The new year is beginning, and with it comes the opportunity to form new relationships or even rekindle old ones. And there’s nothing better than thinking about how each of us at school can contribute to creating a sustainable environment where healthy relationships thrive.

To start, let's think about this: What do we consider a sustainable environment? Stop for a moment and think about it!

A sustainable work environment is one that fosters the development of personal and collective skills and values them. It is one that motivates, fosters a sense of belonging, and promotes a culture of quality—both in operational and mental terms. It is also one that enables our “work” to leave a legacy and promotes an institutional culture of “lifelong learning, ” that is, continuous learning.

That's the best-case scenario, isn't it? But it doesn't always work out that way, and we need to reevaluate our individual and collective paths to build an environment like that! And why is that? Because conflicts exist… and so does negativity!

Conflicts arise in different contexts because we are all different from one another, with different goals and interests. Therefore, conflicts are natural in environments where there are interpersonal relationships and should also be viewed as opportunities for growth.

Toxic negativity, on the other hand, can also be a characteristic of corporate environments and, according to studies by Stanford University, is characterized by chronic complaints that generate physiological effects and , through repetition, cause the brain to undergo neural reconfiguration that can reinforce negative thoughts and create a kind of “environmental contamination.”

Based on these points, and considering that conflicts should be viewed as opportunities for growth, in order to deal with them, we must:

• 1 - Be willing to establish connections with peers
• 2 - Act with kindness and firmness
• 3 - Show affection
• 4 - Establish eye-to-eye communication
• 5 - Use assertive body language that is consistent with your verbal communication
• 6 - Use a respectful tone of voice
• 7 - Validate peers' feelings
• 8 - Practice active listening

All of this contributes to the development of intrapersonal and interpersonal intelligence by fostering the skills needed to build and maintain fulfilling relationships with oneself and others, while respecting differences. In this context, it is important to reflect on how, through these practices, we can manage conflicts.

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First, we must acknowledge the feelings and emotions that each conflict evokes. Next, it is essential to demonstrate a commitment to personal and institutional goals so that, based on them, we can consider alternatives for managing conflicts.

Next, it is essential to demonstrate fairness and impartiality toward those involved in the situation. It is also important to value people so they can contribute their insights and feel empowered. And all of this is achieved through open and transparent communication!

From there, we will contribute to the development of the five pillars of Emotional Intelligence: self-awareness, self-control, social awareness, relationship management, and conflict resolution skills.

In order for us to contribute to this emotional development in the workplace, we must also consider taking certain steps, both on an individual and a collective level. Let’s take a look:

Step 1: Self-awareness

You need to have a balanced life within yourself to be at peace with others. It is essential to look inward, recognize your strengths and weaknesses—what is and isn’t right—endure the discomfort of acknowledging your limitations, and initiate a process of healing to bring about change.

Furthermore, it is essential to allow yourself to practice self-care and self-discipline. Reflect: How have I been taking care of myself? Do I take restorative breaks? Do I make time for leisure and rest? Do I allow myself to choose activities that help me de-stress? Do I acknowledge my achievements, or do I prefer to think, as psychiatrist Arthur Guerra tells us: “Many people seem to live constantly in search of something more; they simply cannot be satisfied with what they have, and with every goal they achieve, they set new, more distant objectives. In doing so, are they putting off happiness for later while sabotaging themselves?”

Are we keeping an eye on our stress levels, or have we allowed ourselves to let chronic, recurring, and persistent stress take hold—stress that could lead to burnout?

Step 2: Collective, relational consciousness

Do you allow yourself to get to know—and be known by—the people you interact with? Do we ever stop to think that Instagram and the images it presents don’t represent the real world!? Have you ever wondered how to reconcile your own desires with what the world expects of us?

Do you identify with the institution’s mission in such a way that it does not become a burden to you, and does your work reflect your personal purpose, which is aligned with the institution’s mission?

Step 3: Practicing respect for personal freedom and the freedom of others

Have you ever thought about what freedom is? How can we act freely without invading others’ personal space? How can we maintain respect for others even in situations of conflict?

How have you been feeling? Frustrated, guilty, or undervalued because of toxic relationships—or appreciated, capable, and loved because of the healthy relationships you’ve been building in the workplace? What have you been doing to combat toxic relationships?

Step 4: Clarity of the image created collectively

Our image speaks volumes long before we say or defend anything. It’s revealed in the way we dress, the way we speak… Have you ever thought about what you want to convey through your image?

What do you attract? How do you want to be remembered? What kind of mark do you want to leave? What actions of yours inspire those around you?

Step 5: Confidence in who I am

Do you recognize your feelings and needs? What brings you fulfillment? How do you try to feel safe?

How do you show the courage to transform your practice, acknowledge your difficulties, and take on new challenges? What have you been doing to develop healthy habits? How have you shown the confidence to make your own plans and set tangible goals?

Step 6: Wisdom in Relationships

How do we use wisdom to our advantage? How do we make assertive decisions? How do we use our potential to foster personal and collective growth? Do I put my talents to work for the collective good? How do I give my best?

Step 7: Empathy

Empathy is treating others the way they need to be treated, respecting their needs and feelings. It is understanding how others feel. Can I put myself in someone else’s shoes? Do I recognize others’ strengths and limitations in my professional relationships? Do I recognize that interactions make the body and brain healthier and that the quality of relationships is more important than the quantity of meetings? Do I practice active listening?

Empathy in the workplace fosters the development of more fluid ideas, because a team of empathetic people shares information and opinions more naturally and concisely—a necessity given the constant search for a “common denominator” for new actions and scenarios.  

It also helps achieve better results, because these results are achieved collectively and bring the team together; furthermore, the work environment becomes more productive.

Empathy in the workplace promotes better team management, fosters leadership development, and significantly improves the team’s overall performance through transparent communication and assertive, honest feedback.

A work relationship based on the characteristics and reflections outlined above contributes to the team’s mental health, because healthy and collaborative relationships are linked to well-being, quality of life, and the inner balance that leads to the development of skills and interests, as well as better management of feelings and emotions by regulating them in the face of adversity.

Given all these considerations, what approach should a manager take to promote the team’s mental health and foster the development of the group’s relational intelligence?

• Be open to listening and helping;
• Learn to communicate, be considerate of others, and practice “active listening,” as Rubem Alves used to say—without giving your own examples;
• Respect other people's opinions;
• Learn to recognize and interpret other people's emotions;
• Take a collaborative approach; ask how you can help;
• Understand the other person's profile and find the best way to help them;
• Try to involve other stakeholders in collective relief efforts;
• Suggest strategies to help the other person de-stress;
• Gather evidence: the atmosphere in the teachers’ lounge, the staff’s health profile, and relationships with parents and students; then, based on this information, develop an action plan to help the group.

In short, creating a healthy environment at school is an ongoing process. It begins with an individual perspective and profile and culminates in the development of collective actions inspired by responsive leadership, which works to inspire and take action in ways that help shape behaviors that are positive for the staff’s mental health.

Think about it: Am I evaluating myself and helping my group grow in this area?

May 2025 be a year marked by positive, healthy, and happy relationships!

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