Author: Mike

Johanna H. Lundgren, an ICF-certified executive coach with over 15 years of experience, will discuss her concept of Relationship Debt and its impact on employee burnout as part of our virtual event on 27 February. In this article, we introduce the idea, and how effective leadership ensures that  Relationship Debt doesn’t spiral out of control. 

Burnout has become a significant concern in the workplace, with alarming statistics highlighting its widespread impact. According to Mental Health UK’s Burnout Report 2025, 91% of adults in the UK reported experiencing high or extreme stress over the past year. One in five employees has taken time off work due to stress-related burnout, with younger workers (aged 18–24) being the most affected. Despite the severity of the issue, many employees remain hesitant to discuss their struggles with managers, which further exacerbates the problem.

While much of the discourse around burnout centres on excessive workloads, tight deadlines, and insufficient resources, Relationship Debt is a new concept that highlights a significant yet often overlooked factor: Interpersonal Dynamics. 

ICF-certified executive coach Johanna H Lundgren introduced the concept of Relationship Debt in her recent research paper, Relationship Debt and Its Impact on Employee Burnout in Private Western Technology Companies

She suggests that Relationship Debt accumulates when workplace conflicts, broken promises, and unfair treatment go unresolved, making it increasingly difficult for employees to trust and collaborate. Heavy workloads and emotional exhaustion further contribute, leaving little energy to foster positive relationships. 

When communication falters and trust diminishes, these issues escalate, resulting in stress, burnout, and disengagement. Over time, teams struggle, productivity declines, and the workplace becomes toxic. Addressing Relationship Debt promptly through open discussions and fair treatment encourages a healthier and more supportive work environment.

Unlike workload stress, which is immediate and quantifiable, Relationship Debt accumulates gradually. It manifests through persistent, unresolved interpersonal tensions, ignored feedback, and employees feeling undervalued or unheard. Initially, these conflicts may seem minor, but over time, their cumulative effect can lead to emotional exhaustion, cynicism, and disengagement—key precursors to burnout. 

Leadership’s role in managing Relationship Debt 

Effective leadership ensures that Relationship Debt does not spiral out of control. In workplaces where leaders are proactive about resolving conflicts, fostering open communication, and creating an environment where employees feel valued and heard, the levels of Relationship Debt tend to be lower, and the risk of burnout is reduced. 

Leaders need to create an environment where employees feel comfortable expressing concerns, knowing that those concerns will be heard and addressed. When Relationship Debt is allowed to build, it erodes trust, and trust is the foundation of a healthy workplace culture.

Addressing Relationship Debt: A proactive approach

Addressing Relationship Debt is not just about employee well-being; it is a strategic imperative for organisations that aim to enhance productivity and sustain a healthy workplace culture. 

The good news is that Relationship Debt can be addressed, but it requires proactive leadership and a focus on rebuilding team trust and resilience. 

Johanna H Lundgren stresses the importance of early intervention – leaders need to tackle interpersonal conflicts before they escalate. This could involve regular one-on-ones, feedback sessions, or creating safe spaces where employees can voice concerns without fear of reprisal. 

Johanna H Lundgren will share more about how Relationship Debt impacts burnout and discuss practical strategies to rebuild trust and team resilience at our virtual event – The Burnout Cure: Strengthening Workplace Relationships, on 27th February from 12 pm to 1.30 pm (GMT).

To secure your place, register here.

A new year often brings change, which can be unsettling and requires strong, focused leadership. We asked five Mindbeat coaches what they would say to leaders being asked to implement transformation as part of organisational strategy in 2025. This is what they had to say. 

Mindbeat coach, Pam Kingsland

My top tips for driving a meaningful transformation are to ensure you start with defining a clear, compelling vision that resonates with all stakeholders. This vision should encapsulate the desired future state and guide all transformation efforts. It is also crucial to involve key stakeholders from the beginning. Their input, support, and buy-in are essential for successful transformation. Regular communication and transparency can help build trust and collaboration.

Where possible, use data to drive decisions. Gather insights from various sources to understand current challenges, identify opportunities, and measure progress. Data-driven strategies are more likely to be effective and sustainable. Ensure you retain flexibility and develop a flexible plan to adapt to changing circumstances. Set short-term goals to achieve quick wins, but remain open to adjustments as new information emerges.

Crucially, foster a culture of empowerment where employees feel valued and motivated to contribute. Provide the necessary resources, training, and support to enable them to drive transformation initiatives. Embrace a mindset of continuous improvement. Regularly assess and refine strategies, processes, and practices to ensure ongoing growth and development.

Finally, celebrate successes! Recognise and celebrate achievements, both big and small. Celebrations can boost morale, reinforce positive behaviour, and maintain momentum throughout the transformation journey.

Mindbeat Coach, Gill Simpson 

When leading change, we often focus exclusively on the future, inspired by the possibilities and eagerness to engage others with a vision of what lies ahead. However, this can lead us to overlook an essential aspect: acknowledging what people are being asked to give up and leave behind. 

