The message is clear business owners, boards and leaders need to fundamentally change the ways that we manage and communicate with our people. If we don’t we will fail in optimising the return on investment in people and minimising risks arising from psychosocial hazards and gender-based behaviours. This includes doing what is best for their own wellbeing…and a key element to all of that is the practice of compassion in leadership (for others) and in reflection (for self). Well, guess what? Science tells us that it is good for us and our businesses. 

What is compassionate leadership?

Let’s start with making a distinction between “empathy” and “compassion”

Empathy is the ability to understand and share the feelings of another.

Compassion is being empathetic and then wanting to do something about it.

Applying SCARF to psychosocial hazards

Here are five questions that you could ask relating each of the 5 SCARF elements to one psychosocial hazard:

• Do reward and recognition practices support people in having a clear and valued perception of their STATUS in the organisation?  Hazard: inadequate reward and recognition
• Does everyone in your organisation have CERTAINTY about organisational goals and their roles and performance expectations? Hazard: lack of role clarity
• Is everyone free from micromanagement and feel like they have the AUTONOMY to perform their role and make related decisions without unnecessary supervision or review? Hazard: poor supervisor support
• Do people feel like they are valued members of teams and get a sense of belonging and RELATEDNESS from the way that people work together? Hazard: poor workplace relationships
• Do people trust the organisation and managers to treat everyone with respect and FAIRNESS on any matter in the workplace? Hazard: Poor organisational justice

There are lots of other ways that you can use the SCARF model in the workplace and elsewhere in life. Use it as a barometer for how you respond to a challenge – as a threat or as a reward. The mindset that you adopt can make a massive difference to your own mental health and wellbeing.

If you would like to explore any of our PosWork programs for your workplace, please call us on 1300 108 488 or email info@poswork.com.au.

Leadership isn’t just about strategy, execution, and results. At its best, it’s also about inspiration. When leaders tap into creativity, they not only solve problems in fresh ways—they also spark curiosity, energy, and deeper engagement from their teams.

Creativity in leadership is powerful because it:

• Builds trust and openness – Creative leaders are seen as adaptable and approachable, encouraging others to contribute new ideas.

• Boosts motivation – People feel more invested when they know their contributions can shape outcomes.

• Drives innovation – Creativity helps teams find unique solutions rather than recycling old approaches.

• Fosters resilience – In uncertain times, creativity gives teams the flexibility to pivot and adapt.

In short, creativity makes leadership more human, dynamic, and engaging. It transforms the workplace from a routine environment into a space where people feel free to imagine and contribute.

HOW TO ADD CREATIVITY TO YOUR LEADERSHIP PRACTICE

So, how can leaders bring more creativity into their style of leadership? Here are six practical ways:

1. ASK “WHAT IF?” QUESTIONS

Instead of sticking to yes/no or black-and-white problem solving, ask open-ended questions. “What if we tried this?” or “What’s another way to look at this challenge?” sparks innovation and invites input from the whole team.

2. ENCOURAGE EXPERIMENTATION

A creative leader creates safe spaces for trial and error. Allowing small experiments reduces fear of failure and builds confidence in thinking outside the box. Even ideas that don’t work can lead to unexpected breakthroughs.

3. USE STORYTELLING

Facts inform, but stories inspire. Creative leaders use stories to connect ideas, share vision, and make complex concepts relatable. This approach engages both hearts and minds, helping people see themselves in the bigger picture.

4. BLEND PERSPECTIVES

Diverse voices are fuel for creativity. Seek out insights from across roles, departments, and backgrounds. By drawing from different perspectives, leaders generate richer ideas and show they value contributions from every corner of the organisation.

5. MODEL PLAYFULNESS AND CURIOSITY

Creativity thrives in environments where curiosity is encouraged. Leaders who show a sense of play, ask genuine questions, and demonstrate curiosity signal to others that it’s okay to think differently and push boundaries.

6. CELEBRATE CREATIVE CONTRIBUTIONS

Recognize not just outcomes, but also the creativity behind them. Celebrate bold ideas, unique approaches, and innovative problem-solving efforts. When people see their creativity being valued, they are more motivated to keep contributing.

