EDGE Winter 2025

THE JOURNAL OF THE INSTITUTE OF LEADERSHIP

WINTER 2025

Sink or swim

Is being good at your job qualification enough to lead a team?

MEMBER EXCLUSIVE

THE LEADERSHIP RECHARGE Recharged, refreshed, and back for its second year! Join us for a members-only week of online webinars designed to beat the January blues and get you back into a strong leadership mindset for 2026.

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Monday 19 January 2026 Neurodiversity and wellbeing: Rethinking leadership for inclusive impact Kathryn Jellings

Tuesday 20 January 2026 Leading through change Dr Khairunnisa Mohamedali

Wednesday 21 January 2026 Lead before you're ready: Rethinking leadership for a new generation Darrell McLennan Fordyce

Thursday 22 January 2026 New year, new start: Aligning your team for success in 2026 Dr. Declan Woods

Friday 23 January 2026 Reset & Recharge: Overcoming imposter syndrome & beating burnout Belinda O'Neill

Inspiring great leadership, everywhere

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Contents Winter 2025

Upfront 9 CEO welcome John Mark Williams

10 IoL Excellence awards A night of celebrations

15 Updates

Latest news; research round-up

Regulars 20 Unexpected leadership

Knowledge

26 The debate

28 One brick at a time

Peter Crush investigates if you can learn leadership ‘on the job’ Do we need to teach leadership skills at school?

34 Big interview

Individual Excellence Award winner Michelle Dowse on her journey from consumer marketing to head of Heart of Worcestershire College

46 Spotlight on Cover image: iStock/ Philip Thurston

20

IoL Emerging Leader award winner Maya Kirti Nanan shares her story; plus, meet all of those shortlisted

68 Book club 70 6o seconds with...

... Graham Allcott, winner of the Leadership Book of the Year

The best leaders aren’t born – they are built, says Karen J Hewitt from Leaderlike, winner of the Most Innovative Institute Approved Programme

30 A holistic approach

Why we should be matching a person to the work, not the work to a person

32 Safety state

How to build psychological safety in your team

33 Hot seat

Benard O Nyachieo from Kujia Kenya, Digital Leaders Award winner, on lessons in leadership

34

Workplace

42

Why your organisation needs aligned teams

41 Leading change The seven forces shaping the leadership landscape

46

42 How to work globally The importance of cultural intelligence – and how to learn it

44 Curious thinking Why curiosity and cognitive diversity matters

Future focus 54 Leadership lessons How to build leadership skills consistently

55 Corporate to scale-up Five skills for leaders moving to a fast-growth small business

56 Bossing it

Richard Rawlinson, from Aspens Services, speaks to his boss, Matthew Mycock, about changes in leadership and development

44

66

40 Crack the code

18

58 Flip the script Chris Andrews on the benefits of reverse mentoring and the risks of AI

Wellbeing 64 Strength in diversity Rethinking leadership for inclusive impact

65 Your AI bodyguard

Can artificial intelligence help prevent leader burnout?

66 Top of your game

Why maintaining your personal wellbeing should be one of your core leadership responsibilities

Focus on... SMEs 60 Leadership in action

Jen Richley, from CopperHouse Events, on the challenges and rewards of leading an SME

62 In numbers

Upfront

Institute Advocate of the Year Award Winner James Moffatt, MD of Embed Learning and IoL Fellow “To be awarded ‘Advocate of the Year’ is better than any individual achievement I have made because it is about others. I am passionate about great leadership and, along with my fellow nominees, I will continue to encourage, promote and advocate for great leadership through this community.”

Highly commended Ad Davies, strategic people and culture leader “I struggle with not feeling like I have earned the right to be recognised for these types of thing. For the Institute to recognise me in this way reminds me that the work I am doing, and will continue to do, is having an impact, and that keeps me engaged and enjoying it.”

Astrid Davies, leadership consultant and IoL Fellow “I was amazed, delighted and rather overcome by the generosity of someone to nominate me again, when I was nominated in the same category last year. I work hard behind the scenes, rather than out front with the Institute, and I am so pleased that this has been appreciated. As ever, there are stellar nominees in this category. I felt blessed to be nominated.”

Mary Eniolu, founder and CEO, Can Do Academy “In a world of constant change, we need leaders who elevate others. To be recognised by an institute committed to advancing human-centred leadership everywhere, a vision I completely share, is humbling and energising, and it strengthens my commitment to championing leadership that transforms not just organisations, but lives.”

Dr Tarek Jomaa, co-founder and CEO, Synthosys “I’ve always considered myself a strong advocate for the Institute, so to be recognised in this way was a beautiful surprise. Speaking at the Warwick Castle members’ event earlier this year reminded me how much I value this community. I hope my nomination helps inspire more people to connect with the Institute’s mission.”

Maria Katsarou-Makin, founder of the Leadership Psychology Institute “This award is both unexpected and humbling, and it reinforces the value of the work I’m so passionate about. I have been an IoL member for many years and it feels like family. The support is personal, individual, and you feel you have a true partnership in every sense of the word. I’m also inspired to be in the company of so many others who are making a difference.”

Darrell McLennan Fordyce, founder FEED Leadership Consulting and IoL Fellow “I’ve always seen my involvement with the Institute as a

way to champion accessible leadership development for everyone, not just a few. To be recognised for that is both unexpected and exciting. It reinforces how powerful the IoL community is when people actively engage, and it motivates me to help more people see leadership as something to grow into, not wait for.”

Belinda O’Neill, founder of Be Inspired To Be® “My collaboration with the Institute has been such a meaningful part of my entrepreneurial journey. I’ve had the pleasure of meeting inspirational leaders from across the world, and I’m beyond grateful for every interaction and conversation. To receive this nomination is humbling. I’m delighted to be among such inspirational people.”

Mark Toole, head of function at Telent and IoL Fellow “For me, leadership is about the impact we make, the values we uphold and the legacy we leave behind. As an IoL Fellow, I’ve been fortunate enough to collaborate with and support great leadership. I have always seen this support as playing my part in ‘inspiring great leadership everywhere’, but to be recognised as an advocate is something special.”

Danny Wareham, organisational psychologist “It’s clearly an honour to be recognised two years in a row. But how could you not advocate for the IoL? Its work in shaping leadership, making training accessible and championing our community makes advocating for the Institute a privilege.”

This year, the Institute Advocate of the Year Award was slightly different. In addition to a winner, all nominees were awarded a Highly Commended award in recognition of the work they do in upholding leadership standards and supporting the work of the IoL. Congratulations to you all! Hear more from the advocates at ioledge.com

Editor’s letter

Edge is brought to you by: CPL One cplone.co.uk Editor Louise Parfitt louise.parfitt@cplone.co.uk Art director Robyn McCurdy Chief sub-editor Jo Halpin Managing editor Helen King Reporting team Martin Bewick, Tracey Lattimore The Institute of Leadership c/o JW Hinks LLP, 19 Highfield Road, Edgbaston, Birmingham B15 3BH. ioledge.com Chief executive John Williams Director of events and engagement Rebecca Martin Copywriter Ciara Conway

Pathways Celebrations – and different routes to the top By

H

Louise Parfitt

uge congratulations to all those shortlisted for the Institute of Leadership Excellence awards, and especially to the runners-up and winners. We are pleased to feature many of the winners and nominees, and there are further interviews on Edge Online (ioledge.com). You can also see highlights from the awards evening on pages 10-14.

One of the awards celebrates emerging young leaders, and we feature the amazing winner, Maya Kirti Nanan, on pages 46-48.

Since the age of 12, she has been advocating to improve provision for autistic people and their families in Trinidad and Tobago. We also hear from the runner-up, Alister D’Souza, and all those shortlisted for the award (pages 49-53).

The Edge team has been extending the platform that the IoL offers young leaders by helping to raise their profile in these pages. We are delighted that our ‘In conversation’ series (see pages

56-57) has been so well supported. If you are an emerging leader, or you are supporting a young person on their leadership journey, we’d love to hear from you.

Of course, not everyone has a supportive environment in which to develop the skills needs for leadership. Many people are thrown into the deep end by virtue of being good at the ‘day job’, and have to learn as they go – but is this way of learning to lead just as effective, or maybe even more beneficial? Our writer Peter Crush looks at this in more detail on pages 20-25.

Indeed, do you need to be well versed in the job your team is doing to lead them well? The Individual Excellence Award winner, Michelle Dowse, started her career in a very different industry from the one she is excelling in leading now – read about her journey on pages 34-37.

Enjoy reading the inspirational stories this issue. Turn to page 18 for news of an exciting new series for 2026, and please get in touch if you have knowledge to share. louise.parfitt@cplone.co.uk

For advertising sales, please contact ciara.conway@leadership.global Publishing Published in the United Kingdom by The Institute of Leadership.

Disclaimer Copyright 2025 The Institute of Leadership and CPL One. All rights reserved. Material may not be reproduced without permission of the publisher. While we take care to ensure that editorial is accurate, independent, objective and relevant for the readers, Edge accepts no liability for reader dissatisfaction arising from the content of this publication. The opinions expressed or advice given are the views of individual authors and do not necessarily represent the views of Edge, The Institute of Leadership or CPL One. Edge is printed on FSC-approved paper from responsible sources.

Edge takes every effort to credit photographers but we cannot guarantee every published use of an image will have the contributor’s name. If you believe we have omitted a credit for your image, please email the editor.

ISSN 2515-7809 Printed by Paragon paragon.world

ioledge.com

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Updates Insights Community Visit ioledge.com

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CEO welcome

John Mark Williams

Accidental leadership Preparing for the unexpected

T

here is a great line in the 2006 Hollywood film Miami Vice, when one of the characters, under robust interrogation, cries plaintively: “Why is this all happening to me?”. The instant reply comes: “Because you live a life of crime!”.

