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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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.

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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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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.

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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.

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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.

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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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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.

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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.

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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.

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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.

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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.

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

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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.

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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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The benefits of hybrid working for employees

• Better use of energy
  Different tasks suit different environments. Office time often works best for collaboration, discussion, and decision-making. Non-office time can support focused, uninterrupted work.

• Less wasted time
  Fewer commutes mean fewer dead hours at the start and end of the day. You don’t have to fill that with work, although you can if you feel productive. But it also reduces stress and gives you more time to relax.

• Flexibility for real life
  Hybrid arrangements can make it easier to manage caring responsibilities, health needs, appointments, or everyday logistics without constantly taking leave.

• Trust and autonomy
  Being trusted to manage where you work can increase motivation and engagement, particularly for experienced staff who are clear on expectations and outcomes.

The benefits of hybrid working for employers

• Retention and recruitment
  Flexibility is now a baseline expectation for many workers. Hybrid options help retain staff and widen the pool of people who can realistically take on a role.

• More intentional use of office space
  Offices become places for collaboration and connection rather than default work locations. This often leads to better use of space and, in some cases, lower costs.

• Less presenteeism
  Hybrid working can shift focus from visibility to outputs. Done well, this leads to clearer expectations and fairer performance assessment.

• Greater resilience
  Teams that can work effectively across locations are often better equipped to handle disruption, change, or growth.

The drawbacks of hybrid working for employees

• Blurred boundaries
  Flexibility can quietly turn into extended availability. Without clear limits, work can creep into home life and make switching off harder.

• Heavier communication load
  Working remotely can lead to more meetings, messages, and documentation requirements.

• Reduced visibility
  Employees who are in the office less may worry — sometimes with good reason — about being overlooked for opportunities or progression.

• Harder learning curves
  New or junior staff can miss out on informal learning, quick questions, and observation unless these are deliberately built in.

The drawbacks of hybrid working for employers

• Inequity between roles
  Not all jobs can be done remotely. If flexibility is uneven or poorly explained, resentment can build quickly.

• Proximity bias
  Managers may unconsciously favour those they see more often. This requires active effort to counteract.

• Coordination overhead
  Scheduling collaboration and decision-making takes more planning in hybrid environments.

• The risk of half-measures
  Mandatory office days with no clear purpose or policies that exist only on paper often leave everyone frustrated.

Is hybrid right for your role?

Before raising the topic with your employer, it’s worth doing a brief reality check.

Which parts of your work require sustained focus, and which benefit from collaboration? How often do you genuinely need to be physically present to do your job well? How are your outcomes measured? When has being in the office added real value, and when has it mostly added noise?

How to approach your employer about hybrid working

Before the conversation, consider your organisation’s culture and any existing policies. Be specific about what you’re asking for — particular days, a level of flexibility, or a trial period — rather than a vague request for “hybrid”.

During the conversation, focus on outcomes rather than convenience. Explain how the arrangement would support your work and your team. Acknowledge constraints and offer solutions. Suggesting a time-limited trial with a review point often lands better than asking for a permanent change upfront.

It also helps to show you’ve thought through the practicalities like communication, availability, handovers, and accountability.

How to make hybrid work as an organisation

Hybrid working succeeds when responsibility doesn’t sit solely with individual employees.

Organisations need clear, explicit expectations around availability, communication, and performance. Office days should have a purpose rather than existing just because you think they should.

Managers need support and guidance to manage hybrid teams well, particularly around avoiding proximity bias and supporting learning. Junior staff and new hires often need more structured check-ins and clearer pathways to informal learning.

Hybrid arrangements should also be reviewed regularly. What works for one team, or at one stage of growth, may not work forever.

Hybrid working isn’t about making work nicer. It’s about making it workable.

It helps in some roles and not in others. What matters is being clear about when it’s useful, when it isn’t, and what people are actually expected to do.

