That happens once they actually start. Making people feel welcome goes beyond the first hour orientation session and health and safety briefing. Managers, team leaders and individuals all need to work together to make newbies feel like part of the team from the start.

Here’s how…

Make the unwritten rules clearer

Most work processes will have some kind of documentation or training programme built up around them. But others have unwritten guidelines.

They are the kind of things that once you’ve been there a while, you don’t think about anymore. Simple things like how to find their way around or which shelf they should put their lunch on in the communal fridge, or where the spare paper for the printer is.

Someone new doesn’t have those answers.

Organisations can make the transition easier by explaining some of those basics up front rather than expecting people to pick them up as they go.

Make questions easy

One of the harder parts of being new is knowing what you don’t know.

People can be reluctant to ask questions because they don’t want to look inexperienced or interrupt someone busy.

Making it clear that questions are welcome helps people get up to speed and feel like part of the team.

Don’t leave introductions to chance

You might think to introduce your new team member to their immediate colleagues, but it’s beneficial to think wider and introduce new team members to other helpful people like the admin or HR personnel.

It can also help to introduce a buddy to make someone feel at home in those first few weeks.

You can help as an individual too.

Invite a new colleague for coffee or lunch. Include them in a conversation rather than assuming they’ll find their own way into it, and make sure they don’t get left out of the informal conversations where workplace knowledge gets shared.

A few simple steps can help new team members feel at home and lead to a more productive team and a happier workplace.

The week has been marked every September since 1975 and commemorates the presentation of the Māori Language Petition, which advocated for the teaching of te reo Māori in schools, to Parliament on 14th September 1972.

Te reo became an official language of New Zealand in 1987, but for many years its use was low, with many fearing not speaking English would set them apart or put them at a disadvantage. In more recent years, though, the language has seen a resurgence with people reconnecting with their Māori heritage and learning the language, and many others learning simple words and phrases like “Kia ora” (hello), “Haere mai” (welcome), “Aroha” (love/compassion) and “Mana” (authority/standing). Now, te reo is commonplace on television programmes like the news and weather, in adverts and in general communication.

One of the aims of Te Wiki o Te Reo Māori | Māori Language Week is to encourage even more people to give te reo a try.

Learning another language is one of those things many of us say we’d like to do.

You might have learnt one at school and remember a few words and phrases. Perhaps you have family or friends from overseas, and you are curious to know more about their native language. Or perhaps you are keen to study, work or live abroad and want to be able to talk to people in their local language.

There are plenty of practical reasons to learn a language. It can make travelling easier, help with work and make it possible to communicate with more people.

But learning a language has some hidden benefits too.

You become a better listener

When you’re learning a new language, you have to listen carefully, especially at the beginning when things don’t come naturally.

Learning a new language reminds us that understanding isn’t always automatic, and that communicating well involves more than simply knowing the words.

This concept of close listening and the need to understand can help not just when you are learning a new language, but when you are in conversation more generally. Next time you are talking with someone, pay real attention. Listen to the sounds they make, the way they construct a sentence or the way they emphasise certain words or phrases. It might give you a whole new understanding of the conversation.

You get comfortable with being a beginner

There’s something useful about being bad at something.

As adults, we spend a lot of time doing things we know how to do. We drive the same routes in the same car, we do the same tasks at work, we cook the same meals regularly. But learning a new hobby or a new language makes us a beginner again.

Do Good - stories of good things, optimism and hope.

Starting a new hobby can boost your brain

When was the last time you tried something new…

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You’ll forget words. You’ll pronounce things incorrectly. You’ll construct a sentence that made perfect sense in your head but doesn’t quite work when you say it out loud.

And that’s OK.

Being a beginner gives us a chance to practise not knowing things.

It gives you a wider worldview

Languages aren’t simply different sets of words for describing the same things.

They develop within particular cultures and communities, and they can give us another way of thinking about relationships, place, time, respect and everyday life or the way we express ideas.

For people learning te reo Māori, for example, language can also be a way of learning more about the culture and history of Aotearoa New Zealand.

It can help us connect

Perhaps the simplest benefit of learning a language is that it gives us another way to connect with people. Speaking in someone’s own language shows respect and that you are willing to make an effort ( even if it might be an effort containing plenty of mistakes!).

You don’t need to be fluent. Sometimes knowing how to greet someone, pronounce their name correctly or say a few everyday phrases is enough to make a conversation feel different.

Start small

One reason people put off learning a language is the scale of the task, but you can benefit even from just learning a few words and phrases to start with.

Challenge yourself to:

• Learn ten words.

• Learn how to introduce yourself.

• Learn to count to ten.

• Work out how to pronounce a few names correctly.

• Listen to music or watch a programme in the language you’re learning.

The point doesn’t have to be reaching some particular level. It can simply be becoming a little more familiar with another language and, through it, another part of the world.

If there’s a language you’ve always wanted to learn, perhaps this is the nudge to finally start.

And if you’d like to explore te reo Māori, Te Rangaihi Reo Māori has resources to help you get started, including everyday phrases and pronunciation guidance.

Read more here.

Ireland is among the EU countries implementing new right-to-repair rules to make it easier for consumers to have products such as washing machines, vacuum cleaners, phones and tablets repaired rather than replaced. The aim is to reduce waste and extend the life of everyday goods.

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Teddy, a border terrier, disappeared while walking on Helvellyn in the Lake District and survived nearly three weeks alone on the mountain before being rescued by volunteers and reunited with his owner in a heartwarming story.