The plaintive cry (although not the response) sometimes comes to mind when I think about the concept of ‘the accidental leader’. Let’s face it – who among us has never thought, “why is all this happening to me?”. Yet, too rarely do we associate that with the happenstance of our being in leadership positions. Usually, we think ‘all this’ is happening because somebody (not us, naturally) is doing or not doing stuff.

In fact, ‘the accidental leader’ has more than one definition, and more than one interpretation.

Sometimes, accountability is ‘bestowed’ when everyone else takes a step backwards, leaving some unsuspecting unfortunate exposed to the glaring light of leadership.

This need not be deliberate abdication by the group – simply that one person seems less unsure about suggestions for action.

It may be that the accidental leader is determined by the sort of ‘Ah, you’ll do!’ appointment driven by unexpected necessity. Someone is suddenly absent and we need to fill a gap fast. Step forward whoever is available.

Alternatively, an absence may be expected, yet there will still be a gap before formal recruitment fulfils the need. Step forward the most likely of a few internal candidates for the temporary role.

These are all accidental in the sense of ‘happening by chance, unintentionally, or unexpectedly’ (definition by Oxford Languages). But there is another route to accidental leadership – one rarely envisaged, and even more rarely considered with any

“Recognising that responsibility for leadership preparation lies with our systems, and not solely with our people, is a vital element of any organisational strategy” care; that is, the existing leader for whom the context suddenly changes.

Regardless of the route to leadership, all of these have one thing in common: unpreparedness.

Be assured, I do not mean a lack of capability – inexperienced leaders can still be capable. I also do not mean a lack of willingness – the unwilling can yet be courageous. I mean, quite simply, not possessed of the time and experience to prepare for the vagaries of what happens next.

Because leadership is not a process, with a comforting, logical linearity. It

is not a project, with the clarity of a beginning, middle and end. Leadership is a complex, unpredictable and sometimes disordered business. It demands time, effort and attention, and is unforgiving of complacency.

So, if unpreparedness is the symptom, and complexity is the cause, how on earth can we prepare for leadership – especially the accidental kind?

Job one is to recognise that accidental leaders are an unexceptional occurrence.

Performance-based promotions (high performers are assumed to be natural leaders) and the pressures of rapid growth environments (“We need someone to lead the team, quick!”) are all too common drivers of the syndrome.

This being the case, it is the system, not the individuals, that needs to act in preparation. Putting in place early leadership training at all levels; mentoring and coaching; communities of practice within organisations or across peer groups; embedded leadership tools and frameworks in everyday practice – all of these can help people prepare for accidental leadership.

Of course, we all have a duty to ready ourselves for probable promotion or elevation; indeed, it is often the rationale for our workplace behaviours.

Yet, recognising that responsibility for leadership preparation lies also with our systems, and not solely with our people, is a vital element of any organisational strategy.

At some time in every organisation, and in almost every career, accidental leadership is an inevitability. ‘Fail to prepare, prepare to fail’ is a dictum that applies just as much to organisations as to individuals.

Accidental leadership can too often lead to unintentional outcomes.

John Mark Williams is chief executive of The Institute of Leadership.

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The Leadership Awards 2025

Well done one and all!

News and highlights from the IoL Leadership Awards 2025

Keep an eye on leadership.global to find out more about the Leadership Awards 2026.

10

Photo credit Eugene Fleming www.eugenefleming.com

I

t may have been a rather wet and dreary November evening outside, but inside the Hilton London Bankside there was light, laughter and celebrations galore as nominees, judges and guests gathered for the Leadership Awards. These honours shine a spotlight on the work of organisations and individuals who have gone above and beyond to inspire, innovate and progress the leadership community, and there were worthy winners.

John Mark Williams, the IoL’s CEO, led the celebrations and said: “Tonight, we gather to recognise the extraordinary individuals and organisations that embody excellence in leadership. True leadership isn’t defined by a job title; it’s about influence, integrity and the ability to inspire change.

The finalists we’re celebrating tonight embody these qualities through their vision, courage and dedication to creating real impact. Congratulations to you all. Your remarkable achievements have set a new standard for leadership and we look forward to witnessing the continued impact you will make.”

The IoL would like to thank everyone who came along to make the evening such a special occasion, those working behind the scenes on the night, the judges for all their time and effort in coming up with the shortlists and winners, and, of course, everyone who took the time to enter. Congratulations to all the winners and runners-up!

The Leadership Awards 2025 The awards were hosted by the IoL’s CEO, John Mark Williams (adjacent page, top right). Attendees enjoyed live music and dancing after the presentations

“I am truly grateful to the Institute of Leadership for recognising us for this award, especially our bespoke two-year Mawhoob programme, designed to enhance leadership capabilities. Receiving this recognition is testament to our unwavering commitment to the development of our employees. This acknowledgment highlights the importance of nurturing our talent as a vital component of our journey towards sustained business growth and success. Thank you once again, and congratulations to all the winners.”

Husam Mansour, Abu Dhabi National Insurance Company, winner of the Leadership Excellence Award for Organisations

11

The Leadership Awards 2025

THE RESULTS Supporting Young Leaders Award Sponsored by Upskill People Winner: Woldingham School Runner-up: Kujia Kenya Shortlisted: Swarovski’s Mentoring, Leadership and Apprenticeship Programmes, Bicester Village’s Unlock Her Future; Independent Living Canada; Loughborough College; Milford Research and Consultancy; Virgin Media o2; Young Enterprise; Young Enterprise Young Money The Leadership Excellence Award for Individuals Winner: Michelle Dowse, Heart of Worcestershire College Runner-up: Sharon Thompson, West Midlands Combined Authority Shortlisted: Dr Christine Muhota, Mind Health For Medical Students Executive Board & Trustee; Michelle Alexis, EDI Associate Arts Council Wales; Claire Penny, Ousedale School; Chris Cockerton, Loughborough College; Alister D’Souza, CAMHS and Flexzo Ai; Cathryn Taylor, Methodist Homes for Aged; Géraud de Ville de Goyet, Barking & Dagenham Giving; Joy Maitland, executive team coach, business psychologist, keynote speaker and author

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The Leadership Awards 2025

“We are honoured to receive this award. It reflects the dedication of our entire team and the trust our clients place in us. Our mission has always been to bring learning to life and this speaks to our ability to do that in the important world of leadership development.

“When organisations decide to support their leaders with targeted learning and development, everyone wins – leaders become more confident and fulfilled, their teams become more motivated and engaged and, ultimately, their organisation benefits from stronger performance and a happier workplace culture.”

Julie Flanagan, managing director, Eliesha Training, winner of the Leadership Training Centre of the Year

Most Innovative Institute-Approved Programme Award Sponsored by Embed Winner: Leaderlike Limited Runner-up: Future Talent Learning Shortlisted: 26 Steps Toolkit from Malvern Business Academy; The General Manager Academy, Currys; Deloitte Coaching Skills for Effective Conversations Programme with Mindtools; Leadership Coaching with Impact, The Ethical Coaching Company; Pioneer+, GWI; Remix Your Life, Life Remixed; The College Collective, Association of Colleges and The KWP Leadership Training Centre of the Year Winner: Eliesha Training Runner-up: Made to Measure Mentoring Shortlisted: USW Commercial Services; PeopleWise; Portal Training; Academy of Leadership & Management; Impact Futures Training; Chapel House Training and Consultancy; Alliance Manchester Business School; CST Training

The Leadership Excellence Award for Organisations Sponsored by Alun Bedding Coaching & Consulting Winner: Abu Dhabi National Insurance Company Runner-up: The West Group Limited Senior Leadership Team Shortlisted: Cairn Cross Civil Engineering; Currys; EduPulse; Flogas Ireland; Heart of Worcestershire College; School of Coding & AI; Section Managers Development Programme, Project Team Network Rail; The College Collective, Association of Colleges and The KWP Employee Wellbeing Award Winner: Holland & Barrett Runners-up: Mindful Station; Becca Meadows Nutrition Shortlisted: Barhale Holdings Be Healthy and Engage Wellbeing Programme; Cognizant Employee Affinity Groups; embRace: Driving inclusion, belonging and community wellbeing at E.ON; Reef; Swarovski Employee Resource Group; Unilever Wellbeing Framework Digital Leaders Award Sponsored by Netex Winner: Kujia Kenya Runner-up: GreenSquareAccord Shortlisted: Aspire Media N.I CIC; Bedfordshire Police and AWS; CACI Digital Experience; DVLA STEM Programme and Digital Inclusion Scheme; Flexzo Ai; Hedgehog Lab; KPMG; NatWest Bank

Clockwise from above: award winners gather for a group photo; Individual Excellence winner Michelle Dowse receiving her award from the IoL’s Jerome Goodluck; Institute Advocate Mary Eniolu; dancefloor moves; Book of the Year runner-up Danny Gal with judge and presenter Sarah Clayton-Jones; Employee Wellbeing Award joint runners-up Karen Farrell, from the Mindful Station, and Becca Meadows, from Becca Meadows Nutrition; the awards

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With thanks to our sponsors for their support “Netex is delighted to partner with the IoL this year. The awards celebration was a perfect opportunity to meet members and hear about their great work. This is a great community of leaders and managers, who live the values of The Institute of Leadership and are interested in speaking with partners.”

