Latest news with #workplaceWellness
Forbes
09-07-2025
- Business
- Forbes
How To Turn Employee Absences Into Strategic Lever For Retention
Neil is President and COO of TIAG, an innovative technology company providing strategic, transformational commercial and defense solutions. Losing even one team member in a role that requires credentialed, cleared or highly technical expertise often means more than filling a vacancy. It results in losing project momentum and institutional knowledge, disrupting client continuity and increasing pressure on remaining team members. While companies continue to invest heavily in recruitment and employee benefits, one of the most overlooked and effective retention drivers is how they manage planned absences. Cyclical peaks are a reality across industries: sprint completions, proposal deadlines, product launches and compliance audits. These high-demand periods often clash with employees' personal time-off needs, whether for family obligations, long-planned vacations or essential recovery. When coverage plans are shallow or ad hoc, the outcomes are predictable: You miss an opportunity to refresh/reset your mental state and are instead either still working or mentally weighed down by what might not be progressing. These scenarios can erode trust, strain morale and accelerate turnover. A Process Problem, Not A People Problem Almost all organizations face challenges in quickly hiring or backfilling specialized roles, particularly in environments like software development, cybersecurity, healthcare, engineering and government contracting organizations. While leaders often have the best intentions, the fallback is frequently to add critical responsibilities to the plates of high performers. Over time, their exceptional efforts become the new baseline, and their above and beyond becomes expected. This may keep operations running, but ultimately depletes resources and undermines the organization's long-term sustainability. Another option is relying on surge support. However, tight deadlines or insufficient external relationships can make it difficult for contractors to integrate seamlessly without adequate context or continuity. The result is often a disjointed approach that fails to support. To address these challenges, my company developed a model we call Total Quality Process (T2Q), one part of which is evaluating resource allocation across the organization. When working with this model, we've found that it's important to develop a roles and responsibilities matrix that outlines exactly who is accountable, responsible, consulted and informed at every stage of a process. This way, the right people are prepared to step in temporarily, execute with confidence and keep critical initiatives moving. Most importantly, this process naturally creates a culture that focuses less on coverage and more on identifying development opportunities that strengthen internal bench depth. Rather than treating time away as an exception, T2Q proactively plans for absences, viewing them as an opportunity to optimize development, resource alignment and organizational resilience. This enables us to keep moving forward by mapping out responsibilities, ensuring coverage and allowing for skill development. This isn't a one-time initiative. It's a practice you build into operations. The strength of this process lies in three connected practices: • Capability Mapping: Teams regularly document the full scope of their work, including technical proficiencies, platform familiarity, project history, customer relationships, certifications, clearances and cross-functional experience. This creates a dynamic inventory of who knows what, not just who holds which title. • Critical Periods Planning: This goes beyond tracking time-off requests to forecasting operational intensity. Leaders identify periods where deadlines, deliverables or customer commitments are nonnegotiable, whether proposal submission, code deployment, public campaign or software go-live, to proactively coordinate coverage. • Growth Through Coverage: Absence coverage becomes a development opportunity with exposure to higher-level responsibilities. When a higher-level teammate is unavailable, mid-level developers might lead architectural discussions, junior project managers take ownership of timelines and cross-trained marketers might support campaign deployment. These assignments aren't "stretch goals," they're intentional and tied to performance conversations and leadership readiness. When employees know their time away is protected and that stepping in for others is a chance to grow, they stay longer, contribute more meaningfully and help build a culture of sustainable excellence. Transforming Absences From A Disruption Into A Catalyst For Growth This approach is built on a simple premise: Capability should be as visible and actionable as availability to maintain development velocity, service continuity and prevent gaps from becoming urgent. This is especially critical for teams central to growth, compliance, customer delivery or organizational reputation: • Proposal and capture teams manage RFPs, source selection responses and compliance-heavy submissions where accuracy and timing directly impact revenue. • Development and product teams close out sprints, coordinate production pushes and launch features, where delays can stall customer impact or innovation cycles. • Marketing and communications teams drive go-to-market campaigns, product announcements and executive communications where misalignment carries genuine