Category: Blog

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

World Metal Health Day took place earlier this month, themed around workplace mental health. Mindbeat’s partnerships director, Val Kessell, looks at the role of group coaching in fostering a supportive and empathetic work environment. 

In recent years, mental health has emerged as a central focus in workplace wellness. Poor mental health can affect productivity, engagement, and overall job satisfaction. So, fostering a culture that prioritises mental health is not just beneficial for employees, but for an organisation as a whole. 

Group coaching, in particular, is an effective tool to help both leaders and employees cultivate a supportive and empathetic work environment. According to the International Coaching Federation, group programmes can transform team dynamics, drive a positive workplace culture, and provide an ROI (return on investment) of up to seven times the cost. 

Understanding workplace mental health

Workplace mental health encompasses the emotional, psychological, and social well-being of employees. It influences how individuals think, feel, and behave. When employees experience good mental health, they are more likely to handle work stress effectively, maintain positive relationships with colleagues, and contribute productively. Conversely, poor mental health can lead to burnout, decreased productivity, and absenteeism.

The modern workplace is fast-paced, competitive, and often stressful. This makes it crucial to create environments where mental health is openly discussed and actively supported. Yet, many employees, particularly target-orientated employees, may feel uncomfortable speaking about their mental health concerns due to a fear of being judged.

Group coaching provides a structured environment where employees and leaders can come together to build supportive relationships, improve communication skills, and address mental health concerns collaboratively. 

Unlike one-on-one coaching, group coaching involves small groups of individuals working through common challenges together. It encourages open dialogue, trust, and shared problem-solving, which are all vital components of a positive workplace culture.

Effective and empathetic communication

One of the primary benefits of group coaching is its focus on communication, both from leaders and between colleagues. Communication in the workplace is often task-oriented, leaving little room for emotional and empathetic interactions. Group online coaching sessions, however, emphasise the importance of both effective and empathetic communication, which is crucial for addressing mental health.

Leaders and employees alike are taught to listen actively, express understanding, and communicate in ways that promote emotional safety. For instance, instead of reacting to stress or conflict with frustration or impatience, leaders can learn to approach situations with empathy, asking open-ended questions and offering support where needed.

Empathetic communication encourages employees to voice their concerns without fear of judgment, helping to create an environment where mental health challenges can be addressed before they escalate. It also fosters mutual respect and understanding, both of which are key to building trust within teams.

Spotting signs of mental health issues

A crucial aspect of mental health awareness is learning how to recognise when a colleague may be struggling. Digital coaching can provide leaders and employees with the tools to spot early signs of mental health issues in themselves and others.

Some common signs include:

• Withdrawal from colleagues or a noticeable decrease in social interaction.
• Changes in work performance, such as a drop in productivity, missed deadlines, or increased absenteeism.
• Emotional changes, such as irritability, mood swings, or uncharacteristic behaviour.
• Physical symptoms, including fatigue, headaches, or frequent illness, may indicate stress or burnout.

Group coaching often focuses on raising awareness of these signs and discussing strategies for supporting a colleague in a non-invasive, respectful manner. 

Leaders are trained to approach the individual privately, offering help rather than making assumptions. Creating an open culture where employees know they are supported is crucial in managing workplace mental health effectively.

The benefits of group coaching for leaders

Leaders play a critical role in setting the tone for workplace culture. Through coaching, they can develop the emotional intelligence necessary to manage their teams more effectively. 

Group coaching helps leaders:

• Improve emotional regulation: Leaders learn how to manage their own emotions in stressful situations, preventing reactive behaviour that can negatively impact team morale.
• Develop active listening skills: By learning how to truly listen to employees’ concerns, leaders can address issues before they become larger problems.
• Foster inclusivity and trust: Leaders who are empathetic and supportive create an environment where employees feel valued and respected. This inclusivity strengthens team cohesion and fosters open communication.

Group coaching also encourages leaders to model vulnerability and self-care, which normalises the idea that everyone, including those in leadership roles, can experience mental health challenges. This can reduce the stigma surrounding mental health and encourage employees to seek help when needed.

Creating a positive and safe workplace culture

Group coaching fosters a workplace culture where mental health is valued and protected. This culture encourages open communication, reduces the stigma surrounding mental health, and provides employees with the tools they need to thrive. 

When both leaders and employees are equipped with the skills to communicate empathetically and address mental health proactively, it creates a workplace that feels safe, supportive, and conducive to both personal and professional growth.

Earlier this year, we announced AI-powered coaching to support Mindbeat’s global network. Here’s what we’ve learned so far from our trials. 

Recent studies on the application of Artificial Intelligence in psychology found that young adult cancer patients had reduced anxiety after using a positive CBT-based AI coach for four weeks, while college students could reduce their self-identified symptoms of depression. 

These findings suggest that although AI lacks true human empathy, positive outcomes are possible even in practices that have long relied on human intelligence and a strong human connection. 

We believe that this is also the case for leadership and professional development coaching, so Mindbeat has been conducting 12-week trials with our newly developed AI coaching tool. 

In theory, with clearly defined goals and explicit measures of success, an AI-powered coach can support human-to-human coaching by providing ‘always-on’ guidance and helping users to reflect and experiment with development pathways and learnings. 

