Purpose-Driven Workspaces

Can we use #LCA to measure a product system's impact on #biodiversity ❓ The answer is yes❗ - How reliable are these calculations? Well, that is up for discussion. The impact on biodiversity should always be measured in situ by surveying the species richness of and ecosystem and in combination with other techniques usually including local communities' knowledge. - Why do I think so? Because ecosystems are essentially unique everywhere we look, the impact of a substance emission or material extraction from nature (elementary flows) varies from region to region. It is different to perform a given activity in an urban area than in a rainforest. However, in the last decade, new Life Cycle Impact Assessment methods have been developed to account for regional differences in the impact on biodiversity. They typically focus on assessing the impacts of #landuse and land-use change, as these are among the most significant drivers of biodiversity loss. They may quantify impacts in terms of potentially disappeared fractions of species (PDF) over a certain area and time (usually m2/year) or use other metrics to estimate the change in species richness or ecosystem quality. Some of the methods that include approaches to assess biodiversity impacts are: ➖ ReCiPe: a comprehensive LCIA method that includes a model for assessing land use impacts on biodiversity through the PDF metric. It aims to quantify species loss over a certain area and time due to land use. ➖ IMPACT World+Endpoint: This method includes an attempt to integrate biodiversity impacts through several impact categories such as the PDF from freshwater acidification, damage to ecosystem quality from changes in the soil pH, marine acidification, ecotoxicity, land transformation and occupation, water pollution, and water availability. It is one of the most complete. ➖ USEtox: focused on toxicological impacts, includes considerations for ecotoxicity, which indirectly affects biodiversity by assessing the potential toxic impacts on aquatic and terrestrial species. ➖ Land use biodiversity (Chaudhary et al., 2015): recommended by the UNEP-SETAC Life Cycle Initiative: "The indicator represents regional species loss taking into account the effect of land occupation displacing entirely or reducing the species that would otherwise exist on that land, the relative abundance of those species within the ecoregion, and the overall global threat level for the affected species." I love this method because includes regional factors. ➖ Global Biodiversity Score (GBS): not a traditional LCIA method, GBS is a tool developed to help companies assess their impact on biodiversity. Using a common metric, it translates pressures from organizational activities into impacts on biodiversity. We need to think way beyond #carbonfootprint to aim for a #sustainable world. Biodiversity loss is that issue that although highly interlinked with #climatechange, is the actual major environmental issue we face.

Your CFO wants to know the return on your software development budget? Here are 5 metrics that actually matter in the boardroom - and they're not story points. As a CTO, I've found these key metrics create a meaningful fitness function for your development organization: 1. Business Value per Feature: Don't just ship features - measure their impact. That new checkout process? Track how it changes conversion rates and order values. 2. Lead Time from Idea to Impact: Understand your value stream. Sometimes a 30-minute deployment is stuck behind weeks of stakeholder meetings. 3. Throughput and its composition: Monitor the balance between new features, maintenance, and bug fixes. When maintenance exceeds 25%, it's time to invest. 4. Quality Signals: Track customer experience, operational efficiency, and technical health. These are your early warning system. 5. Team Health: Happy teams deliver better results. Regular pulse checks predict delivery performance weeks before metrics show issues. But never compare teams through these metrics. Each team operates in a unique context with different challenges. Instead, help each team understand and improve their own trends. Metrics should drive improvement, not punishment. Use them as a compass, not a hammer. What metrics do you use to measure development success?