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A US man has lived for a record 271 days with a genetically modified pig kidney, keeping him off dialysis while he waited for a human donor kidney. The breakthrough offers hope that gene-edited animal organs could help address the severe shortage of human donor organs.

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New Zealand’s critically endangered kākāpō population has reached 325 birds, its highest level in the modern recovery programme and possibly the first time it has topped 300 in around 75 years.

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Researchers at Duke University have developed a biomaterial gel that could help repair brain damage after a stroke. The material is designed to create a supportive environment for damaged brain tissue, helping cells survive and encouraging the brain’s natural repair processes.

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Volunteers in Victoria have planted 500 critically endangered rosella spider orchids in a new, protected location, almost doubling the number of the rare flowers in the wild.

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The “Sunday Scaries” are a familiar feeling for many people. A little apprehension about the week ahead is normal, but if Sunday anxiety is becoming a regular part of your week, it’s worth looking at what might be behind it.

Sometimes, there are things you can do yourself to make the transition back to work easier. But employers and team leaders also have a role to play in creating workplaces where people can properly switch off, manage their workload and start the week without a sense of dread.

Here are some ideas for both sides.

Dealing with the Sunday Scaries

As an individual, you can try…

🗓️ Planning the next week before you finish work on a Friday. That way, you know what you need to do and can go into the week with a clearer head.

⏰ Talking to your boss about the possibility of flexible working to help you get other things done or have extra time to rest. This can help make weekends feel less packed with tasks.

📵 Committing to not answering work emails or phone calls over a weekend. If needs be, put on an out-of-office message so people know you won’t be replying, and turn off your notifications to reduce distractions.

😎 Creating a calming Sunday ritual for yourself. Spend Sunday afternoon doing something that you love. Take a walk, meet up with friends or take some time for a hobby. That helps you associate Sundays with something fun rather than just thinking about work.

☕️ Booking yourself a Monday treat. Make going to work on Monday more fun by picking up your favourite coffee on the way or scheduling a lunch date with a friend. This gives you something to look forward to.

If you lead a team, you can…

📵 Implement a no-contact policy for evenings and weekends and ensure staff are not expected to check their emails outside of work hours. This leaves them free to enjoy their weekend and recharge.

🏠 Look at whether your team can work from home or start later on Mondays if that helps them get into the swing of the work week. Looking at ways you can be flexible in working generally, such as a hybrid home and office working model or early finishes on Fridays, can also help to reduce anxiety about work and improve wellbeing.

📊 Consider whether you can implement meeting-free Mondays. This leaves your team with space to plan their week, catch up on regular tasks and pick up anything left over from the week before.

🗓️ On Friday afternoons, give your team time to set aside for planning the following week. This can help everyone know exactly what they are doing when they come in on Monday and provide a chance for people to highlight any potential stumbling blocks or need for assistance before they finish for the week.

🧁 Start Mondays with an in-office treat to give your team something to look forward to. If you have remote workers, make sure this is something that can include them too!

The Sunday Scaries aren’t always about Sunday

If people regularly dread the start of the working week, it may be worth looking beyond individual habits and asking what is happening at work. Are workloads manageable? Do people feel able to switch off? Are expectations around availability clear? Do employees have enough flexibility and support to do their jobs without work taking over their lives?

Check in regularly with your team (as a leader) or your colleagues (as an individual) to make sure their workload is within capacity and that they aren’t struggling with obstacles. Encourage open communication so staff feel comfortable raising issues.

Recognise that if one of the team turns up less than ready for work on Monday, it might be a personal issue that is causing them stress rather than work. Give them the chance to talk about it if they want and see if there’s anything you can do to help.

There will always be Mondays, deadlines and busy weeks. But work shouldn’t leave people spending their weekends worrying about what’s waiting for them when they get back.

Charlie, a tabby cat from Abercarn in Wales, has returned home 10 years after going missing, having been found and identified through her microchip. The reunion happened on her owner’s 30th birthday, making an already unexpected return particularly memorable.

Read more here.

Heart Aerospace’s X1, a full-sized 30-seat electric aircraft, has completed its first flight, staying in the air for 27 minutes on battery power alone and reaching 1100 feet.

Read more here.

A 23-year-old, 4.5-metre python named Jodie Foster at Chester Zoo has become the first snake believed to have received electrochemotherapy, after a cancerous tumour in her jaw returned following surgery. The treatment, which combines the cancer drug bleomycin with electrical pulses to help it penetrate cancer cells, appears to have been successful, with Jodie now eating normally and showing no signs of the cancer returning.

Read more here.

Ethel Caterham, the world’s oldest living person, is celebrating her 117th birthday, reflecting on a year of memorable “firsts”, including meeting King Charles and holding his hand. Born in 1909, Caterham is now the last surviving subject of Edward VII and still enjoys spending time with family and friends, having previously survived Covid at 110 and continued driving until she was 97.

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A group of grad students at Clemson University in South Carolina has developed an electric vehicle covered in solar panels that is intended to generate more energy than it uses.

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A five-year study of more than 3,400 children found that those living in London experienced faster lung growth after the introduction of the Ultra Low Emission Zone (ULEZ),

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Then you read the job description. And it has things like:

• Five years’ experience

• A particular qualification

• Experience managing a team

• Knowledge of a specific system

• Previous experience in the sector

At this point, it can be easy to think you don’t tick the right boxes and choose not to apply.