FINAL THOUGHTS

Leadership that embraces creativity is leadership that engages. By encouraging experimentation, storytelling, curiosity, and diverse input, leaders cultivate a culture where innovation feels natural—and where people are excited to be part of the journey.

If you would like to explore ways that we can help you to build resilience practice or with any other of our PosWork programs for your workplace, please call us on 0438 533 311 or email info@poswork.com.au.

The character strength of self-regulation is one that plays a significant part in how people are seen as leaders and how they see themselves as leaders. Those who are adept at managing their emotions, thoughts, and behaviours in the face of challenges or stress are positive influences on others and people to whom others turn for guidance and support. That makes for better relationships, better stress management, better decision-making and better outcomes. 

Why Self-Regulation Is Crucial for Leaders

1. Managing emotions:

Humans are emotional beings and leading people can be emotionally challenging especially where there are different views that people hold or where changes are being introduced or difficult decisions need to be made. If a leader lacks the ability for self-regulation, that can translate into negative emotions such as such as anger or frustration which might not only cloud their judgment but also negatively impact on their effectiveness as leaders. By regulating their emotions, leaders can remain calm and objective, fostering confidence among their teams.

2. Building Trust and Respect:

Teams look to their leaders for guidance and stability. They want leaders who they are confident to seek guidance from ie leaders who have their trust and respect. They want to know that their leader will be honest with them, genuinely listen to them and respond fairly and respectfully to them regardless of the issues in question. They also want to see the human in the leader through the emotions that the leader expresses; it isn’t about not expressing emotions – it is about how they are expressed and what you do with them that matters (ie how you regulate them). Leaders who consistently show the right balance with these attributes are perceived as trustworthy and are more effective in managing challenges for teams and individuals. In contrast, erratic or unpredictable behaviours can create uncertainty and lower morale, especially where no constructive action plan flows from recognition of the emotions surrounding the issue in question.

3. Enhances Decision-Making:

Self-regulated leaders approach challenges with a clear and focused mind, enabling them to make thoughtful decisions. They avoid being swayed by temporary emotions or pressures, ensuring decisions are aligned with long-term goals. However, self-regulation is also about applying good practice in inclusion of people through effective consultation processes to ensure people feel like they have a voice and can buy into the decision, even if it isn’t their preferred one. 

4. Promotes Healthy Team Dynamics:

You will have heard the words “Talk the talk!” and “Walk the walk!” Leaders who model self-regulation and live organisational values every day set the tone for the organisation. Their abilities to remain composed in stressful situations and to lead others through them effectively encourages others to do the same, reducing conflict and fostering a collaborative environment.

5. Improves Personal Well-Being:

Self-regulation isn’t just about managing outward behavior; it also helps leaders maintain their own mental and emotional health. By effectively managing stress, leaders can avoid burnout and perform at their best.

Ways Leaders Can Build Self-Regulation

1. Practice Mindfulness:

Mindfulness is a powerful tool for developing self-regulation. By focusing on the present moment and observing thoughts and emotions without judgment, leaders can build greater self-awareness and emotional control. Regular practices such as meditation or deep breathing exercises can help cultivate mindfulness.

2. Develop Emotional Intelligence:

Emotional intelligence (EI) is closely tied to self-regulation. Leaders can enhance EI by actively working on empathy, self-awareness, and social skills. Understanding their own emotional triggers and learning to manage them is a key step in strengthening self-regulation.

3. Set Clear Personal Boundaries:

Establishing boundaries around work and personal time can help leaders manage stress and avoid emotional overwhelm. When leaders prioritize self-care, they are better equipped to regulate their emotions and maintain balance.

4. Seek Feedback:

Constructive feedback from peers, mentors, or team members can provide valuable insights into areas where self-regulation can be improved. Being open to feedback demonstrates humility and a commitment to growth.

5. Practice Delayed Response:

In emotionally charged situations, leaders should pause before responding. Taking a few moments to reflect allows them to consider their words and actions carefully, reducing the likelihood of impulsive reactions.

6. Engage in Physical Activity:

Exercise is an effective way to reduce stress and improve mood. Leaders who maintain a regular fitness routine often find it easier to manage their emotions and remain composed in high-pressure situations.