brand and stakeholder risk. • Operations, HR and compliance teams oversee audits, system migrations and policy rollouts that affect enterprise-wide integrity, security and legal standing. How To Address Potential Challenges Although this process is beneficial, it also has some potential pitfalls. One of the main difficulties is the administrative burden. Regularly documenting all team capabilities, including certifications and project histories, can become cumbersome if not handled efficiently. Integrating this process into the fabric of daily individual and team routines is essential so it doesn't become an afterthought or feel like an extra task. Here are some other best practices we've found helpful over the years: • Routine Check-Ins: Schedule quarterly or semiannual reviews and encourage managers to hold regular one-on-ones with their teams to discuss current capabilities and professional growth. • Transparent Communication: While leadership views stepping in to fill gaps as a growth opportunity, employees may not share the same perspective and might resent having to take on extra tasks. Get buy-in, make it clear how it ties to their career growth, and make sure they have the support they need to succeed. Even more vital—recognize and reward these contributions during performance reviews, annual events and any formal recognition programs. • Balanced Workloads: Implement systems to ensure that employees stepping into new roles are given the support they need and that their core responsibilities are manageable. This helps prevent burnout and overwhelm. In today's environment, where complexity is constant and top talent is always in demand, resilience can't be reactive. It has to be intentional. The organizations that understand this and operationalize it will retain their people and outperform, outlast and outpace the competition. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Forbes
05-07-2025
- General
- Forbes
Why People Feel Depressed At Work And What To Do About It
Why People Feel Depressed At Work And What To Do About It I keep hearing the same thing from people in completely different roles and industries. They say they go to work, answer emails, go to meetings, and do what's expected. But underneath all of that, they feel something is off. They say things like, "I feel like I am existing, but I'm not really living." Or, "I used to care more, but now I just want the day to end." They're not necessarily depressed. But they're not fully engaged either. It's like something vital is missing, and they're too tired to go looking for it. You might think this is about quiet quitting or burnout. For some people, it probably is. But there's something else going on. I hear it from people in situations where you'd expect them to be excited, like when they have a new job or a flexible schedule. There's something deeper, and it feels like it's about how people see their place in the world and at work. Many describe it as feeling depressed at work, even when nothing specific has gone wrong. Why Do I Feel Depressed At Work And Blah Even When I Should Feel Fine? Why Do I Feel Depressed At Work And Blah Even When I Should Feel Fine? There's a heaviness that a lot of people seem to be carrying into their workday. You might not even see it because they still hit deadlines and smile on Zoom. But if you ask them if they feel like they're doing meaningful work, they pause. Or they laugh in that way that people do when they don't know how to answer. I think a lot of people are just tired of pretending that things are fine. They're overwhelmed, overstimulated, and at the same time, incredibly bored. Everything seems urgent, but nothing really feels all that important. That kind of emotional contradiction drains people in ways that are hard to measure. Is This A New Kind Of Burnout, Or Something Else Entirely, Making People Depressed At Work? Is This A New Kind Of Burnout, Or Something Else Entirely, Making People Depressed At Work? Burnout used to be about overwork. Now, it's often about emotional disconnection. You can be working fewer hours and still feel burned out if you've lost your sense of purpose. During the pandemic, a lot of people had time to reflect on what mattered. For some, that created positive change. But for others, it created awareness without a path forward. They saw what was missing but didn't know how to fix it. I've had jobs where everything looked great on paper, with perks, promotions, and travel. But I dreaded Mondays. My skills were not well-aligned to my job responsibilities, and I wasn't challenged in a way that felt meaningful. I didn't feel like I could say that out loud without sounding ungrateful. What's Fueling People Feeling Depressed At Work Beneath The Surface? What's Fueling People Feeling Depressed At Work Beneath The Surface? People tell me several things have caused them to feel depressed at work, including the following. Where Do You Go When You're Depressed At Work And Just Drifting Through Your Days? Where Do You Go When You're Depressed At Work And Just Drifting Through Your Days? Where do you start when you feel like you're drifting? That feeling is a signal that something needs attention. It usually means there's a gap between what matters to you and what you're doing. That doesn't mean you need to make drastic changes overnight. But it might be time to ask questions you haven't asked in a while. When was the last time you felt excited about something at work? What small thing could you change this week that would make you feel more