Before you rule yourself out, it’s worth looking more closely and taking a different angle.

What is the job ad really asking for?

It’s easy to consider the job requirements as a checklist of experience and qualifications where you need to tick every box with a directly related response. But if you reframe it as a list of skills, then you can be more flexible.

Take a requirement for project management experience, for example.

Reading between the lines, that might actually mean the employer wants someone who can manage deadlines, coordinate different people, deal with problems and keep work moving when plans change.

You might never have been a project manager. But…

Perhaps you’ve organised a large event, coordinated a website project, taken a piece of work from an initial idea through to completion or been a team leader. Or maybe you’ve done something non-work related like raising a family.

If you’ve done any of the above, you won’t have the direct experience, but the chances are you will have those skills. Anyone who’s tried to wrangle more than one child will tell you that you need excellent project management skills!

The question is not simply whether you’ve had the same responsibility before. It’s whether you can demonstrate that you can do the work the employer needs done.

Sometimes you do have to acknowledge that you just can’t do it

This isn’t an argument for ignoring job requirements and applying for any role that you like the look of.

Some requirements really matter. If a role requires a professional qualification, specialist technical knowledge or substantial experience that takes years to develop.

In those cases, you probably have to acknowledge that you aren’t the right candidate.

Next time you are job seeking, consider whether you can tick some of the boxes

Next time you look at a job ad and like the look of the role, don’t automatically rule yourself out if you don’t tick all the boxes. Ask yourself:

• What will I actually need to do in this role?

• What evidence do I have that I can do those things?

• What am I genuinely unable to demonstrate?

If you can evidence most of the requirements in some way, and there is nothing specific to rule you out, then consider applying.

If you do decide to apply, your cover letter and a tailored CV are your chance to show the employer at first look that you can do the job. Explain how the experience you do have can fit the needs the employer has, and create comparisons between the role you’re applying for and the roles you have listed on your CV.

You may still decide not to apply. But you’ll be making that decision based on the actual requirements of the role, rather than treating every line of the job description as a pass-or-fail test.

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It’s a surprisingly common experience. Ask someone about a mistake they made a few years ago and they’ll often remember it in vivid detail. Ask them what they’ve achieved over the past year and many people struggle to think of an example.

Part of the reason is that memory isn’t an impartial record keeper.

Psychologists often talk about negativity bias — the idea that we are more likely to remember and give more weight to negative experiences than positive ones. When our ancestors needed to pay attention to many threats to their survival, this was helpful. Today, though, it just makes us more likely to remember the bad stuff, even though we aren’t necessarily going to benefit from that memory. For example, in a performance review, you might dwell on the one piece of negative feedback, even if 99% of the review was positive.

One way to counter this is to keep evidence of all those things we’ve done well.

Start an “Evidence of Awesomeness” file

Call it an “Evidence of Awesomeness” file if you like. Or something else. The name doesn’t matter. And you can keep a physical record or make a digital file on your phone or computer. How and where you store it is up to you. The key point is that you have it.

Whenever something positive happens that you’d like to remember later, write it down.

That could include:

• A thank-you email from a colleague, client, or friend.

• Positive feedback on a piece of work.

• A project you completed.

• A problem you solved.

• A difficult conversation that went better than expected.

• Something new you learnt and how you did it.

• A presentation you were nervous about giving.

• A challenge that has become routine because you’ve gained experience.

• Something that took persistence, courage or commitment.

Why it’s worth doing

An “Evidence of Awesomeness” file is useful because there are plenty of situations where you’re asked to reflect on what you’ve done.

You might be updating your CV, preparing for an interview, writing a performance review, applying for further study or putting together an award nomination. Using your file gives you concrete evidence of those achievements.

And not only that, but any time you are having a confidence wobble, you can simply dig out your Evidence of Awesomness file and remind yourself that you are more brilliant than you think!

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Ever wondered what your to-be-read list says about you? IT could reveal more than you think.

Read more here.

Global hunger is declining according to a new UN report, but a healthy diet is still too expensive for many people.

Read more here.

Everyone loves a cat video. But AI could be spoiling it for all of us. People are finding it hard to tell what’s real and are finding less joy since AI videos became the norm.

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France has become the first EU country to ban social media access for children under 15 after parliament approved a new law championed by President Emmanuel Macron. From September, platforms such as TikTok and Instagram will be required to prevent under-15s from creating accounts and introduce age verification measures.

Read more here.

Scientists have uncovered a remarkable 100-million-year-old fossil in outback Queensland that captures a rare prehistoric food chain: a flying Pterosaur was eaten by a dolphin-like Ichthyosaur, which was then attacked or scavenged by a giant Kronosaurus. Researchers say the discovery is one of the clearest examples ever found of a three-tier predator interaction.

Read more here.

NASA has launched a first-of-its-kind research mission to study towering wildfire-generated thunderstorms, known as pyrocumulonimbus or "firestorm clouds". Scientists hope the project will reveal how these clouds form, how they spread smoke high into the atmosphere, and how they influence weather and wildfire behaviour, ultimately improving forecasts and firefighting efforts.

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That makes sense. Most employers want someone who shares their values, works well with others and will contribute positively to the team.

But culture fit is only part of the picture.

If everyone on your team has a similar background, similar experiences and approaches problems in the same way, you’re less likely to bring in new ideas and diverse thinking and you risk stagnation. That’s why more organisations are starting to think about culture add as well.

