When we delight in others’ success, we create an atmosphere where everyone feels valued, safe, and motivated.

Self-care and the commitment we each make to create a sustainable career is critical.

It’s a familiar scene, but one that raises an important question: who ensures that leaders feel psychologically safe?

Creating psychological safety in the workplace is more than a “nice-to-have” quality; it’s a foundational necessity for team cohesion, high-quality client care, and retention.

As we expand our capacity to be present and effective in our personal and professional lives, we not only navigate challenges with grace but also unlock the potential for genuine fulfilment and impact.

Our bandwidth is like the foundation of a house, you can’t see it directly, but if it is not solid, the house is shaky and unsustainable.

Over the past few months, we have seen a significant rise in stress and overwhelm in many workforces. In this context, there has been an increased need to understand and make sense of what is occurring.

So, how do we decide when perfection is needed and when good enough is just that—good enough?

It’s a strange paradox—we long for feedback because we know it’s crucial for growth, but we also hate hearing it because it often stings, even when it's well-intended.

Self-leadership is about driving your actions, your decisions, and ultimately, your success. It’s not just about having the courage to act (accelerator); it's also about knowing when to pause and reflect (brake).

Giving yourself permission to be a work in progress means recognising the foundation you're building on and acknowledging that growth is an essential part of becoming a more effective leader.

Think of yourself as a lighthouse. Just as a lighthouse must maintain its light to guide ships safely to shore, a leader must take care of themselves to effectively guide and support their team.

Maintaining integrity and long-term satisfaction sometimes requires making choices that may disappoint in the short term. Navigating these situations with compassion and clarity is essential for personal growth and fulfilment.

What small steps can we take to create a culture where we see others and ourselves?

Amidst the chaos, finding and engaging with our anchor points helps us stay grounded and reminds us why we do what we do and that there is a future beyond this present moment.

Never before, have the pressures of dysfunctional systems been so impactful.

So, what skills do we need and what strategies can assist us in navigating the leadership and self-leadership required in different sized teams?

Excessive and unnecessary self-criticism undoubtedly costs us dearly. Yet we are often unaware of the degree to which it impacts us individually and collectively.

In an ideal world, we want our supervisees to bring an enthusiastic and open approach to supervision.

Along with our need for safety, belonging, fulfillment, and love, feeling valued is undoubtedly one of our core human needs.