𝐓𝐡𝐢𝐧𝐤 𝐚𝐛𝐨𝐮𝐭 𝐭𝐡𝐢𝐬 𝐭𝐡𝐞 𝐧𝐞𝐱𝐭 𝐭𝐢𝐦𝐞 𝐲𝐨𝐮 𝐯𝐢𝐬𝐢𝐭 𝐚 𝐝𝐨𝐜𝐭𝐨𝐫’𝐬 𝐨𝐟𝐟𝐢𝐜𝐞 𝐨𝐫 𝐭𝐡𝐞 𝐡𝐨𝐬𝐩𝐢𝐭𝐚𝐥. A new study published in the Journal of Occupational and Environmental Medicine (JOEM) (January 2026) takes a hard look at mental health service needs, utilization, and barriers among health system faculty and staff and the findings should prompt every health system leader to act. Researchers surveyed 2,421 faculty and staff at a large New York City health care system. Nearly two-thirds reported a perceived need for mental health services over the past year. Yet among those who recognized that need but did not seek care, the most cited barrier was simply not having time to look for a provider, reported by over 60% of respondents. Privacy concerns were the second most common barrier, with faculty significantly more likely than staff to flag this issue (33.9% vs. 10.4%). In a profession built on helping others, the fear of being seen seeking help remains a powerful deterrent. The study also uncovered meaningful disparities. Individuals identifying as Asian, Black, or Hispanic were less likely than White colleagues to perceive a need for mental health services, a pattern the authors attribute to differences in how mental health symptoms are recognized across racial and ethnic groups, as well as historical mistrust of mental health systems. Women reported higher odds of both perceiving a need and utilizing services, likely shaped by emotional labor demands inherent in caregiving roles. Workplace factors mattered, too. Staff who reported experiences with verbal abuse or worked in environments that did not prioritize racial equity and diversity had greater odds of perceiving unmet mental health needs. So what needs to change? The authors call on health care leaders and hospital administrators to: widely promote available mental health services, extend access to non-traditional hours, educate faculty and staff about their rights to confidentiality, and provide culturally sensitive care that reflects the diverse experiences of the workforce. Mental health support for health care workers is not a perk; it is a necessity. This research makes the case that systems must do more to meet their people where they are. Accessing mental health is challenging for everyone. There aren’t enough psychologists and psychiatrists, and many don’t take the insurance card you have in your wallet. Johns Hopkins Medicine offers quick access to mental health services for our faculty and clinicians. It’s a unique benefit that I realize most organizations can’t offer. However, be creative and find other solutions. The wave of mental health problems isn’t going away anytime soon. #healthcare #mentalhealth #EmployeeBenefits

Mental Health First Aid 101: What You Need to Know Have you ever noticed a colleague at work go from outspoken to increasingly withdrawn, missing deadlines, and avoiding conversations? You notice, but you’re unsure how to help. Or has a friend shared that they’re feeling hopeless, and you struggle to find the right words. Situations like these are more common than we think. The Mental Health First Aid (MHFA) is a framework designed to empower anyone to provide initial support to someone experiencing a mental health challenge or crisis. Here are some actionable steps from Mental Health First Aid that can help you make a real difference in such situations: 📌Recognize the signs: Be alert to changes in behavior, mood, or appearance. Common signs include withdrawal, persistent sadness, difficulty concentrating, irritability, or excessive worry. 📌 Approach and listen: If you notice someone struggling, approach them in a private and non-judgmental way. Use open-ended questions like, “I’ve noticed you seem different lately. Would you like to talk about it?” 📌 Offer support without judgment: Listening is powerful. Avoid interrupting or offering unsolicited advice. Instead, acknowledge their feelings with statements like, “That sounds really difficult. I’m here for you.” 📌 Encourage professional help: Mental health first aid doesn't mean solving the problem but guiding the person to appropriate resources. This could mean suggesting they speak with a counselor, a trusted doctor, or calling a crisis hotline. 📌 Provide resources and follow Up: Share helpful resources, like local mental health services or online platforms. Check back with the person after your initial conversation to show ongoing support. Mental health challenges are becoming increasingly common, equipping ourselves with these skills is essential. MHFA training is a great way to learn and practice these techniques. What would your workplace or community look like if everyone had the tools to respond to mental health challenges with confidence and compassion?