What is culture add?

Culture add isn’t about replacing culture fit.

When you are recruiting with a “culture add” mindset, you still want people to fit in — you don’t want a clash of cultures — but beyond simple fit, you are looking to recruit people who will bring new ways of thinking and doing and help take your organisation to the next level.

That diversity isn’t just about ethnicity or culture. It’s also about life experience.

Someone who has worked in local government may approach a problem differently from someone who has spent their career in charities. A parent returning to work may have developed skills that don’t appear on a CV. Someone changing careers may bring ideas from an industry your organisation knows little about.

None of those experiences automatically makes someone a better candidate. But they may offer something your team doesn’t already have.

For employers

Before advertising your next role, take a look at your team.

Are there skills you’re missing?

Could someone with experience in a different sector strengthen your organisation?

Diverse recruiting starts with your job ad: Your job advert is the first opportunity to engage with people from diverse backgrounds. If your role requires specific experience or cultural skills, for example, knowledge of or language skills, then make this clear early on to ensure you get the right sort of applicants. If you are advertising a more general role but want to appeal to a more diverse candidate pool, then make sure the language and requirements of your advert are inclusive and have wide appeal. For example, soften the requirements for certain qualifications and promote experience as a suitable alternative.

Showcase why your organisation is great to work for: If you want to attract great people, you need to show why you are a great organisation to work for. So make sure your job ad also highlights additional perks that might appeal to people from different backgrounds, like extra employee support, flexible time off for significant dates outside the standard New Zealand holidays, or social team events.

Do your initial candidate sift without bias: When you are initially screening applications, ensure you are doing so against clear criteria and without introducing bias - either negative or positive - towards certain types of people. Remember, even if you are keen to diversify your workforce, it helps if the chosen candidate has the skills to do the job too.

Ensure the application and interview process works for people from diverse backgrounds: Consider whether your application and interview process works for people who have English as a second language, for example, or who might expect certain cultural norms to be adhered to. While there should be some compromise on the part of the candidate, too, it helps if you can be flexible.

Onboarding and beyond

Ensure your onboarding process follows through on the agreed contract: If you agreed on any special terms with your new employee during the recruitment process, ensure they are put in place early, and both the employee and their team and manager understand them.

Be prepared for change: Bringing new people onto a team always brings some change, but bringing in people who might not be an exact match for your current team could present more challenges. Ensure you have processes in place to deal with this and that you develop a culture of openness and a willingness to listen.

Give your team a chance to learn about each other’s cultures and beliefs: Team events that give employees the chance to explain more about their culture or beliefs can help to build connections. For example, if you have team members from several different countries, you could host a shared lunch where everyone brings a dish that represents their home country.

Consider booking diversity or cultural awareness training: If your organisation is just beginning to create more diversity in your workforce, then it can be a good idea to implement diversity training to help your employees run by an expert.

For jobseekers

It’s easy to spend an application trying to prove you’re a good fit.

But it’s also worth thinking about what makes you different.

Maybe you’ve worked across several sectors. Maybe you’ve volunteered, cared for family members, changed careers or developed skills outside your main job. Maybe you have lived experience that gives you something to contribute. Those experiences may not be the first things you think to highlight, but they can shape how you solve problems, communicate with others and adapt to change.

When you’re writing an application or preparing for an interview, don’t just think about why you want the job. Think about what you’ll add to the organisation.

That doesn’t mean trying to invent a unique selling point or pretending to be different for the sake of it. It means recognising the value of your own experiences and being able to explain how they’ve influenced the way you work.

If you’ve taken an unconventional path, don’t assume you need to apologise for it or explain it away. The experiences that make your career look different from someone else’s may also be the reason you stand out.

Every new employee changes a workplace in some way.

The challenge for employers is recognising the value that comes from bringing in someone who doesn’t have exactly the same experiences as everyone already on the team.

For job seekers, it’s recognising that those differences can be a strength, not something to explain away.

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That works well enough if your career follows a fairly traditional path. But not every workplace does.

Experience is growth too, even if it doesn’t come with promotion

In smaller and purpose-driven organisations, especially, opportunities often look a little different. There might not be regular promotions, but you might find yourself leading a project you’d never expected to lead, representing your organisation at an important meeting or taking responsibility for work that sits well outside your original job description, or you might fill in for someone on leave and discover you’re capable of far more than you realised.

Your title may not change, but your day-to-day work often does.

That all builds your experience, and creates building blocks that help you develop further.

A different way to measure progress

If you’ve ever felt like your career has stalled because you haven’t been promoted recently, it might be worth asking a different set of questions.

Instead of focusing only on what’s changed on paper, consider:

• What can I do now that I couldn’t do a year ago?

• What responsibilities do people trust me with today?

• What challenges no longer feel as daunting as they once did?

• What have I learned that has changed the way I work?

The answers may not fit neatly into a job title, but they’re often a much better reflection of how your career is developing.

There’s no single way to build a career

Some people will move into leadership. Others will become specialists. Some will discover they’re happiest moving between organisations every few years, while others will build long careers in one place.

Looking at someone else’s path can make it surprisingly easy to overlook your own. Careers rarely unfold in exactly the same way, and they’re shaped by opportunities, timing, interests and circumstances that are different for everyone.

The next time you find yourself wondering whether your career is moving forward, don’t just look at your title. Look at what you’ve learned, the experience you’ve gained and the opportunities you’ve stepped up to along the way.