alive? It always comes back to curiosity. When people lose it, they start going through the motions. When they find it again, they start asking better questions, having better conversations, and noticing opportunities they didn't see before. Then their energy starts to come back. Technology can be part of the solution. Try asking ChatGPT or another tool to give you new ideas. Ask for projects, hobbies, or fun things to explore. You might be surprised at what you find. How Can Leaders Help People Who Feel Depressed At Work Without Making It Worse? How Can Leaders Help People Who Feel Depressed At Work Without Making It Worse? At work, leaders can start by listening to people, not with a survey, but with real conversations. Don't ask employees how satisfied they are. Ask what they wish they could spend more time doing. Ask what would make them feel like their work matters again. And then listen without interrupting or trying to fix it right away. The best leaders I've interviewed all had one thing in common. They didn't rush to solve everything. They made space for exploration. They knew that when people feel safe to be honest, they become more invested, more creative, and more motivated. If someone on your team is just getting by, don't assume they're disengaged. Ask what they're missing. Ask what they're curious about. That shift in how you lead could change everything. What Does It Take To Get Over Feeling Depressed At Work? What Does It Take To Get Over Feeling Depressed At Work? People want something real, something that connects to their values and gives their work meaning. You don't have to overhaul your entire life to find that again. But you do have to pay attention to what you've been ignoring. If something feels off, it probably is. That awareness might be the very thing that brings you back to life. If you've been feeling depressed at work, you're not alone. You're also not stuck.
Forbes
02-07-2025
- Health
- Forbes
The Ultimate Benefits Package? One That Comes With The Power Of Choice
Soni Basi, Ph.D., is a seasoned CHRO and has established her own consulting agency, POP HR. Let's talk about menopause in the workplace. Not the conversation you expected? In truth, conversations about how to deal with menopause in the workplace are as rare as workplace resources for those experiencing it. But think about the message the absence of such considerations sends to individuals going through menopause. They may worry no one at work will empathize with their experience. Instead, they might choose to hide their symptoms, which can include depression, anxiety, sleep deprivation and cognitive impairment, all of which contribute to burnout. In the process, they likely spend more time and energy at work worrying about how to handle it themselves. If we dig deeper, this conversation isn't really about menopause at all. It's about the critical link between choice, benefits and productivity. A modern company with a large workforce of women may naturally think to offer maternity care benefits, and for good reason. But among that population, there might be some who would be more motivated by fertility or menopausal care. And then again, some employee motivations may be unrelated to healthcare. When companies adapt their offerings to meet the diverse needs of their workforce, they announce to candidates, "I want employees to be able to show up as their whole selves without having to worry about external factors." Through highly personalized benefits, leaders also build higher-performing teams. There's more than one side to healthcare. I once worked at a company that offered mental health benefits, but had few conversations about it. Instead, workloads were heavy. Performance expectations were high. People were burning out, quitting and worse. Unsurprisingly, employee usage of mental health benefits was off the charts, more than any other offering. But it wasn't until leadership noticed that usage and made mental health an intentional part of the conversation that we were able to effectively address our workforce crisis. Benefits are expensive, but higher usage leads to healthier employees and, ultimately, a healthier bottom line for the company. According to McKinsey and the World Economic Forum, "enhanced employee health and well-being could generate up to $11.7 trillion in global economic value." This would require organizations to offer traditional healthcare options, but also nontraditional benefits, like flexible schedules and mental health services. In fact, the best healthcare options won't fit into a one-size-fits-all package. Most respondents in a 2023 CNBC/SurveyMonkey survey wanted fully paid healthcare premiums (51%), much more than those who wanted free food onsite (26%). Look closer, however, and Gen-Z workers felt dramatically different: free food (42%) was just as important as fully paid healthcare premiums (41%), with student loan repayments (34%) right behind them. While their preferences may differ, employees care about benefits. More and more, I see candidates eager to understand a company's benefits before being hired. In 2025, Gallup reported that the percentage of employees who would take another job for better pay and benefits rose from 41% pre-pandemic to 54%. Meanwhile, companies paying attention are already personalizing benefits. In Aon's 2024 U.S. Health Survey, 25% of employers reported plans to "increase flexibility and choice of benefits to better fit personal priorities," and 34% were exploring navigation apps using personal data to connect individuals