Most Executive Coaches and Consultants are stuck in a precarious trade-off: 

You either spend 20+ hours a week "feeding the algorithm" to get clients, or you serve your clients and watch your pipeline dry up.

You don't have a lead generation problem. You have a capacity problem.

The old way of growing a consulting practice: manually writing posts, engaging in comment pods, and sending cold DMs, is a fast track to burnout. 

Worse, it’s ineffective. The 360Brew LinkedIn algorithm now penalises low-value activity and demands "Proof of Expertise". To succeed today, you need volume and depth. You cannot do this alone.

I act as a Fractional Growth Partner for high-level coaches & consultants. I don’t just give you a strategy; I install a complete Turnkey Growth Infrastructure into your business.

My methodology, The Hybrid Growth System, solves the capacity constraint by fusing two critical elements:

1. The Human Engine (Trained Growth Specialists) I place a fully trained, vetted Growth Associate into your business. They are not generalist VAs. They are trained specifically on LinkedIn mechanics, engagement depth, and authentic community management. They use AI that we customise to your business to increase efficiency and give you back your precious time.
 
2. The System Engine (Marketing Automation) Reliance on LinkedIn alone is a single point of failure. I build your off-platform assets:
* Lead Magnet Engineering: Creating high-value "Reference Assets" that trigger algorithmic Saves.
* Email Ecosystems: Automated newsletter sequences that convert rented social audiences into owned email lists.
* Analytics & Attribution: A tracking layer to show exactly where your revenue originates.

The result isn’t just "more likes." It is Time Sovereignty. My clients typically reclaim 20+ hours per week while stabilising a booking rate of 10-40 qualified sales calls per month.

I offer three levels of partnership:
1. DFY Systems Build: Complete installation of the marketing engine.
2. Growth Staffing: Placement of a managed Growth Associate.
3. DWY Training: Mentorship to build this internal capability yourself.

If you’re ready to stop being a "content creator" and start being a CEO, DM me to see if your business is ready for installation.

Adrian Shiel

3 things I love about LinkedIn

And 3 things I don't love...

I love:

1. Meeting new people
2. Learning stuff from others
3. More positive that other platforms

I don't love:

1. AI comments that provide no value
2. Getting pitch-slapped daily
3. Unedited AI content

Your turn 😁

Growth Systems Architect for Executive Coaches & Consultants | Installing Trained Growth Specialists & Automated Marketing Ecosystems | Adding Revenue $$$ & Saving 20 hrs/week with The Hybrid Growth System

I thought I had early dementia.

I couldn't remember things, lost focus mid‑task, and struggled to understand what I was doing. I kept it to myself — too afraid to say anything at work or home.
​

Later, I discovered the truth: it was perimenopause brain fog.

A temporary condition — but one that had shaken my confidence and disrupted my business. 
No one had warned me. 

And I now know I wasn't alone.

A 2022 study by the National Library of Medicine found 90% of women hadn't been taught about menopause.
​
Why this matters for care leaders
In adult social Care:

80% of the workforce is female

The average age is 44, the exact time perimenopause symptoms occur.

Brain fog, anxiety, fatigue, low mood, and hot flushes are common symptoms.
​

Left unaddressed, menopause symptoms are often mistaken for:

Lack of commitment

 Disorganisation.

Inability to cope

This hurts individuals, risks retention, adds pressure to already-stretched teams, and ultimately affects safer Care, stable staffing, and continuity for residents and clients.

Legal and leadership expectations

Under the Equality Act 2010, menopause can be classed as a disability if symptoms significantly affect day-to-day functioning.
And now, the upcoming Employment Rights Bill (2026–2027) will introduce a mandatory Menopause Action Plan for large UK employers.

From 2027, companies with 250+ employees must publish their support approach, including:

Menopause policy and guidance

Manager training and awareness

Reasonable workplace adjustments (ventilation, uniform changes, appointment flexibility)

Culture-building to reduce stigma

Monitoring and improvement cycles
​

Even for smaller organisations, this is considered best practice — especially in sectors with high proportions of female workers, such as the Care sector.
​

How I help
 I support care managers and providers to meet these challenges — with practical, culturally aware training that strengthens compliance, confidence, and team wellbeing.
​

Services include:

Managing Menopause in Care workshops

Mental Health First Aid Training (care sector focused)

Resources and support for difficult conversations (including cheat sheets and peer/manager coaching)

Wellbeing/ Menopause policy
​

Everything is aligned with:

CQC psychological safety expectations

Skills for Care's priorities: Retain. Attract. Transform.