Young adults (18–25) are getting hit hardest by mental health challenges and they’re also the least likely to use “traditional” care. A review in BMJ (17 peer‑reviewed studies across 6 databases) found that peer support is consistently associated with better mental health outcomes for young adults. It showed: -Increases in happiness, self‑esteem, coping, and well‑being -Reductions in depression, anxiety, loneliness, and distress -Benefits across groups including university students, non‑students, and ethnic/sexual minorities -Positive effects in both 1:1 and group formats It also showed that the supporters can benefit too (belonging, reduced avoidance coping, improved well‑being) The authors also highlight that peer support has lower barriers than traditional services, less stigma, more relatability, easier access, especially when counseling waitlists and “I don’t have time / I’m embarrassed / I’ll handle it” are the norm. But the paper is clear on what determines whether peer support scales safely: -Training matters -Delivery method matters I believe the future of mental health care isn’t peer support or clinical care. It’s blended care. -Peer support to lower the barrier, build trust, and create an on‑ramp -Clinical care to handle complexity, risk, diagnosis, and treatment -A coordinated system where the right level of support is available fast—without forcing someone to “earn” help by getting worse first Onrise is a blended peer + clinical model at scale built for those in high-pressure who need privacy, speed, and someone who gets their world.

20% of adults live with chronic mental illness. That's 1 in 5 of your employees dealing with conditions like depression, anxiety, or bipolar disorder. And most of our workplace mental health initiatives? They're built for crisis management, not long-term support. I just read new research from Emily Rosado-Solomon and Sherry M.B. Thatcher that challenges how we think about supporting these employees. The key insight? The coping strategies people develop during their GOOD days determine how well they navigate their hard days. What does this mean for leaders? It's not about teaching people how to "manage" their conditions. Most employees with chronic mental illness already know what they need. It's about removing the barriers that keep them from accessing it. Three practical shifts: Invest in authentic relationships. Create space for genuine workplace connections to develop. Design offices with both communal AND private spaces. Model that it's okay to talk about hobbies and life outside work. Don't force team bonding—make room for it. Strong relationships with coworkers who understand your specific work context become lifelines during difficult moments. Real flexibility matters. Not "you can work from home on Fridays" flexibility. I'm talking about the kind that lets someone attend therapy on a Tuesday at 2pm without guilt or explanation. Benefits that actually work. Robust mental health coverage isn't a perk—it's essential. Include access to diverse providers who reflect different cultural backgrounds and therapeutic approaches. This isn't just good DEI practice. It's good business. Employees with chronic mental illness bring extraordinary value to organizations. But only when we stop treating mental health support as a checkbox and start building systems that work for people's actual lives. The question isn't whether you have an EAP. It's whether you're providing the kind of ongoing support that makes crises few and far between. #DEI #MentalHealthAtWork #InclusiveLeadership #WorkplaceWellness #HRLeadership https://lnkd.in/gzn_AmxV

📈 Unlocking the True Impact of L&D: Beyond Engagement Metrics 🚀 I am honored to once again be asked by the LinkedIn Talent Blog to weigh in on this important question. To truly measure the impact of learning and development (L&D), we need to go beyond traditional engagement metrics and look at tangible business outcomes. 🌟 Internal Mobility: Track how many employees advance to new roles or get promoted after participating in L&D programs. This shows that our initiatives are effectively preparing talent for future leadership. 📚 Upskilling in Action: Evaluate performance reviews, project outcomes, and the speed at which employees integrate their new knowledge into their work. Practical application is a strong indicator of training’s effectiveness. 🔄 Retention Rates: Compare retention between employees who engage in L&D and those who don’t. A higher retention rate among L&D participants suggests our programs are enhancing job satisfaction and loyalty. 💼 Business Performance: Link L&D to specific business performance indicators like sales growth, customer satisfaction, and innovation rates. Demonstrating a connection between employee development and these outcomes shows the direct value L&D brings to the organization. By focusing on these metrics, we can provide a comprehensive view of how L&D drives business success beyond just engagement. 🌟 🔗 Link to the blog along with insights from other incredible L&D thought leaders (list of thought leaders below): https://lnkd.in/efne_USa What other innovative ways have you found effective in measuring the impact of L&D in your organization? Share your thoughts below! 👇 Laura Hilgers Naphtali Bryant, M.A. Lori Niles-Hofmann Terri Horton, EdD, MBA, MA, SHRM-CP, PHR Christopher Lind