to relevant options. Once technology companies integrate AI into those platforms, I think highly customized healthcare benefits will become table stakes. Personalized perks align passion and mission. Healthcare benefits are vital, but only a part of the picture. The top two drivers workers cited for accepting a new job in a 2022 Gallup survey were better pay (64%) and better work-life balance (61%). More interestingly, the third biggest factor for nearly six in ten respondents was "the ability to do what I do best." Tapping into that passion requires an understanding of what really excites someone about their work. Then leaders can design organizational perks that speak the language of that individual's particular motivators. It may sound obvious to say that satisfaction is the biggest driver of performance, but for the skeptical, recent research now backs this up (subscription required). Satisfaction comes from how motivated, valued and supported an employee feels day-to-day. Some get this through higher pay. But others crave praise, power, prestige or purpose. Let's say a company offers healthcare and two perks: a spot bonus program and a points program earning products through an online retailer. They may consider this "good enough," but these offerings only cover employees motivated by their pocketbooks. Adding perk options that also tap into other motivators—a new title, more responsibility, a seat alongside leadership or a chance to give back to the community—would be more effective at driving widespread productivity. Choice returns greater value. Companies that spend money on benefits want them to be highly utilized, which is more likely when packages reflect their workforce's needs. Choice is key. To change your current offering to an options approach, first, look externally. See what others are offering and where your competitors have an advantage. Then look internally at your own data around which benefits people are using (and not using), and see how that connects to your population, their ages and their experiences. Finally, ask your people. Finding out what matters to them is the easiest way to understand their individual motivators. Until I ask people which reward they would choose given the choice, I might never learn that some would gladly exchange a week of PTO for a few days of paid volunteer work on company time. Knowing your employees is the best way to discover relevant benefits offerings they will want to use. With choice and personalization, leaders can offer the most competitive rewards. Does this mean highly customized healthcare? Yes. Does it mean additional organizational perks that drive individuals to go above and beyond? Also yes. Just as compensation comes with bonuses and rate changes for merit and equity, perks and benefits can come with flexibility based on how people want to be rewarded. That process of personalization may look different for every company, but those that act first will lead the way. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
CNA
22-06-2025
- Health
- CNA
Menopause in the workplace: Is your company doing enough to support you through this transition?
If you've been struggling with menopause symptoms while at work, you're not alone. A recent study found that, in Singapore, 74 per cent of female employees (aged 45 years and older) experiencing at least two menopause-related symptoms reported that it interfered with their ability to do their job and diminished their quality of life. The results of the study were released in a White Paper by the NUS Bia-Echo Asia Centre for Reproductive Longevity and Equality (ACRLE) at the National University of Singapore's Yong Loo Lin School of Medicine, and HeyVenus Integrated Healthscience, a women's health technology company. It is the first regional White Paper on menopause at work, with more than 1,700 participants from five countries – Japan, Australia, Vietnam, Indonesia and Singapore. The findings, presented in April, reveal the impact that menopause has on women's work and careers in the Asia-Pacific region. In Singapore, 66 per cent of women said that social stigma prevents them from openly discussing menopause symptoms – and seeking support in the workplace. One respondent said: 'I would like to talk about it. At the moment, it is not even acknowledged', while another hoped 'for managers to be understanding and considerate to those experiencing severe symptoms and help with timetable adjustments'. The White Paper also found that, locally, 71 per cent of female employees and 68 per cent of people managers say a menopause-friendly policy would benefit the organisation. However, only 31 per cent of companies have such policies in place. Christina Ang, founder and CEO of HeyVenus Integrated Healthscience, said that when unmanaged, menopause symptoms like fatigue, brain fog and anxiety can undermine performance, confidence and career progression. 'According to our APAC White Paper, over 50 per cent of women in Singapore who report that menopause symptoms affect their quality of life and work are in middle to senior leadership roles,' she told CNA Women. 'Yet most women don't speak up – 63 per cent report productivity loss due to symptoms but few seek support due to stigma or fear of being misunderstood.' This silent strain widens the gender gap in leadership by increasing absenteeism, contributing to talent attrition and disrupting succession planning, she added. In an ageing workforce, this is no longer just a women's issue – it's a structural leadership challenge. A SHIFT IN HEALTH CONVERSATIONS AT WORK In 2019, KK Women's and Children's Hospital (KKH) co-authored a local qualitative study involving perimenopausal women aged between 47 and 54 years, seen at the hospital, with the aim to increase the understanding of the experiences and needs of perimenopausal women with symptoms. 