Sarah Cooksedge, Netex Above: Future Talent Learning’s Gonia Miksch receives the runnerup award for Most Innovative Institute Approved Programme from Embed’s Nicole Horsman

Emerging Young Leader Award Sponsored by The Executive Development Network Winner: Maya Kirti Nanan, Autism Siblings and Friends Network Runner-up: Alister D’Souza, CAMHS and Flexzo Ai Shortlisted: Rory Berry, Schroders Personal Wealth; Robert Campbell, Aspire Media N.I CIC; Kutlwano Christian-Tripp Moloi, Moloi Business Leadership Firm; Dr Steven Egan, InterTradeIreland; Tara-Bella Halai, St John Ambulance; Carla Matthews-Dottin, Trinidad and Tobago Police; Emily Burgman, Dentsu; Khushbu Shaikh, Twilio Institute Advocate of the Year Winner: James Moffat Highly commended: Mary Eniolu; Dr Tarek Jomaa; Dr Maria Katsarou-Makin; Darrell McLennan Fordyce; Belinda O’Neill; Ad Davies; Astrid Davies; Mark Toole; Danny Wareham The Leadership Book of the Year Winner: KIND by Graham Allcott Runner-up: The Belonging Paradox by Danny Gal Shortlisted: Anticipatory Leadership by Erik Korsvik Østergaard; Chronoleadership by Camilla Kring; Nobody Believes You: Become a Leader People Will Follow by Jenni Field; Obsolete by Chris Baker; Paranoia in Leadership: Leading Through Uncertainty and Strategies for Resilience

by Dr Bilal Zaghmout; Resurgent by Julian Birkinshaw and John Fallon; Shadows at Work by Steven D’Souza; The Execution Revolution by Johan Grönstedt

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“It was my pleasure to sponsor and attend the IoL Awards.

This event is inspirational and I believe it will inspire current and future leaders.”

Alun Bedding, Alun Bedding Coaching and Consultancy “We were really proud to sponsor the Emerging Young Leader Award at The Leadership Awards. This reflects our commitment to empowering future leaders to inspire change and shape tomorrow.”

Sara Taylor, The Executive Development Network “We were absolutely delighted to sponsor this year’s Leadership Awards, and to sponsor the Most Innovative Institute-Approved Programme Award. The event truly celebrated everyone in the room, and we were especially happy with the emphasis on kindness as a form of leadership, a message that deeply aligns with our own values. Congratulations to everyone involved for such an uplifting celebration of leadership.”

Nicole Horsman, Embed “I love supporting the Supporting Young Leaders award, because the best, boldest young leaders spot the nonsense, tidy the mess and crack on. They remind us how far you get when you focus on the stuff that actually counts.”

Pete Fullard, Upskill People

Update

A new era of leadership development for members

T

he Institute’s award-winning eLearning platform has undergone a complete transformation.

MyLeadership+ is now live, offering a smarter, faster and more interactive way to develop leadership skills for Institute members.

Developed in partnership with Embed Learning and Netex, the platform has been designed to make learning practical, engaging and relevant to today’s leaders.

“From the outset, our shared vision with the Institute has been to create experiences that connect, challenge and genuinely change the way people lead,” said Nicole Horsman from Embed Learning.

The new platform brings together structured learning journeys, more than 40 courses, and 80 on-demand resources, alongside advanced progress tracking and verified digital badges. Feedback from pilot groups has been overwhelmingly positive, with leaders highlighting the practical, easy-tonavigate design.

“Leadership is ever-changing and MyLeadership+ is our way of leading the change.

The platform has been built with flexibility and agility in mind so that the Institute can continue to serve members with up-to-date and evidence-informed guided learning,” said Gent Ahmetaj, IoL’s head of insights.

IOL members can explore the new eLearning experience at leadership.global

iStock

Institute invited to advise the Police Leadership Commission In a significant acknowledgement of The Institute of Leadership’s expertise, John Mark Williams, CEO of the IoL, has been invited to join the Police Leadership Commission reference group, reporting to the Home Secretary in May 2026.

Led by Lord Blunkett and Lord Herbert of South Downs, the Commission will review and modernise leadership across policing in England and Wales. It will identify gaps and challenges, and make recommendations for change.

It is the first time a government-led commission has sought input directly from the IoL. “This is a great feather in our cap – the first time a government commission has requested our input based on the Institute’s specific expertise,” said Williams.

15

Ricky Gallagher

Update

A night to remember at Warwick Castle The historic walls of Warwick Castle set the stage for this year’s Members’ Reception, an evening of networking and celebration held on 25 September.

Hosted by Institute chair Emrys Green, members from across the UK gathered to share success stories, connect with peers and toast a year of achievement.

Speakers included: •G emma Stuart-Young, director at Make Strides and recipient of two Leadership Project grants •B en Hobbis, founder and CEO of Step Up Network •D r Tarek Jomaa, co-founder and CEO of Synthosys and highly commended for Institute Advocate of the Year 2025 •L ucy Oakshott, director of business development at CPL One, publishing partner for Edge magazine and Edge Online.

“This event made me feel deeply connected and part of something extraordinary,” said one attendee – a sentiment that was shared across the evening.

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Update

Edge makes the shortlist for ‘Cover of the Year’

Dates for your 2026 diary International Leadership Week 2026 16-20 March 2026 Next year’s theme, ‘The Power of Your Network’, will bring opportunities for members worldwide to get involved.

Full details will follow early in the new year.

The Winter 2024 issue of Edge – and its ‘shoes to fill’ cover concept – was shortlisted for the Professional Publishers Association Independent Publisher Awards Cover of the Year 2025, standing proudly alongside titles including National Geographic magazine and the National Trust’s membership magazine.

The edition explored leadership legacy and succession, with four unique covers featuring footwear from heels and brogues to trainers and work boots – representing the varied walks of life of today’s leaders and of the leaders of the future.

“Although we did not win, to be recognised alongside titles such as National Geographic and National Trust is just incredible – and a huge credit to our brilliant editorial and design teams,” said Rebecca Martin, director of events and engagement, IoL.

iStock

Jumpstart your new year with The Leadership Reset series ‘January Jumpstart: The Leadership Reset’ member-exclusive series is back, to help you refocus and reinvent your journey for the year ahead.

Join us online from Monday 19 January for a week of inspiring lunchtime sessions featuring expert hosts – who you’ll also find featured throughout this issue of Edge.

•N eurodiversity and wellbeing: Rethinking leadership for inclusive impact with Kathryn Jellings, Monday 19 January •L eading through change with Dr Khairunnisa Mohamedali, Tuesday 20 January

Leadership Live June 2026 Our flagship leadership conference returns this summer, with dates, venue and exciting speaker announcements coming soon.

Annual Members’ Reception September 2026 Back with a new venue, to be revealed in 2026 along with information on the member ballot.

Leadership Awards 2026 November 2026 Returning to the Hilton London Bankside for another celebration of leadership excellence. Categories, nomination timelines and ticket releases will be announced in the months ahead.

Keep an eye on leadership.global/ events and ioledge.com, and follow us on LinkedIn for announcements as they drop.

•L ead before you’re ready: Rethinking leadership for a new generation with Darrell McLennan Fordyce, Wednesday 21 January •N ew year, new start: Aligning your team for success in 2026 with Dr Declan Woods, Thursday 22 January •R eset and recharge: Overcoming imposter syndrome and beating burnout with Belinda O’Neill, Friday 23 January Each session runs from 12noon GMT for approximately 45 minutes.

To register your place, visit leadership. global/events 17

Update

A look at recent research on leadership and management from across the UK and internationally

The leadershipreadiness gap Leadership transitions are happening faster than ever, but readiness isn’t keeping pace.

The Global Leadership Forecast 2025, from Development Dimensions International (DDI), is based on insights from more than 13,000 leaders and 1,500 organisations worldwide, and reveals a growing leadership-readiness gap that’s leaving organisations strategically exposed.

Only 12% of companies say they have a strong bench of leaders ready to step into critical roles. That shortage is deepened by rising burnout: 40% of stressed leaders are considering leaving leadership to improve their wellbeing. Roles are also evolving faster than organisations are developing their people, meaning many new or ‘accidental’ leaders are taking charge before they feel prepared.

The DDI report also highlights a crisis of confidence and trust, especially among frontline leaders struggling to cope with constant change and pressure. Contributing factors include outdated promotion practices – most organisations still elevate people based on past performance rather than future potential – and limited access to ongoing coaching or leadership development. The findings signal a widening divide between leadership demand and supply.

Leadership takeaway: For emerging leaders, this research underscores that feeling underprepared isn’t unusual – it’s systemic. For organisations, bridging the readiness gap means rethinking how leaders are identified, supported and sustained. Investing in mentoring, leadership development and wellbeing isn’t optional; it’s essential to maintain continuity, confidence and culture.

Read the full report at ddiworld.com 18

What makes a ‘career development champion’?

According to LinkedIn’s 2025 Workplace Learning Report, these are the practices that set top-performing organisations apart when developing their people.

55% 71% 49% 24% 51%

of organisations identified as ‘career development champions’ employ mentorship programmes. of organisations rank leadership training as a top career-development strategy. of L&D professionals say they use internal data to track skills gaps.

have a structured internal mobility programme in place.

describe their organisation as a frontrunner in generative AI adoption.

New Edge series to answer your leadership questions We’re excited to unveil a fresh feature coming to Edge in spring 2026 – one shaped entirely by you. Leadership is full of moments that can leave even the most experienced professionals pausing for breath: a first-time challenge; a grey-area decision; or simply a situation in which another perspective could unlock a fresh path forward.

That’s where we come in. We’ve lined up a dynamic duo of straight-talking leadership confidantes, who are ready to bring clarity, insight and practical wisdom to your most pressing questions.

Your questions, big or bite-sized, could feature in our upcoming issues. Submit yours via our online form by 10 December for a chance to be included in the spring edition. Anonymous submissions are welcome!

See bit.ly/EdgeReplies

Source: LinkedIn, Workplace Learning Report 2025

Research round-up

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The big issue

In at the deep end Can leadership skills be learned on the job, or do we need to invest more resources into training people to be ready to steer the ship?

