Support and supervision are not “extras”. They are what enable professionals to do their best work and make sustained care possible.

Saying no is hard when we care. But every time we say no to something that drains us, we’re saying yes to something that sustains us and gives us more energy to support the work we need and / or want to be carrying out.

Our inner dialogue is the foundation of self-leadership…… it influences our confidence, decision-making, and emotional resilience.

For years, we’ve been chasing “work-life balance,” trying to equally divide our time and energy between personal and professional priorities. But what if the goal isn’t balance at all? What if the real answer is harmony?

As we are starting to gear up for the year ahead, it’s critical to reflect on the habits and practices that support our well-being and capacity to thrive.

As we continue to navigate the ever evolving and demanding landscape of healthcare, the importance of effective supervision cannot be understated.

As we embrace the fresh start that 2025 offers, it’s the perfect moment to reflect on our past experiences and set our sights on the future

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

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.

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.

Balancing the need for being efficient alongside the costs of efficiency is a continual juggle in our workplaces.

How do you let go of things at the end of the workday?

Too often, we fall into the trap of excessive selflessness, feeling under significant pressure to equate personal depletion with effective professionalism.

The adage “give someone a fish and you feed them for a day, teach them to fish and you feed them for a lifetime” rings so true when it comes to refining our role as professional and clinical supervisors.