The upcoming Employment Rights Bill (2026–2027)


Download the free guide or book a call details in the Featured section 

Monigho Griffin

Is Workplace Wellbeing Reaching the Right People?

Wellbeing should be a right, not a privilege.

There is a group of people who care for those we are not able to care for, for numerous reasons!

We’re talking about a workforce that is:

 ✔️ 82% female [Skills for Care 2025]
 ✔️ Largely over 40
 ✔️ Often juggling unpaid caring roles
 ✔️ Working in high-pressure, frontline environments

 ADULT SOCIAL CARE WORKERS

These individuals are caring for many
But they are also in the demographic to have their well-being impacted by menopause
 So who is caring for them?

Let’s look at the data:

📌 Women with lower levels of education
 • 21% more frequent hot flushes under life stress
 • Earlier menopause onset
 • Lower quality of life during menopause

📌 Black and minoritised women
 • 45% report delays in diagnosis (vs. 31% of white women – Fawcett Society)
 • HRT use is just 8% (vs. 15% of white women)

📌 Lower-income and frontline carers
 • 30% less likely to be prescribed HRT
 • Struggle to access appointments
 • At higher risk of burnout and mental distress

Yet when we talk about wellbeing in the workplace, menopause is still missing from most mainstream strategies

The Care Quality Commission  workforce wellbeing statement says: in part
 "We care about and promote the well-being of our staff.”

Being aware of what reduces their well-being will make it easier for organisations to achieve this

That’s why I changed my niche.

 To support the managers 
by giving them the tools and language to have confident, inclusive conversations about menopause to help the staff who society has left out

If you're a manager in care and want a simple checklist for a quick win in well-being conversations,

 just drop a 👍🏾 or DM me "yes" — I’ll send it your way.

#AdultSocialCare #MenopauseAwareness #WorkplaceWellbeing #CQC #CareManagers #WomenInCare

Care Sector Menopause Specialist | Helping care managers overcome the awkwardness of wellbeing conversations to improve retention, culture & CQC outcomes

I put myself on the frontline again.

My colleagues had genuine concerns.
They were stressed about a new policy we were being asked to implement.

So why was I the only one who
foolishly or courageously
raised those concerns in the team meeting?

That moment taught me something 
Silence does not mean nothing is wrong.
It can mean staff feel it is safer not to speak.

In adult social care,  about 82% of the workforce is female – many in the perimenopause age range.
​
New employment legislation are encouraging menopause plans and the CQC focus staff wellbeing must be a priority.
​
That means perimenopause has to be addressed directly to accomplish this 

When it is done 

✅ Work culture improves.
✅ Presenteeism reduces
✅ Staff feel safer to raise concerns.
✅ Managers know how to respond.

 Communication improves & Support can be implemented

What do you think the care sector needs to prioritise to improve retention?
#CareLeadership
#WorkplaceWellbeing
#MenopauseAtWork

I have not worked for large organisations where the lunchtime canteen could compete with a five-star restaurant.

I have worked in diverse roles, and the goal was always the same:

 to help people feel more positive about their situation and to help them not give up hope.

To do that, I often had to break things down and explained/taught
  policy, 
legislation, 
different perspectives,
 training standards, 
and product knowledge.

I have never liked being “blinded by science”, so I always made sure I did my research.

Even so, that did not help me when I started to experience health symptoms that I genuinely linked with dementia.

Years later, almost by chance, I discovered that what I had been experiencing was perimenopause.

I often ask myself: how could I have prepared for a condition that no one spoke about?

My experience is reflected in the data.

 Women often lack knowledge about menopause symptoms and about the support that is available, and many report difficulty accessing appropriate care.

In a 2023 survey of 2,000 women aged 40–64:

88% were unaware of how early menopause symptoms can start

69% did not recognise their first symptoms as perimenopause


Because of this, I chose to study 

menopause,
 hormones, 
mental health,
 and counselling, 

and I retrained as a menopause coach.

Although I have been working in the menopause space for several years, I am now choosing to focus on collaborating with organisations in the adult social care sector.