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The big issue

Writing

Peter Crush

I

n 2015, aged just 34, Angela Joyce suddenly found herself in a place she’d never been before. Not long out from being a ‘regular’ schoolteacher, Joyce was suddenly Peterborough Regional College’s youngestever female CEO. And she vividly remembers her first day: “It suddenly hit me – I was ‘the’ leader now; there was no backing out.”

Joyce is now CEO of Capital City College (London’s largest further education provider), and the epitome of what calm and confident leadership looks like. Her first taste of leadership was something she actually anticipated, by putting herself up for the role when it became available.

But if even she had the collywobbles when she first parked herself behind the top table, then spare a thought for the route many leaders take – the unexpected one.

Data suggests that the majority of leaders are ‘accidental’ or ‘unexpected’ – often becoming so because of unplanned departures or by virtue of being good in their everyday job.

Research from the Chartered Management Institute (CMI) and YouGov suggests as many as 82% of new leaders in the UK receive no formal leadership training before assuming their leadership role.1 But when 60% of leaders globally have not received any leadership development (according to the Center for Creative Leadership)² , yet leadership quality is resoundingly known to correlate with better employee engagement and productivity, the inference is always that this lack of preparedness must be a bad thing. As Joyce argues: “You have to feel ‘ready’ for leadership. It’s a skill, but also a mentality.”

But is this really the case? The multi-million-pound leadership training sector will have you believe that preleadership learning is essential, but is there not an argument for saying that just-as-effective (if not better) leadership is gained by learning on the job – growing skills gradually – rather than needing to be pre-prepped and primed?

Passionate views

“Being a technical expert is a discipline; being a leader is a discipline, but the two things are very different still,” says Julia Payne, ex-CEO at the Centre for High Performance, now a fractional CMO [chief marketing officer].

“Unexpected leadership is common, but this only makes leadership training ‘more’ essential because leadership skills need developing intentionally.”

Payne’s view (which she shares with many others), is that leadership is itself a whole different kettle of fish – what Rebecca Sutherland, entrepreneur and founder of accelerator firm HarbarSix, describes as “being skilled in allowing others to speak up, taking people with you and bringing out the best in people”.

Technical specialists, says Payne, typically succeed by “being individualistic and by surrounding themselves with people similar to them, while leadership is creating teams”.

As Paul Vanderbroeck, executive coach and author of Lead Like Julius Caesar, argues: “Leaders need to learn leadership, by unlearning what they did before, because what they did before will no longer be relevant to how they must behave now. Yes, leadership is a competency that benefits from ‘learning by doing’, but learning by doing is not 21

The big issue

“Is there not an argument for saying that just-as-effective (if not better) leadership is gained by learning on the job rather than needing to be pre-prepped and primed?” enough. Unexpected leaders tend to fit one of two moulds – the overly confident type or the great specialist. But both need a theoretical boost about what they should be doing.”

Data suggests that most employees (46%) suspect promotions into leadership are based more on internal relationships and profile, rather than their actual ability to lead.3 But Sam Seigler, MD of an executive search firm (and who often helps place leaders into their first big role), makes a wry observation: “Surely you have to ask, ‘what is the alternative to promoting people?’ How do you become a leader without being thrown into it?” He adds: “You would hope that most people moving into leadership have already demonstrated some leadership traits and that their appointment is not a totally blind one.”

Enabling leadership to blossom

Seigler’s view is that with a good environment around them – specifically a group of well-meaning and functioning peers – “unexpected leadership can work well”. It’s a view that harks to the sink or swim mentality, which suggests leadership potential only really rises to the top when those in position are actually thrown in at the deep end. The alternative, agree other commentators, is for firms to train up scores of potential leaders in advance, most of whom won’t actually make it to that top position.

But is this such a good strategy? “You can see why unexpected leadership happens – because organisations often don’t want to devote budget to training lots of people up until they know who that specific next leader is,” says Steven Hurst, director of corporate partnerships at Arden University, which develops leadership courses for firms including the NHS. “We definitely feel leaving it to chance is too haphazard. Leadership requires an arsenal of skills – such as being able to recognise what is needed ‘now’, and knowing when to rely on others around them.”

In 2016, when Steve Jefferys was promoted into a leadership role at a large Bristol-based marketing agency where he was suddenly responsible for 13 people, he says what quickly became apparent was “the difference between having control and having influence”. Jefferys, who now heads Your SHIFT – a consultancy that helps others make big shifts in their personal lives – says he never 22

realised his leadership role was to role model certain behaviours. For some time he admits he carried on in a similar vein to before – trying to prove himself to others. He now recognises this was a mistake.

But would he have benefited from swallowing tens of leadership books and going on courses?

To this question he is less definite. “I realised leadership was much more having a particular mindset rather than anything to do with my aptitude,” he says. “Having more self-awareness around where my strengths lay would definitely have benefited me, but would being forearmed have helped? I’m not sure. Leadership training might get you somewhere, but for me it was about being the best version of myself: listening properly, and holding back from jumping in. People can get hung up about the need to study leadership first.”

Is unexpected leadership ‘easier’ as demand rises for authenticity?

With being authentic, self-aware and having high EQ (emotional quotient) seemingly the top traits of modern leadership, some suggest this is an even greater reason to eschew the traditional, heavily academic-leaning model of leadership learning.

This is the view of Amy Knight, founder of Must Have Ideas – one of the UK’s fastest-growing e-commerce retailer companies – who at just 28 arguably personifies what the next generation of employees need from their leaders. “My view is that your leadership simply grows and develops as your business does,” she says. “We wouldn’t put people into formal leadership training because we value their growth as we grow. We prefer iterative learning; we want people to make mistakes and learn that way.”

James Warne, director at culture consultancy Kin & Co, says: “It’s definitely the case that advocates of strong leadership training do tend to hark from a generation whose own journey into leadership was characterised by autocratic, topdown thinking. It was based on having specialism rather than certain behavioural traits. Today there’s a new leadership paradigm that says you’re supposed to empower people.”

He continues: “For some this almost gives permission to allow unexpected leaders, because they just need to be decent people. But I disagree.

Leadership set against these new norms is harder.

The level of change businesses are experiencing is on another scale. At a time when the natural leadership response might be to return to a more ‘command and control’ style, the reality is that they need to empower their people in a different way.”

Indeed, the IoL’s recent leadership survey found that change is one constant that today’s leaders expect. In this environment, 79% of leaders say selfreflection and continuous improvement are key to their success.4

The big issue

60

%

of leaders globally have not received any leadership development Center for Creative Leadership

79

%

of leaders say self-reflection and continuous improvement are key to their success Institute of Leadership Report 2025

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The big issue

“Leadership is a competency that benefits from ‘learning by doing’, but learning by doing is not enough”

Addressing the imposter phenomenon

Warne teaches what he calls ‘behavioural experimentation’ – where unexpected or accidental leaders are asked not only to challenge how they think, but are encouraged to give those around permission to change their behaviours. He says it’s a form of ‘resonant leadership’ – showing proper connection to a team. Regardless of how effective it is compared to classical leadership learning, it probably helps alleviate the very big problem that does come with unexpected leadership – the fact that most of these unprepared leaders will all carry varying degrees of imposter syndrome.

“It’s the fear of being ‘found out’, of suddenly having responsibility for the actions of other people that is undoubtedly one of the most serious ramifications of unexpected leadership,” says Rob McKay, programme manager for Help To Grow Management at Manchester Metropolitan University. “The sudden step-up can be a whirlwind; it changes the relationship between people who used to be peers.”

Research corroborates this. A global study of 2,500 emerging leaders in corporate businesses

by Margot Faraci5 found one in five new leaders discovered strained relationships with their colleagues. And other research suggests leadership training actually calms this anxiety, with a CMI study suggesting managers who receive formal leadership training are substantially more likely to 24

feel confident in their abilities (83% against 71% who do not)6. But even here there are entrenched differences of opinion.

“I still don’t think training per-se creates better leaders,” argues Dr Kate Atkin, author of The Imposter Phenomenon. She says she prefers the term ‘phenomenon’ to ‘syndrome’ because phenomenon refers to a feeling at a certain time, for a limited period. “Imposter phenomenon is conflated with the natural self-doubt someone has when suddenly promoted into a new role. But I would say the latter is a good thing, and it protects against hubris and arrogance. When people start proving they can actually do it, these feelings tend to fade away, so what leaders and organisations need to acknowledge is whether they are witnessing true imposter phenomenon, or not. The latter is serious, and requires support when people are put into leadership positions.”

What’s clear is what people feel leadership is, and how pressurised this is (or not), is deeply personal, which perhaps explains why opinions do vary so wildly.

Is being ‘good at your job’ enough to lead those doing the job?

Returning to CEO of Capital City College Angela Joyce, she acknowledges that while her experience means her leadership has probably become more refined, she’s clear that her mindset has stayed

The big issue

82

%

of new leaders/ managers in the UK receive no formal leadership training before assuming their leadership role CMI and YouGov

46

%

the same, and it’s this that is the thing unexpected leaders need to attend to. “My main worry now is that I know lots of people who don’t ‘want’ to go into leadership because of all the uncertainty we face, and so this does suggest to me that leadership is not something everyone can do if they don’t believe in themselves.”

Many agree with her. “When you jump to leadership, you’re not just learning new skills you’re rewiring your entire professional identity in real time,” says Annabelle Vultee, CEO at training provider GoodHabitz. “When I became a leader, I had to quickly learn how to balance strategy with inspiration, manage stakeholders while building culture. I had to prioritise ruthlessly while maintaining operational excellence. These aren’t innate talents: they’re learnable skills that require practice and refinement.”

But, as Emma du Parcq, head of consulting, research and thought leadership at Roffey Park Institute recognises, leadership can’t – and doesn’t – always arrive by design. “It often emerges through circumstance. For the clinician that’s stepped up to navigate the complexities of a hospital trust, or the graduate with a master’s degree but limited lived experience... both need support to thrive as leaders.”

