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Kate Thomas: 07507641859 [email protected]

Welcome to Journey In Mind

Kate Thomas - Founder, Teacher, Mentor

Thank you for being here! I'm Kate, I live in the beautiful town of Shrewsbury in Shropshire (England) with my family and I absolutely LOVE what I do! Being an Emotional Wellbeing Mentor who works with families and schools on their journey to a healthier mind is a real privilege. I'm on a mission to reduce the stigma around mental health and get people talking about emotions and feelings. I set up Journey In Mind in 2022 to help educate and equip children, parents and teachers with life-changing knowledge, tools and strategies that grow your emotional intelligence, confidence and happiness! This passion and  mission of mine came about after there was an ever increasing amount of children and adults just in the local area struggling with stress, anxiety, emotional regulation and low self-esteem, particularly prevalent after the Covid 19 pandemic - with many people feeling like they didn't know who to turn to because they didn't qualify for a mental health referral nor did they want counselling or therapy. Personally, having had some support with my own mental health in the past, I found coaching and mentoring the most effective as well as mindfulness practise and simply learning about the way the brain works and understanding the science of emotions in the body.   

I have combined my love of teaching, neuroscience, mindfulness and creativity to create a unique mentoring service. I was a primary teacher for over 13 years, trained in secure attachment, restorative practise and zones of regulation and I am experienced in supporting children of a range of ages and needs. I went on to become a mindfulness and meditation teacher, mindset facilitator and confidence coach. I have a Master Diploma in Neuro Linguistic Programming (NLP) and am certified in Understanding Children & Young People's Mental Health. 

I not only support children and parents in and out of school but I also provide training for teaching staff to bring mindfulness and NLP in to their whole school approach.

And because I want to help educate as many children as possible, I also work for Mini First Aid Shropshire delivering their 'Healthy Minds' 6 Week program. I also host empowering kids workshops during the school holidays as well online training courses for children, teens and parents. 

Some of my core beliefs:

*Being vulnerable is a strength

*Mistakes show you how you can do better next time

*It really is possible to change your mindset and feel good! The hard work is worth it. I've done it myself and I practise what I preach

*Life is a journey of learning, growing and getting things wrong

*No one is perfect and we shouldn't try to be perfect

*In every given moment, every human being is doing their best with the knowledge, experience, skills and energy they have

*We are all worthy! We all matter!

Please get in touch if you'd like to find out how I can support you, your children or your school.

(Disclaimer: I am not a counsellor or therapist and I do not diagnose mental health conditions. I am DBS checked, insured, first aid trained, I keep my safeguarding certificate up to date and all records of the children and adults I work with are kept confidential and secure in line with GDPR.)

[email protected]

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Please select from the services listed below:

• NHS Richmond Talking Therapies: Learn how to manage your thinking and improve how you are feeling with short term courses for low-mood and more.
• Journey Recovery Hub: out of hours support for those in imminent mental health crisis, create a safety plan and prevent further escalation.
• The Wellbeing Centre: move toward recovery of long term mental health problems through physical, educational and social activities.
• Connect to Tech: learn how to use technology so it has a positive impact on your wellbeing through training, peer support and use of our ‘digital pod’
• Peer Group Network: groups run by people who have experienced their own mental ill health. Benefit from support and enjoy a range activities.
• Positive Living Group: take part in movement and relaxation, connect with others through therapeutic cooking. Learn how food impacts mental health and how to boost mood.
• Mind n Mortlake: Benefit from ongoing 1-to-1 and peer support plus social activities and trips.
• Befriending: work with a trained volunteer befriender who will support you over the phone weekly for 6-8 weeks.
• Carers in Mind: one-to-one support, advice and training, support groups and social activities for those supporting someone else with their mental health.
• Outreach: connecting with people at venues around the borough to ensure no one misses out on specialist support.
• Youth Zone: a wellbeing drop-in service for 12 – 25 year olds who want to chat, chill, take part in groups and classes or get 1-to-1 support, information or advice.
• Counselling: (from Autumn 2022).
• Peer Mentoring: train in how to support others with their mental health, or work with a mentor to build your confidence and self esteem.
• Reach: a 3 part workshop series in which we explore common mental health issues. We focus on Anger Awareness, Anxiety Management, and Low Mood and Self-esteem.