The care sector has one of the most diverse workforces in England.

 Many staff are firmly within the menopausal age range, and many organisations are already facing retention challenges.

I have noticed that menopause is still not addressed directly in many care settings.

At the same time, there is growing legal expectation around having menopause plans in place

 and the Care Quality Commission wants to see that Care organisations are safe, caring, and well-led.

I want to support the organisations that employ the people who care for others.

Why do you do what you do?

#adultsocialcare
 #menopauseawareness
 #workplacewellbeing

https://lnkd.in/e_fScKt5
https://lnkd.in/e7sJzE7a

What we don’t talk about enough in care:
Why do staff leave a provider?

 But not the sector?

The adult social care sector
has a turnover problem.

 On average, turnover is 28.5%, 
second only to hospitality.

But the data tell us

They are not walking away from care.
 They are walking away from how it feels to work  there.

And it's not just about pay.

According to Skills for Care:

30% left due to poor culture or communication.
20% left due to burnout or stress.
Only 16% left because of pay.


 The issue is not about
being underpaid & overworked

 It is about being overworked and unsupported.

The expectation is that Managers should improve the workplace culture,
 but how effective can they be if they are juggling.

Budget limits that reduce staff support
Heavy admin and compliance workloads
Filling shifts to cover the staffing shortages
Little access to menopause or mental health training
Avoidance of emotional conversations that feel "awkward"
Constant recruitment in one of the UK's highest turnover sectors

Frequent management changes, breaking continuity with teams

When managers lack time, skills, and support, it is almost impossible to build the culture people need to stay.

That's why my Menopause & Wellbeing Leadership sessions give managers practical, immediate tools:

The result? Confidence, clarity, and resources to act straight away 

 So Care managers no longer think "I don't know where to start" but rather
Let's make one!

What do you think improves workplace culture?

#EmployeeRetention
#CQC 
#MenopauseAtWork 




https://lnkd.in/eJFvm7tc
)

I knew a woman who was a solo parent to three children.

Nothing remarkable about that

But her job role meant she would leave her children home (actually room) alone for hours at atime!

She also had to plead with her agency to have one day off at the weekend.

She worked as a carer.

Opinions about Carers are varied.

Anecdotally, I find they are often negative:

"The visits was short."
"They did not do much when they arrived."

What is rarely acknowledged is:

 That  this can be due to the limited time allocated to them to attend to each individual;

At the same time, many are already navigating:

 👀 Low pay
 👀 Long hours
 👀 Feeling undervalued
 👀 Their own health challenges
 👀 Being on the frontline of complaints caused by system failures
 👀 Guilt and anxiety for Spending hours away from their own families, including children who need attention and support

Many of us only truly appreciated job roles like   teachers during the COVID-19 pandemic.

 Do we really need to wait until we become carers ourselves to value what they do?

The Legal & regulatory shift is towards demonstrating practical, everyday support for carers' wellbeing.

One way to do this without overwhelming managers is by implementing a C.A.R.E. approach

C: Care
The problem
Many carers feel unseen and unheard.

TIP
Ask carers how they are — and genuinely listen to the answer.
Show appreciation regularly by acknowledging what has been done well.

A: Awareness

The Challenge Workforce, on average, is of menopausal age (44). Just as knowledge of family responsibilities that affect them equally awareness of menopause symptoms are too 

TIP

Build awareness of menopause and its impact on mental health. This provides managers with context for performance changes and supports lawful, reasonable adjustments.
.
R: Respond

The Challenge

Staff do not approach managers equally, and managers do not have conversations about the real cause of developing patterns of behaviour, so Issues are addressed too late. 

TIP

Delayed conversations are like delaying a GP appointment — the outcomes are often worse.
Creating psychological safety enables earlier support.
Consider Mental health as a common brain-based condition, not a personal failing.
Menopause is a natural hormonal change that half of the population will experience.

E: Equip 
Challenge
 yourself with practical training and simple tools that support proactive wellbeing conversations even when they feel uncomfortable.
 
TIP
Focusing on benefits to staff, yourself and the organisation will help.


If you had an unlimited budget, what would you spend it on in the care sector?

#AdultSocialCare #PsychologicalSafety #MenopauseAtWork #CareLeadership #WorkplaceWellbeing

What would YOU do if a carer broke down in tears during a 1:1?