It’s a tougher tone from Dr Suzanne Ross, senior lecturer in executive education, Nottingham Business School. “Leaders rarely fail because of technical shortcomings; they struggle when they

of employees feel promotions into leadership are based more on internal relationships and profile, rather than actual ability to lead CMI

15 in

new leaders discovered strained relationships with their colleagues Margot Faraci

lack the skills needed to lead people and adapt as organisations grow more complex.” For her, leadership is a skill that needs coaching, to stop new leaders becoming what she calls “bottlenecks”.

This more brutal assessment isn’t uncommon.

Rick Smith is founder and managing director of Forbes Burton, a nationwide business consultancy firm. He says: “Promoting people to leadership simply because they’re good at their job is the reason why so many businesses struggle with poor leadership.

While knowledge of the business and sector are invaluable, it makes little sense to base somebody’s suitability for a management position based on their performance in an entirely different job.”

That said, he adds: “Looking for leadership experience isn’t necessarily the answer either.

Instead, I think it’s important that those doing the promoting look at the personalities of the candidates. Some people are naturally more adept at management roles. I’d much rather invest in someone who has the innate ability to inspire, lead and learn on the job, rather than somebody who only has management experience because they stuck around long enough for ‘their turn’.”

Challenge your thinking

It’s clear that with both sides in very clear camps, the merits of the value of unexpected leaders just learning as they go, or having formal training, will continue.

It’s arguable that any skill, behaviour or attitude is capable of being learned, practised and improved.

Leadership should, in theory, be no different.

As Huw Miles, himself a leader at Paris Smith Solicitors, succinctly puts it: “Accomplishment [in leadership] is the product of innate ability and the amount of effort made, with behaviour appropriately adapted for the environment.”

He adds: “I have experienced ‘unexpected leadership’ twice: once becoming a head of department and again when I became the finance partner for the whole firm. I’d not set out to achieve either position. The vast majority of my learning was ‘on the job’ with others in senior leadership positions close at hand. My view is that the constancy of lived experience is a far more powerful and effective medium for learning that theory. But it pays to do both to challenge one’s own thinking.”

Peter Crush is an award-winning HR-specialist journalist, writing about all aspects of leadership and the world of work.

1 bit.ly/EdgeW25A 2 bit.ly/EdgeW25B 3 bit.ly/EdgeW25A 4 bit.ly/EdgeW25C 5 bit.ly/EdgeW25D 6 bit.ly/EdgeW25F 25

Debate GUEST OPINION

Flora Hamilton

Owning it There are plenty of options to help unexpected leaders to seize the mantle

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any senior professionals find themselves in leadership roles without formal training. In fact, 82% of UK leaders have stated that they are ‘accidental leaders’, with no prior leadership or management training before taking on these responsibilities.1 This is particularly common in SMEs. Whether someone has built their own business from scratch or progressed through the ranks of an existing organisation into a leadership role, they typically advance based on technical competence – their skills as an accountant, engineer, graphic designer or any other specialist. Their focus has naturally remained on excelling within their professional domain for a significant period of their career, rather than on developing their capabilities to lead a business.

However, there comes a critical transition point. One of the key lessons our experts emphasise on the Small Business Charter’s Help to Grow: Management course is that every leader needs to become proficient at working on their company, not simply in it. This means shifting focus to areas such as employee engagement, organisational design, strategic planning and similar functions that may be relatively new to them.

Leaders can, of course, be effective without prior training in many areas and can learn a great deal ‘on the job’.

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“Leaders can be effective without prior training in many areas and can learn a great deal ‘on the job’.

However, there typically comes a point when they reach a ceiling in these areas that they can’t overcome alone” However, there typically comes a point when they reach a ceiling in these areas that they can’t overcome alone.

When that stage arrives, it’s important to seek out formal training, mentoring and networking opportunities to hone the skills, knowledge and confidence they need to take their business to the next level.

In fact, research from the Chartered Management Institute has found that organisations that invest in management and leadership development programmes experience, on average, a 23% increase in organisational performance and a 32% rise in employee engagement and productivity.2 It’s therefore unsurprising that three-quarters of SME leaders who enrol on the Help to Grow course do so with the aim of improving their leadership and management skills. The same proportion want to enhance their confidence in leading their business.

A recent Skills England report concluded that delivering training on transferable skills such as management and leadership is key to driving growth across five of the government’s priority sectors.3 By engaging with training and mentorship opportunities, business leaders can ensure their leadership capabilities match the growth ambitions they have set for their business and overcome the accidental manager mindset that is a barrier to growth and productivity, both within individual organisations and the wider economy.

Flora Hamilton is CEO of the Chartered Association of Business Schools and executive director of the Small Business Charter.

1 bit.ly/EW25D 2 bit.ly/EW25D2 3 bit.ly/EW25D3

Debate GUEST OPINION

Adrian Ross

Leadership can’t wait Why effective leadership hinges on early development

T

oo often, leadership development begins too late. Organisations pour resources into executive coaching and management courses, trying to teach empathy, communication and emotional intelligence to people who’ve already climbed the ladder.

Wouldn’t it be better if we nurtured those skills from the very start – when confidence and curiosity are still taking shape?

At Woldingham School, we believe leadership should be a lifelong habit, not a crash course that begins when you reach the boardroom. Through initiatives such as our Leadership Award, Sixth Form Leadership Programme and Big Sisters mentoring scheme, every one of our students can explore what it means to lead, whether that is guiding others, supporting a team or simply leading themselves.

What’s most exciting is watching leadership take root in everyday school life. Students develop confidence not just through formal programmes, but also through the many opportunities they have to hear from and engage with inspiring speakers across all fields, including entrepreneurs, campaigners, artists and alumnae, who share real stories of resilience and purpose.

Just as importantly, our Thinking Big talks invite students to take the microphone, speaking passionately about the subjects and ideas that really matter to them. These moments

“Studies have shown that emotional intelligence – the ability to understand ourselves and others – is one of the strongest indicators of success in leadership. So why wait until adulthood to build it? ” of voice and visibility are where leadership truly begins.

I’ve seen quiet students grow into thoughtful communicators, empathetic listeners and courageous decisionmakers. They learn that leadership isn’t about being the loudest voice in the room, but about understanding others and leading with authenticity.

Studies have shown that emotional intelligence – the ability to understand ourselves and others – is one of the strongest indicators of success in leadership. So why wait until adulthood to build it? When learned from a young age, reflection, empathy and selfawareness are normalised as essential tools for life, not optional extras.

In a world that needs connection and compassion as much as competence, developing leadership from a young age is no longer a luxury, it’s a necessity.

At Woldingham, we’re not just preparing future CEOs or managers; we’re nurturing young women who can inspire, listen and lead with courage, confidence and compassion.

After all, leadership shouldn’t arrive as a surprise. When it is developed early, it comes naturally and the results are extraordinary.

Adrian Ross MIoL is director of leadership and head of theology at Woldingham School, Surrey. An experienced educator and member of the Institute of Leadership, he leads initiatives that promote leadership, character and lifelong learning, empowering young people to become confident and compassionate leaders. Woldingham School was the winner of the IoL Supporting Young Leaders Award.

Would you like to take part in our next debate? Please email louise.parfitt@ cplone.co.uk to find out more.

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Knowledge

One brick at a time The best leaders aren’t born – they’re built, says Leaderlike’s Karen J Hewitt

O

ne of the biggest transitions required of us at work is that of manager to leader.

‘Leadership’ could be the answer, but what exactly is it?

According to McKinsey & Company, leadership is: “A set of mindsets and behaviours that aligns people in a collective direction, enables them to work together and accomplish shared goals, and helps them adjust to changing environments.”

Developing ourselves as leaders needs a concerted effort to seek out leadership tools and techniques, and put them into practice. We can’t do it alone, so where do we start?

Step 1: Know who you are

The first step in leadership is knowing yourself. As psychiatrist Carl Jung said: “Who looks outside, dreams; who looks within, awakens.”

Daniel Goleman’s first pillar of emotional intelligence is self-awareness, and the foundation for building better relationships at work.

Self-awareness means finding out about yourself, your strengths and blind spots, and the personality traits you can leverage – and watch out for – to be successful in your leadership role.

Action 1: Gather feedback from others on your strengths, try as many different personality profiling tools as you can, and do a Gallup CliftonStrengths assessment.

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Step 2: Grow who you are

With a new level of self-awareness, you will start to see gaps, or blind spots, which may show up in your working relationships. If you are not getting the engagement you want from your team, for example, it is time to flick the switch from manager to leader.

You may start to notice how different people are – in personality, their learning, thinking and communication styles, and their approach to tasks.

The more tools and techniques you have at your fingertips to adapt to different styles, the more flexible you become and the more able you are to create win-win outcomes.

Action 2: Read these three leadership books: The 7 Habits of Highly Effective People by Stephen R Covey; Drive: The Surprising Truth About What Motivates Us by Daniel H Pink; and The Coaching Habit: Say Less, Ask More and Change the Way you Lead Forever by Michael Bungay Stanier.

Step 3: Know everyone is a client

One idea that has made a big difference to my leadership style is thinking of everyone you interact with as a client. This makes you focus on the other person rather than yourself, which, of course, others appreciate.

According to David Maister, co-author of The Trusted Advisor, focusing on others goes a long way to improving your trustworthiness in the eyes of others.

When others trust you, they are more likely to listen to you. In essence, you are thinking like a marketer.

Action 3: Use these three questions ahead of every conversation or presentation: Who is my audience? What is my message designed to achieve? What do they most need to hear?

Step 4: See the world as a mirror

When we see the world as a mirror, everything we see, hear and feel becomes feedback. Some feedback is formal – through the appraisal system, for example – and some can be sought out, through coaches and mentors. Because as Isaac Newton wisely said: “If I have seen further than others, it is by standing upon the shoulders of giants.”

