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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a year ago · 1 like · Do Good Jobs

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.

Read more here.

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.

Read more here.

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.

Read more here.

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.

Read more here.

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.

Read more here.

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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A world-first moment: a Sumatran orangutan has been filmed using a man-made canopy bridge to cross a road, proving these “forest lifelines” can reconnect habitats split by development. After years of waiting, the breakthrough offers real hope that simple solutions like this could help prevent isolation and extinction for one of the world’s most endangered species.

Read more here.

A young girl in the UK has had her sight restored thanks to gene therapy. New studies show that treating younger children who have rare inherited blindness with gene therapy can help sight and visual pathways at a crucial stage of brain development.

Read more here.

Ever thought your friendly chatbot was telling you something a bit weird? Turns out friendly AI chatbots are more likely to make mistakes and support conspiracy theories.

Read more here.

A kiwi bird has entered New Zealand’s Parliament buildings. But it’s ok. It was authorised as part of the celebrations marking the success of the Capital Kiwi Project, a project which aims to bring kiwi back to Wellington.

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An English woman who opposed oil drilling and a Nigerian woman who developed a community-led wildfire prevention system are among this year’s Goldman Prize winners.

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The oldest Humboldt penguin on the planet celebrated her 38th birthday in style with fish and cakes at Paradise Park Wildlife Sanctuary in Cornwall.

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An interesting story about how Fiji is combining modern technology and ancient techniques of reading the land to help try to predict when extreme weather is coming.

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Even if World Book Day passed you by, it’s worth taking time to stop and think about the last time you picked up a book. Because reading isn’t just about learning, or productivity, or “keeping up.” It’s one of the simplest, most accessible ways to support your wellbeing and one of the easiest to lose yourself and slow down in a busy, always-on world.

Why reading matters

Most of us spend our days moving quickly between tasks, tabs, notifications, and conversations. Even when we stop, we tend to default to scrolling, which only offers short bursts of content that keep our brains busy but rarely give them a proper break.

Reading is different. It takes concentration, and it takes you somewhere different.

It can:

• Reduce stress by helping you shift focus away from whatever is weighing on you

• Improve concentration by training your brain to stay with one thing for longer

• Support better sleep when it replaces screens at the end of the day

• Build empathy and perspective by exposing you to different experiences and ways of thinking

Practical ways to read more (without overhauling your life)

If you’re busy, reading can feel like a luxury. Something you’ll get to “when things calm down.”

You might not find that large chunk of time where you can read a whole book. So the key is to find small pockets of time where you can fit reading in as part of your routine.

1. Lower the bar
You don’t need an hour. Start with 10 minutes. One chapter. A few pages. Try that every day, and you’ll soon see progress.

2. Replace, don’t add
Swap another task, like scrolling on your phone, for reading every day.

3. Make it visible and easy
Keep a book where you’ll actually pick it up: beside your bed, on the coffee table, in your bag, or as an app on your phone. Reducing friction makes habits easier to stick to.

4. Rethink what “reading” looks like
Audiobooks count. Ebooks count. Graphic novels count. Long-form magazine articles count. If it fits into your life more easily, it’s more likely to stick.

5. Read what you enjoy
You’re far more likely to keep reading if you’re genuinely interested, not just reading something because you feel like you should. There’s nothing wrong with reading a romance novel, some chick lit, or a fantasy if that’s what you love.

6. Let go of all-or-nothing thinking
You don’t need to finish every book. You don’t need to read every day. Skipping a day or abandoning a book doesn’t undo the habit.

A small shift that adds up

Those small moments — 10 minutes before bed, a few pages with your morning coffee, a chapter on the weekend — add up. Not just in books finished, but in how you feel: a little calmer, a little more focused, a little less pulled in different directions.

In a world always vying for your attention, reading stands out as a rewarding way to recharge your mind and mood.

So if World Book Day passed you by, consider this your reminder.

Pick up a book, read a page and see where it takes you!

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Meetings take up plenty of space in calendars, but they don’t always add value, and often, they take time out from the work you actually need to be getting done.

Most meetings start with a purpose — a weekly check-in to stay aligned, a project sync to keep things moving, or a catch-up to solve a specific issue. The problem is that recurring meetings often lose that purpose, but no one stops to question them.