90% of VP and C-suite leaders are measuring the wrong things. And then wonder why their impact has stalled. They track revenue, headcount, and deliverables. You cannot manage what you do not measure. And most senior leaders are measuring effort, not impact. These 18 KPIs change that: 🎭 TEAM PERFORMANCE ↳ Team Output vs. Capacity Ratio shows at what point your team will burn out ↳ Delegation Rate tracks how much you are doing the work yourself ↳ Direct Report Development Rate measures whether the people you lead are growing 🗣️ COMMUNICATION EFFECTIVENESS ↳ Message Clarity Score reveals whether how successful your communication is ↳ Meeting-to-Decision Ratio tracks how often your meetings produce clear next steps ↳ Upward Communication Frequency measures how often problems are brought your way 🤔 DECISION MAKING ↳ Decision Turnaround Time shows how quickly your team can move without a sign-off ↳ Reversals and Escalations Rate flags how often decisions made without you go wrong ↳ Strategic vs. Reactive Decision Split tracks how you spend your thinking time 💪 INFLUENCE & STAKEHOLDER IMPACT ↳ Stakeholder Alignment Score measures whether the people around you are consistently bought in ↳ Sponsorship and Advocacy Rate tracks how often senior leaders are championing your work ↳ Cross-Functional Initiative Success Rate shows how your influence spreads 🤝 TEAM CULTURE & RETENTION ↳ Voluntary Turnover Rate in your team reflects whether you have built a safe environment ↳ Psychological Safety Index shows whether your team speaks up or stays quiet ↳ Accountability Follow-Through Rate measures whether commitments are kept 🙋♀️ PERSONAL LEADERSHIP PERFORMANCE ↳ Focus-to-Noise Ratio tracks how much time you spend on high-leverage leadership  ↳ Energy and Capacity Trend reveals whether your leadership is sustainable ↳ Impact per Hour shows whether your results are growing in proportion to the hours you put in The goal is not to track everything. The goal is to track the right things consistently. Most senior leaders are measuring effort. These 18 KPIs measure what moves leadership forward. How do you measure your impact as a leader? Drop it in the comments. Save this cheat sheet and review it in your next leadership planning session. Every weekday, I publish a short leadership video inside The 5-Minute Leader newsletter, Where I coach you through real leadership situations, and challenges, using essential frameworks. Subscribe here: https://lnkd.in/ezCguzc7 ♻️ Repost this for a senior leader who is ready to lead by the right numbers. And follow me, Cicely Simpson, for leadership content built for the level you are operating at.

The updated Framework for Mentally Healthy Workplaces model presents a comprehensive overview of strategies designed to enhance mental wellbeing, minimise harm, and facilitate recovery. Creating a workplace that prioritises #mentalhealth goes beyond just addressing issues as they arise - it’s about a taking a proactive, integrated approach. The integrated model underpins all the work we do at FlourishDx. It involves considering workplace mental health as a population health issue and having systems to Protect, Respond and Promote. 🛡️ Protect: The Protect pillar focuses on identifying psychosocial hazards and managing their risks before they lead to harm. By embedding systems and policies that target potential hazards - such as work overload, poor communication, or inadequate support - organisations can create a safer environment for employees. Key strategies include enhancing job control, improving organisational communication, and building strong social support systems. 🩺 Respond: When psychosocial risks do materialize, having a robust Response system is crucial. This involves clear procedures for managing incidents, supporting affected employees, and ensuring a quick recovery. Effective response strategies often include providing access to Employee Assistance Programs (EAPs), investigating complaints, applying bullying and harassment policies, and directing to professional support to those experiencing mental ill-health. 🌱 Promote: Going beyond prevention and response, the Promote pillar is about fostering an environment that actively enhances employee wellbeing. This could involve considering job design to increase autonomy and satisfaction, promoting flexible work arrangements, and offering mental wellbeing programs to build self-care skills and habits. By integrating these three elements - Protect, Respond, and Promote - organisations can create a sustainable workforce that not only manages risks but flourishes in a supportive, mentally healthy environment. Check out the full open-access article here: https://lnkd.in/g_R_Wa9E #psychosocialriskmanagement #psychhealthandsafety #iso45003 #workplacementalhealth