Wellbeing Face Pty Ltd

Wellbeing Face Pty Ltd Are you ready to create your biggest impact?

I'm a multi-award-winning global business psychologist who helps leaders and business owners get out of their way 🧠 Keynote Speaker 🎤 Executive Coach, Mentor, Facilitator, and published Wiley Author.

One of the most meaningful parts of speaking isn’t always what happens on stage… it’s seeing how the message lands with ...
14/05/2026

One of the most meaningful parts of speaking isn’t always what happens on stage… it’s seeing how the message lands with people afterwards.

I delivered a breakfast keynote at (thank you to the fabulous for inviting me) for business founders on cultivating a mindset of Productivity Joy and the relationship between performance, clarity, energy and intentional leadership.

After the session, the talented Es Hendrix shared this visual summary she created live during the talk, which was such a thoughtful surprise to receive.

There’s something really interesting about seeing your ideas captured visually like this.

Not just the words, but the themes, reflections and practical tools that resonated most in the room.

From:
✨ the Productivity Paradox
✨ operating from survival mode
✨ the importance of a high-performing mindset
✨ finding your “North Star”
✨ and the daily 5Qs practice to intentionally prime your state

…to seeing concepts like clarity, gratitude, reflection and intentional action translated visually.

It’s a reminder that when ideas connect with people, they often stay with them long after the session ends.

A big thank you to the creative Hendrix for capturing the session in such a unique way. I can absolutely see the value of visual storytelling like this for founders, teams and organisations wanting to help ideas become more memorable and engaging.

Have you ever had someone reflect your own ideas back to you in a way that helped you see them differently?

I'm super excited to be at the National Education Summit this week in Brisbane.A huge thank you to the NES team for sup...
13/05/2026

I'm super excited to be at the National Education Summit this week in Brisbane.

A huge thank you to the NES team for supporting the Global Joy Mission and helping elevate conversations around learning readiness, emotional regulation, leadership and human capacity in schools.

And a very special shout out to the incredible Margo and Dharshan for your support, encouragement and belief in this work. Thank you for creating spaces and conversations that genuinely support educators, leaders and students to thrive.

I’ll be delivering a keynote on Day One and also facilitating the final workshop of the conference, which feels incredibly meaningful.

I cannot wait for the conversations, the energy in the room and the opportunity to connect with educators and leaders from across Australia who care deeply about the future of learning and wellbeing in our schools.

If you’re attending, please come and say hello. I’d love to connect.

One of the fastest ways to change a team culture is to change the emotional tone of meetings.Because whether leaders rea...
12/05/2026

One of the fastest ways to change a team culture is to change the emotional tone of meetings.

Because whether leaders realise it or not, people are constantly scanning for signals.

Signals of:

safety
urgency
trust
openness
pressure
belonging

And leaders set many of those signals through their behaviour.

A rushed leader creates rush.

A reactive leader creates caution.

A distracted leader creates disconnection.

A calm and present leader creates clearer thinking.

This doesn’t mean leaders should never feel pressure.

Leadership is pressure.

But there is a significant difference between:

feeling pressure
and transferring pressure.

The most effective leaders I work with are often not the people with the loudest presence.

They are the people who can create environments where:

people think clearly
contribute honestly
ask questions safely
challenge respectfully
stay focused under pressure

Because high-performing teams do not simply need accountability.

They need psychological safety strong enough to support accountability.

One practical habit I often recommend is this:
Before entering a meeting, ask:

“What emotional tone am I about to set?”

That one question can change:
how people participate
how much they contribute
and the quality of thinking in the room

Culture is not only shaped by strategy.

It is shaped moment by moment through human interaction.

One of the most underestimated leadership risks is cognitive overload.Not capability.Not intelligence.Not experience.Cog...
11/05/2026

One of the most underestimated leadership risks is cognitive overload.

Not capability.

Not intelligence.

Not experience.

Cognitive overload.

When leaders operate in constant pressure, urgency and decision fatigue:

thinking narrows

patience decreases

communication becomes less intentional

listening drops

reactive decision-making increases
And often, leaders don’t realise it’s happening.

Because high-functioning professionals can still appear productive while cognitively overloaded.

But teams feel it.

Meetings become less effective.

Conversations become shorter.

Creativity reduces.

Psychological safety weakens.

People contribute less.

In many organisations, we’re trying to improve performance without first understanding the conditions people are operating under.

This is why emotional regulation, clarity and recovery are becoming critical leadership capabilities.

One simple question I encourage leaders to ask themselves before important meetings or decisions is:

“What state am I bringing into this room?”

Because the quality of your state influences:

the quality of your listening

the quality of your thinking

and ultimately, the quality of your leadership

A practical reset can be as simple as:

pausing for 60 seconds before entering a meeting
slowing your breathing
lifting your gaze away from your screen
asking yourself: “What does this conversation need from me?”

Small moments of intentional regulation can dramatically change the tone and effectiveness of leadership.

The quality of leadership under pressure increasingly determines the quality of thinking within teams.

And in fast-moving environments, clear thinking may become one of the greatest competitive advantages an organisation has.

10/05/2026

One of the simplest ways to understand the emotional climate of a team is this:

What happens when someone disagrees in a meeting?

Do people become quieter?

Defensive?

Dismissive?

Do ideas suddenly stop flowing?

Or…

do people feel safe enough to think out loud, challenge respectfully and contribute honestly?

Because psychological safety is not measured by how friendly a team appears.

It’s measured by what people feel safe to say.

Many leaders unintentionally shut down contribution without realising it:

interrupting
rushing
reacting defensively
moving too quickly
or creating pressure without enough presence.

And over time, teams learn:

“It’s safer to stay quiet.”

