Our counselling services are conducted in an inclusive and non-judgemental space utilising the specialisations of our counsellors, psychologists, and social workers to the very best advantage. Our LGBTQIA+ Support Line is answered by trained and supportive consultants. We will be using pronouns to identify ourselves and we’ll be asking our clients how they would like to be addressed. We go a step further as Newport & Wildman will also provide ACON’s Pride in Health + Wellbeing Program training and support for all of our people, to ensure that communications, policy, documents and procedures are in line with best practice.

Those calling the Support Line will be offered counsellors that we have verified as being trained and/or have experience working with the LGBTQIA+ community, not only for issues related to gender and sexuality but also a broad understanding of the barriers, obstacles and generally different issues that LGBTQIA+ community experiences. Please feel free to make specific requests in order for us to find the most suitable counsellor. Our Customer Services Consultants will work hard to use culturally appropriate language and we welcome feedback to continually learn and improve our service.

We want people to feel they can be who they are and feel they belong.

Call the LGBTQIA+ Support Line on 1300 349 950

It’s another NAIDOC week celebration. The theme for this year – 2022 is as depicted in the above poster. It is a fitting theme as it encourages everyone that believes in what NAIDOC stands for to embrace just that, to GET UP! STAND UP! AND SHOW UP! on all that we have decided to achieve for our people and our communities. The fact is we cannot afford to rely on others to bring about much needed changes we so desire. Any desired achievements lie squarely on our shoulders, both old, and young emerging leaders of our Indigenous and Torres Strait Islander people. As the theme calls us to do, Let us all - Get Up, Stand Up and Show Up where and when it matters most.

Now is the time to consult with Aboriginal and Torres Strait Islander leaders, organisations and community on the services and resources that best meet the needs of our people.

The tides are slowly moving and as the slogan says, we must be prepared to Get UP! Stand Up, and Show Up for without a united front we will remain standing where we find ourselves today.

 Lydia Gah, Holistic Counsellor and Coach

Traumatic events disrupt lives physically and psychologically, creating intense emotional distress for individuals, families and whole communities. Organisations play a vital and valuable role in assisting and supporting their employees and their families in the immediate aftermath and in the days, weeks and months following tragic events.

The immediate focus is to ensure that everyone is safe. At this present time, particularly with intense media coverage and access to information on the internet, it’s important to acknowledge that this is a heightened state of emotion for everyone involved. It’s important to be aware that everyone will respond differently and everyone’s needs will be different, initially and over time. Being prepared to provide initial and long term support for people will enhance and promote their own personal coping strategies and resilience.

What your people will need right now is (download pdf version here):

• If needed, allow additional time at home to spend time with family and friends - this helps them to feel safe and connected, and reassure others of their safety.
• Make sure your people have access to support information and numbers - specifically the EAP and any other services you may have in place.
• Give people assurance that affected families will be supported in some form or another.

Over the coming days, and in time, what your people will need is for you to provide simple and accurate information on how to access services, specifically encourage, and make it easy to speak with a professional counsellor. Most people will not want to speak to a counsellor in the initial days or weeks as they support each other. It is in the long term when people need support from a counsellor or their Employee Assistance Program.

Create an environment that allows people to talk amongst themselves about fears and hopes related to the tragic events. Openly sharing with others has been known to promote personal recovery. There is also comfort in a shared community supporting one another.

Be mindful and respectful of individual needs. Some people may feel uncomfortable or scared of sharing their feelings. Remember that there is no right or wrong way to feel.

There may be feelings of anger and hopelessness; there will intense feelings of anxiety and fear.

• Establish an open-door policy that allows people to seek the appropriate care when needed.
• If possible and when appropriate try to establish normal routines as soon as possible.
• Encourage people to communicate their needs, rather than assume you know what their needs may be.
• Maintain communication if an employee is away for any length of time.

An incident of this nature has the power to entirely consume those involved, especially when it has an impact on one’s feeling of safety and one’s family. As leaders and managers, it is within our control to provide support, reassurance and caring. For further guidance download the pdf or call our Manager Support Hotline on 1800 650 204.

Productive conversations take time. They contain personal reflection and emotional self-management, perhaps also preparation. They certainly utilise active listening, a desire to be clear, to collaborate and to follow-up. Rushing is the enemy of a constructive conversation.

