As we near the end of a year that has challenged us all, deep contemplation on the direction of our lives and careers is taking place for many. Are you doing what you really love? Would you rather be doing something more purposeful? What is it that you’re waiting for?

As the silly season approaches, have you wondered about the amounts you have been drinking? Do you ever feel like your body needs a rest?

While this year’s social events might not have a decadent flavour because of the pandemic, alcohol is still playing a significant role. Over lockdown, alcohol retailers have been declared an essential service and mental health professionals have noted how the added strain of a pandemic has led to more frequent and problematic drinking at home.

For many legal professionals, alcohol is part of the everyday experience, whether through entertaining clients, signalling the transition of working from the office to continuing that work from home, or simply relaxing after a hard and stressful day.

Did you know 98 per cent of New Year’s resolutions fail? I just invented that statistic (so don’t quote me on it), but it sounds about right, doesn’t it?

Let’s face it, our vows and promises on January 1 to eat healthier, drink less, move more and get more sleep probably went by the wayside by February, and in fact (a real statistic this time) a Scranton University study found that only 19 percent of individuals keep their resolutions and most are abandoned by mid-January!

As Auckland re-entered level 3 lockdown many of us filled our shopping trolleys with comfort food like crisps, flour for baking, chocolate and enough alcohol to see us through a week at home. It is fitting that I’ve collaborated with Simone Barclay, founder of Think Straight to explore how to change your relationship with alcohol, if this is something you’ve been thinking about.

How do you come across as authentic when you are trying to adapt your leadership presence?

I have coached people who are progressing into formal leadership roles or struggling in existing ones. They are conflicted between holding true to the beliefs and principles they feel define who they are, while noticing the behaviour resulting from those beliefs is holding them back from being the leader they want (or are expected) to be.

“What makes you angry?” I was asked this question almost 20 years ago during an interview for an articled clerk position at a law firm in Brisbane, Australia. I was stumped – this was not a question I’d prepared an answer for. I can’t remember how I responded but my answer must not have been convincing because I wasn’t called back for a second-round interview.

I now realise this question was meant to open a conversation about my values and what is important to me. The problem was that I was a 22-year-old woman and the society I was raised in taught me to value being considerate, agreeable and responsible. If I had a difficult message to convey I should do it with a smile on my face so I don’t offend or make the other person feel awkward. I wasn’t meant to be annoyed and certainly wasn’t meant to admit that anything made me angry in a job interview! In fact, if I could relive that experience I’d explain that during those months of interview preparation, the frequent reminders I was sent to NOT to wear trousers (women should always wear skirts to an interview!) made me furious.

As we approach the end of the first quarter of 2021, the end-of-year exhaustion has, like an unwanted house guest, arrived early and is showing no sign of leaving. It’s probably not surprising, considering the eventful start to the year we’ve had and there is certainly a blurring of that “line in the sand” we drew when 2020 came to an end.

As it’s the season for some firms to announce promotions to partnership, you may be wondering whether this is the right route for you.

A number of lawyers I speak to about this topic are ambivalent. They like the work they do but they are not sure whether they want to aim for partnership or bind themselves further to their current firm. They wonder whether they’ll be able to flourish in their environment and, quite frankly, they just aren’t quite sure whether partnership is as good (or bad!) as it’s rumored to be.

I recently visited a workplace where what struck me most was the mood. The office was tense. It was an open plan setting and I bet, had it happened, you would have heard a pin drop. There was no chit chat, no dialogue between colleagues and a strong sense of hierarchy and restraint.

Although I was just visiting, the mood impacted me. I felt instantly exposed and acutely aware that I’d come into the room from a vastly different emotional state. I was excited to be having the meeting but that optimism vanished when I noticed the way I was feeling was deeply out of step with the vibe of the office.

There are many skills I learned as a coach that I wish I’d had at my disposal when I was practising as a lawyer and leading teams.

The power of skilfully listening is one of the most valuable of those skills. This means listening without agenda or judgement, listening with an open and quiet mind and listening without planning and rehearsing a response in my head while I nod along patiently waiting for my turn to speak

Toxic work cultures involving harassment and assault are back in the spotlight but are only highlighting the tip of the iceberg when it comes to dangerous workplaces.

While 39% of women and 26% of men have experienced sexual harassment in the workplace, only one in five people made a report about the behaviour. And of those who did make a formal report, 20% were labelled as troublemakers or were ostracised, victimised or ignored by colleagues. Or, they resigned.