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Any personal information you share with Richmond Borough Mind will be kept secure and used in line with the General Data Protection Regulation 2018 (GDPR). We may also make contact with other people supporting your mental health to discuss your referral. This information will only be used to assess your needs and the services that you may benefit from. Information about you will be kept confidential and will not be disclosed to third parties without your prior consent except where required by law, or where we are concerned about your safety or the safety of others. You can withdraw or change your agreement for Richmond Borough Mind to hold or process your personal information at any time.

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Welcome to Richmond Borough Mind

We’re here to make sure that anyone with a mental health problem has somewhere to turn to for support. 

We offer information, advice and support to young people and adults experiencing mental health issues, as well as their carers.

Our work supports all communities in the borough of Richmond and surrounding areas.  Whether you’re dealing with low mood or imminent crisis, we have a range of services to help you.  We’re passionate about prevention and also offer training.

If you can’t find what you need, please get in touch with our helpline or complete a self-referral form.

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The amount of tax we claim will be 25% of the total value of your donations in that tax year. Furthermore, if you are a higher taxpayer, you are also entitled to claim the difference between the basic rate which we will claim and the amount of tax you have actually paid. For further details on how you can do this, please contact your tax office. If your tax situation changes and your gifts will no longer be eligible for the Gift Aid scheme please contact us and we will amend your record accordingly.

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Follow Riley, in her teenage years, encountering new emotions. Follow Riley, in her teenage years, encountering new emotions. Follow Riley, in her teenage years, encountering new emotions.

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It's make your mind up time as Atos sets deadline to pick rescue package

June 5 the day to opt for onepoint-led consortium or daniel křetínský's epei.

HPC heavyweight Atos has given itself until June 5 – this Wednesday – to decide between rival financial restructuring proposals to reduce the company's debt and put its future finances on firmer footing.

The French IT services and consulting biz says it has received two revised proposals as part of the company's long-running efforts to become financially fit.

Atos had previously said it aimed to make a decision on financial restructuring by May 31, but the additional delay is most likely to allow it to assess the revised offers from the interested parties.

One is Czech billionaire Daniel Křetínský and his EP Equity Investment group (EPEI) in partnership with UK investment fund Attestor, while the other is a consortium comprising French IT services outfit Onepoint, Butler Industries, and Econocom, plus some of the company's creditors.

The EPEI-led proposal is for €500 million ($542 million) of new equity, plus a new financing package of €1.2 billion ($1.3 billion) and restructuring of existing debt. The Onepoint consortium is proposing that €2.9 billion of existing debt be converted to equity, plus it is offering €250 million of new equity and loans worth €1.5 billion.

Full details of the EPEI and Onepoint proposals [PDF documents] are available on the Atos Investors web page.

In a Market Update , Atos claims that both proposals are largely consistent with the financial parameters set by the company, which must cover debt reduction and near-term and mid-term financing needs. Atos must now work with creditors to choose one of these by June 5 with the aim of having a final financial restructuring agreement ready by July.

However, it warns that either proposal will result in a "massive dilution" for existing shareholders of Atos, meaning that their ownership of the company will be greatly reduced.

The Market Update confirms that Atos has secured the €450 million ($488 million) interim financing it was seeking in April, and that a due diligence process with the French state over the potential purchase of Atos's Advanced Computing, Mission-Critical Systems and Cybersecurity businesses is "progressing well."

TechMarketView chief analyst Georgina O'Toole notes the EPEI proposal offers a reduction in Atos's gross financial debt of €3.4 billion ($3.7 billion), equity totaling a potential €700 million ($759 million), and finance in the form of €1.2 billion ($1.3 billion) of working capital facilities.

Atos delays sign-off on 2023 finances as it weighs restructure offers

France willing to buy key atos assets to keep them french, atos hopes for lifeline as refinancing saga set to drag on into may.

• Butler Investments joins Atos rescue party

"The other point to note from the Křetínský proposal is that he seems to have given far greater consideration to the future of the Digital/Eviden business," O'Toole said. "His key concern appears to be the ability of the Eviden business to transform at the pace – and with the appropriate investment – necessary to keep up with market changes associated with the GenAI revolution."