She's done overtime.
Suddenly, she starts crying.

You freeze.

Not because you do not care
But because you don't want to say the wrong thing

❌ Ending the meeting (feels insensitive)
❌ Pushing for answers (risk crossing boundaries)
❌ Pretending it did not happen makes future supervisions awkward

This happens weekly in adult social care.

 Managers are expected to support staff well-being,
 This forms part of the Care Quality Commission inspections 

Around 82% of the care workforce is female.*

Current strategies focus on workload or leadership style, but rarely address menopause hormonal health, which can directly affect well-being.

3 principles to help you be more confident in having such conversations are:

• Listen, don't fix — “Take your time. I’m listening.”
• No perfect words needed — “I’m here. You’re not alone.”
• Discomfort = growth — a signal for training, not failure

This is taken directly from my E-book for care leaders.

If you would like a free well-being checklist to support managers in these situations, comment YES or DM me.

#AdultSocialCare #CareLeadership #StaffWellbeing #MenopauseInCare #MentalHealthAtWork #CQC
(Source: Skills for Care workforce data, 2025)

Employment law is changing.

Will it hit you harder as a care manager?

 For care managers, you now have to directly addresss menopause w
which was always present  but overlooke

This carousel outlines what’s changing from 2026 and why it matters in adult social care.

What is one small step you have taken to ensure menopause can be spoken about safely in your work place?


#CareLeadership
 #MenopauseAtWork
 #EmploymentRights

Employment Law is changing!

Are you prepared or scared?


From April 2026, the Employment Rights Bill will begin to take effect. 

Is it going to make your already challenging role even more challenging?

What’s changing

Statutory Sick Pay from day one of employment

Menopause action plans required for organisations with 250+ employees

Unfair dismissal claims extended to 6 months from January 2027

Compensation caps in Employment Tribunals are expected to be removed from January 2027

What this means in practice:

✅ If a member of staff is dismissed due to performance issues linked to menopause, they may have up to 6 months to bring a claim 

✅ A menopause‑aware organisation can make reasonable adjustments – such as flexible working – which is often preferable to prolonged sickness absence.

✅ Statutory Sick Pay from day one increases the impact of long-term absence, so early intervention and support make even more business sense.

✅ With compensation caps being removed, the cost of not acting can be far higher than the cost of implementing a menopause plan.

✅ All organisations, including smaller employers, should consider carrying out a menopause risk assessment for eligible staff and putting a clear menopause plan in place.

This will help to be proactive in mitigating challenges 

And if you are a care organisation, demonstrate to care quality commission that your organisation is well-led, safe and cares for staff

To decrease pressure on managers, I’ve created:

👀 a free Manager Menopause Risk Assessment form to help with compliance with the law and, in care, Care Quality Commission expectations

👀 a practical e-book to help managers move from awkward to able in conversations with colleagues about health

Tell me If you manage people, do your managers need more support to navigate menopause so they feel less awkward and more able?

#EmploymentRightsBill
 #MenopauseAtWork
 #WorkplaceWellbeing

What we are not talking about in care: 

why staff do not disclose

I watched a video of a successful care manager.
However, despite making himself 
, staff rarely brought issues to him.

He arranged a counsellor-trained colleague to  speak to them
She was inundated.

Why?

It’s not about distrusting the manager.

It’s fear of what happens next:

Will it hurt future prospects?
 Will it change how I am treated?
 Will it affect my shifts?

Psychological safety is evidenced in what staff members are willing to share.

Like any relationship — if talking will not change anything,  you physically or emotionally walk away.

What is your go-to for safe 1:1s?

#careleaders #caresector #wellbeinginworkplace #psychologicalsafety #monspeaks

What we don't talk about enough




 in care: staff morale

 A report  published in  April 2025 found that:
➡️ 60.4% of providers said staff morale was about the same as last year

That sounds reassuring.
But is it?

As a result, the providers noted that

28.6% of staff were not able or willing to take on additional hours

15.8%  staff had wellbeing worries

15.6%  increased sickness levels

12% said staff were less willing to take on extra responsibility

10.3% said staff were thinking about leaving


So how can you improve morale in your organisation?

Maybe by T.A.L.King  more i.e

T — Take notice  (withdrawal, tiredness, mistakes)

A — Ask with a caring tone (“ I noticed —------How are things for you?”)

