and evaluation processes. Additionally, companies should ensure that women have access to the same networking and mentoring opportunities as men, including formal mentoring programs and leadership development initiatives.
Breaking the glass ceiling: Work-life balance
Work-life balance is crucial for enabling women to pursue leadership roles. Organisations can support work-life balance by offering flexible work arrangements, such as remote work, flexible hours, and job-sharing options. Paid parental leave and affordable childcare services are also essential for helping women manage their professional and personal responsibilities.
In addition to organisational policies, societal changes are needed to challenge traditional gender roles and promote shared caregiving responsibilities. This includes encouraging men to take parental leave and participate more in household duties, thereby reducing the burden on women and enabling them to pursue their careers without sacrificing their personal lives.
Breaking the glass ceiling: Mentorship and sponsorship
Organisations should establish formal mentoring programs that pair women with senior leaders who can provide guidance, support, and advocacy. Sponsorship goes a step further by involving senior leaders who actively promote their protégés for high-visibility projects and leadership roles. “While a mentor is someone who has the knowledge and will share it with you, a sponsor is a person who has power and will use it for you,” Herminia Ibarra writes in Harvard Business Review. “When it comes to this important distinction, the evidence is also clear: women tend to be over-mentored and under-sponsored.” [14]
Women can also benefit from building their networks outside of the workplace, such as joining professional associations, attending industry conferences, and participating in women’s leadership programs. These networks can provide valuable connections, resources, and opportunities for career advancement.
Breaking the glass ceiling: Policy changes
Policy changes at the national and international levels are essential for addressing the systemic barriers that have protected the gendered status quo for century upon century. Governments can play a crucial role by enacting laws that promote gender equality, such as mandatory pay transparency, quotas for female representation on corporate boards, and anti-discrimination legislation.
Moreover, international organisations and advocacy groups can raise awareness of gender inequality and hold companies accountable for their diversity and inclusion efforts. Public pressure and consumer demand for gender equality can also drive change, encouraging companies to adopt more inclusive practices and policies.
The fight continues
The glass ceiling remains a significant barrier to gender equality in the workplace, preventing women from reaching their full potential in leadership roles. While progress has been made, much work remains to be done to break down the barriers that limit women’s career advancement. By promoting inclusive organisational cultures, supporting work-life balance, encouraging mentorship and sponsorship, and advocating for policy changes, we can begin to dismantle the glass ceiling and create a more equitable and inclusive workforce for all.
Breaking the glass ceiling is not just a matter of fairness; it is also essential for the success of organisations and societies. Diverse leadership teams bring different perspectives, foster innovation, and improve decision-making, leading to better outcomes for businesses and communities alike. As we move forward, it is crucial that we continue to challenge the status quo, advocate for gender equality, and create opportunities for women to thrive in all areas of their professional lives. As Sheryl Sandberg, COO of Facebook, put it, “In the future, there will be no female leaders. There will just be leaders.” [15]
More on Diversity
Designing workplace equality – Podcast
Diversity and Conflict for a Plural Workforce
Sources
[1] https://www.bbc.co.uk/news/articles/ce317d27l7zo
[4] https://www.weforum.org/publications/global-gender-gap-report-2023/digest/
[7] https://www.cso.ie/en/releasesandpublications/ep/p-wami/womenandmeninireland2022/
[9] https://eige.europa.eu/gender-equality-index/2022/country/IE
[10] https://www.cso.ie/en/statistics/earnings/genderpaygap/
[14] https://hbr.org/2019/08/a-lack-of-sponsorship-is-keeping-women-from-advancing-into-leadership
[15] Sandberg, S. (2013). Lean In: Women, Work, and the Will to Lead. New York: Knopf.
Introduction
An increasingly globalised world has made business travel par for the course. For a large number of the modern workforce, international travel is an accepted, even fundamental part of their job scope. Some see that travel as a perk of the job –– a chance to see new places, meet new people, get out of the office and into the world. But for others, it’s a burden. Travel can be tiring –– airport tedium, time away from home, jet lag, plane food. Even those enthusiastic at first can quickly become hardened and weary from excessive trips, resulting in burnout.