The Onepoint offer has changed in that new members have joined the consortium, including some of Atos's creditors. The proposal states that the restructuring is intended to provide a "sustainable capital structure allowing Atos to reinvest in its assets to regain profitability and market share," she added.

Whichever proposal the company chooses, Atos will hope the financial restructure finally allows it to turn the corner after a chaotic handful of years during which it has struggled to reorganize and deal with mounting debts.

"All stakeholders will be keen to get past this current period of immense and damaging uncertainty," O'Toole opined.

Megabuyte Principal Analyst James Preece said: "The key thing for Atos is to at least get a deal over the line within a reasonable time frame."

"The poorly executed plan to split the business in two, flaky strategic interests, and axed deal processes have all snowballed into a business in free fall with no prospect of a turnaround organically," he added, referring to the plan to hive off the Digital, Big Data and Security (BDS) business lines into a separately traded company called Eviden (originally Evidian), while the rest of the company was to fall under the Tech Foundations banner.

"We suspect Atos contracts are ripe for picking by other systems integrators and consortiums as the uncertainty bubbles," Preece concluded.

This doesn't seem to have stopped Atos winning new supercomputer contracts, however. Only last week it was selected by the University of Reims Champagne-Ardenne (URCA) to deliver an 8 petaFLOPS system based on its BullSequana XH3000 architecture and powered by Nvidia GH200 Grace Hopper Superchips. ®

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Five ways to drive experience-led growth in banking

Customers’ needs are changing. They expect more from service providers in the form of fast, frictionless, and personalized journeys. Their banking practices have also altered, with many of them now using digital and looking for it from their banks. Customer experience (CX) is proving to be the strategic differentiator for banks, with experience leaders outperforming laggards.

In this article, we explore how banks can improve customer experience, identify five bold moves they can make to gain the competitive advantage, and why they must act now, given the current dynamic macroeconomic environment.

Our research shows that banks that are frontrunners in customer satisfaction lead in financial metrics such as total shareholder return (TSR), increased growth, and decreased costs (Exhibit 1). We also see a positive correlation between customer satisfaction and purchasing decision—customers who are satisfied with their banking experiences say they will purchase more of that bank’s products. And satisfied customers are six times more likely to say they'll remain with a bank than dissatisfied customers are.

In this uncertain economic environment, excelling in customer experience is more important than ever for banks—the past year has seen one of the most dynamic macroeconomic conditions in the past several decades. Over the past 12 months, interest rates have risen by more than 300 basis points, mortgage originations have dropped by 60 percent, and the flow of money between financial institutions has increased four times.

Confidence is waning—more than 65 percent of customers are pessimistic about the economic outlook for the coming year, about a ten percentage point increase compared to last year. Their biggest concerns are inflation, the rising cost of goods, and savings for emergency funds.

With the dynamic macroeconomic environment and the overall pessimism consumers are feeling, customers are thinking to the future, shifting their financial practices, and reevaluating relationships with their financial institutions. We notice a move toward increasing household spending and accelerating paying down credit card debt, as well as reducing savings for retirement and emergency funds. New financial accounts are being opened at twice the average rate, and new banking relationships and switching banks are being considered (Exhibit 2).

Five critical CX moves banks can make to get ahead

Here are five get-right moves for those that want to seize the moment and become industry leaders.

Reimagine, not just de-friction, priority journeys

A typical regional bank has over 1,500 customer journeys (across business units, product lines, and customer interactions). 1 McKinsey analysis. Looked at simply, these journeys can be categorized into two broad categories—those that a bank needs to “de-friction” and those that need to be reimagined. Most journeys fall into the de-friction bucket, as streamlined, seamless experiences still matter and drive customer satisfaction. However, our research shows that the “bookend” journeys of shopping, onboarding, and problem resolution disproportionally drive the overall experience that a customer has with their bank. It is here that a bank could consider flexing its reimagination muscle (Exhibit 3).