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The appearance of the Matariki star cluster also helps guide decisions about the growing season ahead. Clear bright stars herald a productive season and hazy stars predict a cold, harsh winter which might mean planting is delayed.

The stars can’t guarantee a successful harvest. But they help people prepare well and make the most of the season ahead.

The same is true in many parts of life.

We tend to celebrate the outcomes: the new job, the promotion, the successful event, the completed qualification or the cherished relationship. What we rarely see are the months, or even years, of preparation that came beforehand.

Preparation looks different for everyone. It might be updating your CV before you’re looking for work, learning a new skill, catching up with a mentor, taking better care of your health, making more time for the people you love, or simply giving yourself space to rest after a demanding few months.

They’re the kinds of things that are easy to put off because they don’t feel urgent or don’t feel like they are creating an immediate outcome. But while the preparation doesn’t guarantee success, it leaves us better placed to make the most of opportunities when they arise, and better equipped to navigate the challenges when they don’t.

In a world that often celebrates constant momentum, it can feel like every season should be one of visible progress. Matariki offers a different perspective. It tells us that it’s ok to take time to reflect, and sometimes the most valuable work happens early on, long before we see the result.

Sometimes it’s about taking small, thoughtful steps that prepare the ground for whatever comes next.

⭐️ What ground are you preparing?

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A unique study in Somerset asked volunteers to experience the world as local wildlife, from otters to earthworms, to better understand the challenges animals face. The project offered surprising insights into how human activity shapes life for the species around us.

Read more here.

A marine expedition off Brazil uncovered dozens of species previously unknown to science, including jellyfish, worms and other deep-sea creatures, highlighting how much of the ocean remains unexplored.

Read more here.

London schoolchildren have been learning how to repair and repurpose broken toys and household items through the Broken Umbrella Challenge, a project designed to reduce waste and encourage creative thinking about climate change.

Read more here.

Researchers at UWE Bristol are reimagining printmaking by combining traditional techniques with cutting-edge technology and sustainable materials, and have helped a bride-to-be celebrate her prosthetic leg rather than hide it.

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A Victorian dress dyed with arsenic-laced green pigment has made one last public appearance before being retired for good. The toxic frock offers a fascinating glimpse into a period when fashion trends could come with genuine health risks.

Read more here.

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This is a good time to pause and take stock, whether you are reflecting on progress against the goals you set in January or simply thinking about how things are going.

Why reflect?

When life gets busy, it’s easy to move from one week to the next without much thought.

A mid-year review gives you the chance to recognise progress, identify what’s working, and spot areas where you might want to make a change.

Looking back

Start by thinking about the first half of the year as a whole.

Take a few minutes to reflect on questions such as:

• What are you most proud of so far this year?

• What has gone better than expected?

• What has been more challenging than expected?

• What have you learned about yourself?

• What moments or experiences stand out most when you think about the last six months?

Then think about some specific areas.

Your work and career

Work takes up a large part of our lives, yet many of us spend more time thinking about what we want next than reflecting on what we’re learning right now.

Has your work been giving you energy, or draining it? Are you developing skills that move you towards where you want to be? Have your priorities changed since the beginning of the year?

Consider:

• What have you enjoyed most about your work this year?

• What tasks, projects or responsibilities have given you the most energy?

• What have you enjoyed the least?

• Have your career goals or priorities changed?

• What skills, knowledge or experiences have you gained that you didn’t have six months ago?

Purpose and contribution

Many people measure their year by what they’ve achieved personally. Promotions, qualifications, financial goals and fitness milestones all have their place, but they aren’t the whole picture.

It’s also worth thinking about the impact you’ve had on others.

This might be through volunteering, supporting a colleague, mentoring someone, helping a friend, contributing to your community, or simply showing up for people when they needed you.

Reflect on questions such as:

• How have you helped someone else this year?

• What activities have given you the greatest sense of purpose?

• Have you contributed to a cause, community, team or organisation that matters to you?

• Are there ways you’d like to contribute more during the second half of the year?

What needs to change?

As you think about the next six months, look for patterns in your answers.

Is there something that’s taking up a lot of time and energy without giving much back? Is there a goal that no longer feels relevant? Is there something you’ve been meaning to start but keep putting off?

Rather than creating a long list of new goals, focus on a small number of changes.

A simple exercise is to write down:

• One thing you’ll continue doing.

• One thing you’ll start doing.

• One thing you’ll stop doing.

Keep your answers somewhere visible and revisit them in a month.

The year isn’t over, and it’s not too late to make changes. Even simple things can make a difference.

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So what makes the difference?

It’s tempting to assume some people are simply more committed than others. But often the answer lies less with the volunteer and more with the experience they encounter once they arrive.

The volunteers who stay aren’t always just more personally committed. They are often those who feel connected to the role, to the organisation, to the people around them, and to the difference they’re making.

It starts with expectations

One of the quickest ways to lose a volunteer is through a mismatch between expectations and reality.

If someone signs up expecting regular interaction with people but finds themselves doing administrative tasks, or hopes to have flexibility but is tied to fixed shifts, those kinds of mismatches can quickly lead to disappointment.

Organisations sometimes worry that being completely transparent about a role might make it less attractive. In reality, the opposite is often true. Clear and honest communication helps people decide whether a role is right for them before they commit.

Volunteers are far more likely to stay when they know exactly what they’re saying yes to.

