Are you an active player in your own story?

“Am I outsourcing my self-leadership?” If so, Instead of doubting yourself, deliberately back yourself and be self-compassionate.

By closely working on self-leadership skills, individuals can more effectively lead others, whether they are colleagues, family or friends.

Professional and Clinical Supervision is a co-created, collaborative learning focussed conversation between a supervisor and supervisee. It is a process of learning and support, designed to build self-directed learners and workforce capacity through practice skill development and reflective learning.

Work pressures, interpersonal demands, and workplace culture strains can play a direct role in the future of your organisation. Because of this, it is the role of leaders to reflect on the real status of our organisations’ ecosystems.

Many of us think about good leaders we have had or would like to have and then try and find them.

However, how many of us look for this leader within?

It is possible to reflect on the year in terms of our contributions and, also in terms of the strengths and skills that you’ve used and developed, so that we can take these skills forward more intentionally.

When we take a step back from our day to day work life (whether as a conscious choice or enforced) it can encourage us to reflect more deeply our values and our goals.

Mental health through Covid-19 has certainly come to the forefront of conversations. How could we be using this insight into each other's lives beyond the office in a positive way?

How do you ensure that you go beyond role to role and relate to your colleagues as human to human?

Research shows that when senior leaders set and model high level interpersonal functioning, where values like respect, trust, kindness and compassion dominate, the tone is set for the whole organisation.

Research highlights that there are many negative factors that create risks to the health and wellbeing of an organisation or team. These include a poor interpersonal environment, poor leadership practices and poor organisational practices.

How about you? Where can you focus on what you can control rather than what you can’t?

We have all been riding the corona coaster for a while now and can't really see a clear end as we go in and out of lockdowns but after over a year of this experience I think we can look back and review how we initially responded, adapted and how we are leading ourselves and our teams now.

The relationships we have with our leaders and managers is pivotal to how we experience our roles at work.

As we move into winter and the shortest days of the year, how are you prioritising your mental health and wellbeing?

Healthy interpersonal relationships at work depend on our capacity for empathy, positive relationships, self-awareness and self-management.

As we continually acclimatise to an ever-changing environment, like sudden lockdowns, we need skills in dealing with uncertainty and adaptability.

Positive and empowering self-leadership is a psychologically responsible and sustainable way to bring out the best in ourselves, to best support the communities we seek to serve.

Recent advances in neuroscience challenge us to critically evaluate how interpersonal behaviours directly influence workplace functioning and on building a healthy workplace.

There is a critical link between how we lead ourselves, how we perform at work and our capacity to contribute to a thriving, healthy workplace.

The emerging advances in neuroscience have given us invaluable new insights into how our brain evolves over time.