It’s easy to treat meetings as time blocks. An hour here, thirty minutes there. They don’t necessarily take up much time individually, but put together, they can have a cumulative effect.

It’s hard to get into meaningful work when the day is constantly interrupted. Meetings also create decision fatigue and slow progress because there’s more talk than action.

How meetings turn into habits

Inertia - Once a meeting is in the calendar, it stays. There’s no trigger to review it, so it carries on.

Risk avoidance - Cancelling feels like creating a gap, which might be questioned. Or people might feel that a decision will be missed if the meeting isn’t there.

Signalling work - Meetings are visible. Being in them can feel like being productive, even when nothing moves forward.

Lack of better systems - Meetings are often used to communicate status updates, make quick decisions, or check in, which could be done by email or other methods if someone just worked out a process.

Making meetings more intentional

The goal isn’t to remove meetings entirely.

Instead of asking, “Do we have too many meetings?”, ask, “Why does this meeting exist?”

Question recurring meetings - If it didn’t already exist, would you create it today? Consider the purpose of the meeting. If it’s unclear, the meeting probably isn’t needed.

Replace where possible - Think about other methods of communicating, especially for quick decisions or status updates. Options include email, chat systems, a shared progress document, or a task management system.

Adjust the format - Not every meeting needs an hour. Not every weekly meeting needs to stay weekly. Ask attendees how they think things could be improved. Having an agenda, sticking to it and limiting time spent on each point can also help meetings flow and avoid wasting time.

Normalise cancelling - “There’s nothing to cover this week, so let’s skip it” should be a normal outcome.

With a few conscious changes, meetings can turn from things that simply block up your calendar to purposeful gatherings where real work gets done.

If every recurring meeting in your calendar disappeared tomorrow, how many would you bring back?

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You might not have paid much attention beyond a shift in the weather or the daylight hours. But it’s a useful point to pause and decide what the next few months are for.

The start of a new quarter is a natural time to plan in 90-day blocks.

Why 90-day blocks work

Often, planning tends to sit at two extremes. You set annual goals, which often get forgotten about or given up on because they are too vague or hard. Or you try weekly planning, which can get you bogged down in details but doesn’t always progress big goals.

A 90-day window is more practical.

Three months is long enough to take on something meaningful, but short enough that you can’t overload your plan or drift for too long.

It also makes it easier to stay close to your goals. You can see what needs to happen each week, and if something isn’t working, you’ll catch it early and adjust.

Plus, because the goals are smaller than something that might take you a year, you’ll see progress quickly, which can add motivation.

Why use the change of season

Your routines don’t stay the same all year. The seasons can bring a change in energy, and a change of activites.

Using the change of season as a reset point makes it easier to plan something that fits how you’ll actually live over the next few months.

Using the change of season as a reset point makes it easier to plan something that fits how you’ll actually live over the next few months.

Autumn usually suits structure and routine. Winter leans towards slower, focused work. Spring is a good time to start things. Summer tends to be lighter, with more emphasis on maintaining rather than pushing.

Get started

You don’t need to overcomplicate it.

• Look back on the last 90 days and note what worked.

• Choose two or three priorities for the next quarter.

• Keep it focused and be specific about the outcome.

  “Get fitter” leaves too much room for interpretation.
  “Exercise three times a week and run 5km” is clear enough to act on.

• Write them down clearly.

• Check in weekly and adjust if needed.

Try it this quarter and see how it goes.

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Loganair has made aviation history by completing the first all-electric flight in its network, using a battery-powered aircraft on a short UK route, marking a major step toward zero-emission regional travel.

Read more here.

Solar panels in the supermarket? The UK government plans to roll out low-cost “plug-in” solar panels in shops within months, letting households generate their own electricity simply by plugging panels into a socket.

Read more here.

A breakthrough pair of AI-powered smart glasses has won a £1million prize for helping people with dementia, using a virtual assistant to guide users through daily tasks, spark conversation, and support memory in real time.

Read more here.

A US jury has ordered Meta to pay hundreds of millions of dollars after finding it misled users about child safety risks on its platforms, in a landmark case over the impact of social media on young people.