To discover how it works in practice, one of our trials partnered with Operations & Supply in VELUX  – the Danish specialist in roof windows and skylights. 

VELUX had a specific goal-orientated challenge – how to empower its leaders to test and analyse what they learn via the organisation’s development framework across daily scenarios without fear of judgment. 

This is an ideal use case for an AI-powered coach. Each individual will have had a personalised strategy from a human coach, and they can use the AI to reaffirm pathways, prepare for everyday situations in which they can test the strategy, and reflect on results ‘in the moment’. 

Jon Holst-Christensen, VELUX’s Senior Director of HR Partnering Operations & Supply, took part in the trial. One of his tailored professional development goals, defined by the framework, was to develop his communication techniques in meetings for more effective results. 

“I was surprised by how much help the AI could offer,” he says. “I asked it for techniques I could use before a meeting, experimented with those techniques during the meeting, and was then pushed to reflect on my success directly afterwards. Real-time experimentation and reflection is a powerful development tool.

“The AI bridges the gap between knowing and doing so that applied learning can form a much greater part of the human-to-human coaching experience. The AI provides a safe space within which to test and analyse.”

As part of the VELUX trial, Mindbeat provided weekly learning nudges to guide users on how to write more effective prompts and get the most out of their ‘always on’ digital coach. 

“Experimenting with prompts is key to getting the most out of an AI coach,” Holst-Christensen continues. “For example, if you just ask it to ask you questions, you get inundated before it moves swiftly onto solutions. However, if you prompt it to ask singular questions, it goes deeper and takes its time to get to the solution path, which is more beneficial.”

One improvement that Holst-Christensen would like to see in future iterations of Mindbeat’s AI coach is for it to ask the user about the coaching process itself. For example, it could ask: ‘Is there anything you’d like done differently?’ or ‘Are we progressing in the right way?’. Responses could then teach the AI to adapt and evolve its coaching style. 

“I’d also love to be able to talk to it rather than provide written prompts. It would remove even more barriers to self-expression and make it feel more immediate, more human-to-human,” he says. “Its ability to summarise and recall your sessions was impressive, though. Human coaches may forget certain aspects, but the AI can quickly recap the most complex conversations over multiple sessions. In conjunction with human coaching, an AI-powered coach is a major added benefit, and I can’t wait to see how it develops.”

For more on the benefits of AI coaching, read our ‘Seven benefits of AI Coaching in achieving professional growth’ article, or to discuss participating in one of Mindbeat’s future AI coaching trials, drop us a line at [email protected] 

Mindbeat’s Partnerships Director, Simon Morris, says it’s time to move the conversation away from how coaching works to what programme building blocks make a real difference. 

Are you tired of reading articles extolling the virtues and benefits of coaching? Everyone knows that coaching works, it has been scientifically proven time and again. 

When the world was forced online due to the pandemic, not only was there an accelerated need to support leadership development with proven coaching in a digital environment, but there was also a growing demand to help all levels of employees adapt to changing workplace cultures and navigate what was, for many an incredibly challenging time. 

As a result, desktop and mobile-first coaching has democratised the provision of high-end programmes. At the same time, Artificial Intelligence has introduced neutrality and increased engagement due to the ‘always-on’ availability of AI support, which helps employees take greater control of their learning and development.

At Mindbeat, we believe it’s time to stop talking about how to deliver coaching at scale and the much-repeated psychology behind coaching’s proven success. Now is the time to explore the next evolution of digital coaching programmes and focus on the available building blocks required to drive individual and more client-centred success. 

Ultimately, for digital coaching to effect real and sustained change, the right blend of ingredients is needed, delivered within a structured programme. It’s no longer acceptable to expect unlimited coaching hours to produce the same impact as a tailored programme that uses one-to-one, group sessions, line manager engagement, AI support and associated content. 

For digital coaching programmes to continue to evolve, they need to be more blended, targeted and impactful. That’s why we work with clients to determine factors, such as how many sessions individual users need and what those sessions and support look like in a mobile-first world. 

A more sophisticated approach to developing a digital coaching programme includes:

Diagnostic and 360 Assessment 

Through assessment and diagnostics, employees can identify key strengths and the development areas they need to work on. 

Specialist Mentoring and Coaching

Digital coaches provide advice and one-to-one guidance to help employees work through development tasks and overcome challenges. 

Group Coaching 

Group coaching sessions allow users to talk about their challenges, test ideas and learn from other team members. 

Line Manager Engagement

Line managers play an important role by providing feedback, advice, encouragement and direction. Through their inclusion and engagement in group sessions, employees can build more trusted relationships with their line manager, and develop a deeper workplace connection. 

AI-powered Support and Advice

An always-on AI coach can ask questions, help users work towards set goals and suggest alternative approaches and solutions. 

Learning Tracks, Activities and Nudges

Tailored content can underpin and support employee learning and development throughout their digital coaching journey. 

Varying the above building blocks to get the perfect blend achieves more effective results. We see it all the time with our clients – our blended programmes deliver an average of 66% goal improvement, compared with an average of 34% with 1:1 coaching-only programmes.

A more sophisticated and blended approach to building tailored coaching programmes has a more dynamic and sustained impact on professional development and performance, empowering your organisation to produce stronger leaders, thriving teams and better businesses. 

Get in touch today to discuss building your sophisticated coaching programme.