Without addressing what is ending, individuals may remain attached to existing ways of doing things, relationships and dynamics. If they feel ‘forced’ into new approaches, these attachments may resurface later, manifesting as resistance, defensiveness, and frustration. 

Take time to reflect—both as a leader and with your teams—on what is coming to an end and what needs to be let go of. What would a thoughtful and meaningful ending look like for this chapter? 

Only by fully closing one chapter can you release the energy needed to move forward into the next.

Mindbeat coach, Colleen Lightbody

In December I travelled to Antarctica, the coldest, driest, highest, windiest, most inhospitable and most beautiful continent on the earth, To get there, you have to cross the feared and treacherous Drake Passage. A two-day crossing over a stretch of wild water (pictured) facing the ‘Roaring Forties’, ‘Furious Fifties’, and ‘Screaming Sixties’ (40, 50 and 60 degrees latitude), swift currents and colossal waves. Fortunately, we had an unflappable captain. Captain Todd McBain.

2025 already feels like being on the Drake Passage. Dramatic and rapid tech advancements, unexpected shifting social norms, significant global challenges and complexity – if ever there was a moment that demands leadership, this is it.

Change requires wise navigation, is your leadership transformative, survivalist, or disastrous? Over 800 ships have met their demise in the Drake.

The human brain is wired for predictability and efficiency. When faced with the unprecedented pace of 2025, the brain can perceive change as a threat, triggering the amygdala’s fight-or-flight response.

Great Leaders never underestimate the impact that uncertainty has in creating primitive brain responses (think global pandemic and the shutting down of entire countries). So be like Captain McBain:

* Create Psychological Safety – open and reassuring communication from the bridge.

* Harness Neuroplasticity – he expected open and courageous mindsets to face the challenge

* Lead with Vision – we were constantly reminded of the magnificence of the destination

* Teamwork and bonding – we were encouraged to talk, support and feel like we owned a collective identity facing the dragon.

Captain, our Captain, transformed our experience of the Dreadful Drake! Be that Captain of your ship this year.

Mindbeat coach, Anita Sauvage

Leaders are the architects of an organisation’s future and that’s why they need to set a meaningful tone for its transformation path.

One element that will influence success is their ability to communicate the ‘what’, “why” and ‘how’ in a clear and understandable way. Without it, one might not get the employees’ buy-in.

Collaboration is also crucial to achieve great results. Encouraging cross-functional collaboration and enabling risk-taking will support a sense of belonging and promote harmony. This is an integral part of a transformational process.

But above all, leaders need to show that they are authentic and empathic (the foundations of Emotional Intelligence). A research by the Harvard Business Review found that leaders with high emotional competency are six times more likely to carry out successful transformation projects within their organisations. Their ability to manage emotions helps to improve communication, collaboration, but also conflict resolution or resistance to change.

Emotionally intelligent leaders know how to listen, inspire, create trust, guide and support their teams through the change process. They foster a more harmonious and motivating working environment, which is vital to create a meaningful and successful transformation.

Mindbeat coach, Gerard Delagarde

Having decided what change to aim for, leaders then have to drive it.  Arguably, that’s what they’ve always done – so why will the second quarter of this century require a different approach?  

Above all, because of digital technology. Whilst that’s not new, the reach and capacity of AI, machine learning, and automation will present new opportunities and risks, significantly surpassing even 2024. Leveraging the opportunities will be part of most businesses’ transformational goals.  It should also be part of how they drive those goals – as a tool for agile innovation and enhanced communication, informed decision-making, and evaluation of progress.  

The leader’s role is to develop, inspire and empower others to identify and implement such enhancements. Managers can’t assume that everyone understands the potential of AI for example, even amongst young people. This means (a) encouraging growth mindsets by promoting continuous learning and investing in employee development programmes and (b) creating an environment where creativity and experimentation are valued.  

What will distinguish transformational leaders is their ability to do all the above, including using AI, whilst still communicating with human empathy and authentic passion.   

Mindbeat coach, Tariq Janmohamed

Support the emotional journey during the transformation.  Even if people are bought in and support the change in principle, they will likely experience a range of emotions during the transformation before finally accepting and succeeding in the new environment (or in some cases deciding to leave).  Acknowledging and supporting those emotions therefore eases the transformation journey.  This can be done in a variety of ways including facilitated plenary sessions, smaller group sessions or if necessary, one-to-one support.

Generate short-term wins.  If people see some of the benefits of transformation quickly then it will likely lead to a virtuous cycle in which the change can be more easily, swiftly and successfully instituted.

 

Did you know that 15-20% of employees worldwide are neurodiverse? Despite this, many still face significant challenges in workplaces that aren’t designed with their needs in mind.

“People aren’t well-informed about neurodivergence,” says neuroscientist-turned-executive-coach, Vida Skreb. “Most people aren’t educated on the topic. They need the right support and tools to help them understand it better.”

Drawing on her scientific expertise and personal experience as a neurodivergent person, Vida coaches companies on building environments where neurodivergent employees can truly thrive. 

In this Q&A, she shares practical insights into how businesses can create inclusive workplaces where everyone can do their best work and enjoy the benefits of a more diverse, engaged team.

