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

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

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

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

Start an “Evidence of Awesomeness” file

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

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

That could include:

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

• Positive feedback on a piece of work.

• A project you completed.

• A problem you solved.

• A difficult conversation that went better than expected.

• Something new you learnt and how you did it.

• A presentation you were nervous about giving.

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

• Something that took persistence, courage or commitment.

Why it’s worth doing

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

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

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

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

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

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

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

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

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

Read more here.

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

But culture fit is only part of the picture.

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

What is culture add?

Culture add isn’t about replacing culture fit.

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

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

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

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

For employers

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

Are there skills you’re missing?

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

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

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

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

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

Onboarding and beyond

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

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

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

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

For jobseekers

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

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

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

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

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

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

Every new employee changes a workplace in some way.

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

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

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

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

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

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

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

A different way to measure progress

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

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

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

• What responsibilities do people trust me with today?

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

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

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

There’s no single way to build a career

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

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

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

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

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

The same is true in many parts of life.

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

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

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

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

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

⭐️ What ground are you preparing?

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

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

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

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

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

Read more here.

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

Why reflect?

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

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

Looking back

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

Take a few minutes to reflect on questions such as:

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

• What has gone better than expected?

• What has been more challenging than expected?

• What have you learned about yourself?

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

Then think about some specific areas.

Your work and career

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

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

Consider:

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

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

• What have you enjoyed the least?

• Have your career goals or priorities changed?

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

Purpose and contribution

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

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

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

Reflect on questions such as:

• How have you helped someone else this year?

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

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

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

What needs to change?

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

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

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

A simple exercise is to write down:

• One thing you’ll continue doing.

• One thing you’ll start doing.

• One thing you’ll stop doing.

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

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

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So what makes the difference?

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

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

It starts with expectations

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

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

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

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

The first few weeks matter more than we think

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

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

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

People often stay because of the people

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

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

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

Volunteers need to see their impact

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

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

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

Growth matters for volunteers too

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

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

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

Appreciation goes a long way

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

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

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

Not every volunteer departure is a problem

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

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

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

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

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

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

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

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

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

Why is volunteering important…

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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.

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.

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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.

Read more here.

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.

Read more here.

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.

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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