This article seeks to offer some solutions as to how one can better manage travel, cutting out burnout and making work trips an energising benefit of the job rather than a tortuous additional task.
The problem: Stress
According to a new study conducted by Opinium and commissioned by World Travel Protection (WTP), workers feel a sense of anxiety (34%), stress (34%), homesickness (30%) and exhaustion (29%) while travelling for work [1]. Meanwhile, a survey by the International SOS Foundation and Kingston University found that, of the 200 frequent travellers that took part, 45% reported higher stress levels than normal while on work trips. And 31% said they experienced emotional exhaustion –– one of the major risk factors of burnout –– on a weekly basis. [2]
The problem: Bad health and burnout
“Burnout is an accumulative process,” says Dr. Rachel Lewis, associate professor of occupational and business psychology at Kingston University, who carried out the research for International SOS. “It starts with a reduction in factors that support our ability to cope, such as eating a balanced diet, getting quality sleep and regular exercise. If this combines with increased external demand, the result is stress. If stress is ongoing, it can lead to the first stage of burnout, which is emotional exhaustion. If this is left unchecked, stage two is depersonalization, becoming cynical and critical of both yourself and others. Stage three is reduced personal accomplishment, the feeling that you are incompetent or that you are not achieving. If that continues, you have reached burnout.” [3]
The trouble is that frequent travel severely impacts the core pillars of well-being that are controllable when we’re at home. Our diet, exercise routines, sleep patterns, all so vital for maintaining our circadian rhythm, are sacrificed at the altar of work travel, and suffer greatly. Indeed, the Kingston University research found that 76% of workers are less likely to have a balanced diet or exercise when travelling for business, and 73% experience reduced quality sleep. At the same time, 46% say they are more likely to consume alcohol while travelling for work, and 35% are more likely to visit bars and nightclubs. [4]
“Because international travel disrupts the circadian rhythm, which is crucial for underpinning all of the body’s processes, our physical resilience is lowered, which means we have an increased need for a nutritious diet, quality sleep and regular periods of relaxation,” says Jayne Morris, an executive coach and author of Burnout to Brilliance: Strategies for Sustainable Success [5]. And yet oftentimes that fundamental need is not met. As we slip out of our daily routine, we start to form bad habits. The airport pint or that why-not McDonalds start to accumulate and take a toll.
The problem: Additional hours
The problem is not just that we slip out of our old, better habits, but that we develop new, worse ones. Or, more accurately, they are thrust upon us in the form of boundaryless work schedules, which tend to accompany working abroad. Employees operating across differing time zones often find themselves having to work a double day, picking up emails and calls from colleagues back home, as well as working a full day at their destination. In the Kingston study, 73% of those surveyed said they worked longer hours while away. [6]
“There’s this feeling among business travellers that they’re constantly on duty, answering emails at all times of the day, with their phones always on,” says Matthew Holman, founder of Simpila Healthy Solutions, a consultancy that addresses mental health issues in the workplace. “Most important [if we are to fix this problem] is the ability to switch off from work when your local time-zone clock says the work day is over. Unfortunately, as we work more and more in global roles, the time merges through the day, and the ability to switch off becomes harder. Workplaces have to embrace the switch-off culture so that employees can enjoy a positive work balance.” [7]
The problem: Expectations
As noted earlier, some people love the travel aspect of their job –– and not unreasonably so. There can be genuinely exciting aspects and opportunities that should be enjoyed and cherished. However, there can also be a sense that employers feel their workers should be grateful for the trip they’re undertaking, and that any complaints or even lack of outright enthusiasm would be in some way sacrosanct.