L — Listen to understand  ( without defending, comparing, judging, blaming)
 
K — Keep  confidence unless safeguarding issues, (signpost, make reasonable adjustments, and boundaries )

This will help 

✅ reduce misunderstandings
✅Improve culture
✅build trust

and increase morale!

Pay is a  factor in retaining staff,
 but it can be beyond your control;

However, improving the team's culture through effective communication is not! 

💬 Would  T.A.L.K help staff morale in your workplace?

*The Adult Social Care Recruitment and Retention Workforce Survey

#MenopauseInTheWorkplace #caremanagers #morale #cqc
 (DHSC, data collected Aug–Sept 2024,

Is your organisation ready for the Employment Rights Bill 2025?


In a recent conversation, an HR lead shared 
Two staff members called in and said they were sick.


The reasons given didn't quite add up.
It was developing into a pattern

 The manager felt menopause was the reason
 And fear stopped them from saying so.

With parts of the Employment Rights Bill coming into effect from April 2026
 
Organisations can 

✅ Voluntarily introduce a menopause plan/equalityplans (mandatory in 2027)

👀 Offer new employees a right to request flexible working from day one of employment

When staff know there Employer has a menopause policy
 and understand their entitlement to flexibility,

Do you think
they are more likely to speak or
Maintain their privacy?


 You might worry that the provisions in the act 
 will “open the floodgates”.
and add to the pressure of your role as a  care manager


But please bear in mind.

✅ Changes to support menopause in the workplace can be minor
 
✅It demonstrates they want to stay rather than leave

✅Flexibility given should not be detrimental to service

✅Promotes goodwill and commitment

✅Staff feel heard 

And in care, it directly supports Skills for Care priorities:

Retain.
 Attract.
 Transform.

What’s one thing your organisation is doing now to make menopause easier to talk about 

#CareLeadership
#MenopauseAtWork
#EmploymentRights

The story behind the morale data looks like this:

➡️ 28.6% not able or willing to take on extra hours
 That’s over 1 in 4 staff with no capacity left, making rota gaps harder — and more expensive — to fill.

➡️ 15.8% with wellbeing worries and 15.6% with increased sickness
 Roughly 1 in 6 staff are struggling enough for it to show up in attendance and performance.

➡️ 12% less willing to take on extra responsibility
 This quietly shrinks talent pipelines for seniors, deputies and specialist roles.

➡️ 10.3% thinking about leaving
 Around 1 in 10 staff already have one foot out of the door.

A problem shared is a problem halved 

I believe conversation can be powerful, it can change your perspective, lift your mood and help you to feel unburdened

That is why the skill of being able to TALK to colleagues as a tool to boost morale should not be underestimated in care leadership

Simone Payne - Powell  (She/Her) Chartered MCIPD, MCMI

"Morale has not  significantly declined"

According to recent data from the Department of Health and Social Care 

So why then are many staff members less willing to take on extra shifts or additional responsibility

What constraints deter managers from having conversations regarding well-being?

#WellbeingAtWork #menopauseawareness #employeeretention #adultsocialcare

What makes wellbeing conversations hardest in the care sector?

This may not be a popular opinion…

But I see peri/menopause as a positive, not a negative,
 for individuals and for the workplace.

You might say:

"Monigho, how can you say that?

Perimenopause
Interrupted my life.
I can't sleep at night.
I can't focus.
I've lost my confidence."

I hear that.
And I've been there.

But it also means you can't ignore it.

A bit like having a nasty bout of flu, you would:

Rest
Take care of yourself
Eat and drink what your body needs to recover

Perimenopause is similar –  the symptoms demand your attention.

Addressing your symptoms helps you:

Protect your muscle and bone health
Support your heart health
Look after your mental health

You're building a foundation your future self will thank you for.

As a manager, perimenopause is also an opportunity for you to:

Develop leadership skills by having – not avoiding – "awkward" conversations
See the wisdom of reasonable adjustments
Build a culture where those experiencing menopause are not stigmatised

The result?

Your staff find you more approachable, and you retain them
You create a workplace that is supportive and compliant
You align with emerging employment law and the quality expectations of a well-led service

That's why, in my humble opinion, perimenopause is a positive – not a negative.

What do you think?

#menopauseawareness #employeeretention #caresector 
#registeredcaremanagers #skillsforcare

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