Knowledge Action 4: When someone tells you something won’t work, ask them what it would take to make it work, and incorporate that idea into your programme or project.

Step 5: Boost your communication skills

Communication is not just how you transmit information; it’s how you align your team, resolve conflicts and build trust. As soon as you realise this, everything changes. You start to change the way you structure your communication, ask more open questions and use language that motivates others to follow you.

Communication becomes less about you and more about them, as you leave time and space for others to share their views, with questions such as “What do you think?” after you’ve presented an idea.

Action 5: When someone expresses an opinion that you disagree with, and you want to convince them otherwise, start by acknowledging the value in their perspective, before gently (using “and”, not “but”) exploring other options together.

Step 6: Communicate what you stand for

Leadership can be powerful, leading others to follow.

In his book Start With Why, Simon Sinek suggests that leadership comes from starting with your ‘why’ and, when you do, others who share that same ‘why’ will queue up to follow you.

As a leader, showing up consistently for what you stand for, particularly when you want to create change, is powerful, providing you follow through on your commitments and, if you make a mistake, own it and share the learning.

Action 6: When you make a mistake, share that mistake with your team, and use it as a mutual learning opportunity and a chance to show that to err is human. Think psychological safety, the bedrock of high performance!

our behaviour and habits is our identity, and if you don’t always see yourself as a leader, this can hold you back. But small actions, taken consistently and concertedly, compound to make a big difference over time, and, before we know it, we are the leader we never thought we could become.

Action 7: Whenever you struggle with the idea of leadership and how to put it into action, ask yourself these questions: “What’s the right thing to do? What would a leader do now?”

The shift from manager to leader takes time, but there is a process we can follow and we can create our own small wins every day.

Start with yourself while, at the same time, putting your attention on others and gleaning the feedback you need to make continual improvements. Work on your communication skills, create space for alternative perspectives and communicate what you stand for, because it matters.

You’ll be acting as a leader before you know it, even if the belief is not rock solid.

Karen J Hewitt is director of Leaderlike, which specialises in leadership and engagement programme design and delivery for the health and safety sector. Leaderlike, in partnership with L’Oréal, the Royal Society for the Prevention of Accidents and Nike, is the winner of the Most Innovative Institute Approved Programme Award 2025 for the ‘Women in Safety Leadership’ programme.

iStock

Step 7: Make leadership a habit

Making leadership stick is about small, consistent actions and believing you are a leader. James Clear, author of Atomic Habits, says the biggest driver of

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Knowledge

A holistic approach Barbara Bates looks at matching a person to the work – not the work to a person – and how this can be used for team and individual progression

H

ow many psychometric assessments have you taken in the course of your professional life?

Perhaps you cannot count them on the fingers of both hands! And how useful have they really been? Do you come away with a heavy sense of ‘oh, not another area that I need to improve in’?

While certain strengths-based assessments can be helpful, in that they do focus on the positives of your skills and experiences, this may not be the case for every assessment.

Harrison Assessments is different. Developed

by Dr Dan Harrison in the 1990s, it now operates globally, offering an unusual pairing of mathematics and psychology, focusing on the whole person.

It is a powerful analytic tool to acquire, develop, lead and engage talent at all levels across an organisation, but it starts with a particular respect and care for the wellbeing of the individual as a whole person, not just someone who goes to work. While primarily intended for organisations, it can provide very valuable developmental information on an individual basis.

It is especially helpful for the person who may already be in post, but who feels their career has

30

Diagram 1: This is my graph for an equity mindset, showing a balanced and genuine strength

Diagram 2: This is an example of the same paradox across a whole team, revealing group dynamics and areas to address within a team

somehow stalled and they are not getting to that next level.

It is not so much what job you could possibly squeeze yourself into, but rather what is the place where you can make the most impact and feel that it is most right for you. There is a profound focus on personal wellbeing, which is crucial at all levels of the organisation and, indeed, in life.

Knowledge

“It starts with a particular respect and care for the wellbeing of the individual as a whole person, not just someone who goes to work” that are going to fit with the culture of your organisation. This is sometimes not easy to see in an interview situation, and can be expensive and difficult to remedy once the person is in place.

People before jobs

Positive development

The assessment is based on a 25-minute smart questionnaire, which looks at the things you enjoy doing and the things you are good at. It is a positive developmental tool at all levels, and it measures your interests, work preferences and behavioural tendencies on an individual, non-judgemental basis.

A report is produced showing your scores on 175 carefully defined psychological traits and the implications of your paradoxical strengths, with some guidelines on how to develop those that are unbalanced (and everybody has some unbalanced paradoxes). It’s quite a lengthy and complicated report, so whenever we give the questionnaire, we always provide a 90-minute debriefing and coaching session to make sense of it for the individual. The report comes in the form of 12 graphs plotting where you sit on each of the paradoxical strengths (see Diagram 1).

Diagram 3: A visual example of a whole-organisation report. All names are fictional and part of demonstration materials

From the initial smart questionnaire, reports can be compared to hundreds of jobs on file to see if they are a good fit for the person concerned. It is even possible to have a customised job profile created by Harrison for your particular situation.

Reports can also be used across the whole HR spectrum, from recruitment, onboarding and development (especially in recognising and nurturing top talent) to succession and exit planning (see Diagram 3).

An important strength of Harrison Assessments is that they start with the person, not with the job. It is all about fitting the work to the person and not the other way around.

This also links with the way that wellbeing issues can be flagged within the assessment, which is even more important in these days of hybrid and remote working, where staff may not meet in person often or at all.

Barbara M Bates is an accredited health, executive and personal coach, working mainly one to one with professional people under pressure to improve wellbeing, resilience and effectiveness. She provides a safe partnering space to really think, to work out what and how to do and be. In a nutshell, doing the right things better.

Power in numbers

Harrison Assessments becomes even more powerful when it is used across an organisation.

You can quickly see from customisable graphical reports where, for example, training might be helpful across a whole team, so that you don’t waste money unnecessarily on sending people on training that they don’t need. This can be scaled up to any level of the organisation with associated reports. Reports can be run at any level of the organisation, so you can hone in on the information you really need (see Diagram 2).

The assessment is also efficient for recruitment, especially for higher-level posts that are more expensive to recruit. You can quickly see who has the kind of interests and behaviours

How it works One of the main differentiators of Harrison Assessments is Paradox Theory. We’re all familiar with the idea of a paradox – for example, ‘less is more’. Harrison uses this concept to group 24 of the main strengths that it identifies into ‘paradoxical pairs’, such that, to have a genuine strength, you need to be strong on both parts of the paradox. A good example is the pairing of the

strengths of diplomacy and frankness.

You can quickly see that if you are very, very frank, you might upset people and then you won’t get your message across. On the other hand, if you are too diplomatic, you are so careful not to cause any possible offence that you still won’t get your message across. Then the strength of communication is insufficient – or, as Harrison puts it, ‘unbalanced’.

31

Knowledge GUEST OPINION

Gina Battye

Safety state How can you build psychological safety into your team?

P

sychological safety has become a leadership buzzword. Too often, it’s simplified to ‘speak up culture’ or ‘admitting mistakes without fear of repercussions’.

At the Psychological Safety Institute, we see it differently.

Psychological safety is a state. It’s how safe, comfortable and confident someone feels in the moment. It’s personal, it changes, and it can shift several times in a day. You might feel safe sharing an idea with a colleague, but in the next meeting, with the leadership team around the table, that sense of safety can disappear.

It’s shaped by context, the environment people are in and the interactions between them; how people show up, connect and respond to each other. It’s also influenced by our ability to think clearly, stay centred and manage emotions – capacities that can rise and fall throughout the day.

When leaders see psychological safety as a state, not a policy or a box to tick, they step into a different kind of leadership. It’s not about pushing people to speak up more; it’s about creating the conditions in which they feel safe enough to. So how do you build it?

1

Educate yourself on what psychological safety really is Get clear on what it is and isn’t. Don’t rely on second-hand definitions or misconceptions. It’s not just ‘no fear of repercussions’ and it’s more than speaking up. It’s the lived experience of feeling safe, in the moment.

Understanding this is the first step to leading with authenticity and impact.

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trust each other and work well together, it sets the tone for everyone else.

4

“When leaders see psychological safety as a state, not a policy or a box to tick, they step into a different kind of leadership”

2

Start with yourself Leaders can’t expect teams to feel safe if they aren’t modelling it, too. Know your emotions, your triggers and your communication style. Show up authentically and consistently. When leaders demonstrate openness, steadiness and selfawareness, others feel safer to show up authentically, too.

3

Build safety within the leadership team If your leadership team isn’t aligned or doesn’t feel safe with each other, the whole organisation feels it. Prioritise safety in that group first. When leaders

Share it throughout the organisation Psychological safety doesn’t live only at the team level. It starts with each individual. Encourage people to notice their triggers, strengths and how they connect with others. Then focus on oneto-one safety: how you show up, listen and respond in everyday conversations.

Finally, strengthen it within teams by shaping how the team works together: defining shared norms, clarifying expectations and navigating dynamics.

5

Set clear expectations and boundaries Clarity builds confidence. Define how your teams communicate, handle conflict, respect boundaries and celebrate wins. Predictability reduces uncertainty and creates stability: a foundation for safety.

Leaders can’t delegate psychological safety. It starts with how you show up; how you communicate, respond under pressure and handle the moments that matter. Create an environment in which people feel comfortable to be themselves. When individuals feel safe, teams stop second-guessing, start collaborating and achieve more together. That’s the difference between a group working side by side and a team that truly thrives.

Gina Battye is the author of The Authentic Organization: How to Create a Psychologically Safe Workplace, which was shortlisted for a Business Book Award.