The first few weeks matter more than we think

Some volunteer experiences begin with confusion. Nobody seems to know the volunteer is arriving. Introductions are rushed or forgotten. Instructions are unclear. The volunteer spends much of their first shift wondering where they should be or what they should be doing.

For some people, that’s enough to decide not to come back.

By contrast, organisations that retain volunteers well often excel at the basics. They prepare for new arrivals, explain how things work, introduce people properly, and check in regularly. The message they send is simple but powerful: we’re glad you’re here.

People often stay because of the people

Most volunteers join because they care about a cause, but many stay because of the people they meet along the way.

Human connection - friendships, shared experiences and a sense of belonging - is one of the most overlooked aspects of volunteering. While organisations understandably focus on tasks and outcomes, volunteers are often looking for something else as well: community.

That’s particularly important at a time when many people are looking for ways to feel more connected to those around them. Volunteering can provide a sense of purpose, but it can also provide a sense of belonging.

Volunteers need to see their impact

Organisations shouldn’t assume volunteers automatically understand the impact of their contribution. Sometimes they need help connecting the dots.

Whether it’s hearing stories, receiving updates or seeing the results of a project, helping volunteers connect their contribution to the wider mission can strengthen their commitment. When people can see the difference they’re making, they’re more likely to feel motivated to continue.

This is particularly important for volunteers whose work happens behind the scenes. While tasks such as administration, event support, fundraising or sorting donations may not always feel directly connected to the cause, they are often essential to making an organisation’s work possible.

Growth matters for volunteers too

When we think about development opportunities, we usually think about employees. But volunteers also want to learn, grow and feel challenged.

A volunteer role that remains the same year after year can eventually become repetitive, particularly for people who are highly engaged and capable of taking on more responsibility.

Organisations that retain volunteers well often create opportunities for them to take on new challenges, develop skills and contribute in different ways over time.

Appreciation goes a long way

Volunteer recognition is often associated with certificates, awards, appreciation events and social media shout-outs.

While those forms of recognition can be valuable, appreciation doesn’t always need to be formal.

Sometimes it’s as simple as a genuine thank you, being asked for your opinion, or having someone notice your effort. Small moments like these reinforce that a volunteer’s contribution matters and that their time is valued.

Not every volunteer departure is a problem

Of course, not every volunteer who leaves is dissatisfied. People’s circumstances change. Work commitments increase, family responsibilities shift, and priorities evolve.

However, if volunteers regularly leave after only a few weeks or months, it’s worth taking a closer look at the volunteer experience itself.

Organisations often talk about volunteer recruitment as though the challenge is finding enough people willing to help.

In reality, most communities are full of people who want to contribute their time, skills and energy to something meaningful. The bigger challenge is creating an experience that makes them want to stay.

Creating that experience rarely comes down to a single initiative. More often, it’s the result of getting the fundamentals right: clear expectations, a welcoming introduction, meaningful relationships, opportunities to contribute and a genuine sense of appreciation.

When those elements come together, volunteering becomes more than a way of contributing to a cause. It becomes a meaningful part of people's lives—and that's what keeps many volunteers coming back.

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And volunteering doesn’t just help organisations keep doing important work. It can also have great benefits for the individual.

Do Good - stories of good things, optimism and hope.

Volunteering is good for others and it's good for you too!

Why is volunteering important…

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But to reap the benefits and to make the commitment required, you need to make sure you have chosen the right role.

How to choose a volunteer role

When people think about volunteering, they often start with the cause.

They care about the environment, young people, animal welfare, community wellbeing, the arts, or social services, and begin looking for ways to help.

That’s a good place to start. But it’s not the whole picture.

The most successful volunteer experiences aren’t just built on shared values. They’re built on fit.

A role that aligns with your interests, skills, availability, and expectations is far more likely to be rewarding and sustainable than one chosen solely because you care about the cause.

So before signing up, it’s worth spending a little time thinking about what you’re actually looking for from the experience.

Start with what interests you

A genuine interest in the cause or activity makes it much easier to stay engaged over time.

Ask yourself:

• What issues do I naturally care about?

• What communities do I feel connected to?

• What would I still be interested in six months from now?

Think beyond the cause and consider your strengths in the role

Many volunteer roles exist behind the scenes.

While some people enjoy working directly with others, others prefer organising events, helping with administration, contributing professional expertise, or serving on a board.

Consider what you enjoy doing and where your strengths lie.

A communications professional might help with marketing. A finance expert might support governance. Someone who enjoys conversation might thrive in a mentoring or visitor role. Or you might want to choose something different from your professional role. For example, if you spend a lot of time working solo, you might choose a volunteer role that makes you part of a team, or that gives you the opportunity to talk to others.

The best volunteer role isn’t always the most obvious one.

Be honest about your availability

One of the biggest reasons volunteer placements don’t work out is a mismatch between expectations and reality.

Before committing, find out:

• How much time is required?

• Is the commitment ongoing or project-based?

• Are there fixed shifts or flexible hours?

• What happens if your availability changes?

It’s better to commit to a role you can sustain than one you struggle to maintain.

Ask about training and support

Good organisations want volunteers to succeed.

That’s why it’s worth understanding what support is available before you get started.

Ask questions such as:

• What training is provided?

• How long does onboarding take?

• Who will I contact if I need help?

• What ongoing support is available?

Training may not always be required, but for some roles - even volunteer ones, in areas such as care-giving, working with vulnerable people or working with animals might require more substantial training. Make sure you want to, and can, commit to that.