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After a 30-year conservation effort, kiwi have been returned to their ancestral Ngāti Rangi forest, marking a powerful milestone for both biodiversity and cultural restoration.

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View some amazing wildlife photos in this gallery of animal stories from around the world.

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At its simplest, neurodiversity refers to the natural variation in how people think, process information, and interact with the world.

It includes people with ADHD, autism, dyslexia, dyspraxia, and other cognitive differences.

Those labels can be useful, but they don’t tell the whole story. No two people experience neurodivergence in exactly the same way. Strengths, challenges, and preferences vary widely from person to person.

The value in different ways of thinking for workplaces

Neurodiverse team members may offer:

• Deep focus and sustained attention

• Creative problem-solving and idea generation

• Strong pattern recognition or systems thinking

• High levels of accuracy and attention to detail

• A tendency to question inefficient or outdated ways of doing things

When people think differently, they approach problems differently. That’s where better ideas come from.

Teams that include a mix of cognitive styles tend to:

• Solve problems more effectively

• Spot risks and opportunities others might miss

• Approach work from multiple angles, rather than defaulting to one way

And there’s a broader benefit too. Many of the changes that support neurodivergent employees, such as clearer communication, better processes, and greater flexibility, make work easier for everyone.

Designing for neurodiversity isn’t about creating a perfect system that works for every single person. It’s about building enough flexibility into how work happens that more people can find ways to work effectively within it.

Where problems can arise

Even well-intentioned organisations can create environments where some people have to work harder just to keep up.

Common friction points include:

• Vague or constantly changing instructions

• Expectations around communication style or “professionalism”

• Noisy, overstimulating office environments

• Hiring processes that prioritise interview performance over actual ability

These challenges won’t affect everyone in the same way. But they highlight how easily standard ways of working can exclude people without anyone intending them to.

What organisations can do to help

The good news is that many of the most effective changes are simple and low-cost.

A few practical starting points:

• Make expectations clear. Written instructions, defined outcomes, and fewer assumptions go a long way.

• Offer flexibility in how work gets done. Not everyone does their best work in the same way or at the same pace.

• Normalise different communication styles. Some people prefer direct, structured, or asynchronous communication.

• Create quieter options. Think remote work, quiet spaces, or just fewer unnecessary meetings.

• Rethink hiring. Work samples or task-based assessments often give a much better picture than interviews alone.

• Ask the question. “What helps you do your best work?” is a simple starting point.

Small adjustments like these create more room for people to find approaches that suit them.

What can help at an individual level

While workplaces have a big role to play, individuals often develop their own ways of making work more manageable and more aligned with how they naturally operate.

That can start with understanding your own patterns, like:

• When you tend to focus best

• What kinds of tasks feel easier or harder

• What environments or ways of working help or hinder you

From there, you can make small adjustments yourself or talk to your organisation leaders about changing things.

That might include suggesting changes such as:

• Asking for written follow-ups after meetings

• Clarifying priorities or deadlines upfront

• Proposing alternative ways to approach a task

• Letting colleagues know your preferred communication style

This doesn’t have to mean formally disclosing anything. Often, it’s about framing requests around outcomes:

• “I do my best work when…”

• “It would help me deliver this more effectively if…”

• “A small change that would make a difference is…”

Neurodiversity is a reminder that there isn’t one standard way to think or work and that trying to force one way often means missing out on what people can really contribute.

There’s no single approach that will work for everyone. But workplaces that allow for different styles, preferences, and ways of thinking are more likely to get the best out of all their people.

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They want to contribute to something meaningful by improving communities, protecting the environment, or supporting people through difficult circumstances.

That sense of purpose is a big part of what draws people to the sector.

But purpose-driven work can be emotionally demanding. Most jobs involve some level of pressure or stress. What makes the impact sector different is that the work is closely connected to issues people care deeply about — housing, poverty, health, climate, and community wellbeing.

And when the mission matters, the emotional weight of the work can be heavier.

That emotional labour can look like:

• finishing a conversation with someone in crisis and then having to move straight into the next meeting

• dealing with a funding decision that affects the services people rely on

• working on problems that don’t have clear or quick solutions

• trying to do more for less, if budgets are cut or you rely on volunteers

When emotional labour becomes a risk

In the impact sector, burnout often doesn’t come from people caring too little about the work. It comes from caring too much for too long without enough support.