'Some women shared that they received good support from their employers, while others felt constricted by the nature of their work due to the gender bias placed against them,' said Associate Professor Rukshini Puvanendran, head and senior consultant, Family Medicine Service, KKH. 'While women hoped for better support, they did not expect it given the nature of Singapore's busy lifestyle.' Assoc Prof Rukshini, who is also co-director of KK Menopause Centre, said that, with more women in the workplace and rising retirement age, menopause-related health information in the workplace deserves more attention. Audrey Neo, senior partner at Page Executive, which specialises in human resources and consumer executive search, spoke with clients and industry leaders to gather views on the impact of menopause on the workplace. Menopause has long been a taboo subject in many cultures, including Singapore, and is not commonly discussed in the professional setting, she said. It can also be awkward to be singled out that one is going through menopause. 'However, as we move forward from the pandemic, there has been a noticeable shift in how we approach conversations around health and well-being at work,' said Neo. 'Singapore is becoming increasingly progressive in addressing topics once considered off-limits.' She cited the fact that Singapore's median age is rising. In 2000, the median age was around 34 years. In 2023, it was 42.7 years and is expected to hit 53years by 2050. 'Organisations will need to recognise the needs of employees in their forties and fifties, and hormonal shifts will be a health and wellness consideration and starting point,' said Neo. 'In the broader scheme of things, hormonal shifts affect men too, albeit differently, making this a conversation for everyone to empathise and participate in a safe environment. 'Additionally, framed within the broader context of diversity and inclusion, what kind of wellness practices that organisations incorporate to support employees going through hormonal shifts could be a good starting point to raise awareness on this front.' WORKPLACE MENOPAUSE SUPPPORT IS SMART BUSINESS Two women CNA Women spoke to shared how menopause symptoms affected them at work. Juanita Mega, 54, recalled two occasions in her previous job two years ago when she suddenly had heavy menstrual flow while in the office, resulting in her skirt being badly stained. Two of her colleagues saw what had happened and even though they were supportive, Mega felt embarrassed. 'Luckily, I had a shawl to cover up but I had to rush home to change, cancel face-to-face meetings and give an excuse about a family emergency,' she said. Mega also had other perimenopause symptoms – heart palpitations, night sweats and sleepless nights – and often had to rely on caffeine to perk her up in the mornings. Hazleen Ahmad, 53, experienced menopause symptoms such as brain fog, hot flashes and night sweats. It was while going through menopause that she was also diagnosed with attention deficit hyperactivity disorder (ADHD). Hazleen, who is deputy CEO of the Institute of Neurodiversity Global and president/chair of the Institute of Neurodiversity Singapore, said that 'the workplace of tomorrow must recognise that neuro developmental differences like ADHD and menopause aren't just medical issues – they're part of the rich tapestry of human experience'. Some companies in Singapore do offer menopause support. Standard Chartered expanded its medical coverage in 2023 to include treatment for menopause-related symptoms. It also has menopause toolkits, offers counselling support and organises talks for staff. HSBC Singapore also offers coverage for medical consultation and treatment of menopause. At S&P Global, a ratings and financial information provider, employees going through menopause can access an on-demand online education resource, a spokesperson told CNA Women. A Managing Menopause Toolkit is available to all employees and flexible work arrangements are on offer, including adjusted working hours and work-from-home options. There are also colleague-led support communities, to get together virtually or in person to share experiences and advice in a safe and supportive space. Dr Claudine Hyatt, a clinical psychologist and traumatologist, and a partner at mental wellbeing agency Cognitive Approach to Life Management (CALM) International, revealed that companies supporting women through menopause are not only compassionate – it's smart business. 'Midlife women are often at the peak of their professional expertise; failure to support them risks losing key institutional knowledge and leadership potential,' she said. 'Addressing menopause bridges a critical gap in gender-inclusive workplace policy – just as how maternity leave became standard, menopause support is the next frontier in fair workplace design,' she added. Dr Hyatt said that companies that prioritise women's health signal that they are forward-thinking and inclusive. And employees who feel seen and supported are more loyal, engaged and motivated. 'A workplace that supports women through menopause is a workplace that values longevity, equity and wellbeing. It's not just good ethics – it's good economics,' she said.