To truly reimagine a given journey, banks can take the following steps:

• Assemble a cross-functional group that can bring diversity of experiences and thinking.
• Understand the competition, including recognizing that experience leaders also come from adjacent and other B2C industries outside purely banking—for example, a mobile payment application.
• Take inspiration from other industries as a customer’s bar for great experiences is driven by interactions and experiences outside banking.
• Leverage the concept of a zero-based design (“clean sheeting”): start with a blank canvas and imagine a new journey without considering the current state or any constraints; layer on (technical and operational) constraints afterwards.
• Co-create with customers to increase the chances of success, especially for novel signature moments.
• Push innovation to the next level. For example , how could something happen with no user-inputted data, with one click (or even no clicks)?

As a case in point, a large North American bank established an innovation factory to redesign critical banking processes and digital journeys. This brought together cross-functional teams—across product, business, technology, design, marketing, risk and compliance, legal, operations, finance, etcetera—to work on reimagining key customer journeys. Over the course of two years, more than 30 reimagined journeys were developed and rolled out. The resulting impact was a 25 to 50 percent increase in customer satisfaction of those journeys.

Radical shifts in customer behavior can be disruptive, but by delivering differentiated value for their customers, banks can take advantage of this defining moment to stand out.

Help customers migrate to digital

Most banks have highly inconsistent digital adoption. Even for banks that have similar levels of digital migration, McKinsey’s proprietary Digital Migration Index shows a two to four times variation in digital adoption of the underlying products and journeys. Our research reveals that customers who regularly use a bank’s mobile app or website (or both) have the highest average satisfaction compared to customers who use other interaction channels or infrequently use the digital channels (Exhibit 4).

So, while banks have correctly focused on building digital experiences to enable customers to bank in their channel of choice and self-serve for many interactions, there is still an opportunity for banks to actively help customers migrate to digital channels. This, in turn, will likely not only drive higher customer satisfaction, but result in a lower cost-to-serve and convenience.

Banks can actively migrate customers to digital in several ways:

• Enable: Banks can streamline enrollment into digital, seamless login, pre-authentication, and more.
• Educate: They can drive awareness of new digital offerings or features with marketing and communications, such as “how-to” videos on the website and mobile app.
• Redirect: Banks can utilize in-branch and call center or IVR intercepts to direct customers to digital channels, for example, in-branch digital and co-browse tutorials.
• Motivate: They can consider charging fees for using non-digital channels, and reward employees who redirect customers to digital channels, for instance.
• Nudge: Lastly, they can encourage customers to migrate with messaging on statements, reminders in emails or mails, gamified experiences, and so forth.

A leading Latin American bank launched a holistic digital adoption campaign to drive digital migration for its new web and mobile experiences. The bank rolled out a broad advertising campaign to encourage customers to download the new mobile app, developed incentives for recurring digital users (such as digital payments), sent out targeted customer messages after non-digital transactions were completed (for instance, in branch transfers), and thoroughly trained its front-line branch employees so they could redirect customers to digital. This broad campaign resulted in a 20 percent increase in customer satisfaction, a 5 percent increase in digitally active customers, a 25 percent increase in digital payments, and a 10 percent reduction in branch costs.

(Re)establish and (re)fortify trust

Our research shows that around 60 percent of customers currently trust that their primary bank will be helpful in navigating the next financial downturn. And this number jumps to more than 80 percent for customers who report high satisfaction with the experience their bank delivers.

Banks can take several actions to establish (or reestablish) trust

First, they can be transparent for emotionally charged interactions such as the ways fees are charged and explained (for example, on statements), the status of a loan application, and how disputes are handled. One leading payments player recently underwent a company-wide program to dramatically simplify its customer communications—from everything such as statements to the terms of loan applications to product offers on its mobile app. This program resulted not only in higher customer satisfaction (CSAT) scores, but also fewer calls coming into the contact centers (for example, for customers not understanding bills or terms and conditions clauses).

Second, they can deeply know how customers want to bank and then give them the power to interact across any channel. For example, the marketing messages they want to opt into, what channel with which they prefer to interact (email, mail, phone call, or text message), and what data they would like the bank to use when making them product offers.

Third, banks can proactively identify and help customers resolve fraud by leveraging advanced analytics. Fraud resolution is one of the most emotionally charged journeys for customers, and anything that can help them feel at ease dramatically drives trust, as well as “advocacy” by the bank on their behalf. Several banks now send text messages or emails and phone customers at the first sign of potential fraud—offering customers an opportunity to “dismiss” the alert or follow through with a fraud claim. Many banks also use this to drive advocacy by removing the charge from statements while they investigate (versus charging customers first and then refunding the charge).

