A CEMS Global Alliance survey of 1700 business leaders found that a shift has occurred in the way managers think about leadership. They found that respondents identified a need to 'balance "traditional" leadership qualities with more "humane" characteristics in the wake of Covid-19. Whilst things like strategic vision and focus on results remained important, other qualities such as empathy, the ability to communicate and resilience, in particular, were more highly valued than before' (CEMS 2020, p9).

To effectively create and foster the psychological safety required for learning, innovation, and change, leaders need to effectively lead 'in the moment', engaging in open, empathetic, authentic, and constructive leadership.

McKinsey (2021) notes an accelerated shift away from traditional command and control authoritative leadership styles. They note that few leaders display the behaviours that can instil psychological safety and employee experiences vary greatly depending on how leaders act.

Leaders must first master self-leadership. Where leaders hold a strong awareness of their beliefs and values and what triggers these both positively and negatively, they can effectively lead in the moment, showing up as authentic leaders.

In her work as an Executive Leadership Coach and Organisational and Leadership Development specialist, Karen is seeing a greater emphasis on the need for leaders to positively influence the psychological safety of their team members and to do this effectively they must understand and master their self-leadership strategies.

This interactive webinar offers evidence-based neuroscience models to build an understanding of common brain-based triggers and practical strategies for reflective practice and self-regulation, all providing leaders with strong foundations for self-regulation, self-care, and consciously enhancing their empathetic and authentic leadership.