Knowledge Leader Q&A

leadership capacity and aligning our programmes more closely with measurable impact. I’m committed to cultivating a collaborative culture in which every team member feels ownership and purpose. Leadership for me involves removing barriers, setting direction and creating an environment where others can thrive. This includes not just professional development, but also fostering valuesbased leadership rooted in trust, empathy and long-term thinking.

In the hot seat

5

Benard O Nyachieo, Founder of Kujia Kenya

1

What does leadership mean to you?

Leadership, to me, is about serving with humility, purpose and integrity.

It means setting a clear vision while remaining deeply connected to those I lead. True leadership listens, uplifts others and creates space for growth – not just organisationally, but personally for each team member. At Kujia Kenya, I see leadership as stewardship of people, potential and mission. It’s not about control, but about empowering others and walking alongside them as they grow.

Leadership is about influence through example, building trust and making decisions rooted in values that outlive any one individual.

2

What are your main leadership and management challenges?

Balancing our long-term vision with the daily operational realities is one of my biggest challenges. In a resourceconstrained context, decisions often require trade-offs between urgent needs and strategic growth. And, as Kujia Kenya grows, sustaining a strong, mission-driven culture becomes more complex. Ensuring team members feel empowered, aligned and connected to our purpose demands constant communication, mentorship

and clarity. Leadership for me involves navigating competing priorities while keeping people at the centre – making sure no-one is left behind as we move forward.

3

How does the landscape of your sector affect those challenges?

The development sector is highly dynamic and often shaped by external funding priorities, political shifts and urgent community needs. These factors create uncertainty, making long-term planning difficult. In such a landscape, it’s challenging to maintain consistent support, retain talent and remain adaptable without compromising our mission. It forces us to lead with agility and resilience, embracing change while holding fast to our core purpose.

These external pressures have taught me the importance of staying grounded, and making decisions that prioritise sustainability and community impact over short-term recognition.

4

What are you focusing on from a leadership perspective?

My current focus is on building systems and structures that promote sustainability, clarity and accountability. That means refining operations, investing in internal

How do you develop emerging leaders?

We believe in growing leaders through responsibility, trust and guidance.

I intentionally create space for emerging leaders to step into challenging roles, make decisions and reflect on their growth. Leadership development isn’t just about skills – it’s about character, resilience and purpose. I mentor by walking with them, offering support and space to make mistakes and to learn from them. When people are trusted and not micromanaged, they rise. By investing in their personal and professional journey, we build future leaders who lead with integrity, empathy and vision.

6

What is your biggest leadership lesson over the past year?

That clarity is more important than certainty. In unpredictable situations, my role is not to have all the answers, but to be honest, present and consistent.

I’ve seen how vulnerability builds trust and creates space for authentic collaboration. When I lead with transparency – even in difficult times – it strengthens the team’s resilience.

Leadership isn’t about appearing strong – it’s about being real, grounded and willing to grow alongside your team.

That’s where true strength lies.

Kujia Kenya, which aims to equip young people with globally relevant digital skills, access to employment and entrepreneurial opportunities, was the winner of the IoL Digital Leaders Award 2025, and runner up for the Supporting Young Leaders Award 2025.

We’re looking for members to feature in the Hot Seat! Email louise.parfitt@cplone.co.uk

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Edge interview

An education in leadership Michelle Dowse is the winner of the Leadership Excellence Award for Individuals 2025. Her career has taken her from consumer marketing to delivering better educational outcomes as the head of Heart of Worcestershire College. It’s not a conventional route to educational leadership, and it has involved being thrown in at the deep end on more than one occasion, but she says the lessons learned have been transformational Writing Martin Bewick

B

ig. That’s how Michelle Dowse describes her role as principal and CEO of Heart of Worcestershire (HoW) College. Not difficult or complex or stressful, though it must be all of those things at times. No, just ‘big’.

The description is apt. HoW College has around 6,000 students, ranging in age from 16 to well into their 80s – a truly diverse learning community that includes school leavers, adult learners, highereducation students and apprentices.

The college employs more than 550 staff, with around 425 full-time equivalents, working across campuses in Redditch, Bromsgrove and central Worcester, as well as a construction centre in Malvern.

“We support learners from all walks of life,” Dowse explains. “That could be high-achieving students aiming to go higher, and others who need encouragement to rediscover their love of learning and realise their potential.

“We’re a vocational and technical college, focused on shaping the nurses, chefs, engineers and digital specialists of tomorrow, and we’re especially strong in health and social care, to meet local and national NHS needs.”

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Operating across the county brings opportunities and challenges, especially when it comes to allocating time and resources, but Dowse is also thinking bigger – at national levels of impact.

“We’re deeply rooted in our community,” she says, “but we also cover a lot of the same ground as the UK government’s national missions. For example, I’m involved in championing its Safer Streets mission. We get involved politically to make sure that the voice of further education is heard and that people are aware of the impact that our learners have in the community after they leave us.”

Dowse truly sees the bigger picture.

Unexpected career path After sitting her O levels (“I’m old enough to call them that!”), Dowse didn’t imagine education would be her future.

“I didn’t do brilliantly in my exams,” she says, “but post-16 education changed everything. I left a school where the teaching didn’t suit me and joined a sixth form that reignited my belief in education. That experience opened the door to university. It’s why I feel such a personal connection to further education today – I know first hand how transformative it can be.”

However, rather than choosing education as a career after university, Dowse spent the best part of two decades working in the private sector for organisations including Philips and Unilever, where she discovered a love for marketing. At 29, she became a company director.

“It was a huge milestone that shaped my leadership journey. I often felt out of my depth, but that experience taught me how to learn fast, adapt quickly and lead with confidence,” she says.

“I ran my own marketing consultancy while raising my children, which offered flexibility, but not fulfilment. I hit what I call my midlife career crisis. I realised I wanted to do something that felt purposeful and aligned with my values – something that genuinely mattered.”

It was that ‘crisis’ that brought Dowse back to education. “I knew this was the world

Edge interview

Edge interview

I wanted to be a part of – but as I wasn’t a teacher, I brought my marketing background into the sector,” she says. “I’ve now worked in nine colleges, taking on every opportunity I could to understand how the system works.”

Dowse admits that taking on a first role in a new sector was daunting and a little intimidating, but exciting, too.

“I entered education at a senior level without deep experience of it, but as earlier in my career, I learned quickly. At these times you might wonder, ‘do I have it in me?’, but it can be the doubts that push you to grow.

“That early experience of leading outside my comfort zone at 29 proved invaluable. Even now, when challenges arise, I draw on those lessons and try to stay calm, curious and find a way through.”

Dowse joined HoW in April 2023, fulfilling a 10-year goal that she’d set for herself: to become a principal and chief executive of a further education college. “I’d planned carefully, though it didn’t always go to plan,” she says. “I worked across the country in that 10 years, and along the way I learned from some of the best people in the sector.”

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“Agility is key and has become an essential leadership trait. It’s about being able to flex without losing sight of our core purpose” Potential for change HoW appealed because of its potential. Dowse recognised that there was a lot to do to make the college a success, but she also saw it had strengths and a dedicated team working there.

“From my first visit, it just felt right,” she says.

“I love transformation and could see opportunities everywhere. Yes, there were plenty of challenges.

While students enjoyed college life, I could see that their outcomes weren’t as strong as they could be.

I wanted to raise ambitions and ensure learners reached their full potential.

“Financially, the college was under strain, so a turnaround was essential. Added to that, there was significant cultural work to do. Staff were hardworking and committed, but sometimes lacked clear direction. My job was to set that direction

Edge interview

while providing support and care – because further education is tough.

“Many people outside the sector don’t realise just how demanding it is. Teachers and support staff give so much, and I wanted them to feel valued. We focused on clarity – making sure everyone understood not just what we needed to do, but why.

“At the same time, my role wasn’t to make every decision, but to remove barriers so others could thrive. I wanted to build an environment of psychological safety, where people felt confident to take risks, share ideas and speak up – whether they’d been here five years or five minutes.”

Dowse’s early months were tough – assessing what worked, what didn’t, and ensuring the right people were all on board with her plans. But over time, as trust built and the shifts in culture started to pay off, her team began believing that things could be different. That’s when real, beneficial changes began.

Connection, clarity, communication One of the levers for that change was improved communication. “It was a big priority,” says Dowse.

“Staff were making well-intentioned decisions, but without seeing the full picture.

“I introduced multiple channels for two-way communication – briefings, Q&A sessions, feedback forums – to ensure everyone’s voice was heard and everyone understood why we were doing what we were doing.

“That’s where my marketing background came in handy: listening first, finding out what’s really happening, and making sure messages are clear and consistent. Getting the message across can take time. I still keep checking in, asking, ‘How’s it feeling for you? What could we do better?’ Trust is built moment by moment.

“For me, effective leadership means clarity of direction. People need to know the vision and the roadmap for getting there. We spent time cocreating our vision, mission and values with staff and students, ensuring they were lived, not just words on posters.

“A shared purpose only works when everyone knows what it means for them personally – how their role contributes to that goal.

“Each year, we produce a one-page roadmap under our strategic objectives, and our teams discuss it: ‘What does this mean for us? How can we contribute?’ That personal connection helps turn our vision into action.”

Left: Dowse with digital team colleagues Below: Catering and hospitality students chat to Jacqui Smith, minister of state for skills

on course, Dowse finds some nuance is what’s needed. “It’s less about keeping things on track and more about keeping them relevant,” she says.

“The world changes fast, and we need to adapt.

That’s why our strategic plan fits on two pages and our roadmap on one. No-one reads a 100-page plan.

Instead, we constantly review what’s happening internally and in the wider world, and adjust our priorities. Sometimes we have to pivot mid-year because something external changes. Agility is key and has become an essential leadership trait. It’s about being able to flex without losing sight of our core purpose.”

Again, accountability is embedded at every level.