The quality of thinking inside organisations is deeply influenced by the emotional conditions people are operating within.

A powerful reflection question for leaders:

“What happened the last time someone challenged you in a meeting?”

People remember the emotional experience of leadership far more than we realise.

Over the past few years, I’ve had many conversations that start the same way:“I’ve seen your work… but I’m not quite sur...
07/05/2026

Over the past few years, I’ve had many conversations that start the same way:

“I’ve seen your work… but I’m not quite sure where you fit in our organisation.”

So I wanted to make it simple.

I work with organisations to elevate leadership performance and culture, so their people can think clearly, lead effectively and perform at their highest level.

Here are the four ways I typically support:

• Transformational leadership programmes
• Executive leadership coaching
• Keynotes and workshops
• Advancing women in leadership

At the heart of my work is a simple idea:

Before people respond to your strategy,
they respond to your state.
When you strengthen that, everything changes.

Clarity, behaviour, performance and results.

If you are currently navigating:
• Leadership capability gaps
• Cultural misalignment
• Performance pressure or burnout

I would be happy to have a conversation.

06/05/2026

We say we want sustainable high performance…

But are we actually creating the culture for it?

Not just in what we say, but in how we lead, respond and show up every day.

Because performance isn’t just driven by targets.

It’s shaped by the environment people are working in.

Do people feel safe to speak up?
Are we role modelling what we expect?
Are we creating clarity, or confusion?

At some point, we have to ask:

Are we walking the talk?










Last week I had the opportunity to speak at the BuildHer event on the psychology of a growth mindset and high performanc...
05/05/2026

Last week I had the opportunity to speak at the BuildHer event on the psychology of a growth mindset and high performance.

We explored what it really takes to perform in environments that are complex, fast paced and often not designed with women in mind.

Because in those environments, capability alone is not enough.

It’s about how you:
• think under pressure
• respond to challenge
• navigate self doubt
• and continue to step forward, even when the environment isn’t built for you

What stood out most was the room itself.

So many women leading the way in the construction industry, showing what’s possible and reshaping what leadership looks like.

It was also wonderful to reconnect with familiar faces from both sponsors and sponsees from Grit Leadership's Suburban Connect Accelerator Sponsorship programme, that I've had the pleasure of working closely with as both their facilitator and executive coach.

I really valued hearing Elina’s insights and reflections from her leadership journey and her helpful gems on being intentional about your career and Zoe Toogood’s active support for BuildHer.

Thank you to Paige and Aaron for the invitation and for creating a space that genuinely supports women to grow, lead and rise.

I recently had the pleasure of working with the leadership team at Salesian College Sunbury, running workshops on courag...
04/05/2026

I recently had the pleasure of working with the leadership team at Salesian College Sunbury, running workshops on courageous conversations.

It was genuinely a joy to work with such a thoughtful and committed group of leaders.

One of the things we explored is this:

Many leaders know feedback is important,
but still avoid the conversations that matter most.

Not because they don’t care,
but because they are unsure how to approach them without creating defensiveness, tension or disconnection.

So those conversations get delayed, softened or avoided altogether.

And over time, that impacts trust, clarity and performance.

Through my CLEAR framework, we focused on helping leaders:

• Make the call on when a conversation needs to be had
• Prepare themselves and their state before stepping into it
• Communicate clearly, without overexplaining or avoiding the point
• Create space for dialogue and shared understanding
• Close the conversation with clarity and next steps

What stood out most was the openness in the room.

Leaders leaning into real scenarios, practising conversations and building the confidence to approach them differently.

Because courageous conversations are not about being harsh or direct.
They are about being clear, intentional and respectful, while still addressing what needs to be said.

Salesian College is doing important work to strengthen leadership capability and create a culture where clarity, trust and accountability can thrive.

How do children learn joy?Not by being told to “be happy.”But by learning how to understand themselves.Over the past few...
03/05/2026

How do children learn joy?

Not by being told to “be happy.”

But by learning how to understand themselves.

Over the past few weeks, I’ve been hearing the most beautiful reflections from children and parents using Find Your Joy.

“I love saying my superpower.”
“I like finding my feeling face.”
“I like choosing my three goals… and saying ta-da.”

These are not just SUPER cute moments

They are early signs of something much deeper:

• Emotional awareness
• Strengths language
• Confidence and agency

And from parents:

“It creates moments of connection every time we read it.”

This is what matters.

Because when children learn how to name what they feel, notice what is going well, and take small intentional steps…

they build the foundations for how they will think, lead and show up in the world.

Small shifts. Big joy. Lasting impact.

What makes you feel alive at work?I asked a group of leaders in a recent workshop one simple question:What makes you fee...
30/04/2026

What makes you feel alive at work?

I asked a group of leaders in a recent workshop one simple question:

What makes you feel alive at work?

Then I asked them to write their answers on sticky notes.

What emerged was fascinating.

Not one person wrote:
Salary.
Title.
Status.

Instead, the wall filled with things like:

Helping students engage.
Collaborating with colleagues.
Seeing ideas come alive.
Shared laughter.
Meaningful conversations.
Creating something together.
Watching others grow.
Feeling part of a team.

The pattern was clear.

What makes people feel alive at work is deeply human.

Connection.
Contribution.
Creativity.
Progress.
Purpose.

The very things we often lose sight of under pressure and stress.

This is why joy at work is not a soft idea.

It is a leadership signal.

A signal that people are connected to what matters.

And when people feel alive, they think better, engage more deeply and bring more of themselves to what they do.

That affects performance.

It shapes culture.

It influences what becomes possible.

Perhaps one of the most important questions leaders can ask is not only:

How do we improve performance?

But also:

What helps people feel more alive here?

Because that is where better performance begins.

I'm curious ....

What makes you feel alive at work?

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