Authentic Leadership 
A focus the process undertaken by the social interactions of a leader, in particular with them maintaining their true personality, self-awareness, staying grounded in their self, and having ethical behaviours and approach to managing others. There are a number of qualities which are exhibited by an authentic leader, although this is still a developing field of research, including:
• Managing the perception of others, essentially being your intrinsic self, having what has been termed relational transparency. Exposure of a potential weakness, which could also be viewed as a strength, aiming to
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Building Trust at Work
An open and transparent workplace provides the foundation for trust amongst work colleagues. There are many features of what it takes to build and maintain trust, and this can also so readily be broken through inappropriate decisions or behaviours. Some of the features can include, but not exclusively as follows:
• Being honest with opinions and actions.
• Do not undermine others.
• Respecting opinions of others.
• Offering praise and encouragement, especially when someone is seen to be lacking confidence.
• Address problems in a constructive and professional mann
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Change Management
The process and activities involved with managing change within an organisation, to help better position it to continue to succeed in the future and to respond to evolving internal and external environments. Technological developments or regulatory changes will often require an organisation to adapt to meet the impact these can and will have on the organisation to ensure it stays competitive and is of value to customers. Without change many organisations will be overtaken by others, or events, with their future looking much less promising than if they had implemented change management. Clarity
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Coaching
The practice of guiding and developing an employee, or learner, on a one-to-one basis. Informal coaching might be given during a workday to help demonstrate a particular task which an employee might be new to or where their performance needs improving. Formal coaching would typically see the use of a planned session or sessions, using one of the many coaching models to suit the particular need at the time.
Coaching Model
A framework in which a coach guides a coachee to achieve a defined outcome. There are many different coaching models, including:
• ACHIEVE.
• ARROW.
• CLEAR.
• GROW.
• OSCAR.
• OSKAR.
• STEPPA.
Collaborative Working
Working with others, whether formally or informally, in a cooperative way which involves sharing information and ideas, to produce a positive outcome for all concerned. This approach will often be practiced where a common, mutually beneficial, aim is required, although for those involved, they may have a range of differences, especially expertise and experiences. The coming together by working collaboratively will likely be much more successful than taking a competitive or antagonistic approach.
Colleague
Someone else who works at the same place as another person, i.e. a work colleague, or an individual who works in the same industry as someone else, i.e. an industry colleague.
Collective Intelligence
The result of collective social activities which engage a community through regular interaction, contributions and collaboration, especially when undertaken over a digital network.
Communicating a Message
This is an important action if someone else is to be made aware of what the message is. Effective communication helps to spread the message, with there being many ways in which communication can take place, typically being grouped into three categories: 1. Spoken; 2. Written; 3. Visual. A combination of methods can often enhance the effectiveness of a message being understood.
Choosing the most appropriate method, or range of methods, will depend upon exactly what is to be achieved. If you are gathering information about people's awareness of a subject, then a questionnaire could be a good
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