The Productive Pessimist

  Ageism is often seen as exclusively about protecting older  people. However, "age" is a protected characteristic in UK law, and means any  age . People often use "ageism" to rail against statements such as "Ok, Boomer" - but "Ok, Boomer" relates to a mindset  - the mindset that says "the way I  do things is the best  way!",  "people don't have a right to be themselves  - they have to fit in, because that's what I  did!",   "I should be prioritised in every single situation!"  People of any age can have this "Boomer Mindset", while, equally, people of the "Baby Boom" generation can be very open-minded, very engaged with technology and change, and very enthusiastic about emerging trends. If you don't want to be referred to as a "Boomer", all you need to do is change your mindset. In contrast, millennials and Gen Z can't  escape accusations of "laziness",  "...

  As with mental health , neurodiversity inclusion is going to become a very present focus for UK businesses in the wake of the recent welfare reforms. Neurodiversity is also  a deeply complex aspect of inclusion, which typically requires a tailored approach designed with individual businesses - not only is every neurodiverse person different, with different sensitivities, skills, competencies, and accommodation needs, but so is every workplace.   The Productive Pessimist Ltd  offer a range of inclusive design and practice consultancy services, ranging from £15  one off costs to £8,000  yearly service support; reach out to us by email at theproductivepessimist@yahoo.com , or check out our services page  to find out more. For this blog, will be addressing a few common questions and challenges on neurodiversity, and neurodiverse inclusion in the workplace. Isn't everyone neurodivergent, though?  It's just about "seeing things differently", and ...

  Over the next couple of weeks, we'll be introducing the individual elements of full-spectrum inclusion, which are all considered equally and combined in our inclusive design and practice consultancy  services. We're starting with Financial Inclusion , because we're approaching that time of the year when, in the UK, prices skyrocket a full four weeks before most peoples' "inflation-related-pay-increase" kicks in. (Make it make sense, UK...it's a fiscal version of kids gathering their stuff & getting to their feet the minute the bell rings, with teachers screaming "the bell is my signal, not yours!!!", completely pointlessly.) (To American "wealth influencers" - your  education in financial inclusion starts with this fact: In the UK, "presenting a record of all your achievements, and all the additional work you've undertaken, and then requesting a raise" will not work.  99% of companies here tell you at your initial in...

  One of the positive - if the government don't fumble it, and employers step in to provide the necessary 'assist' - elements of Labour's Welfare Reform announcements on March 18th was the "Right to Try", where claimants, including those on Limited Capacity for Work Related Activity, can engage with employment they feel they may  be able to manage alongside disabilities and health challenges, without  the risk of losing their welfare support, meaning that, if they can't  manage the workload, or an employer feels it is not safe for them to continue, they - in theory - wouldn't be required to start a new claim (which, for those currently on LCWRA, would see them receive substantially less  than their existing claim pays, obviously not a desirable outcome for anyone.) I've been around long enough, and had enough interaction with the UK's abysmal employment landscape, and encountered enough of the toxic, self-important, ableist attitudes of employe...

  Recently, we were asked "if wedding fayres actually make any money, & how resilient they're likely to be." The ask came from someone who had attended a wedding show as an interested observer, and hadn't noticed a great many customers in the time they were there. While the wedding industry is not our focus, challenges to all sectors, including retail, absolutely falls under our strategic leadership focus. The wedding industry, in particular, is very much feeling the impact of people buying formal wear through vintage, thrift, and low-cost online retailers, because it is more affordable. However, many of those people, particularly brides, still want an "experience" as part of their wedding preparations, which is something wedding retailers used to give as a loss-lead, knowing they'd sell high-mark-up dresses as a result of the "pamper day experience", and make a plentiful amount of income from even just one session. Online retail, and its ...

This morning, LinkedIn was being very Monday, very LinkedIn, not very demure, not very mindful. A woman, whose profile suggested she works in recruitment, responded, quite aggressively, to a disabled man asking why companies were still  engaging in discrimination against disabled individuals with: "Because disability is a liability, it costs money, and businesses can't expect to run up their costs to an infinite degree whilst tiptoeing around every single need people could ever possibly have." This isn't an isolated thought.  It's not often said out loud in the UK - but it always has been elsewhere in the world, and it very much is being shouted from the rooftops of the USA. And it's not just recruiters and executive leadership; it's ordinary people, meaning that, even with the most inclusive, welcoming, accommodating leadership, disabled people will still be encountering hostile environments courtesy of the able-bodied people they have to work with  on th...

  Re-skilling isn't about your current skillset being obsolete, or at risk of being overtaken by developments in the business sphere. Re-skilling is the "fourth R" in the sustainability focus cycle, and, increasingly, that sustainability cycle is being seen not as "second best", or "something to consider for some quirky retro content", but as central to personal resilience and business success. Reduce means identifying what's necessary, important, and the cause, not just a symptom. At The Productive Pessimist Ltd, we focus on helping you reduce your problems, down to the one  issue which is actually your barrier. We work with you to reduce the distractions to your strategic focus, and reduce the number of steps from where you are now to where you want to be. Reuse prompts you to hold a 'stock' of approaches, skills, and mindsets which can be applied to a diverse range of challenges and opportunities. For example: communication  is a skill w...

  What do you consider a reasonable commuting distance?  20miles? 30?  Maybe, for a hybrid role, up to a two-three hour drive away, depending on how many times you're expected to be in the office?  The Department for Work and Pensions expects jobseekers on Universal Credit to travel up to 90minutes, each way - yes, including  for minimum wage roles. Well, John Tuckett, the UK's new "Border Tsar" (or Immigration Services Co-ordinator, to give him his official title), considers a commute of 1,834miles, from his "family home" to the UK, to be completely reasonable, and believes it won't have any impact on his ability to effectively carry out his new role - which comes with a £140,000 a year salary. If you were driving, you'd be on the road for almost two days, with a 37hr drive time. Of course, John Tuckett is going to be flying to the UK to carry out his new job (carbon footprint, anyone..?); with a flight time of 2hrs 52mins, plus travel to and from...

  British business spends a lot of time, energy, focus, and yes, money  "developing leaders".  Progression opportunities are secured by "demonstrating leadership skills." Constant calls are made that business, education, government, society at large, "needs more/stronger/better leaders." We need more women in leadership. No, actually, we need a different kind of masculinity  in leadership. Ah, actually, maybe we went too far, and it's time for "traditional masculinity" to be brought back to leadership. What about minority leaders? Maybe we should look at how neurodivergent folks and marginalised communities express leadership differently. The conversations, books, podcasts, and seminars around leadership are endless - and often contradictory.  We spend so many resources trying to give one definitive, always-true answer to the question "What makes a good leader?" The answer is simple: "What makes a good leader is competent, capa...