Common signs include:

• feeling personally responsible for problems that are larger than one role or organisation

• carrying difficult conversations or situations home, or difficulty switching off from work

• feeling guilty about setting boundaries

What organisations can do

Organisations can’t remove the emotional weight of this work entirely. But they can make it easier for people to carry.

Practical steps include:

• normalising conversations about emotional load rather than treating it as a personal issue

• providing reflective supervision or debriefing space for roles that deal with difficult situations

• being realistic about workloads when teams are small and resources are limited

• encouraging people to take proper breaks and leave

What you can do as an individual

For people working in the sector, a few small shifts can also help make the work more sustainable.

For example:

• recognising that caring about the mission doesn’t mean carrying every problem personally

• building routines that help create a clear boundary between work and the rest of life

• talking openly with colleagues who understand the emotional side of the work

• noticing early signs of fatigue rather than pushing through them indefinitely

None of these totally remove the emotional side of the work. But they can make it easier to manage.

Purpose-driven work can be deeply rewarding. But it can also be emotionally demanding.

Recognising that emotional labour is part of the job and supporting people accordingly helps make work in the sector more sustainable.

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Find a better job.
Change careers.
Adopt a completely new productivity system.

Sometimes those things help. But much of the time, smaller adjustments to your schedule, your routine or your planning can be the answer.

Here are some small shifts that can make a big difference.

⭐️ One Hour of Focus Can Transform the Day

Many jobs now involve constant interruption, like messages, meetings and email notifications.

Even blocking one uninterrupted hour in your calendar can make a big difference. Treat it like an appointment and protect it from other meetings or calls.

⭐️ Shorter Emails Save Time

Many emails are longer than they need to be. A concise message stating the key question or decision, the context people actually need, and the response timeline can save time for everyone.

⭐️ Ending Meetings Early Creates Breathing Room

Back-to-back meetings leave no time to think, move around, or prepare for the next conversation.

Finishing meetings five or ten minutes early gives people a small buffer. They can stretch, grab a coffee, or simply pause before the next discussion.

⭐️ Not Everything Is Urgent

Some tasks genuinely are urgent. Most are not.

Being clear about timelines helps: “Could you look at this tomorrow?” or “Next week would be fine.” These simple signals make it easier for everyone to prioritise without unnecessary pressure.

Unclear timelines can also make planning difficult. A quick question like “When are you hoping to make a decision?” or “What timeline are you working to?” sets clear expectations for everyone.

⭐️ Clarify What “Done” Looks Like

Some tasks keep expanding because nobody has agreed on what “done” actually means.

Before starting a project, ask: What does a good enough version look like? This might be a two-page summary instead of a long report, or a draft ready for discussion rather than something perfectly polished.

⭐️ Clear Small Tasks Immediately

Some tasks take less than two minutes: replying to a simple question, approving something, or sending a document. Handling these quickly stops them from piling up and frees mental space.

⭐️ Match Work to Energy

Most people have times of day when thinking is easier. Use those hours for work requiring concentration — writing, planning, problem solving — and leave routine admin for lower-energy periods. Even small adjustments, like scheduling meetings later if mornings are prime thinking time, help.

Similarly, some conversations take more energy than others. After a tense discussion, a short break can help. A quick walk, fresh air, or switching briefly to a simple task helps reset focus.

⭐️ Assume Good Intent

Written messages are easy to misread. If a message seems abrupt, pause before reacting. A quick clarification, like “Just checking I understood this right…”, can prevent small misunderstandings from becoming bigger problems.

Small shifts like these don’t change everything. But they can make the day run a little more smoothly.

Which of these small shifts has made a difference in your workday? Or is there one you’d add to the list?

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For the first time in nearly two centuries, descendants of the Floreana giant tortoise, a subspecies thought to have been locally extinct since the mid-1800s, have been released back onto Floreana Island in the Galápagos as part of a major ecological restoration project.

Read more here.