The expectations are not just that one should throw themselves into the work aspect of the trip –– which is an understandable expectation, a level of professionalism should be maintained at all times –– but also that employees have an obligation to be fully engaged in the social environment. They should be at the bar every night, interacting with their fellow employees/clients/counterparts. They should be totally “on” 24 hours a day. But those employees are not being paid to work 24 hours a day. The basic managerial trait of man management is required here –– not all workers are the same, some will prefer time alone, or simply may not thrive in such a full-on environment. Too often it’s the case that bosses think their staff should simply work these additional hours and be grateful for the opportunity to do so, irrespective of their distinct personality types or personal situations. Such an approach fails to factor in the difficullties many employees face when undertaking time away.
A lot of workers have families, maybe even young children. Being forced to be away from them is not necessarily the privilege that higher-ups think it is. Given the Kingston research found a quarter of frequent travellers have experienced mental health issues such as depression and anxiety, perhaps a greater level of sensitivity is required. Some employees will be in their element. Others will not. For managers, it’s important to cultivate an environment that works for all, where additional hours don’t come with a sense of high stakes obligation.
How to work away
So, those are the problems facing workers who travel often. But what are some solutions that can, if not fix everything outright, certainly make the situation a little easier?
The fix: Time management
As noted, travel tends to disrupt established routines, which can have a hugely detrimental effect on workers’ mood and productivity. To negate the disruption to the best of your ability, it is a good idea to try planning your travel around your existing routine and work schedule. If you’re most productive in the mornings, try to schedule your travel during the afternoon. If you sleep well on planes, opt for a night flight. Equally, try to use your travel time in a way that benefits you. Some people find the entrapment of a plane or train carriage to be useful for productivity, stripped of the distractions of ordinary day-to-day life. If you’re not that type, don’t try to force it. Travel is tiring. Get as much rest as you can. The likelihood is you’re going to need it.
The fix: Don’t neglect your mental health and well-being
Sleep, diet, exercise. These are the core pillars of our mental and physical well-being. They also tend to be the first things cast aside once we hit that check-in counter. To maintain a healthy routine when travelling is difficult and requires active effort, but it is doable. Many hotels have gyms or swimming pools where travelling workers can exercise. If not, a quick workout in the hotel room using an online routine is more than sufficient.
To protect your sleep routine, try, if you can, to stave off jet lag by either staying up a few extra hours to sync your sleep schedule with your new location or to hit the hay early rather than staying up late into the night. Think about what you’re putting into your body –– caffeine late in the day or the fast food option at the airport may feel like a good idea at the time but it is going to have a negative impact in the long haul. That’s not to mention the late night drinking sessions which sometimes can be worthwhile, othertimes less so. Try to use your judgement to make sure you’re getting the balance right.
The fix: Work-life balance
Just because you’re on the road doesn’t mean work should take over your entire day. Set clear boundaries for when you’ll be “off the clock.” This might mean deciding not to check work emails after a certain time in the evening or scheduling activities to give yourself time away from work. These boundaries are essential to prevent burnout and ensure you have the mental space to recharge. Meanwhile, be sure to make a concerted effort to stay in touch with family and friends. It can be all too easy to feel a sense of isolation and disconnection when we’re away, harming our emotional well-being. Don’t fall into the trap. Reach out to a friend or family member. Communicating across oceans is easy these days, why not make use of it?
Equally, make the effort to carve out time for yourself. If you’re in a new city, take a few hours to explore a landmark, visit a museum, or enjoy a local restaurant. If you’re exhausted, take a few hours to sit in your room, where you can sleep, meditate, call a family member or stick a film on –– it doesn’t have to be all work all the time. You know best what it is your body needs, don’t be afraid to take some time for yoursef.
The fix: Take advantage, with a positive mindset
For all the negative trappings mentioned above, there is often a lot to enjoy about a trip away, even if it is primarily work-focused. Rather than falling into a negative feedback loop regarding all the inconveniences of your trip, try to see the sunny side. If the location you’re in is nice, try to take advantage of it. And even if it’s not, there are likely to be professional opportunities available to you. You don’t have to network every hour of the day, or to engage in any of the more repercussion-heavy forms of networking, such as the late nights and empty glasses. Rather, set yourself a specific period of time in which you’re going to commit to making connections. Put a smile on your face and see where it gets you. They say travel broadens the mind, why shouldn’t it broaden your career prospects too?
