What we do
We are creatives. Set free by retirement from the corporate world, we are now able to express ourselves and share our artistic ideas as never before. We are both well-travelled, having spent nearly 20 years between us living and working overseas in inspirational environments. We've raised families, launched successful businesses and taught arts and crafts in many forms.
We are currently offering our expertise to social groups, charities and corporate companies. Delivering short workshops which support mindfulness, creative thinking, abstract thinking, and which provide fun 'icebreaking' experiences for groups.
You are able to commission bespoke artworks and event momentos or collect small originals from our individual collections.
Who we are
One profile for each of us, detailing our specific skillsets and what we love to do.
We also need one photo of the two of us... let's both look for a good one of the two of us...
Services
Gallery
Personalised gifts
Original artwork for sale
Unique Soft furnishings
Facilitation and Coaching
Mindfulness icebreakers
Work team challenges that unleash creativity
1-2-1 and team Coaching through art expression
Train the trainer for group leaders
Articles Lesley, can you write some art-tickles for here?
Why Lunch and Learn should be a thing of the past
The practice of ‘Lunch and Learn’ events is ever popular, with some companies now commandeering the personal time of staff to attend wellbeing events. With all that we now know about the restorative properties of taking regular work-breaks, why are we still advocating using this precious time for workplace learning?
No such thing as a free lunch
Everybody knows there is no such thing as a free lunch. The practice, originally adopted by bars to encourage drinking customers, continues today with casinos providing free food and drink to gamblers to keep them at the blackjack tables - quite literally - feeding their habit! In the same way, staff accepting the free lunch, will inevitably be paying for it in another way.
So, what are staff sacrificing when they relinquish their lunch break?
A break from work helps individuals to reduce sensory overload. It is a time for them to change their thinking patterns and reduce their stress levels by doing something they choose to do. This builds physical, mental, emotional and social resilience.
‘…lunch breaks offer an important setting for internal recovery during working days and seem to relate to energy levels at work over time.’
Sianoja et al (2016)
Staff need time to re-charge their batteries.
The ‘grab-and-go’ food choices available at lunchtime learning events are seldom the most nutritious; and by eating lunch on the run, we forego the pleasure of really enjoying what we are eating. Simply using all our senses when we eat, will provide a mindfulness interlude to our day too.
Our best ideas are often generated when we give our minds a break.
Things completely unrelated to work, such as hobbies or sports that give staff a chance to try something new, will reward the learner with increased feelings of competence, mastery and self-esteem and will enable them to build resilience.
Learning encourages social interaction; and the setting of personal goals to achieve something, has been shown in studies to increase life satisfaction. An optional opportunity with the right learning agenda can be very good for staff – that is - provided lunch is not included.
‘…lunch breaks offer an important setting for internal recovery during working days and seem to relate to energy levels at work over time.’
Sianoja et al (2016)
The tale of the woodcutter
Company lunch and learn events are driven by the business imperative to keep production going. However, the tale of the woodcutter is a great example of why this strategy is flawed: The parable of the wise woodcutter tells the story of how much more productive and efficiently the woodcutter could work, when he took the time away from chopping trees, to sharpen his saw.
Now I’ll hazard a guess that he was not trying to sharpen the saw with one hand, whilst still cutting with the other. I’d like to think that he downed tools, went back to his woodshed – and probably had a sandwich with his feet up – contemplating the job, before resuming his work; and this is what made him more successful!
So, set aside work time for workplace learning. Say no to ‘al-desko’ dining and enjoy a restorative lunch break.
Why you shouldn’t have a workplace wellbeing week
Four steps to embed wellbeing at the heart of your workplace culture
Wellbeing at work should not be limited to one week a year. It is essential that we embed it at the heart of workplace culture. If you think about it, the last thing a team under pressure needs is to take time out for a wellbeing week!
Before embarking on a wellbeing programme, we should be asking ourselves:
- What is our workplace stress prevention strategy?
- How can we ensure our staff are happy and healthy; a workforce of alert individuals; contributing fully and working safely?
- What workplace procedures and practices enable our staff to maintain their wellbeing during office hours?
Everything in your organisation is interconnected
The business case is clear, the wellbeing of your staff impacts on workplace safety, operational capacity and ultimately, your trading agility.
On the frontline of delivering these targets are your management team. Managers are the enablers (or barriers) to staff engagement, satisfaction and sense of wellbeing, although seldom are they measured on their ability to nurture and retain the company’s most valuable assets.
'People managers have a big impact on people. They are on the frontline of implementing policies and the first port of call if someone is under pressure or isn’t feeling well.' CIPD Health and Wellbeing at Work Report. 2018.
We spend a third of our lives at work
The workplace has a direct impact and influence on a persons’ overall wellbeing and happiness. Sending prescriptive messages about how staff should look after themselves is likely to be met with some cynicism; especially if the working environment is the very thing that is causing them stress!
Investing in an Employee Assistance Programme (EAP) is a good start; half of employers offer such a benefit. However, studies have shown that only 22% of the staff who have access to an EAP are fully aware of what benefits it offers; and then only 33% of these will go on to utilise the services.
So, what can we do to ensure that health and wellbeing support is accessible for all staff?
Culture change will have the greatest impact on workplace wellbeing outcomes, particularly when the change is supported by thoughtful and supportive policies and frameworks that help to sustain your wellbeing strategy.
‘The quality of leadership, people management and culture, will all affect how healthy a workplace is… Health and wellbeing needs to be at the core of company values’ CIPD Health and Wellbeing at Work Report. 2018.
To start placing wellbeing at the heart of your culture is easier than you think, and it needn’t be costly. Here are four simple ideas:
- Be the change: Task management personnel to advocate for, and champion workplace wellbeing behaviours.
2. Introduce your wellbeing agenda during staff inductions: Signpost to support services, demonstrating ease of access and enable new starters to experience your caring culture from day one.
3. Take a holistic approach to your staff appraisals: Include a reflection on wellbeing during your 1-2-1s; listening, questioning and most importantly, allowing staff time and space for thoughts to surface.
4. Signpost to support services: for example, LiveWell Dorset provide advice and coaching FREE to all adults in Dorset who are looking to lose weight, quit smoking, reduce their alcohol intake or become more active. So if you are a Dorset-based company, it will cost you nothing include a link to LiveWell Dorset on your intranet.
'Senior Leaders have strong influence and must promote wellbeing… More investment in managers, capability, training and support is needed.’ CIPD Health and Wellbeing at Work Report. 2018.
Prevention is better than cure
Equipping your staff through education and support services to establish a healthy lifestyle, will bring a return on investment. Mitigating risks by preventing ill health, presenteeism, sickness absence, and attrition is far more effective than trying to manage the symptoms of an unhealthy workplace.
Placing your managers at the heart of this agenda will ensure that they are aware of the impact and influence they have on their teams, giving them fresh ideas and the competence to be able to implement more healthy workplace practices.
Management training
Julia has combined her expertise as a people manager, trainer and OD/HR Manager, to create a one-day workshop to help Management and HR teams to develop their wellbeing strategy. Contact www.livewelldorset.co.uk/training or julia.calleja@livewelldorset.co.uk to request more information.
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