In today's complex world, we are confronted not only with ethical dilemmas within our own areas of expertise but also with broader societal concerns that deeply affect our moral compass. It is crucial to expand our concept of moral injury to encompass the effects of external events, such as the Australian Referendum and global events, as they can significantly contribute to our mental and emotional stress. In this article, I delve into the intricacies of moral injury, outline its indicators, and offer actionable steps to mitigate its effects.

Do you invite feedback from others as a way of modelling the skills of receiving feedback? This is a hugely impactful way of building psychologically safe relationships. Read the full article to learn more about the 11 principles of receiving feedback well.

Feedback conversations are powerful. They can be a wonderful or terrible experience for all parties involved. So how can we ensure we provide feedback to our colleagues and teams in a psychologically safe manner?

In the realm of our work in the health and community sector, the ability to effectively manage emotional interactions is paramount. Individuals who are skilled at managing emotional responses and fostering a positive workplace culture can be referred to as 'amygdala whisperers'. In this article I share the traits of amygdala whisperers and tips on how we can practice these skills in our workplaces.

As a leader, being able to step into the shoes of others, both individuals and well as our teams and to see things from their experience and emotional perspective is a game changer. One of the best things we can do as leaders is to intentionally cultivate compassion within our team. Here I provide some practice exercises to help you get started.

When transitioning from practitioner to leader, it helps to reflect on good leadership models and aim to emulate them.

Focusing on what we can control is crucial because it empowers us to take action and make a positive difference in our lives.

Welcome to the first instalment of my new blog series, where I reflect on the previous month and share some of the themes that are common in many workplaces, lessons learned, and what’s coming up.

I want to take a moment to consider the theme for this year’s International Women’s Day. It’s such an important topic, and seeing it being acknowledged is great for us all.

In the realm of leadership, you’ll often come across a range of long-standing ideas and perspectives around what leadership ‘is’ or ‘should be’.

As leaders it is important to consider how we influence how others may feel. How we deliver feedback is a great place to start. When thinking of colleagues as ‘human first’, there’s a lot we can utilise to help us as leaders ensure we’re providing feedback that supports the humans we work with.

While there seems to be some merit in the recognising that ‘new year, new me’ mindsets can set us up for failure, I think it’s all in how we think about our goals as long-term direction and progress.

During the course of 2022, the focus of self-leadership has changed.

Rather than using it to adapt to the uncertain world we were dealing with, we began tentatively using self-leadership to move beyond the day to day and shape the life, career and future we long for.

Last week was a fabulous week!

I had the pleasure of working with many wonderful people who were engaged and so positive about my work and I can't tell you how energising it was, not just to me but also to my team who I shared my experience with...

Cultivating a high-performance team through above-the-line leadership is the goal of a dedicated leader.

Once you have achieved this, how do you maintain the performance, especially as your team grows?

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.

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.

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.

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?