And last, banks can offer a window into a customer’s financial wealth, based on customer spend and transaction history, credit bureau data, balance information, interest charges, fees, and so forth. This opens the space for banks to offer a “financial-health” score for their customers. For example, a fintech company took this to the next level by not only showing a financial-health score for its clients, but also offering advice on how to improve that score (for instance, through paying off high-interest debts and savings strategies). With this move, they aimed to become more customer-centric and develop clients’ trust.

Close the loop on measurement

“You cannot manage what you don’t measure” is a common adage in business. This is especially true for customer experience. Traditionally banks have relied on surveys, which are necessary but not sufficient to achieve these capabilities. In fact, only 16 percent of chief customer experience officers believe surveys are granular enough to act on, and only 4 percent think that surveys allow them to calculate the ROI of a decision.

Organizations that measure up well do so across four capabilities: capture (how feedback is collected and integrated), interpret (how feedback is analyzed and insights produced), act (how insights are implemented), and monitor (how dashboards are updated in near real time).

• Leaders in the industry use predictive analytics, machine learning, and big data (augmenting survey data with operational data) to overcome the well-known limitations of customer feedback. 2 “Experience DNA data and analytics platform,” McKinsey, February 2023. For example, only 7 percent on average complete surveys, 25 percent believe surveys provide timely insights to act on, while just 4 percent allow banks to quantify ROI. 3 “ Prediction: The future of CX ,” McKinsey, February 24, 2021. Banks can leverage the analytics-driven customer feedback system to personalize the experience by identifying unique customer needs and trends at scale that may go unnoticed with one-off surveys.
• They can also proactively resolve issues by ensuring that drivers of customer experience are updated in real time from all available data—as opposed to the limited survey questions that are only updated sporadically to quickly resolve trouble areas.
• Banks can predict with confidence the satisfaction for 100 percent of customers with a “single source of truth” versus the 7 to 10 percent in typical survey responses.
• Lastly, they can improve “hidden” customer interaction points; that is, quickly see how customer experience changes along a customer’s interaction with various parts of a given journey.

For example, a global bank is building a capability that scores the experience of every customer based on data such as transactions, balances, recent branch and contact center experiences, and location. It then uses machine learning to predict customer satisfaction for each customer based on their individual experience. This new capability allows the bank to dramatically improve its follow-up with customers immediately after poor service experiences and identify opportunities to deepen relationships.

Ingrain the philosophy of “customer success” in every part of the organization

Customer success is a proactive, data-led, and client-centric approach that seeks to understand client priorities and help B2B customers optimize their outcomes. The customer-success discipline is well developed in high-tech companies and the software-as-a-service (SaaS) industry but is still only slowly finding relevance in banking. Customer success equates to understanding existing B2B customers’ needs and helping them achieve their objectives (which often includes improved outcomes or experience for an end consumer or user). As a result, customer success can be successful in driving growth and reducing churn, while also increasing adoption and usage of products and services.

To implement an effective customer success model, banks can consider taking the following steps:

Build customer success capabilities: Like sales, customer success is a discipline with established practices. Setting up a customer success function requires dedicated capability building, especially if a bank is converting a team of existing client-relationship executives (such as bankers or account managers) to become customer-success managers.

Create capacity for high-value activities: In many organizations, an existing account or relationship manager is inundated with servicing requests and has limited capacity to be proactive. To create space, banks could find a way to reduce the demand on these teams to react to client “problems”, through product improvements, automation, or off-loading servicing activities to lower-cost teams.

Define the operating model with sales: Successful customer success representatives will uncover upsell and cross-sell opportunities as they work with clients to help them achieve their objectives. Therefore, it is critical to have a defined operating model and success-to-sales motion, which may differ based on the customer segmentation and coverage model (for example, teams of customer success and sales reps working together on accounts or using a model that “passes on” customer success opportunities to the sales team).