Pay attention to the organisation

Not all volunteer experiences are shaped by the role itself.

The organisation matters too.

Are expectations clear? Do communications feel organised? Are volunteers treated as valued contributors? Is there someone responsible for supporting them?

You don’t need a perfect organisation, but you do want one that takes volunteer engagement seriously.

Remember: it’s okay if the first role isn’t the right one

Finding the right volunteer opportunity can take time.

Sometimes a role that sounds ideal turns out not to suit your interests, schedule, or strengths. That’s not a failure. It’s part of the process.

The goal isn’t simply to volunteer somewhere.

It’s to find a role where both you and the organisation can benefit from the relationship over the long term.

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Questions like:

• “Are you okay?”

• “Any updates?”

• “Did that go alright?”

With answers like:

• “Yep.”

• “All good.”

• “Fine.”

Modern conversations increasingly happen in short bursts between everything else.

In that environment, it’s easy for communication to become more functional than curious. Less about opening things up, more about keeping things moving.

Over time, questions become shorter and more compressed.

Instead of asking, “How are you doing?”, we ask, “You okay?”

Instead of “What happened?”, we ask “All good?”

Instead of “What’s changed?”, we ask “Any update?”

Not because people don’t care, but because speed and simplicity tend to win.

And gradually, that shapes what we notice about each other.

What gets lost in the process

One of the effects of this shift is that fewer conversations move beyond the first answer. A question can be answered in a single line, and often that’s where it ends. Not because there’s nothing more to say, but because nothing in the exchange requires more.

What good questions do differently

Good questions don’t need to be sophisticated. Often they’re very simple.

What matters is that they leave space rather than closing it down too quickly.

For example:

• “What’s been most challenging about that?”

• “What’s been going well lately?”

• “What’s changed since we last spoke?”

• “What feels unclear right now?”

A small shift in attention

This isn’t really about learning to communicate differently in a technical sense.

It’s more about noticing the difference between efficiency and openness in everyday conversation.

And often, that difference comes down to a single question.

Why it matters

Most people can recall conversations that felt easy or unexpectedly meaningful without them being planned.

Those moments rarely come from big statements or structured dialogue.

They usually come from a question that gave just enough space for someone to say something more honest, specific, or real than usual.

That doesn’t require changing how we communicate entirely.

It just requires noticing when a different kind of question might be possible.

Because even in fast-moving communication environments, people still tend to respond when they’re given space to do so.

And sometimes, that space is created by something very small: A slightly better question than the one we were about to ask.

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Another boost for the four-day work week concept. A new study of 15 Australian businesses found most saw productivity stay the same or even improve, while employees reported less burnout and better work-life balance.

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Even the world’s biggest tech companies are trying to seem a little more human. Many are embracing cute mascots as a way to build trust, personality and stronger customer connections.

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A new study found that blockbuster films are more likely to feature a talking animal — or a leading actor named Chris — than a woman over 60. The findings have reignited conversations about ageism in Hollywood, with stars like Emma Thompson calling for more stories centred on older women.

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AI might be making workplaces more efficient, but some experts worry it’s also making them less human. A new report found many employees are now turning to AI for advice, brainstorming and even companionship, instead of having conversations with colleagues.

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The European Inventor Award celebrates inventors whose ideas are tackling some of the world’s biggest challenges. The 2026 finalists have just been announced and include people working on new vaccines and disease detection, infrastructure and manufacturing improvements and climate change.

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A groundbreaking new space mission called SMILE has launched to capture the first-ever complete images of Earth’s magnetic shield. Scientists hope the mission will improve our understanding of solar storms that can disrupt satellites, GPS, communications and even power grids.

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Are you muting your notifications, or still listening for that buzz of your phone? Replying to messages while cooking dinner, or checking emails before bed, “just in case.”

Not that long ago, people disappeared for entire weekends.

Emails waited until office hours. Calls went unanswered. Plans were made in advance because you couldn’t instantly update people from anywhere.

Now messages arrive everywhere: work chats, group chats, social media DMs, appointment reminders, newsletters, delivery updates, and apps demanding attention.

None of these interruptions may seem significant on their own. But together, they create a steady stream of mental clutter.

What constant availability does

One of the biggest losses is attention because your brain never fully settles if part of it is constantly staying alert for interruptions.

And when every spare moment gets filled with notifications or scrolling, there’s less space for hobbies, creativity, reflection, or trying new things.

Small ways to reclaim space

There are some simple changes you can make that can help you reclaim some time.

Try:

• turning off notifications unless they are essential

• only replying immediately to urgent messages like those from family members and leaving others until you are ready

• leaving your phone in another room sometimes

• spending time on hobbies that fully absorb your attention

• setting up boundaries early on - eg telling work colleagues you won’t be replying outside of office hours and putting that on your email signature

Being unreachable every so often won’t make the world stop. But it might give you some time to recharge.

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Though the movement began in schools and focuses on youth bullying, it also addresses the workplace.

Everyone remembers workplaces where they felt welcome and those where they did not. Usually, the difference comes down to small interactions.

Being properly introduced on the first day. Being invited to lunch. A manager explaining something without making someone feel embarrassed for asking. A colleague remembering a name. Someone actually listening when another person speaks.

On the other hand, people also remember workplaces where they felt ignored, excluded, or constantly uncomfortable.

Adults don’t outgrow insecurity once they leave school. Many people still worry about asking the wrong question, speaking up in meetings, or not fitting in with a team.