Yet conversational skills are almost never taught in schools, and are actively being eroded with the ever increasing modalities available to us to communicate in short-hand – texting, emailing, instant chat (often with auto-suggest). Actively building your conversational skills, and taking time with others to have these conversations, takes effort. But it’s effort well spent. It says ‘I want to understand you and build ideas and ways forward with you, it’s important to me, and I’m willing to invest the time to do it.’ As a leader, the way you converse with those around you lets people know the degree to which you value them (or not).

There are important elements in a constructive conversation. Here are some of our top tips-

Most important is the ability to listen. Listening is not just something we do as we impatiently wait our turn to speak next. Active listening is something that feeds our understanding of the other person and the situation they are describing. We listen with our ears and eyes – not jumping to conclusions, and not being busy in our mind creating the next thing we are going to say. We are curious and patient. As the saying goes, active listening is not listening to respond. It’s listening to understand.

Empathy and compassion are important. Empathy is our ability to take the perspective and feel the emotions of another – to stand in another’s shoes. Compassion is when those feelings and thoughts include the desire to help. A constructive conversation has within it the wish to help the other person express themselves clearly. Perhaps we ask questions to help this process, perhaps we check our understanding of what the other person is saying and feeling – for example, “it sounds like you are disappointed because...”, or perhaps we simply stay silent and listen without judgement.

Don’t over-talk. If you have explained what you want to say, stop. There is no need to say the same thing in three different ways just to fill the space (unless the other person asks for clarification). Over explaining can deaden a conversation.

Be genuine. Ulterior motives are often felt before they are heard. It puts people on guard and diminishes trust. Trust is built when the emotions you express are authentic, and your actions are in harmony with your words.

All these elements in a constructive conversation become even more important when there is conflict – actual or potential. To find out information about constructive conversations when there is conflict, you can refer to our tip sheet “Conversations that help us move through conflict.” (This resource can be accessed via the AccessMyEAP App or Login Areas)

Constructive conversations are focused on more than winning an argument or getting your point across. They are about deepening understanding and building ways forward. They enliven us. For more information or to arrange an appointment, call us on 1800 650 204.

Cover Image - Pexels Photo  by Ketut Subiyanto

Jenny Kahn, Learning & Development Consultant

“Twenty years from now you will be more disappointed by the things you didn’t do than by the ones you did do. So sail away from the safe harbour. Explore. Dream. Discover” Mark Twain

A mindset is much like a mental lens through which we view the world, which drives what we do and why. Mindsets are patterns of thoughts and behaviour, shaped and influenced by several factors such as our past experiences, temperament, learned behaviours and beliefs. Whilst mindsets help us identify opportunities, they might also trap us in self-destructive cycles. The good news is that they can be transformed.

When we have a fixed mindset, our lens can become very narrow. When we adopt a growth mindset our lens becomes wider, enabling us to have a more open, expansive perspective.

Renowned psychologist, Carol Dweck¹ coined the concept of fixed and growth mindsets. She says that success comes from mindset– or the way people approach life’s challenges, rather than talent, education, and intelligence. People with a ‘fixed mindset’ believe they have innate and unchangeable intelligence, skills and abilities. People with a ‘growth mindset’ embrace challenges because they believe they can learn from experiences, develop skills, and improve if they practice and persevere – which can lead to greater achievement.

Some considerations for individuals to promote our own growth mindsets include:

• Hear the fixed mindset voice – you do not need to heed it
• See things with a different perspective
• Recognise that you have a choice
• Challenge your fixed mindset- is it true? What evidence might disprove this?
• Take action - explore different ways, learn new skills, seek out information and support

Dweck believes organisations that embody a growth mindset, supporting employees to share information, collaborate, admit to errors, and seek feedback tend to:

• Encourage appropriate risk-taking, knowing that some of these risks might not work out
• Reward employees for important and useful lessons learned,
• Support collaboration across boundaries rather than competition among employees
• Demonstrate commitment to the growth of every employee through development and advancement opportunities; and
• Continually reinforce growth mindset values with tangible policies

Are we aware of our own mindset and our fixed mindset traps and triggers which of those might get in the way of our personal development and growth? What are we currently doing and what might we do to encourage and adopt a growth mindset – for ourselves, for our teams and for our organisations? For more information and support in developing your growth mindset, please reach out to Newport & Wildman on 1800 650 204.