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At this time of year, your attention span might be a bit uneven, routines aren’t quite back in place and you might be finding it takes you a bit longer to do normal tasks.

That’s normal.

A few practical choices early on can make the early period of back to work easier, and set you up for a good year.

1. Don’t restart everything at once

The instinct is to pick up every project, meeting and responsibility where you left off before Christmas.

But you might not need to. Instead list what genuinely needs attention in the next couple of weeks and focus on that.

If something can wait until February without real consequences, let it. Spreading yourself too thin early is what creates the feeling of being behind before the year has properly started.

2. Limit how quickly your calendar fills

January calendars tend to get busy. Before saying yes to commitments see if you can:

• combine meetings where possible

• shorten them

• make them different — try a walking meeting or a lunch meeting

• push non-essential ones out a few weeks

3. Start with contained work

Early in the year is a good time for work that has clear edges: tasks you can start and finish without too many dependencies.

Leave the messier, more ambiguous projects until you’ve got some rhythm back.

4. Assume your energy is lower than usual

Most planning assumes ideal energy. January rarely offers that.

Work as if your capacity is slightly reduced:

• fewer big decisions per day

• more space between demanding tasks

• less stacking of meetings

If you end up with more energy than expected, that’s a bonus. Planning for less tends to work better than constantly compensating for too much.

5. Pick one thing to make workdays easier

Skip the full reset. Choose one practical adjustment that reduces daily friction.

For example:

• clearer start and finish times

• turning off one notification channel

• batching email or admin

• giving yourself a treat, like a Monday morning coffee run

If you start a little slower, limit what you take on, and plan around the energy you actually have, you’re less likely to hit that familiar wall a few months in.

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That can cause a sense of panic and a feeling that you need to set New Year’s resolutions and then overhaul every part of your life. And then, instead of being useful, the plan just becomes another thing to keep up with, or quietly fail at.

In reality, you don’t need an intricate system or a colour-coded life blueprint to have a good year. In fact, for many people, the more detailed the plan, the faster it becomes overwhelming. A gentler reset can be far more effective. Plan just enough to give yourself some direction, without trying to account for every possible version of the year ahead.

Focus on the things that matter

Rather than trying to map out everything, it’s often more useful to focus on a smaller set of questions:

• What matters most to me this year?

• What do I realistically have capacity for?

• What do I want to protect — time, energy, health, relationships?

If you didn’t do it in December, then doing a quick review of last year now can help you answer the questions above. Look at what went right, what didn’t go so well and what you found draining and energising.

Take a simple view of the year

If you want something concrete, a one-page overview is usually enough.

Take a year planner and mark your known commitments and non-negotiables. Block out busy work periods, travel, family events, and admin like dental or hair appointments.

This helps you get life admin that often gets forgotten, or fun (but important) stuff like a holiday booked in early, so they don’t get lost in the mix and forgotten when things get busy.

Once you have those building blocks in place, look for patterns. Where does the year get busy? Where do you have more space? This helps to see the shape of your year so you know when you might need to protect your energy levels and when you might be able to schedule some extra things.

Fewer priorities give you more flexibility

Often, at the start of the new year, you want to do a complete overhaul. Career, health, finances, relationships, personal growth — all neatly covered.

In reality, most people can only meaningfully focus on a small number of things at once.

Choosing just one or two priorities, an overarching theme or a word for the year guides you without overwhelming and without tying you to too many specifics.

Leaving space on purpose

Detailed plans tend to assume your energy will stay consistent — that you’ll show up the same way in March as you do in January.

One of the more overlooked planning skills is knowing when to stop.

Not every gap needs filling. Not every week needs to be productive. Leaving some space in the year makes it easier to respond when energy dips or circumstances change.

A small amount of structure, some awareness of your limits, and a bit of space left open will usually take you further than an overly detailed plan ever does.

How do you plan your year? In great detail or just a light overview with room to breathe? Have you changed your planning style over time?

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