You can see it in meetings where nobody wants to speak first. Or in workplaces where new employees quietly try to work things out themselves rather than asking for clarification.

That’s why welcoming workplaces matter. People contribute more when they feel comfortable. They’re more likely to ask questions, share ideas, and raise issues early instead of staying quiet to avoid embarrassment.

Creating that kind of environment can be as simple as:

• introducing someone into a conversation instead of leaving them standing on the edge of it

• explaining something clearly and respectfully

• checking in after a difficult meeting or presentation

• giving credit publicly

• inviting input from quieter team members

• avoiding inside jokes that exclude newer staff

• correcting issues privately instead of criticising someone publicly

Workplaces that actively create respectful, inclusive environments are also often better at preventing bullying before it starts.

Bullying tends to thrive in cultures where poor behaviour is ignored, communication is poor, or people don’t feel safe speaking up. In workplaces where respect is expected and modelled consistently, it becomes harder for those behaviours to continue unchecked.

There are practical ways organisations can reduce the likelihood of bullying occurring:

• setting clear expectations around behaviour from the beginning

• responding to issues early instead of allowing them to escalate

• training managers to handle conflict constructively

• making reporting processes clear and accessible

• encouraging open communication and feedback

• paying attention to team dynamics, not just productivity

• addressing repeated “jokes” or behaviours that make people uncomfortable

It also helps to recognise that bullying isn’t always obvious. It can include repeated exclusion, belittling comments, constant criticism, withholding information, or behaviour that leaves someone feeling isolated or undermined.

For individuals concerned about bullying in their workplace, it can be difficult to know what to do next, particularly when behaviour has developed gradually over time.

You may not feel comfortable being directly involved, but if you do, you can be an upstander, not a bystander, by:

• Supporting the person being bullied, even if that’s just being close to them while it’s happening.

• Interrupting the bullying, for example, by asking the person being bullied if they’d like to go for a walk.

• Letting the bully know that their behaviour is not ok.

If you don’t feel safe during the situation, you can support people afterwards by:

• Talking to them afterwards and letting them know you want to help.

• Making a note of things that have happened to provide support.

• Support the person if they want to approach their manager about the situation.

It can also help to:

• Talk to a trusted manager, HR representative, mentor, or colleague.

• Review workplace bullying or conduct policies so you know where you stand.

• Access external support services if workplace processes don’t feel effective or safe.

You don’t always need to wait until behaviour becomes extreme before raising concerns. Smaller behaviours can still have a significant impact when they happen repeatedly over time.

Leaders set the tone, but workplace culture isn’t created by managers alone. Every interaction contributes to how a workplace feels to the people in it.

If you’d like more resources to help recognise and prevent bullying, you can find them here.

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Children are constantly learning and trying things without overthinking them.

But as adults, many of us slowly stop. We settle into routines. We figure out what we’re good at and what we’re not. And then we stay inside those boundaries without really noticing.

Why trying new things matters

Research in psychology and neuroscience suggests novelty is genuinely good for us.

When we try something unfamiliar, the brain becomes more alert and engaged. We pay closer attention, form new neural connections, and become more adaptable. Curiosity doesn’t just make life feel more interesting — it actively supports learning and cognitive flexibility.

Researchers from New York University have linked new and diverse experiences with greater happiness, while studies from Columbia University’s Zuckerman Institute found that exposure to unfamiliar environments improved learning and problem-solving in mice.

You might have noticed this yourself.

The first time you try something new, your attention sharpens, and you become more present. And when you begin improving, even slightly, it creates a genuine sense of satisfaction.

That’s part of why analogue hobbies like baking, gardening, drawing, knitting, or learning an instrument bring so much joy.

Being a beginner again forces you to:

• slow down

• pay attention

• accept imperfection

• stay curious

• notice small progress

It’s difficult to mindlessly scroll while kneading dough or learning a knitting stitch. You can’t really multitask while figuring out guitar chords or trying to keep a plant alive.

It’s also worth paying attention to how differently hobbies feel compared to passive screen time. An hour online often disappears, and you don’t remember what you’ve done or feel much different. But an hour spent making, growing, reading, baking, learning, or creating something usually feels more restorative.

Adults are often afraid of being beginners

Children happily draw terrible pictures, sing off-key songs, and attempt complicated crafts, not worrying about whether they are any good. At least not to begin with.

Adults are often much harder on themselves. We’ve become uncomfortable with being inexperienced. If we’re not immediately competent, we feel embarrassed, frustrated, or tempted to quit.

In recent years, hobbies and extracurricular activities have boomed online, but often with the expectation that they should be a side hustle, a personal brand, or content for social media.

And there’s nothing wrong with that if it’s what you genuinely want.

If you love reading and want to start a BookTok account, great. If you enjoy cooking and want to share recipes on YouTube or Instagram, go for it.

But when it comes to hobbies, you don’t need to:

• monetise them or turn them into a side hustle

• post about them online and show others how you are progressing

• justify them as “productive”

• become highly skilled

• do them every day

You just need to enjoy the experience of trying something new.

Easy ways to start a new hobby

If starting feels overwhelming, make it small and low-pressure.

You could:

• try a single beginner class

• revisit something you loved as a child

• pick up an inexpensive starter kit

• replace 20 minutes of scrolling with reading

• join a regular group for accountability

• pair hobbies with existing routines

So maybe this is your sign to try something new.

Just because it’s good to remember that you still can.

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