Forbes
20-06-2025
- Business
- Forbes
How To Design A Workspace That Inspires Creativity And Innovation
Whether your workspace is located in an office building or within your own home, the way you design it can have a direct impact on your everyday performance. From adding personal effects or curated art to investing in higher-quality furniture, even small, simple changes can enhance comfort, promote productivity and boost your morale. Humanizing your office space and making it truly your own not only makes it a more comfortable, welcoming place to work, but may also fuel your creative and innovative instincts. Below, members of Forbes Business Council share their best tips for shaping a space that's truly inspirational rather than simply utilitarian. 1. Include Reminders Of Your 'Why' I fill my space with reminders of my 'why.' These can be flower Legos my kiddo builds for me, photos that spark joy and images that make me feel light, energized and inspired. Other leaders should surround themselves with what connects them to purpose and play. When your space reflects you, creativity naturally follows. - Casey Halbach, Intentional Talent Solutions 2. Incorporate Personal And Professional Growth Reminders Keep reminders of your personal and professional growth present at all times. If you make a tangible product, keep your earliest prototype and every iteration in between. Organize them in a timeline style to show how far your company has come. If you have a personal office, keep little reminders of your earliest wins and the steps you've taken along the way. - Ryan McFarland, Strider Bikes Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify? 3. Reflect Your Energy And Vision My workspace reflects my energy and vision. I keep it clean, intentional and full of purpose with quotes that ground me, music that lifts me and tools that help me think big. Leaders should design a space that reminds them daily that they're here to build, lead and drive impact. Your environment fuels or drains your potential. - Eduardo Fuenmayor, Tensik Industries 4. Choose A Space That Reflects Your Current Work I switch up my workspace depending on what I'm working on. If I need to think deeply, I move somewhere quiet with no screens. If I'm focused on the team or hiring stuff, I'll work where conversations happen more naturally. I've found that matching the space to the type of work makes a big difference. It clears my head and helps ideas land quicker. - Zain Jaffer, Zain Ventures 5. Show What's Possible We keep our workspace visual by having whiteboards filled with ideas, quotes and income stream maps. Seeing the vision daily fuels creative momentum. Other leaders can design a space that reflects their mission. If your environment shows what's possible, your team also will believe it. - Michael Lanctot, YoungNRetired 6. Invest In A Comfortable Chair And A Fast Laptop I learned early in my career that focused creativity requires two main things: a seat so comfortable that you forget about it and a computer that operates at the speed of you. Good chairs and fast computers are something every company should invest in for its leaders. Together, these two critical basics can make every distraction fade into the background while you do your best work. - Cameron Deemer, DrFirst 7. Position Your Desk Toward A Window I position my desk to face away from digital screens and toward a window with natural light and changing views. This setup forces regular visual breaks that allow my brain to 'flow' while processing complex problems. As all teams in my companies work remotely, I advise my colleagues to do the same. - Nikola Minkov, Serpact 8. Think About Comfort Always design a space that feels warm, luxurious or homelike, because comfort sparks confidence and creativity. Natural light, elegant details and calming tones inspire both clients and staff. Leaders should create environments that reflect their brand energy and make people feel safe to express themselves and innovate. - Roxana Diaconu, ROXANA AESTHETICS CLINIC 9. Tap Into Your Personal Feng Shui I tap into my personal Feng Shui to orient my desk toward my most supportive direction and balance energies on each side—for example, left (dragon) for motion and right (tiger) for calm. I incorporate elements like wood, metal and water to enhance clarity and flow. Leaders can spark creativity