American bobsleigh veteran Elana Meyers Taylor has seen her dedication pay off, finally winning her first Olympic gold at the Winter Olympics in the women’s monobob. With the win, she becomes the oldest individual Winter Olympic champion at 41 and the first mother to win Olympic bobsleigh gold. She’s also the most decorated black athlete at a Winter Olympics.

Read more here.

A stunning picture of a rare white humpback calf and her mother has won the World Nature Photography Awards.

Read more here.

Two siblings from New Zealand are preparing to lead a traditional voyaging waka (ocean canoe) from Napier, New Zealand, across the Pacific to Samoa and Fiji later this year, retracing the ancestral sea routes of their tīpuna (ancestors). They will use traditional wayfinding methods — navigating by stars, winds, ocean swells and birds rather than instruments — to honour and revitalise Māori and Pacific navigation knowledge.

Read more here.

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You’re left wondering whether you’re still being considered, whether to follow up, or whether it’s time to move on.

The most useful way to approach it is as a practical situation rather than a personal one.

Why organisations ghost

Ghosting isn’t always deliberate. Common reasons include:

• hiring timelines slipping or roles being paused

• decisions sitting with multiple stakeholders, none of whom are driving the process

• recruiters managing too many roles at once

• discomfort with sending rejections

• unclear ownership of candidate communication

None of these are good reasons, but they are common ones. They are also no reflection on your performance.

How to chase a ghost

You don’t need to wait indefinitely for an update.

If you haven’t been given a date as part of the process, then in general it’s reasonable to wait:

• three to five working days after submitting an application or having an initial conversation.

• five to seven working days after an interview.

If you’ve been given timelines as part of the process, then it’s reasonable to follow up a couple of business days after the deadline has passed.

Send a follow-up, but keep it clear and neutral.

For example:

Hi. I’m following up on my application. Please let me know if the role is still progressing.

That should be enough to prompt a response.

If there’s no response after your first follow-up, you might choose to send a second, especially if you are really keen on the role. If you still don’t get a reply, it’s usually best to move on.

How to reduce the chances and impact of being left hanging

You can’t control how an organisation runs its process, but you can set clear expectations upfront.

• Check the job ad for any initial timelines

  Often, ads will state when the applications will be reviewed or when interviews will be held. If the ad doesn’t say, you could email the recruiter and ask.

• Ask about timelines at the interview.
  A question like, “What does the rest of the process look like, and when should I expect to hear back?” gives you a reference point later.

• Confirm next steps before the conversation ends.
  A quick “So I should expect an update sometime next week?” helps make the process feel more concrete.

• Follow up on what they told you.
  If they gave you a date, you’re not chasing; you’re checking in on an agreed timeline. This isn’t unreasonable if you are a good enough candidate to have made it to the interview stage.

• Keep other applications moving.
  Not hinging everything on one role is the simplest way to reduce the impact of being ghosted.

These won’t eliminate ghosting, but they do make it easier to know when it’s reasonable to follow up or move on.

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Time to reframe. There’s more than one way to find love — friends, family, yourself, and your communities matter too.

Here’s why those four types of relationships can bring you benefits, on Valentine’s Day and year-round.

Friends

Friends often hold your life together when work or romantic relationships shift and offer a perspective that’s hard to get elsewhere. They often know your history, your patterns, and your sense of humour. They remember who you were before your current job, relationship, or life phase.

Friendship is also practical. A friend might help you move, pick up groceries when you’re sick, or just sit with you while you vent. These moments aren’t dramatic, but they’re reliable.

Chosen family plays the same role. These are relationships built on trust and shared responsibility rather than obligation. They often exist because people have decided, deliberately, to rely on each other.

Nurture your friendships by checking in regularly, even when life gets busy. Planning a coffee, sending a quick message and remembering birthdays or milestones are all great ways to be a good friend.

Family

Family relationships tend to provide long-term stability. They’re the people who show up repeatedly, even when nothing exciting is happening.

It can be easy to take family relationships for granted, so make sure you show your gratitude and spend time having fun as well as just doing all those everyday things.

Work and community

You spend lots of time with the people you work with, especially if you work on-site each day. Some co-workers you might get really close to, maybe even developing a friendship outside of the office.