Jenny Kahn is a Learning & Development Consultant with over 20 years of experience in Organisational Development, Organisational Change and Career Transition. She partners with our customers to promote and enhance performance, productivity and wellbeing for individuals, teams, and organisations across diverse industries. She holds an MBA, Bachelor of Arts (Psychology) and has accreditations in coaching, facilitation, Hogan, FourSight and Lego Serious Play.

¹ Source: Dweck, C. (2016). What having a “growth mindset” actually means. Harvard Business Review, 13, 213-226.

Cover Image- Pexels Photo by fauxels

Presented by: Heaven Campbell & Anthony Bui
Duration: 4 minutes 40 seconds

Embedding Link: https://vimeo.com/686533938

Published in The Canberra Times May 13 2022

Letter to the Editor - Melita Griffin, Director Newport & Wildman

The Canberra Times Website Link

It's Men's Health Week from the 13-19 June. The focus is on Building Healthy Environments for Men and Boys. It is an important opportunity to highlight the importance of men's health, and to promote and support the health and wellbeing of men and boys in our communities. Find out more on the official website.

At Newport & Wildman, we often hear from men that they feel pressure to be seen as invulnerable, stoic, and fearless. This can lead to unrealistic expectations that as a man you should be able to cope no matter what, and "get on with it". Emotions become synonymous with weakness and powerlessness. Men may also dismiss their feelings as unimportant and worry about burdening other people with their concerns.

Men experience emotions just as much as women do, however, the pressure not to show emotion or vulnerability means that emotions will build-up and result in what appear to be random and unexpected behaviour. Reluctance to talk about or acknowledge emotion can manifest in all sorts of unhelpful ways including:

• Excessive alcohol use
• Addiction to gambling or betting
• Ending relationships prematurely
• Resigning suddenly from their job
• Stopping activities of interest e.g. sports
• Neglecting friends and family
• Working longer hours
• Communication only via emails or text messages
• Aggression or violence
• Excessive time watching fantasy films, or gaming

What can Newport & Wildman do to help?

We can provide a comfortable and private space to talk where there isn’t pressure to bottle things up. A person who is experienced in understanding human emotion and behaviour can listen without judgment and without consequence. We can even offer tips or strategies if that’s what is wanted or needed.

EAP sessions are free and confidential. You choose how much you want to say and what you want to focus on in the sessions.

How to arrange an EAP session

All that you need to do is contact us on 1800 650 204 and our Client Services Team will book you in for an appointment with one of our clinicians.

Samantha Dounis, Learning and Development Advisor

“There is nothing permanent except change.” - Heraclitus, Greek philosopher

In the workplace and indeed in life, change is a constant! Change interrupts the flow, up-ends the status quo and very often leads to conflicts. Effective leaders embrace change, recognise diversity, and manage it well by encouraging inclusion and helping the individual, team, and organisation to thrive. 

Organisations are impacted by changes from various sources - external factors we have no control over, including globalisation, changes in legislation or the economy, as well as internal factors like technological improvements, operational efficiencies or changes in products and services. Resistance to change is natural and should not be discouraged, but rather discussed and understood, bringing in diverse voices to work through the issues.

There are various models that can be successful for managing change in the workplace. John Kotter, a professor at Harvard Business School and world-renowned change expert, laid out an eight-step change process.

Change Management Checklist

• Create a sense of urgency
  • Establish change as a priority across all populations; everyone should feel the need for change – opportunities and benefits

• Build a guiding coalition
  • Find a diverse group who will support the change. This may include a sponsor, a senior guiding team and a field team on the ground

• Form a strategic vision
  • Develop a strategy to drive change, align it to organisational vision, include input from employees, keep it simple and easy to understand

• Enlist a volunteer army
  • Communicate vision, be inclusive, and welcome input from many

• Enable action by removing barriers
  • Empower others to act and implement change, include all levels of your guiding coalition

• Generate short term wins
  • Introduce achievable short terms goals to generate momentum. Visible quick wins should be unambiguous and related to the change initiative

• Sustain acceleration
  • Capitalise on early wins to drive momentum and keep moving forward

• Institute change
  • Incorporate changes so they are sustainable and able to be replicated – make them stick

“The secret of change is to focus all of your energy not on fighting the old, but on building the new” – Socrates, Greek philosopher

Samantha Dounis is a Learning and Development Advisor who consults with customers to help them manage their learning and development needs. Sam has a strong background in account management and client services and is passionate about workplace mental health. Having completed a Bachelor of Science (BSc) focused in Psychology at UNSW Australia, Samantha brings a wealth of experience in critical thinking, communication, project management, leadership, and research.