Travelling for work
Travel presents all sorts of challenges, from stress and burnout to disrupted routines and emotional exhaustion, but it is possible to manage these negatives or even turn them into positives with just a few simple changes. With effective time management, a greater focus on prioritising mental and physical well-being, a commitment to setting boundaries for your work day, and adopting a positive mindset, it’s possible to reduce the negative effects of travel and even find enjoyment in the experience.
While the demands of travel may never completely go away, with the right mindset and strategies in place, you can stay ahead of the curve and continue to grow both personally and professionally, no matter where your job takes you.
More on Burnout
The Million-Dollar Impact of Burnout & Busyness Culture
Manage Your Energy, Not Your Time
Sources
[2] https://businesstravelerusa.com/lifestylewell-being/burned-out/
[3] https://businesstravelerusa.com/lifestylewell-being/burned-out/
[4] https://businesstravelerusa.com/lifestylewell-being/burned-out/
[5] https://businesstravelerusa.com/lifestylewell-being/burned-out/
[6] https://businesstravelerusa.com/lifestylewell-being/burned-out/
Introduction
A recent article in The Economist observed the increasing prevalence of the word “nice” in business and leadership spaces. “Kindness is in the air,” the article said. “Publishers produce business books with titles like ‘The Power of Nice’ or, simply, ‘Kind’…[while] firms publicly embrace the values of compassion.” [1]
As the author notes, there is nothing particularly revolutionary in the ideology itself –– “being nice is better than being mean” is hardly a novel concept. That said, in these particular worlds, there has, until very recently, been an emphasis on what could be thought of as the “nice guys finish last” mantra. The prototypical “effective leaders” of the epoch were not known for their kindness. Steve Jobs is hailed as revolutionary, meanwhile almost every employee who ever worked under him has gone on record to say he was an asshole. Recent on-screen representation of leadership has come in the form of Jordan Belfort’s debauched greed in The Wolf of Wall Street or the Roy clan’s myriad personality deficiencies in Succession. Meanwhile, Donald Trump, the original TV boss in The Apprentice, graduated to become western world boss in 2016. Even The Donald’s most loyal supporters would struggle to list kindness as one of his core strengths.
Essentially, then, the accepted leadership ideal of the era was that of a shouty, ego-driven, take-no-shit macho. “Nice” was not a factor.
Thankfully, that era is now over. But what does its ending mean for modern leadership? As
Pilita Clark writes in the Irish Times, “Kindness in business is oddly complicated. We delight in it on a personal level, yet we are unsure it is a good or even necessary quality in the workplace.” [2]
This article will attempt to get to the bottom of just how “nice” one should be in the office –– is it an obvious positive or can it go too far?
The nice guys
The Economist article cites a recent meta-analysis of research into niceness and effective leadership by Andrew Blake of Texas Tech University and his co-authors, which found that “the two do often go together.” A boss’s “agreeableness” was found to be tied to ethical behaviour, workplace trust and psychological safety, among other beneficial things. [3]
Meanwhile, a recent paper by Charles O’Reilly of Stanford University and his co-authors looked at the relationship between chief executives’ personalities and reviews of their organisations’ culture on the employee-ratings website Glassdoor. It found that “agreeable bosses were associated with cultures that were more collaborative and innovative.” [4]
Similarly, researchers Amy J.C.Cuddy, Peter Glick, and Anna Beningera determined that warmth breeds trust, and “trust increases information sharing, openness, fluidity, and cooperation.” [5]
Unsurprisingly, then, a level of compassion and empathetic leadership can be effective in the workplace –– not just for office dynamics and morale, but in inspiring innovation and teamwork too.
