3D Life at work
Workplace wellbeing gets bought because something has to be seen to be done, and it fails for a reason that has nothing to do with effort: it tells people that they should manage stress without ever telling them what stress is doing or why their brain keeps choosing it.
None of that is a criticism of what you already have. Policy, EAP and risk assessment cover the regulatory side, and they should. The question underneath is the one they were never designed to answer: does this fit this business, this manager, this person doing this job?
We do the second half. Talks, workshops and one-to-one support for organisations that would rather prevent the sick note than process it.
Two million years of evolution, condensed and applied to a Tuesday afternoon. Why the brain responds to a full inbox the way it once responded to something in the undergrowth, and the small number of things that reliably turn the volume down.
The talk, then the practical half. What negative thinking is for, why the brain defaults to it under load, and how to interrupt it in the moment rather than at the end of the week.
A single subject, properly. Standalone, or added to the workshop.
Ninety minutes a week for six weeks, in a small group. Managers carry other people’s stress as well as their own, and they are usually the last to be given anything for it. So it covers both halves — their own wellbeing, and the wellbeing of the people who report to them. Motivation as much as stress, because the two move together. Each week reviews what actually happened since the last one. It is coaching, not training: the content follows the group.
Individual sessions for employees who need more than a group setting can give. Confidential, separate from the employer, and never reported back beyond attendance.
We are careful about this, because the industry is not. We will not promise you a percentage reduction in absence — and absence is only half of it anyway. The costlier half is usually presenteeism: people who are in, at their desks, and working at a fraction of themselves.
What we can say honestly is what these sessions change: people understand what is happening to them, they stop treating it as a personal failing, and they get a variety of things they can actually do. It also gives a team a common language for it — one everybody in the room understands — so they talk about it more openly afterwards. Often the most valuable outcome, and the hardest to put on a slide.
If you want measurement, we will help you set a simple before-and-after on whatever you already collect. We’d rather do that than quote somebody else’s statistics at you.
It also lands as something given rather than something announced. When pay rises are tight, this is one of the few things a business can add that staff genuinely feel.
The workplace arm is in from day one; that was settled in review. What is still open is the detail — the durations and formats on this page are carried across from what is already published rather than agreed, and no pricing appears anywhere until it is set.
booking
The size of the group, the setting, and what prompted it — that last one matters most. We’ll come back with what we’d actually recommend, which is sometimes less than you asked for.