The Great Resignation is a label first coined in the United States to describe the way that people were reassessing their priorities and looking for purpose after the new experience of working from home and being faced with the challenges of the global pandemic. This reassessment often resulted in people leaving their current job for another one or choosing a completely different path. Although we may not be seeing the same trend in Australia, there are certainly indications that workplaces are facing pressure from their people to provide more in terms of flexibility, benefits and remuneration.  This pressure is due to three main reasons:

1. Burnout and Languishing. Burnout is characterised by chronic depletion, and energy depletion resulting in the inability to function. Languishing is characterised by “feeling less”. Less motivated, less productive, less engaged, less enjoyable overall. A general absence of wellbeing.
2. What is referred to as mortality reality. When faced with a global health crisis we question what is important and why we do what we do. Most often we look for purpose and meaning.
3. Flexibility and agency. A taste of greater control over the workday was achieved due to the work from home experience and consequently people want more flexibility.

Not all workplaces have the same challenges

Some industries are comprised of a mix of essential workers who have remained in their workplaces while other roles have moved to work from home or a hybrid of the two. Back in 2018, there was a buzz around “flexible work”. However, there was a fear amongst managers and leaders that productivity would decline, and people may take advantage. The worldwide pandemic put the theory to the test with overwhelmingly positive experiences. People were trusted to work from home and by and large rose to the task, exceeding expectations and maintaining productive working remotely. Of course, over time variations in productivity based on several factors may emerge.

Hybrid is now the buzzword

 Almost 75% of people want to be in the workplace some of the time but most wanted a hybrid of work from home and work in the workplace.

Work from home benefits:

1. More productive, more motivated, more likely to stay and little impact on inter-team relationships
2. Autonomy to choose how and when they work, can live further from work, save time on commute and money on travel etc
3. Trust leads to people working longer hours and taking fewer breaks than in an office environment.
4. Gains in inclusion with fewer microaggressions related to in-person interactions. 

Benefits of working from office:

1. Motivation from changing environments and people providing stimulus.
2. Collaboration and culture, important people skills and ability to work in the office together.
3. Opportunities for learning and incidental interactions which can have high value/impact.

Intergenerational expectations around work

Research shows that there isn’t much difference. People tend to have four top priorities regardless of generation. Differences in approach are more about age and life stage than about generational differences. Here are the priorities in order of importance:

1. Meaning and purpose
2. Money to support chosen lifestyle
3. Community
4. Leisure time or wellbeing initiatives

Where to now?

Our customers are telling us that their people are wanting more discussion, they want to be heard and have their experiences validated and acknowledged. They do not want to be “preached” to or converted to someone else’s way of thinking. At Newport & Wildman, we bring the discussion to organisations and their people via onsites, debriefing sessions and professional supervision. Our clinicians and coaches integrate with and understand your work environment.

If you need some support, please reach out to us here at Newport & Wildman on 1800 650 204.

The creation of your workplace culture comes from all the everyday interactions between everyone who works at your organisation. From the way people say good morning when they arrive at work or join an online team meeting, to all-employee email communications, all these interactions help create your particular organisational culture. And placing the practice of diversity and inclusion as a central part of your people strategy helps shape these everyday interactions, encouraging a workplace where respect and trust are top of mind.

Diversity is who we are. It’s the mix of visible and invisible differences such as differences in gender, age, mental or physical ability, ethnicity, and values. Diversity is endless and can be compared with an iceberg: there are aspects that are very visible, such as gender, age, and skin colour; and other aspects that are under the surface, such as education and thinking style. Diversity in an organisation brings the differences in thought and perspectives that come with all different life experiences, backgrounds and demographics.

Inclusion is how we make people feel. Inclusion is helping people feel valued and free to be themselves, even if they look, think or behave differently from the majority. Diversity and inclusion go hand-in-hand. It’s been said that ‘diversity is being invited to the party, and inclusion is being asked to dance.’ One without the other leaves the process of creating a workplace where difference is embraced incomplete.

