Leadership Health and Wellbeing Training Course

Participants can identify personal stress patterns and establish sustainable leadership routines.

• PERMA domains mapped to individual strengths, stressors, relationships, and meaning
• Energy audit separating restorative activities, drains, obligations, and recovery windows
• Values clarification used to identify misalignment and difficult trade-offs
• Johari Window feedback identifies blind spots affecting leadership presence
• Personal warning-sign log tracks cognitive, emotional, behavioural, and physical indicators
• Recovery routines planned around sleep, movement, nutrition, connection, and boundaries

Participants can identify and reduce harmful workload conditions through clearer work design.

• Job Demands-Resources model distinguishes challenge demands from harmful overload
• Demand-capacity mapping exposes workload peaks, role ambiguity, and resource gaps
• RACI analysis clarifies decision rights, escalation paths, and handoffs
• Work-in-progress limits reduce task switching and invisible coordination work
• Meeting hygiene removes low-value meetings and protects focused recovery time
• Renegotiation scripts reset priorities, deadlines, scope, and stakeholder expectations

Participants can use evidence-based techniques to manage stress and maintain sound judgement.

• Stress appraisal model distinguishes threat responses from manageable challenge responses
• Autonomic activation signs recognised before judgement, communication, and concentration deteriorate
• Box breathing and grounding techniques used during acute pressure
• Cognitive reappraisal tests assumptions, controllable factors, and alternative interpretations
• Implementation intentions convert predictable stress triggers into prepared responses
• Referral thresholds identify when occupational health or clinical support is needed

Participants can build practical resilience plans that address individual and workplace factors.

• Resilience factors assessed across personal capacity, team resources, and job design
• Psychological flexibility separates difficult thoughts from chosen leadership actions
• Circle of Control prioritises actions, influence, acceptance, and escalation
• Boundary-setting scripts protect recovery time without damaging working relationships
• Micro-recovery practices scheduled between high-demand meetings and decision periods
• Resilience plans combine preventative habits, support contacts, and contingency actions

Participants can conduct structured, respectful conversations about health, wellbeing and performance.

• Motivational interviewing micro-skills support respectful wellbeing conversations without diagnosing
• OARS questions build rapport through open questions, affirmations, reflections, summaries
• Observable behaviour descriptions replace assumptions about attitude, commitment, or capability
• Active listening identifies stated needs, unstated concerns, and agreed next steps
• Supportive challenge addresses performance expectations alongside health-related constraints
• Conversation records distinguish necessary facts from sensitive personal information

Participants can address wellbeing fairly across different needs, circumstances and working arrangements.

• Psychosocial risk factors examined through workload, fairness, belonging, and voice
• Intersectionality prompts consideration of unequal exposure, access, and workplace consequences
• Reasonable adjustment conversations define functional needs, options, and review dates
• Flexible-work agreements set availability, workload, communication, and boundary expectations
• Fair workload allocation tests assumptions using transparent criteria and evidence
• Team norms prevent exclusion, presenteeism, stigma, and after-hours pressure

Participants can establish team practices that support trust, candour and sustainable performance.

• Edmondson's psychological safety behaviours applied to meetings, errors, and dissent
• Team working agreements specify response times, meeting norms, and availability
• Check-in protocols surface capacity constraints without requiring personal disclosure
• After-action reviews identify process stressors following incidents, deadlines, or change
• Recognition practices reinforce effort, contribution, learning, and respectful conduct
• Conflict repair conversations restore trust after avoidable pressure or harm

Participants can maintain support, communication and operational focus during periods of disruption.

• Change impact assessment identifies uncertainty, workload shifts, losses, and support needs
• SCARF model anticipates status, certainty, autonomy, relatedness, and fairness threats
• Communications cadence combines facts, empathy, listening channels, and decision updates
• Remote-team routines protect connection, focus, inclusion, and work-home boundaries
• Crisis leadership triage separates urgent safety issues from operational disruption
• Return-to-work conversations agree adjustments, confidentiality, monitoring, and review points

Participants can create a measurable wellbeing action plan with ownership and review controls.

• Psychosocial risk register records hazards, controls, owners, dates, and evidence
• Leading indicators track workload, absence patterns, overtime, turnover, and sentiment
• Pulse survey design uses neutral questions, anonymity safeguards, and response thresholds
• PDCA cycle converts findings into tested wellbeing improvement actions
• Manager action plan assigns priorities, measures, review dates, and support
• Stakeholder update distinguishes aggregate trends from confidential individual information