How would you describe neurodivergence in simple terms?

Neurodivergence is just a natural variation in how human brains are built, and it’s genetic. It’s not a problem or disorder, it’s a different way of processing the world. The key thing to understand is that neurodivergent individuals often have ‘spiky profiles’, meaning they excel in certain areas but may find others more challenging. For example, someone might have extraordinary creative thinking but struggle with starting tasks.

What challenges do neurodivergent people face in the workplace?

Around 15-20% of people are neurodivergent, so while it’s a large group, it’s still a minority. That means the world – including workplaces – isn’t typically designed with them in mind.

Neurodivergent individuals often have to adapt constantly, which can be exhausting. It’s a bit like living in a foreign country, speaking a foreign language, all of the time. This ‘masking’ process can lead to feelings of shame, misunderstanding, and burnout.

Can you share an example of a situation where you have faced challenges in the workplace as a neurodivergent person?

Hot desking was very difficult for me. I was completely disoriented. The noise, people passing by, and not knowing where my things were made it hard to focus and work. I ended up secretly going home to do the work, and then coming back for client meetings. I was lucky to live close enough to make that possible. But I didn’t feel comfortable admitting that I couldn’t work in a hot desking situation. The embarrassment of saying that was huge. This shows how some things that may seem easy for others can be incredibly difficult for neurodiverse people.

What are some simple adjustments workplaces can make to support neurodivergent employees?

Adjusting for neurodivergence doesn’t need to be expensive or complicated. Quite often, it’s minor things that need to be a little bit different to make life much easier, such as:

1. Provide noise-cancelling headsets and quieter workspaces for those with sensitivity to sound
2. Avoid harsh fluorescent lighting or create areas with adjustable lighting for those sensitive to light
3. Encourage open communication.  People must feel safe enough to share their needs without fear of judgment. Once that communication is open, you can make tailored adjustments that don’t require significant effort or resources.

How can coaching help neurodivergent individuals and their teams?

Coaching is helpful on two levels:

1. It helps neurodivergent individuals develop self-awareness and self-acceptance, reducing the shame they might feel from being misunderstood or judged.
2. It provides practical strategies to harness their strengths while managing challenges. This might include using specific apps, adjusting workflows, or finding ways to work that align better with their natural preferences.

How can leaders create a culture that supports neurodivergent employees?

It all starts with understanding and acceptance. A workplace culture that encourages open communication, curiosity, and non-judgment is essential. The goal isn’t to focus on labels but to understand how individuals work best.

Ask individuals about their needs, trust their responses, and don’t assume difficulties are exaggerated. Neurodivergence doesn’t always look like what we expect. Once leaders embrace this, they can unlock the full potential of their neurodivergent team members, leveraging their creativity, innovation, and unique strengths to benefit everyone.

Many companies still hesitate to hire neurodivergent individuals. What would you say to them?

There’s a reason we’re all a little bit different, each of us has something unique to contribute to the whole. Everyone brings a different perspective and strength. If leaders can leverage those strengths and build good communication, rather than trying to make everyone fit in and conform, there’s a huge benefit for both the organisation and its culture.

How can companies make the recruitment process more inclusive for neurodivergent candidates? 

I think it’s about running the whole process through the lens of neurodivergence. Things that help include:

1. Using clear, direct language,
2. Setting clear role expectations
3. Highlighting that the workplace is welcoming and open to discussing neurodivergence, even though many people may choose not to disclose it.

When it comes to interviews, not everyone has the skill set to perform well in them. The same goes for tests. Consider practical assessments or work assignments instead to see if the person can actually do the job. This way, you’re focusing on their ability to perform the role, rather than how they might present in an interview or test. 

Does remote working make things harder for neurodivergent people?

The answer is yes and no. For many neurodivergent people, flexible working is beneficial because it allows them to adjust their environment, social needs, and tasks, helping them do a great job with that little bit of freedom. However, some people really need the buzz of the office, the connection, communication, and the ability to ask for help and build relationships. So, it’s all about figuring out what works for each person and navigating the workplace to optimise for it.

The start of a new year is a great time to motivate and energise teams. Any tips for doing this effectively?

Absolutely, what’s often overlooked is not leveraging strengths. Generally, we’re used to looking for what’s not working instead of strengthening what is working.

So I think in motivating others, there’s something in really picking up on what they are great at, what they are interested in, and honing those skills.

Any final thoughts for companies and leaders wanting to create a more inclusive workplace?

Adjusting for neurodivergence doesn’t have to be complicated or expensive. Often, it’s about small changes and creating an environment where everyone feels safe to be themselves.

When you prioritise understanding, communication, and flexibility, the benefits – for individuals and the organisation – are immense.

Our experienced trainers and coaches can help neurodiverse people flourish in your organisation. Get in touch to find out how. 

Mindbeat was proud to support Save the Children UK’s Christmas Jumper Day 2024.

Didn’t we all look fabulously festive!

To find out how your workplace can make the world a better place with a sweater on, visit: https://lnkd.in/dch_AGW