Blue Monday - Here to stay

Barbra Carlisle • January 12, 2023

Energy levels and intent


Feeling low on energy, lots on your plate and not enough time to do everything you would like to do in the way you would like to do it?


Many of us are feeling this way, as ‘winter’ drags on, we start failing on our New Year’s Resolutions, and we opt for comfort food to fill a gap.  For some it is a recipe for feeling out of sorts and not at our best.

As someone with a birthday in January I have always struggled with being super positive and jolly two weeks into the year, and I have seen friends dip out of social life for a good month to refresh.


A ploy with a point


Blue Monday is a PR ploy – to encourage people to book holidays in the sun. 

It isn’t based on science, there has been no psychological trials on our sadness relating to the third January of the month (this year falling on 16th January 2023).


It is a PR stunt with an endorsement from an academic who used an equation to assess the saddest day of the year.

In that assessment the academic (who I have no intention of disclosing as it serves neither them or I) developed an equation to assess feelings.


They took into consideration :


  • The weather
  • Time since Christmas
  • Probable levels of debt
  • New Years Resolutions
  • Levels of motivation 


As a regular person the list resonates with me as things that can affect my mood and how I show up.


Flippancy breeds contempt


The issue with Blue Monday is that for people with SAD (Seasonally Affective Disorder) and/or depression the idea that you will be blue on just one day – 24 hours – in a year is pretty preposterous.

"Mental health 'good and bad' days are individual to each of us"

There is no scientific evidence at present that shows the 3rd Monday in Jan as the saddest day in the year.

As a Mental Health First Aider and trained coach I have witnessed people who are sad due to complex reasons throughout the year and I work with them on unpacking how they are feeling and looking to future options to move towards a happier space.


What the papers’ say


Looking at remedies to Blue Monday in the media was at times encouraging and at other times frustrating – in particular hopping on a plane and having a holiday in Bali as a remedy – hmmm not for 99% of the population.


Look after yourself and others


Taking a walk in nature can sooth and support wellbeing

Blue Monday does however give us all an opportunity to stop, reflect and become aware of how we feel, and start to consider how others may be feeling.


Advice I am happy to endorse includes:


  • Talking to people around you – in your team – in your family on what they are feeling on Blue Monday
  • Take a walk - to feel the air on your face (and perhaps the rain!) and to exercise your physical and mental self.
  • Beat the January Blues :: Keeping Well (keepingwellnwl.nhs.uk) NHS suggestions to beat the January blues
  • Look at your New Year Resolutions and think – why, why, why does this really matter to me and my long term wellbeing.
  • Eat a healthy meal and get to bed earlier than you may normally do.
  • Volunteer – this came up in several media posts about Blue Monday. Giving back to someone or the wider community can be really personally satisfying and rewarding.


If you manage someone, lead a team, lead a business you can reach out to others to ask them how they are feeling. Talking helps. If you don't feel confident or capable about having a potentially sensitive conversation with someone look at how you can support them through others. Perhaps make a commitment to learn how to have sensitive conversations - they matter.

Blue Monday is here to stay so let's use it to our advantage and for the advantage of others - no trip to Bali necessary.


What will I be doing?


I will be North sea swimming with one friend (no other takers!) and while we may not get underwater we will certainly have a laugh trying.

I will be checking in on my older relatives (using Blue Monday as an excuse to act) and talking to my family about wellbeing.


If you are interested in keeping in touch with insights from The Curious Coach do email me at barbra@gleecoaching.com or visit www.gleecoaching.com




Ideas and thoughts on how to lead well through complexity and change

By Barbra Carlisle March 27, 2026
If you’re worried about not having enough young people, including women coming into construction, you’re asking the wrong question. The real risk is what happens when you don’t use the people you already have properly. The Crisis No One Is Solving Properly Across the UK, the construction workforce is ageing faster than it’s being replenished. There are 20% more workers aged 55+ than under 25. And it gets worse: 35% of the workforce is now over 50, and only 20% is under 30. Yes this presents an industry risk, but closer to home we see organisational risk. Leaders worry about recruitment, apprenticeships, T levels, Skills Bootcamps all useful, but none of them address the real issue: Experience is walking out of the door every single day, and new capability isn’t being integrated fast enough. This is exactly what my conversation with Colin McEllin MCIOB of Clan Contracting highlighted. When a 21 year old commercial graduate joined Clan Contracting, Colin didn’t roll his eyes or think, “another kid who’s never been on a site.” He leaned into it and welcomes thoughts, ideas and advice from 'young Aaron'. Massive benefits for him, and Aaron, and the wider team. Why Intergenerational Leadership Is Now a Strategic Priority The construction sector is staring at a workforce cliff edge: • 140,000+ vacancies lie unfilled. • By 2036, 750,000 skilled workers will retire, stripping the industry of vital capability. • The UK will need nearly 1 million additional construction workers by 2032. Yet recruitment alone isn’t enough. You cannot hire your way out of this crisis. We must integrate generations on purpose, not by accident. What Younger Workers Bring (That Leaders Ignore at Their Peril) Younger talent offers: • Modern thinking around sustainability and digital tooling • Analytical approaches and better documentation habits • A willingness to question processes that haven't been updated since the 90s • A commercial lens shaped by newer training systems In Colin’s words, their thinking “took him right back to when he was 21” eager, energetic, ideas driven. You want that energy before they lose it. What Older Workers Bring (That You Can’t Replace) Your experienced people have: • 30+ years of instinct • Pattern recognition that no textbook teaches • Quiet influence that stabilises teams • Technical fluency on heritage, concrete, structure, sequencing, conservation, problem solving These people are your institutional memory. Once they go, they’re gone. And currently, UK engineering employers admit they only retain knowledge effectively from 57% of retiring staff. That is a crisis hiding in plain sight. Leadership Actions That Works 1. Create deliberate two way mentoring (not hierarchical mentoring). Younger staff teach digital skills, new processes, sustainability thinking. Older staff teach technical judgment, site sense, risk spotting. Both feel valued. 2. Give young people actual responsibility, not token tasks. The CITB plans 40,000+ industry placements a year. It means nothing if leaders hide young people in the corner. Let them make decisions, with support. 3. Systemise knowledge transfer. You cannot afford to rely on “ask Dave if you need help.” You need processes, templates, technical walkthroughs, shared documentation. 4. Remove the “that’s not how we do it here” reflex. 76% of construction workers say current training doesn’t adequately prepare people for the job. So your way probably isn’t the best way anymore. Your Competitive Advantage Is Sitting Right Under Your Nose When generations work in isolation, capability leaks. When generations work together, capability compounds. The firms who win over the next decade won’t be the ones who grab the talent, it will be the ones who blend talent. Listen to the full episode of the podcast here or watch on You Tube here About me I write about topics that my podcast guests bring to the podcast. They have years of experience with challenges and opportunities along the way, highs and lows and are in the thick of leading with purpose and passion, faults an'all. As a coach and trainer I work with leaders and their times to help them thrive, laugh, enjoy their work, be productive and to build teams of all ages.
By Barbra Carlisle March 26, 2026
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