Did you know…

• The most inclusive and diverse companies are 6x more likely to innovate^[1]
• Diverse teams are 87% more likely to make sound business decisions^[2]
• Companies with the most ethnically diverse leadership teams deliver 33% higher returns to investors^[3]

Therefore, a culture where diversity and inclusion are regularly talked about, practised and advocated not only makes for a more equitable work environment, it also makes excellent business sense. Research shows we tend to prefer the familiar. Creating and supporting a diverse workplace is a conscious choice. Whatever your role, you can make a difference. Leading by example and encouraging others to do the same is vital – for example, you can aim to always respect and include others and encourage openness to hearing, discussing and debating differences of opinion. Importantly, it’s about noticing our own unconscious bias – the kneejerk assumptions and responses towards others who we perceive as different. It might then take conscious effort to consider the world from their standpoint, and to consider their ideas. This doesn’t mean you have to agree with everyone you meet – but it does mean you strive towards respectful dialogue. Inviting this dialogue, actively pursuing diversity and inclusion, benefits business, benefits those who may become marginalised, and benefits us as we see the world through different lenses.

• ^[1] Deloitte
• ^[2] Cloverpop
• ^[3] McKinsey

There are many ways to exhale, and one particularly helpful one is cleaning out the unnecessary and outdated information in our brains. Like a spring clean in our house or car, a cleanout of the mind requires taking time and reflecting on all aspects of life to see where you are at right now. When looking at the five pillars of health (social, emotional, physical, financial, and spiritual), the exhale starts by reviewing all five aspects. Looking and rate each pillar from one to five (5 being the best); how well do you think you are doing the following?

When completing the rating, try to avoid comparison or judgment and just take some time to sit down and think. If you prefer pen and paper, use an exercise book to write down each pillar and its rating. Then list ideas of what may need to happen next with the above categories. Have a think about what is in balance in your life, what you are generally drawn to and what helps you heal – this may be a road map to assist you to see what you can do more of to get all five to a rating of 5.

Taking the time to reflect on how you process what is happening in the world and in your close environment (colleagues, family, and friends) is a big part of the exhale. Thinking about your approach to people and how you interact with them is a way to move after a big event. The reason being that those who are self-aware appear to have more empathy towards others; they are better listeners, can think more critically and report that their decision making improves. These all appear to be useful skills in a post-pandemic world.

If you are not sure where to start with your life audit, improving your wellbeing or would like some suggestions on how to self-reflect, start with our app, AccessMyEAP. Inside it has a wellbeing tracker that allows us to keep an eye on how we are carrying out our day-to-day wellbeing. Also, our friendly and supportive clinicians can also assist you with face to face, video or phone appointments focussing on self-reflection, growth or wellbeing. Contact Newport & Wildman on 1800 650 204.

AccessMyEAP:

Newport & Wildman is proudly part of AccessEAP and has collaborated to create a video series.

In The Moment Video Series: Constructive Conversations

Presented by: Anthony Bui & Samantha Dounis
Duration: 10 mins

Embedding Link: https://vimeo.com/703088164

We all know logically that time is a finite resource. Yet many of us live as if it can be stretched so that we can fit more and more into a 24-hour day.  Sometimes we sacrifice sleep so we can get more done. Or we live our life imaging we can fit more in than we actually can, so we spend a lot of time rushing to complete tasks that actually need more time or apologising when we miss a deadline.

When we don’t manage our time and energy well, life can feel out of control, and we are constantly chasing our own tail. On the other hand, when we do manage these resources well, we find we can better prioritise, have a better balance in life both at work and outside of it, and have more time to relax, unwind, and do things that are simply fun, adding to our enjoyment and wellbeing.

Time management is something we can learn and improve. It can be defined as “the decision-making process that structures, protects, and adjusts the way we spend our time.” There are three key skills to do this well.

• Awareness: we think realistically about time by understanding that it is a limited resource.
  • This includes bringing self-awareness to how we prefer to schedule our time. Do we like to have thinking time first thing in the morning or later in the day? When do we prefer to do our regular admin tasks? It’s better to organise the day so it fits with the way we work most effectively. Being aware of time can help us act more autonomously, rather than simply reacting to others’ demands.
• Arrangement: design and organise goals, plans, schedules and tasks to effectively use the time that is available.
  • The urgent-important matrix is a way to think about priorities. The horizontal axis goes from urgent on the left to not urgent on the right. The vertical axis runs from important at the top to not important at the bottom. Arrange tasks in this matrix to help decide how to organise your time. For example, anything that is urgent and important is prioritised. Anything that is not urgent and not important is put at the end of the to-do list, or perhaps let go.
• Adaptation: monitor use of time while carrying out activities, including adjusting for interruptions and any changes in priority.
  • For example, try to reduce the errors made in estimating how long something will take; break down long-term challenging goals into smaller parts that are easier to achieve one at a time over shorter periods of time; create do-not-disturb time slots for concentrated effort.