Even in areas of worklife where a certain level of harshness is to be expected, such as in sales or negotiations, some have argued that it is possible to be more effective if leading with kindness. “When I have taught negotiations skills to leaders, I have often referred to sources such as the Power of Nice by Ron Shapiro,” writes Joyce E. A. Russell, Ph.D., who was Dean Emeritus and Professor of Management at the Villanova School of Business from 2016 to 2023. Russell says she uses the expression “be soft on the person and hard on the problem” mentioned by Fisher, Ury and Patton in their Getting to Yes negotiations book in her coaching. “I firmly believe you don’t have to be aggressive or nasty to get what you want in a negotiation nor in business,” she says. [6]
Being too nice
There we have it then: Being nice is great and businesses can be soft and cuddly at no extra cost to their effectiveness. We can all go home, bake a cake, and count our fortunes.
Except we all know that’s not true.
The machismo ego-trip of the “nice guys finish last” approach is stupid. But it didn’t come from nowhere. There’s a reason a lot of the greatest business people of all time are not on everyone’s Christmas card list. It takes a level of ruthlessness to get to the top. That doesn’t mean we have to be cold, calculating monsters in order to survive. Rather, it means, as organisational psychologist Dr. Nicole Lipkin writes in Forbes, that “there are nuances to being “nice” that can make or break you.” [7]
“Being an empathetic, sensitive person who cares about their employees is one thing,” says Lipkin. But, “If you’re too nice you risk being a pushover; you might keep an employee beyond their expiration date; you might see deadlines come and go; you might become too close with your employees at the expense of being able to give them tough feedback.” [8]
Russell agrees. “It is problematic if the culture is so nice that no one speaks the truth or is afraid to upset anyone,” she says. “That will make it difficult to bring in new ideas and innovations. It may make it harder for the current employees to adapt to newcomers who bring in diverse perspectives.” [9]
Sometimes, then, “nice”, or at least “too nice”, isn’t the answer. Something different is required.
People who score less well on agreeableness are liable to be less trusting, more competitive and more confrontational, says The Economist [10]. In certain business contexts, those traits are exactly what is needed. Wharton professor, Adam Grant, stresses that for the “givers” in the world, empathy can be a leadership trap. “If empathy isn’t paired with 360-perspective-taking, defined as taking all viewpoints and needs into account including the needs of the company, then feelings may dominate over objectivity,” says Lipkin, giving the example of a salary negotiation in which the manager overly empathises with the employee and puts their needs over the company’s [11]. Indeed, a recent paper by Daniel Keum and Nandil Bhatia of Columbia Business School found that “during periods of intensifying competition [agreeable leaders] were more likely to be replaced by less caring types.” Because “when layoffs are necessary, boards don’t want Samaritans in charge.” [12]
The nuance
So far this analysis has been overly simplistic, focusing on roaring corporate sadists and bleeding-heart samaritans with no in between. But as Lipkin noted, it’s the nuances in being nice that make the real difference, and it’s perfectly possible to deal with confrontation, feedback and negotiations in rational, business-minded ways while still being kind. Indeed, it’s probably the best way to do so.
It takes a total misunderstanding of what it is to be “nice” to think that it means not stepping on any toes or ever going against the grain. Oftentimes, the kindest thing you can do for someone is tell them the truth, especially if you are giving feedback on a piece of work or a general in-office demeanour that isn’t up to scratch. Saying nothing and giving a smile in such circumstances isn’t kind, it’s cowardly and harmful. One can give criticism with compassion and one can have conflict with compassion –– it’s what adults do. To think it is a black and white case of either screaming bloody murder or giving concessions is reductionist and immature.
Russell gives an example of an executive she used to coach who “always gave honest constructive feedback no matter how hard it was to give or for the person to hear.” Rather than recipients of this feedback taking his honest, sometimes critical words to heart, the executive “mentioned how he often got really positive comments from people after receiving the feedback, noting they often commented that no one had ever given them “real feedback” before.” [13]
The executive is not being cuddly, that doesn’t mean he’s not being nice. Equally, on the other side of the coin, it is perfectly possible to be very kind and smiley to someone’s face while saying horrible things behind their back to their colleagues and higher-ups. “Nice” can be purely superficial. So, when we talk about being “nice” at work, it’s crucial to stop thinking about the purely cosmetic aspects of niceness and focus instead on the genuine approach.
