I’m a better leader for being a human one
- May 6
- 3 min read
By Kate Gaskell
I was 10 years old when I decided I wanted to go into law, and at first, it felt like a pie-in-the-sky idea. But once I started to learn about it, I was hooked.
Initially, the journey wasn’t easy. I came from a single-parent, single-income background, receiving free school meals and being the first in my family to attend university.
I then got a training contract with law firm Allen & Overy, but even when I’d been successful, there was still a feeling of inadequacy. It was a crash course in resilience, and it’s a course so many people have to go through when they’re finding their feet. But as a leader, I know building professional self-esteem has carried me beyond the workplace. My growth came from recognising my value not just as an employee, but as a person, and it’s essential we help others to do the same.
Building self-esteem
At first, it’s natural to feel more comfortable taking things day-by-day, but I really progressed when I started thinking longer term. This came with confidence, resilience, and realising that even if things didn’t work out, nothing’s forever.
It meant being resourceful and finding opportunities that weren’t the most obvious. It also meant putting my hand up for things out of my comfort zone and getting comfortable riding the waves.
Becoming reliable is what earns you people’s trust, even if it starts with those small responsibilities. Once I could do the tasks, I knew I could influence long-term projects and overall outcomes.
Building professional self-esteem also came from identifying the areas where I struggled, and realising ‘room for improvement’ isn’t a bad thing. Becoming comfortable with your weaknesses, and proactively looking for ways to strengthen them, takes away some of the fear around it and reframes the way we view past mistakes.
Addressing these weaknesses is also a good way to develop cross-functional relationships. I was lucky to be able to turn to people in different teams from my own to learn from. Getting exposure to different priorities can show you where you can best add value and contribute to projects not typically in your remit.
Being human
For any leader, building connections with emotional intelligence is at the forefront of what you do. And for me, success is defined by both professional excellence and mental wellbeing.
Outside of work, I’m also a qualified hypnotherapist, yoga teacher, sound meditation teacher, and breathwork practitioner.
Non-Linear Movement, a somatic practice that involves moving continuously without any specific choreography, did wonders for my self-regulation. It definitely felt silly at first, but letting my body move however it needed to helped me to better understand my needs.
Somatic therapy is incredibly grounding, but most of all it is human. In a professional context, this has helped me connect with other people. Talking about our needs, struggles, and what we’re facing outside of work strengthens relationships.
We talk about work-life balance, but in my experience, those two sides of the scales are rarely 50/50. Instead, I encourage work-life harmony, and finding the ways we can have flexible, blended personal and professional tasks. When you’re managing a team, you’re not only about looking for good results on paper. Emotional wellbeing needs to be a top priority.
Leading, especially from a non-traditional background, has made me realise how important it is to have the right infrastructure in place. It’s not as simple as welcoming employees through the door; it’s also about giving continual support that helps people build long, fulfilling careers. In a working environment, being human comes first.
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