Being more organised with time management takes discipline and effort – you may need to create new time-management habits. Also, note if there is any emotional pay-off from not organising yourself well. For example, If you leave things till the last minute, do you get an adrenaline rush when you make it over the finish-line just in time?  You might have to give this up if you want to be more time-organised.

Counselling support can help you to identify when stress and anxiety may be affecting your time management skills and how to move forward. Start now and benefit from this free and confidential service. Call Newport & Wildman on 1800 650 204. 

Embedding link: https://vimeo.com/690370409

Embedding link: https://vimeo.com/690370536

Newport & Wildman is proudly part of AccessEAP and has collaborated to create a video series.

In The Moment Video Series: Burnout - The Butterfly Hug

Presented by: Julie Chalmers & Annie Panow
Duration: 4 mins 50 secs

Embedding Link: https://vimeo.com/692037647

As managers and leaders discuss and plan for a transition back to the workplace, many of us may be starting to think and experience a range of feelings at the thought of what this means. We also recognise the many people that have continued to go to the workplace over the last two years.  All our thoughts and feelings during these uncertain times are normal as we are all different, and there is no right or wrong way to feel. For those of us who may be feeling a little anxious or uncertain about returning to the workplace, here are some ideas to think about while you are preparing for the transition:

1.  Acknowledge your feelings and anxieties. Be kind to yourself and give yourself time to process your feelings. Do not judge yourself and tell yourself how you “should” be feeling.

2. Identify your concerns and think about what you can control and what is out of your control. Focus on what you can control, e.g. how will I manage being around more people? What can I do to keep safe? Plan and think about what will help you.

3. Take it day by day - you are not returning to “normal” there may not be a normal like it was. Recognising that things will be different is important. Try to go slow and avoid doing too much. Give yourself time to adjust, share stories and talk about how you are feeling. This is reassuring and helps with the awkwardness of the transition, which doesn't feel normal or comfortable yet.

4. Ask your manager for information, ask questions, share your concerns, connect with peers and share problem-solving. Others are probably feeling similarly, and there is comfort in sharing and problem solving together.

5. Remember your self-care routines which helped you before, regular breaks, eat healthily, get exercise, sleep well, engage in enjoyable activities and relaxation. And importantly, with the easing of physical distancing restrictions connect socially (and safely) with people who are important to you.

6. If you continue to struggle, ask for help from your peers, friends, family or a professional.

Remember, as your EAP, we are here to support you whatever the nature of your concerns. For a confidential conversation with one of our experienced clinical professionals, please contact Newport & Wildman on 1800 605 204.

Harmony Week on the 21st-27th of March, celebrates Australia’s cultural diversity. It’s about inclusiveness, respect and a sense of belonging for everyone. Harmony Day which falls on the 21st of March coincides with the United Nations International Day for the Elimination of Racial Discrimination.

With around 45 per cent of Australians born overseas or with at least one parent who was, Harmony Week has always been a popular way for workplaces to showcase and acknowledge their cultural diversity. Celebrating Harmony Week can take any form you wish – big or small, simple or challenging. Events can be a simple multicultural morning tea or a guest speaker at an all staff meeting. It creates an opportunity to think, talk about and recognise how our differences and our similarities make our workplace stronger.

For more information see the Harmony Week Website.

One of our favourite ways to celebrate at Newport & Wildman is over food! Whether that means bringing in different cultural dishes or sharing recipes, it's always such a wonderful time to learn something new about your colleagues and of course try some amazing food!

In March we celebrate International Women's Day, Harmony Week and many more but we encourage you to celebrate and implement diversity and inclusion in the workplace across all of March and throughout the year. To support you through this, below are a reminder of two great resources.

National LGBTI Health Alliance
Inclusive Language Guide: Respecting people of intersex, trans and gender diverse experience 

Learn how to use inclusive language in a respectful way with this Inclusive Language Guide

Universal Music UK
Creative Differences: A handbook for embracing neurodiversity in the creative industries

Learn about neurodiversity, which refers to the infinite variation in cognitive functioning that can lead to differences in thinking, attention and memory. The handbook explores the experiences of people with specific facets of neurodiversity such as ASD, ADHD, dyslexia, dyscalculia, dyspraxia and Tourette Syndrome.

To arrange a counselling session, please contact Newport & Wildman on 1800 650 204.