Even colleagues you aren’t super close to can still provide support, whether it’s for a specific work task or more generally.

In your community, developing relationships with your neighbours can help you feel safer and contribute to a better atmosphere. Neighbours can also provide practical support, even if it’s as simple as putting your bins away or keeping an eye on your house if you are on holiday.

Yourself

Loving yourself is important. If all else falls away, you can rely on yourself.

Self-care, like good sleep, setting boundaries, and sticking to basic routines, makes you more patient, clearer in your thinking, and less reactive.

And when you feel good about yourself, you have more to give to other people.

Romantic love is often intense and visible. The other kinds are quieter, but they’re still important.

Having a mix of relationships offers you stability and more sources of support, which means when one wanes, another can step up to take the load.

You don’t need to reject Valentine’s Day. Just notice the other forms of love around you. Friends who check in, family and communities who support you and routines that keep you healthy.

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Sales of battery-electric vehicles (EVs) in the European Union exceeded those of standard petrol-only cars for the first time in December 2025, marking a historic milestone in the region’s shift away from internal-combustion engines. The data from the European Automobile Manufacturers’ Association (ACEA) show that registrations of fully electric cars rose sharply while petrol car sales declined.

Read more here.

A former quarry near Hamilton has been transformed into a flourishing arboretum after decades of patient work by its owners. Once a barren, rocky site, it now features tens of thousands of trees from around the world, ponds, walking tracks and outdoor sculptures, and attracts thousands of visitors each year.

Read more here.

More bans on social media for teenagers are coming. The UK is considering a ban, as well as banning phones during the school day, and France has also voted to do so.

Read more here and here.

Swifts in Scotland will have better protection thanks to new legislation requiring all new homes to have “swift bricks” to create safer nesting sites.

Read more here.

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Today, many people’s careers don’t move in a straight line. In reality, they include pauses, plateaus, sideways moves, even shifts into whole new careers, and that’s just fine.

Linear careers are a myth

The standard model assumes steady upward progression with increasing responsibility, more seniority, and better pay.

In practice, that model ignores real life, which throws in things like:

• health or energy fluctuations

• caring responsibilities

• high-pressure periods that need recovery

• work that matters but doesn’t come with promotion

• industries that shift faster than roles

It also assumes your priorities stay the same. They don’t. What made sense at one stage of life may no longer fit later.

Pauses are often practical

If you take a break, there’s usually a good reason. Maybe you are stepping back to recover from illness or mental health issues, or perhaps you need more time to handle life responsibilities. Or maybe you pause because your current role no longer matches what you can realistically give or what you want.

These pauses often prevent bigger problems like burnout, rushed decisions, or leaving the workforce altogether.

Plateaus aren’t problems either

Not every phase of work is about growth. Stability can matter more than progression, particularly when life outside work requires energy.

Plateaus only become an issue if they stop meeting your needs. Pushing for change just because you feel you “should” rarely helps.

Sideways moves sometimes make sense

Lateral moves often get overlooked because they don’t look like progress. In reality, they can:

• reduce pressure

• allow recovery after demanding roles

• broaden skills

• let you shift direction without starting over

Sideways moves are often smarter than forcing upward movement that isn’t sustainable.

Complete changes are no longer seen as negative

Many people these days find new interests, which in turn can lead to new careers. And sometimes, as your circumstances or values change, you might find yourself leaning towards a complete shift. Maybe that’s from corporate to the for-purpose sector, working for a charity or not-for-profit. Maybe it’s from a desk job to an active outdoor career, or maybe it’s a shift into something part-time like local retail when you are done with your full-time career but not quite ready to retire completely.

Those kinds of changes are no longer frowned upon. And by highlighting transferable skills and showing your passion, you can more easily step into a new chapter.

Building a sustainable career

A lot of career stress comes from comparing yourself to others. Faster progression usually comes with trade-offs like longer hours, more stress, and less flexibility. That may suit some stages of life, but not others. It might suit some people but not others.

Pauses, plateaus, lateral moves and total shifts are all normal. The question isn’t whether your career looks linear. It’s whether it fits the life you’re actually living and the path you want to follow.

Have you ever shifted in a non-linear way? Do you have advice for anyone looking to do the same?

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