As Lipkin says, “It’s important to redefine what “nice” means when it relates to leadership. “Nice” shouldn’t mean being a pushover, always saying yes, being incapable of giving constructive feedback, and/or not letting people go. That need will stifle creativity and objectivity and breed a lack of respect toward you by employees. [Instead] “Nice” needs to be defined as having a positive impact on your people and the organisation as a whole , i.e. positive leadership.” [14]
Positive leadership
So, what does that positive leadership look like in action?
Russell offers some practical advice. She advises leaders: “Look for the good things that people do and comment on those instead of their errors; encourage individuals and support their efforts; share positive news about individuals with others (instead of negative gossip); send thank you notes, and smile at people at work.” This may sound simplistic, but she contends that “just thanking people and celebrating their successes is huge. It is surprising to me how often coworkers are jealous of each other and don’t celebrate successes or take the time to thank each other for what they do.” [15]
Meanwhile, Lipkin points to research by Kim Cameron and colleagues at the University of Michigan, who claim there are four essential qualities for cultivating positive leadership and having a positive impact on your organisation. Those four essential qualities are: Fostering social connections, showing empathy, going out of your way to help others, and encouraging people to talk to you –– creating a relationship grounded in psychological safety where people can express themselves, even if it is difficult. [16]
In order to do these things without falling into the trap of being too nice, Lipkin recommends workers reshape their relationship with nice, look at their values as a leader and pinpoint the most important traits that they want to emulate. She also suggests they avoid taking a 180-degree behavioural shift so as to not unsettle any employees, and, if struggling, to hire a coach to help guide, mentor, help break the unhealthy patterns, and offer suggestions.
How “nice” should you be at work?
In conclusion, the concept of being “nice” at work is far more nuanced than a simple dichotomy between kindness and ruthlessness. While the era of aggressive, ego-driven leadership is fading, the pendulum should not swing too far toward a culture of superficial niceness that stifles innovation, honesty, and constructive feedback. True positive leadership lies in the ability to balance empathy with decisiveness and compassion with accountability. Leaders who foster trust, support, and open communication while remaining firm and focused on business goals can create a thriving workplace culture. Ultimately, redefining “nice” to include authenticity, respect, and clear expectations is key to effective leadership.
More on Empathetic Leadership
The Role of Empathy in the Workplace: Impact and Implications
Emotional Intelligence and Engaging Others
What is the State of Workplace Loyalty in 2024?
Sources
[1] https://www.economist.com/business/2024/09/19/should-you-be-nice-at-work
[3] https://www.economist.com/business/2024/09/19/should-you-be-nice-at-work
[4] https://www.economist.com/business/2024/09/19/should-you-be-nice-at-work
[5] https://hbr.org/2013/07/connect-then-lead
[6] https://www.forbes.com/sites/joyceearussell/2019/06/24/being-honest-and-nice-at-work-actually-works/
[7] https://www.forbes.com/sites/nicolelipkin/2018/11/15/the-downside-of-being-a-nice-leader/
[8] https://www.forbes.com/sites/nicolelipkin/2018/11/15/the-downside-of-being-a-nice-leader/
[9] https://www.forbes.com/sites/joyceearussell/2019/06/24/being-honest-and-nice-at-work-actually-works/
[10] https://www.economist.com/business/2024/09/19/should-you-be-nice-at-work
[11] https://www.forbes.com/sites/nicolelipkin/2018/11/15/the-downside-of-being-a-nice-leader/
[12] https://www.economist.com/business/2024/09/19/should-you-be-nice-at-work
[13] https://www.forbes.com/sites/joyceearussell/2019/06/24/being-honest-and-nice-at-work-actually-works/
[14] https://www.forbes.com/sites/nicolelipkin/2018/11/15/the-downside-of-being-a-nice-leader/
[15] https://www.forbes.com/sites/joyceearussell/2019/06/24/being-honest-and-nice-at-work-actually-works/
[16] https://www.forbes.com/sites/nicolelipkin/2018/11/15/the-downside-of-being-a-nice-leader/