Measure customer health: A deep understanding of customer health is beneficial to customer success as it helps indicate likely-to-churn customers and assists customer success teams to prioritize how to invest their time across their customer portfolio. Banks can use all the data they have available for a customer—such as financial performance, industry trends, engagement with product and digital journeys, customer satisfaction (for instance, NPS, CSAT), product performance, and the ability to meet customer service level agreements—to develop a predictive measure of “customer health” as a key enabler of customer success.

For instance, a large wealth management player is moving to a customer-success model for its B2B business. It has introduced a “teaming” coverage model, in which large customers each have a dedicated representative for sales and customer success. The company has also defined an operating model for how sales, customer success, and sales operations will work together throughout the customer’s lifecycle. This new model has helped it better understand the needs of its customers and increased the opportunities to pursue new products and services with its existing customer base.

Bringing it all together

So how can banks achieve CX success in a competitive environment where customers want more, quickly? The good news is that we have seen companies attain leading positions by addressing three core building blocks of customer experience: a clearly defined, strong aspiration; a disciplined transformation journey; and thoughtful deployment of new capabilities such as analytics (Exhibit 5). 4 Victoria Bough, Ralph Breuer, Nicolas Maechler, and Kelly Ungerman, “ The three building blocks of successful customer experience transformation ,” McKinsey, October 27, 2020.

McKinsey research shows that this approach has delivered powerful results: a 15 to 20 percent increase in sales conversion rates, a 20 to 50 percent decline in service costs, and a 10 to 20 percent improvement in customer satisfaction. 5 Victoria Bough, Ralph Breuer, Nicolas Maechler, and Kelly Ungerman, “ The three building blocks of successful customer experience transformation ,” McKinsey, October 27, 2020.

By using these building blocks to achieve successful customer-centric transformations, and embedding the five bold moves described above, banks can take gold in the customer-experience race and attain a competitive advantage that boosts growth, lowers costs, and provides superior customer satisfaction.

Shital Chheda is a partner in McKinsey’s Chicago office; Jonathan Goldstein is an associate partner in the San Francisco office, where Robert Schiff is a senior partner; and Tim Natriello is an associate partner in the New York office.

The authors wish to thank Tim Bail, Anubhav Choudhury, Kate Ford, Alex Lapides, and Adrian Nelson for their contributions to this article.

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Breitling’s New Watch Was Inspired by a Balloon Journey Around the World

Up, up, and away!

Every era has its own aeronautical obsession. Around the turn of the 20th century, it was simply getting off the ground. By the ’60s, it was getting to the moon. In the ’90s, it was one of the few unconquered high-altitude feats: a nonstop balloon trip around the globe.

It sounds a little wacky, but this was serious business. The endeavor preoccupied 11 teams that made 21 attempts in all before Bertrand Piccard succeeded on his third try in 1999 with copilot Brian Jones on the Breitling Orbiter 3. The journey covered more than 28,000 miles in just under 20 days. Now, 25 years after that accomplishment, Breitling is celebrating the Orbiter 3 ’s excursion with a new watch: the Aerospace B70 Orbiter .

Breitling Aerospace B70 Orbiter

The gradated orange dial is inspired by the color of the Orbiter 3 ’s capsule. A dual analog/digital display reflects a ’90s trend that is rare these days, especially in serious watchmaking. The newly created movement, which drives both functions, is the B70, a chronometer-certified SuperQuartz movement with ten times the accuracy of a standard quartz watch. While the analog hands display hours and minutes, the digital readout offers multiple timing functions, including a chronograph that registers increments of hundredths of a second.

But all that function aside, what makes this special edition really special is seen through the sapphire-crystal case back: a circular slice taken from the original Orbiter 3 balloon’s envelope. Which means wherever you take it, this watch—or a part of it at least—has already been around the world.

@media(max-width: 73.75rem){.css-1ktbcds:before{margin-right:0.4375rem;color:#FF3A30;content:'_';display:inline-block;}}@media(min-width: 64rem){.css-1ktbcds:before{margin-right:0.5625rem;color:#FF3A30;content:'_';display:inline-block;}} Dialed In: Esquire's Essential Guide to Watches

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What Does It Take to Get Sober? 3 People Share How They Coped

A Glimpse Into a Few Sobriety Journeys

Julia Childs Heyl is a clinical social worker who focuses on mental health disparities, the healing of generational trauma, and depth psychotherapy.