by aligning their workspace with their energy and using the five elements for harmony. - Irina Logman, Advanced Holistic Center 10. Incorporate Natural Elements There's something about natural elements. Whether it's watching leaves move in the breeze or simply having living greenery nearby, nature always seems to unlock different thinking patterns for me. The quiet presence of nature offers a counterbalance to digital intensity. - Laurent Valosek, Peak Leadership Institute 11. Gather Emotional And Sensory-Rich Objects I surround my workspace with objects rich in emotional and sensory meaning, like vintage perfume bottles, burning incense and fresh flowers. They serve as quiet muses. For other leaders, I recommend curating a space that tells your story. When your environment reflects your soul, creativity flows naturally. - Sudhir Gupta, The Facticerie 12. Hang Representative Art I use art that represents who I am or who I think I might be to inspire me to stay creative. I have dozens of framed pieces that are visible on video calls. They also make for great icebreakers with new colleagues and clients looking in. - James Felton Keith, InclusionScore 13. Don't Be Afraid To Go Bold Ditch the beige. My space is filled with bold female visuals from around the world, turquoise wallpaper, evergreen drapes and a Spanish silver armoire. Creativity doesn't live in clutter or cubicles—it lives in spaces that feel like possibility. Design for energy, and build for vision. Make your space reflect the future you're building, not the job you left. Never apologize for having taste or courage. - Aleesha Webb, Pioneer Bank 14. Make Room For A Personal Passion My home office doubles as a music studio with keyboards, guitars and electronic drums. When I need a reset, diving into a quick jam session helps immeasurably! In particular, the drums are a great way to mentally shift gears. A workspace that includes a personal passion—be it music, art or something else tactile—can create a powerful outlet for creative thinking and emotional clarity. - Luke Lombe, Faculty Group 15. Designate Distinct Areas For Specific Functions Design your workspace with distinct areas for focus, collaboration and recharging. A creativity zone—with whiteboards, flexible seating and natural light—encourages brainstorming and fresh thinking. Leaders can replicate this by integrating inspiring visuals and adaptable setups to support different workflows and boost innovation. - Rohan Sharma, 16. Remove Distractions Clear your space of distractions first, removing clutter and phones. Then, guard your time. Block creative sessions on your calendar, set a timer and stick to it. Creativity isn't just about space; it's about focus. Leaders can foster this by modeling discipline and making room for deep thinking. - Jon Osterburg, Jitasa 17. Keep It Clean Include elements that stimulate focus and imagination, like a clutter-free, organized space with plenty of natural light. When the space is clean, disinfected and well-organized, it helps clear mental distractions, making it easier for employees to focus and think creatively. A clean environment sets the tone for fresh ideas, sharper problem-solving and more inspired work. - Adam Povlitz, Anago Cleaning Systems 18. Tidy Up At The End Of The Day Overwhelm is the enemy of action. When your workspace is a mess, it's impossible to think clearly or creatively. By tidying up your desk at the end of the day, you ensure you're set up for success the next morning while mitigating overwhelm. - Erin Stafford, Stafford Company 19. Spark Your Curiosity And Bold Thinking I surround my workspace with books, art and objects that reflect curiosity and bold thinking. This keeps my mind engaged and open to new ideas. Leaders can create similar spaces by blending personal inspiration with tools for focus. Think open layouts, creative prompts and areas that encourage reflection and collaboration. - Asaad Hakeem, SARC MedIQ Inc. 20. Reflect Your Unique Goals And Mindset I believe it's not the space that inspires the person, but the person who inspires the space. I keep my workspace simple, clean and filled with purpose. It's not about design; it's about focus and energy. Leaders can do the same by creating a space that reflects their goals and mindset, as that's where true creativity begins. - Jekaterina Beljankova, WALLACE s.r.o
