Additionally, personal awareness is said to be a strong drive to being proactive. (Taylor, 2013). Goleman et al., (2003) cited in Taylor (2013, pp. 50-51), highlights four proactive skills, self. Self awareness, which is being honest with yourself, having a profound understanding of your feelings, your strengthstrengths and weaknesses. Self management, which is having self control, staying calm when challenges arise. Social awareness, which is having empathy for others. andAnd relationship management, which is inspiring and engaging team members around a shared vision to achieve their goals. (Taylor, 2013). In this sense, I have also learned that displaying positive psychological capitals such as confidence, hope and optimism help to boost proactive behaviour. (Taylor, 2013). Furthermore, working within a proactive team is beneficial to a proactive manager as they not only benefit from personal awareness, but also team awareness. (The Open University, 2018d). In relation to the four building blocks of the fully rounded caring manager, having a strong sense of personal awareness of how you manage and lead others, being aware of your team and organisational goals and having a strong contextual awareness highlights that being proactive is essential to caring managers and effective leaders. (Taylor, 2018). Since starting K313, I have learned that by having a proactive approach I can advocate for improvement within my organisational context, bringing about change and using my initiative because being proactive is important at individual, team and organisational levellevels. (Taylor, 2013).