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What Is Alcohol Use Disorder?

The voices of sobriety, how to get help, what to do if someone you love is suffering from alcoholism.

Sobriety is becoming an increasingly popular lifestyle choice. Celebrities are the faces of non-alcoholic brands, mocktail bars are popping up in major cities, and ‘ sober curious ’ is becoming a household term for those who are re-evaluating their relationship to alcohol. However, we live in a culture where alcohol is a common ingredient in all social gatherings, making it difficult to discern what is typical usage and what is indicative of a greater issue.

We’ll explore exactly what alcohol use disorder is, often referred to as alcoholism , uplift the stories of those who found sobriety, and share steps you can take if you need support. 

If you or a loved one are struggling with substance use or addiction, contact the Substance Abuse and Mental Health Services Administration (SAMHSA) National Helpline at 1-800-662-4357 for information on support and treatment facilities in your area.

For more mental health resources, see our National Helpline Database .

Alcohol use disorder is characterized by a consistent pattern of alcohol use that leads to immense impairment and discomfort. You might be wondering what qualifies as impairment and discomfort. “People who are wondering if they have a problem often try to go without alcohol for a month or set limits on how much they drink,” explains addiction medicine specialist Dr. John Umhau .

People who are wondering if they have a problem often try to go without alcohol for a month or set limits on how much they drink.

He continued by sharing that those suffering from alcohol use disorder think about alcohol differently than those who don’t suffer from the disorder. Simply put, those with alcohol use disorder often obsess about when their next drink is, while those without it don’t drink more than they intend to nor anticipate their next drink.

Furthermore, it isn’t uncommon for those who binge drink to end up developing alcohol use disorder. This is a common condition, with a 2020 study stating about 14% of U.S. adults suffer from alcohol use disorder.

Natasha first sought sobriety when she was 26 years old. “I knew I could no longer go on pretending that I had a handle on my drinking,” she explains. To her, alcoholism ended up feeling like a mental prison because she was so focused on trying to control her use, which ultimately was out of control. Getting sober at a young age was difficult—she initially thought her social life would be over. It wasn’t until she found a packed meeting on a Friday night, with peers she’d typically be parting with, that she hoped she’d found her place. 

I knew I could no longer go on pretending that I had a handle on my drinking.

Getting sober wasn’t easy. There was discomfort, but it ultimately changed her life in big and small ways. Above all, she found herself confronting parts of herself that she’d worked to avoid with alcohol. “I have healthy relationships , a career that I can show up to every day, and a deep level of self-worth that I never imagined I’d ever have before I got sober," Natasha says.

Amy first started drinking alcohol and using drugs when she was 14 years old. Growing up, she witnessed her parents struggle with alcoholism and hated it. But, working in fast-paced restaurants from a young age led her to party with the staff who were older than her. From there, she began living a fast life where she drank, used, and created a life where all of her peers were doing the same. When she was 20, a friend of hers took her to a 12-step meeting that led Amy to be sober for about a year, but it didn’t stick. “I tried again in my 30s, but I relapsed as well,” she shares. 

It wasn’t until she did Sober September a few times, which is when one abstains from all alcohol and substances for September, that she realized she wanted to have a different experience in her life. 

What helped Amy get sober was the experience of attending a 12-step meeting when she was 20. She knew there was another way to live, so she pursued the tools of the program. Since getting sober, she has seen her business, relationships, and herself get better as a result of working diligently to maintain continuous sobriety every day. A gift she’s seen in her recovery? She gets to be truly present for others. “I’ve seen so many people over the years not make it, and I hope my sobriety can shed the light that you are not alone.” 

I’ve seen so many people over the years not make it, and I hope my sobriety can shed the light that you are not alone.

Gabbi found her work, relationships, and finances in disarray. The emotional exhaustion and physical discomfort didn’t help much, either. As she found herself in complete desperation, she noticed others around her had found clarity through sobriety. She noticed these people were sincere, grounded, and authentic. They followed through on their actions and seemed joyful.

It didn’t take long for Gabbi, enticed by the spirit of sobriety, to join them. She cites community, God, and a sponsor in a 12-step program as key tenets of what helped her get sober . Since finding sobriety, she found her life, work, and relationships became much more manageable. “I let go of the shame I was holding onto and found the power of vulnerability,” she explains. 

