Positive supervision is focussed on learning and skill development.

Positive learning supports skill development and problem- solving, the supervisor will provide relevant information and resources to help the supervisee grow in their practice.

While it doesn’t happen instantaneously, we can create great teams if we understand the key ingredients of a thriving team ecosystem.

Even if an organisation holds groundbreaking innovations that can unlock tremendous value in the world, poor leadership can scuttle the entire endeavour.

Considering this, we must commit to, and invest in positively impactful leadership. By deeply understanding the ingredients of positive leadership, we can better inspire our teams, accomplish our goals, and feel a deep satisfaction in our work.

As we reflect on the different levels of supervision, what is happening in your workplace?

What do you think the experiences are for supervisees in your workplace?

As we reflect on the different levels of supervision, what is happening in your workplace?

What do you think the experiences are for supervisees in your workplace?

Whether you work for a for-profit company or a non-profit organisation, great leadership is going to separate the truly successful from those treading water.

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.

Individually, learning is a great way of keeping us agile, humble and open.

For a workplace, ongoing learning is critical for achieving optimal service delivery and workplace goals.

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?

How do you contribute to the team culture and build a healthy ecosystem?

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.

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

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

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.

If your professional role requires you to be on the lookout for problems, mitigate risks and anticipate challenges, then this post is for you.