Research shows self-aware individuals are more likely to achieve goals, grow, and make better decisions. 80% of companies who invested in training self awareness saw marked improvements in organizational performance.

Research shows that trying new things makes us happier, cognitively sharper, and more motivated. There is also a direct correlation between mindfulness and stress reduction. Being responsive to the moment is making a conscious choice, and we can only do that if we are present.

Having a set of principles or values that you live and die by, your non-negotiables, is critically important. Think of them as your inner compass. Likewise, ensuring we avoid echo chambers by aligning ourselves with people whose values don’t match ours – embracing diversity of thought.

When employees feel like they belong, companies enjoy 56% improved job performance, 50% lower turnover risk and 75% fewer employee sick days. A Deloitte paper saw 93% agree that belonging drives organisational performance. Belonging is important in our personal lives too.

Our connections and the way we relate helps define who we are/are not – giving us important feedback, enabling us to spot patterns and make connections (not just with people but in our thinking, our behaviours, beliefs, and more) that we wouldn’t have been able to otherwise.

I believe we can capture as large an external holistic impression in proportion to the inner world we have intentionally cultivated. Another case for self-awareness!

Harvard Business Review states empathy + action = compassion. When someone’s going through a hard time, meeting them with compassion is something people don’t forget – it deepens relationships. Research shows it benefits both giver and receiver.

Studies now prove selfless giving is linked to happiness, well-being, resilience and resistance to burnout, fewer depression symptoms, and better relationships. Compassion takes far more that just ‘being kind’ – but gives back in spades.

“Most organizations have failed the ultimate test of true inclusion—valuing the differences,” says Alina Polonskaia, global leader of Korn Ferry’s Diversity and Inclusion practice. This is far from the whole picture, of course. Whether I’m delivering leadership training to Execs or working with Teams in-house, the picture is very different. Diversity is welcomed and inherent, because they simply recruit “the best person for the job”. Diversity of thinking is the only way we can expand and challenge our own, and any biases.

However, when you connect core-to-core with someone, everything that’s on the outside falls away, so diversity is not just a given, but goes un-noticed. Only the sound, feeling and words resonate. I teach this on the SQ course.

So, this is a fun one! It can be challenging for some to go against the ‘norm’ (who decides that anyway?!) and stand up for and do what we know is right for us – and having the courage to do it for others too. I have found this gets massively easier with age, and for the last 35 years have followed my own, unconventional path that has made me happy.

I’m sure I can dig out some great data on this, but you know what you need to do here. If your belief and WHY is important enough, you’ll find a way to push through. The SQ course will also help…

This interpretation of humility completely resonates with me. I have a vast multi-dimensional viewpoint where I can see myself, my purpose and impact with absolute clarity, with full appreciation that I’m also a tiny spec in an infinite Universe. And here – have limited time to uncompromisingly accomplish my goals.

What keeps me humble is ‘you never know who you’re talking to (or what they’re going through)’, ‘people will always surprise you’, ‘I can choose to make my peace with the things I can’t control’, and comparison-itis is a futile waste of energy.

Tip of the iceberg in this recent global report, 72% of managers believe curiosity is a very valuable trait in employees, with 51% strongly agreeing it has become much more important over time, that curiosity drives real business impact (59%) and that employees who have more curiosity are higher performers (51%). 

I gravitate towards people who are curious, because it demonstrates humility, a growth mindset, interest in others/the world around them – and breeds innovation and creativity.

I really like this quote by John Nieuwenburg; “It’s hard to see the whole picture when you are inside the frame!”. One of the biggest benefits to the SME’s I mentor is having an outside pair of eyes on their business, seeing the things they can’t. And it can help in product development.

What re-framing also does is help you identify and shift away from thinking patterns, habits, behaviours and beliefs that don’t support the best outcomes, for better mental health.

Adversity is part of everyday life.

We can decide how we approach our challenges, suffering, and mistakes. I think each setback we encounter is an opportunity to learn from, grow, become stronger, more confident and resilient. We can get better at anticipating challenges, at not repeating mistakes and negative patterns from our past.

Adversity can help us learn new skills, develop inner strength and courage, and demonstrate compassion towards ourselves and others. Becoming more adaptable, and better at building rapport, solving problems and innovating are a few of the benefits.

Aristotle said: “the essence of life is to serve others and do good.” Called upon to serve and give back is an inner drive most of us share, with work done by volunteers accounting for nearly 1% of the UK’s GDP, around £20 billion according to research by the Office for National Statistics and NCVO.

With an 80% increase in skills and competencies, 68% increase in motivation at work and 26% greater productivity, it’s hard to ignore the benefits. Giving back is one of the pillars of a sustainable and just society. It makes us happy, is good for our health, others and the economy.