I let go of the shame I was holding onto and found the power of vulnerability.

As she reflects on her journey, she urges others to be gentle with themselves. “If you relapse , keep coming back [to sobriety]. Go back to the practices that you found clarity through. You’ll eventually get it again.”

If some of these stories resonate with you or if the definition of alcohol use disorder feels a bit too familiar, it may be time to get some help. It can be hard to know where to turn, so we asked Alyssa Kushner , a licensed clinical social worker who specializes in recovery, substance use, and sober curiosity, what she recommends for those early in their sobriety journey. “I always recommend two things: at least weekly individual therapy and a support group.”

She continued by explaining various resources like the 12-step program Alcoholics Anonymous , SMART recovery , recovery coaching groups, and therapeutic support groups . The level of care needed for your sobriety journey is unique to you. Seeking out an intensive outpatient program may be another step you take to find lasting recovery. 

I always recommend two things: at least weekly individual therapy and a support group.

Dr. Umhau urges folks not to overlook prescription medications like naltrexone or acamprosate. “These are safe, non-addicting medications that have been proven to help people reduce the craving for alcohol, stay sober and are especially helpful,” he shared. When someone stops drinking alcohol, the brain can begin to experience the alcohol deprivation effect. This is when the brain struggles to adapt to life without the endorphins from alcohol.

"As sobriety continues, the brain pathways that require this endorphin stimulation get stronger and stronger until the desire to drink becomes overwhelming, sometimes resulting in a cycle of binge drinking," Dr. Umhau explains. Naltrexone can halt the cycle of binge drinking by reducing the drive to drink and supporting the brain. However, he is clear that the long-term solution to alcohol use disorder is working on a recovery program and finding healthy sources of endorphins that can replace the endorphins derived from alcohol. 

Both Kushner and Umhau share the importance of exercise and a nutritious diet. “The importance of restoring a healthy brain through an optimal diet is often overlooked, and eating seafood rich in omega-3 fat may be especially helpful,” shares Dr. Umhau. 

Finally, don’t underestimate the importance of community support and connection. Recovery programs can be excellent for helping you find like-minded folks who are also working to stay sober. 

You may be reading this article not because you’re worried about your relationship to alcohol, but because you suspect someone you love is suffering from alcohol use disorder . We turned to the experts for their insight on how one can best support their loved one. “You can help guide them, but you can’t make that choice for them, nor is it your fault if they don’t get sober,” explains Kushner as she considers the scenario of someone not being ready to get sober yet. 

Dr. Umhau recommends learning about Community Reinforcement Approach to Family Training (CRAFT) . “The CRAFT program helps families stay connected, improve communication, and effectively encourage their loved ones to get into treatment while taking care of their own needs in the process,” he explains. He continued by stating that research shows the approach of the CRAFT program is more effective than confrontation (which can be part of many well-meaning interventions). 

You can help guide them, but you can’t make that choice for them, nor is it your fault if they don’t get sober.

Kushner stresses the importance of setting boundaries and seeking out your own help (like therapy or a support group). Above all, she recommends folks find their own balance of offering support while also supporting themselves .

Whether it is you suffering or someone you love, know hope is here and change is always possible. Let the wisdom of the voices in this article guide you along your way.

Sudhinaraset M, Wigglesworth C, Takeuchi DT. Social and cultural contexts of alcohol use .  Alcohol Res . 2016;38(1):35-45.

Nehring SM, Chen RJ, Freeman AM. Alcohol Use Disorder . StatPearls . Treasure Island (FL): StatPearls Publishing.

Kranzler HR, Soyka M. Diagnosis and pharmacotherapy of alcohol use disorder: a review . JAMA . 2018;320(8):815-824. doi:10.1001/jama.2018.11406

By Julia Childs Heyl, MSW Julia Childs Heyl, MSW, is a clinical social worker and writer. As a writer, she focuses on mental health disparities and uses critical race theory as her preferred theoretical framework. In her clinical work, she specializes in treating people of color experiencing anxiety, depression, and trauma through depth therapy and EMDR (eye movement desensitization and reprocessing) trauma therapy.