7. Learn Stress Management Techniques:

Techniques such as journaling, time management, or engaging in hobbies can help leaders manage stress proactively. Finding activities that bring joy and relaxation is critical to maintaining emotional equilibrium.

Conclusion

Self-regulation is a vital skill for leaders who aspire to inspire trust, navigate challenges, and foster healthy team dynamics. By cultivating mindfulness, building emotional intelligence, and adopting stress management techniques, leaders can enhance their ability to stay composed and make thoughtful decisions. In doing so, they not only strengthen their own leadership capabilities but also create a positive and resilient organizational culture. Self-regulation is not just a leadership skill—it’s a leadership superpower.

If you would like to explore the ways that we might be able to help you to make yours a great workplace, please call us on 0438 533 311 or email info@poswork.com.au.

I want to share with you one of the most remarkable experiences I have had in my life. 

Over the past few months, I have been a volunteer on a political campaign by a first time independent candidate in our federal election.

It has been inspirational, frustrating, educational, unnerving, exciting, disappointing, challenging, rewarding – yes a real rollercoaster – and so valuable.

Here are my top 5 takes from the journey.

Growth

Our candidate was incredible. Having jumped into the ring (after multiple refusals), she grew and grew and grew with each step that she took and it was both amazing and inspiring to see.

Grounding 

Having that foundation of honest, loving, non-judgmental support through family and key supporters/leadership group provides the confidence to dare to be out there – true psychological and emotional safety and support for the leader who knows that the safety net is there to encourage and support positively and to catch them kindly.

Authenticity

One of the biggest lessons that I thought the candidate learned was quite simply: “be me”. Her signature strengths of hope and kindness were a core ingredient in her campaign. Those strengths resonated with people because they are in her essence (ie they could see the authentic her) and starkly contrasted with the political behaviours we are used to. That was really powerful.

Diversity

In any political campaign, there is a massive amount of work to be done requiring a diverse range of skills, knowledge, abilities and connections. Being able to harness those in a positive and efficient way can be a challenge and equally getting it right can be really advantageous.  This group of volunteers have had that diversity and the spirit of collaboration that really makes it work. What they achieved was extraordinary.

Community connection  

For everything above to happen, you need to have strong community connection through having a clear and aligned purpose that gets people engaged and motivated, the processes and resources to equip them to play their parts and the leadership and support to help them to do that. That happened in spades.

There were also some challenging and inspiring things that I personally experienced which I will comment on separately.

It really has been a great experience, and I have met some wonderful human beings in both our own campaign team and those of competing candidates.

It is an experience that I recommend if you have a candidate with the right purpose and values that resonate for you.

Humbly,

Peter Maguire

Practice leader, PosWork

The experience that I had here is illustrative of the difference that adopting a positive mindset and the practice of kindness and gratitude can make in leadership and the engagement and motivation of your followers. If you would like to explore the ways that we might bring these attributes to your leadership and your workplace, please call us on 0438 533 311 or email info@poswork.com.au.

At PosWork, we believe that we have a role to play in helping community-minded small business owners to build positive relationships with others and support each other in their ventures in business and life.

That’s why we run Our Local FIRM lunches:

• to have a bit of FUN through social engagement over a meal
• to get INSPIRATION from others’ stories or news
• to build positive RELATIONSHIPS and
• to find MEANING through belonging to a positive business community  

Each month, we bring people together to share their needs, stories, triumphs and challenges.

We also have a discussion on a relevant business theme and collect songs for our playlists against the 4 Our Local FIRM pillars of Fun, Inspiration, Relationships and Meaning.

Your commitment – your time, the cost of your lunch and drinks and your contribution in discussions and with your song – and remember “no selling”.

This month, the discussion question  is: “What does the federal election result mean for small business owners?”

The playlist song theme is “Fun” = songs that put a smile on your face.

We’ll collect them and add them to the Our Local FIRM playlists on YouTube music. 

DATE: Thursday 15 May 2025

TIME: 12.00 – 2.00

LOCATION: ORA D’ORO, 28 HEWISH ROAD, CROYDON. 3136

Bookings at: https://www.trybooking.com/DBMOI

Want to know more? Call Peter Maguire on 0438 533 311