Targets are owned by teams across the organisation, not just by senior leaders. “When everyone understands and owns their part, collective success follows,” Dowse says.

That collective spirit also extends beyond the college and its staff and students. “I spend about 30-40% of my time building external relationships – with local and central government, employers, community partners and education networks,” Dowse adds. “Those relationships are vital. If we don’t develop trust with them, true collaboration can’t happen.

“We’re all trying to achieve the same thing: to serve the people of Worcestershire. By maintaining open dialogue and genuine partnerships, we can support one another

Staying on track Of course, all plans have to meet reality and roadmaps need to reflect journeys made in the real world. When asked about how she keeps the team 37

Edge interview

“We may be in education, but we face the same leadership, performance and wellbeing challenges as any other organisation”

Photo credit Eugene Fleming www.eugenefleming.com

and deliver real impact. That time investment in external relationships is just as important as internal leadership.”

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Trust brings rewards For Dowse, trust is the foundation of everything she does. “My team and I challenge each other, debate openly, and hold one another accountable, but that only works because it’s built on trust, and the cultural shift we’ve achieved here stems directly from that foundation,” she says.

It has certainly brought results. Apprenticeship success, for example, has risen by nearly 30 per cent in two years. Staff satisfaction is also high, with 94 per cent saying they’re proud to work at HoW, up from 88 per cent.

“We’ve seen a huge shift in culture and morale,” says Dowse. “But most rewarding of all is seeing our students at the end of their journeys. I often describe our 16- and 17-year-olds as adults with L plates. College isn’t school – it’s the bridge to the workplace or higher education.

Watching our students grow, find their voice and

Dowse receiving the Leadership Excellence Award for Individuals from the IoL’s Jerome Goodluck

step into their futures is why we do what we do.

“I also take pride in seeing our staff progress – those rising stars who move into new roles and leadership positions. Seeing people develop and succeed here is the best validation that our culture of trust and growth is working.

“I feel incredibly fortunate to have had such a rewarding career and to have worked with so many brilliant people. I’ve contributed to national policy discussions and used my experience to help shape direction in the sector, but, honestly, what makes me proudest is what we’ve accomplished here in such a short time.

“People sometimes forget that our further education college is a £33m business with hundreds of staff. We may be in education, but we face the same leadership, performance and wellbeing challenges as any other organisation. Our ‘product’ is one that is truly transformative – it’s learning itself. That’s what makes it so deeply rewarding.”

Martin Bewick is a writer and editor at CPL One.

Edge interview

events@leadership.global

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Scan the QR code to see what’s on - and what’s next

Inspiring great leadership, everywhere

leadership.global or call 01543 266886

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Workplace GUEST OPINION

Andy Duncan

Crack the code Organisations need aligned teams

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e live and work in unprecedented times, and we see first hand how this impacts the organisations and teams with which we partner.

More than ever we’re seeing that, when teams are aligned and perform well, so do their organisations. Sadly, the reality is that most teams are not very effective and do not live up to their full promise or performance potential.

How teams become high-performing has been an enduring topic of interest since the 1980s. Despite this, few organisations have yet to crack the code of how to achieve this and derive the benefits of effective team working, which impacts organisational performance and team members’ engagement.

The impact of misaligned teams Left to their own devices, teams are rarely equipped to transform themselves, as their primary focus is delivering ‘the work of the team’ rather than ‘working on the team’. This can mean that deep-rooted, behavioural, cultural and performance challenges can go unnoticed, unspoken and untouched.

Many factors impact team performance, and you may recognise some of these symptoms: ●E veryone is working flat out, but progress seems slow ●P eople are working in their own silos or to their own agendas ●W ork is getting ‘stuck’ between teams ●T here is ‘finger pointing’ and blame when things don’t go right ●F rustrations with communications exist between teams and members ●D ecisions continue to be revisited

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“Few organisations have yet to crack the code of how to derive the benefits of effective team working, which impacts organisational performance”

●S ome voices dominate while others

remain silent

●U nspoken tensions bubble away

beneath the surface.

Three key areas Given these indicators, there is a proven need for teams to transform using a team-effectiveness tool that makes support accessible and actionable, and builds accountability to help teams really change. This helps teams prioritise and focus on clear, targeted areas that make the biggest difference

to their effectiveness. We noticed that three of these areas are directly linked to alignment: ●T eam roles – the team has absolute clarity on roles and responsibilities ●T eam direction – the team is clear on the vision, goals and plan ●C ollaboration – team members are motivated and equipped to work together to achieve this.

We created teamSalient to transform teams – ranging from founder-led to multinational organisations – and drive measurable performance improvements. It is accredited by the British Psychological Society and works by each team member completing an anonymous online questionnaire.

These responses are collated into an assessment of the team’s overall effectiveness, presented in a bespoke team profile. The team discusses this together, using the reflective questions provided, and using the in-built action plan and integrated self-help resources aligns around actions that they will take to improve and transform.

Unprecedented times call for a different approach to performance. Is your team transformed?

Andy Duncan is the client delivery director at teamGenie, a C-suite executive coach, an Association for Coaching-accredited master team coach, and specialist in developing leaders and teams to unlock their potential.

He has broad and deep experience in building coaching cultures in organisations.

Join teamGenie’s founder and CEO, Declan Woods, for a webinar, ‘New year, new start: Aligning your team for success in 2026’, on 22 January at noon. See page 17 for details.

Workplace GUEST OPINION

Dr Khairunnisa Mohamedali

Leading through change Seven forces shaping the leadership landscape

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e are entering one of the most profound workplace transformations in modern history.

Successful leaders not only set the direction, but also inspire their teams to move with them. Those who can translate vision into collective action will be the leaders who thrive. Technology, talent and societal shifts are reshaping the leadership landscape. The challenge is not simply to adapt, but to do so with clarity and purpose. Great leadership isn’t just about managing transformation; it’s about energising people through it.

1. Accelerated change Digital transformation, artificial intelligence (AI) and automation are compressing innovation cycles and shortening the lifespan of strategy. With 45% of CEOs doubting their organisation’s survival over the next decade, agility must become a fundamental principle.

2. Meaning and agency Nearly 70% of employees say they wouldn’t work for an organisation without a clear purpose. Employees want to see how their work makes a difference. Leaders who link daily efforts to a shared vision can significantly boost employee motivation.

3. Hyperconnectivity Leaders operate in a world where every word and decision can have instant, global impact. From ethics to cybersecurity, hyperconnectivity demands systems thinking. Effective leadership now demands operating beyond silos and communicating with transparency and intention.

increasingly impacting the workplace, with nearly 25% of employees stating they would not apply for a job if they didn’t agree with a company’s political beliefs.

As debates around issues from climate to culture intensify, it is crucial for leaders to build bridges, not barricades, regardless of personal political views.

“Great leadership isn’t about managing transformation — it’s about energising people through it” 4. Demographic shifts and productivity With shrinking workforces and ageing populations, the challenge for talent is intensifying. Leaders must balance automation with reskilling. It’s crucial to create an inclusive, multigenerational workplace that draws on the full spectrum of skills and perspectives.

5. The attention economy Only 19% of leaders say they have time to fulfil their responsibilities with depth.

In a world of endless Teams notifications and Slack pings, the best leaders must create environments that support focus and clarity.

6. Polarisation Political and social divisions are

7. Workplace flexibility and fluidity The traditional 9-5 job may soon become a thing of the past as hybrid, gig and portfolio careers grow in popularity. As the nature of work evolves, leaders need to create cultures that foster both autonomy and cohesion. The balance will ensure that flexibility enhances, rather than undermines, performances.

Why communication is the key to change-proofing leadership Change is constant, clarity is rare. The more organisations transform, the greater the risk of misalignment and fatigue.

Leaders who communicate with purpose will build trust, resilience and engagement.

The ability to translate strategy, to turn the ‘why’ into something that people can believe in, is what turns plans into progress.

Dr Khairunnisa Mohamedali is managing director and chief innovation officer at The Smarty Train, which helps leaders navigate change and build organisations that evolve with purpose. She is a social scientist with more than 10 years of experience in organisational culture and design, a published methodologist and a Woman of the Future award winner. Join her for a webinar on ‘Leading through change’ on 20 January at noon. See page 17 for details.

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How to work globally Marina Ibrahim considers the importance of

cultural intelligence and agility, especially for leaders promoted unexpectedly into a global role

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any leaders are promoted for technical excellence, then suddenly find themselves responsible for people and decisions – without a manual. This is ‘unexpected leadership’: learning the skills of leading on the job.

What is often overlooked is how deeply culture shapes leadership. What makes a leader effective in one context may undermine them in another.

With a German-Egyptian-British background and more than three decades of international experience, I’ve seen how cultural expectations redefine leadership. When I first moved from Germany to the UK, I quickly realised that what was valued as strong, competent leadership in one culture could be seen as blunt, abrasive or even arrogant in another. That realisation was my first lesson in learning leadership through the lens of culture. Through such experiences, I’ve learned that leaders not only need competence, but also cultural agility: the ability to flex, adapt and align with diverse teams.

The nature of unexpected leadership Unexpected leadership is a steep learning curve.

Leaders must quickly learn to: ● I nspire others without formal authority ●N avigate unfamiliar expectations ●B alance delivering results with building trust.

Add culture into the mix and the challenge deepens.

Workplace In today’s global economy, leaders rarely work in monocultural teams. What is ‘good leadership’ in one culture may be ineffective – even offensive – in another.

This is why cultural intelligence (CQ) matters. Deloitte’s research on the Six Signature Traits of Inclusive Leadership1 highlights CQ as a core leadership skill. It enables leaders to recognise different cultural codes and respond inclusively. Without it, even the most talented leader risks missteps.

Cultural dimensions and leadership expectations Take two contrasting contexts: Germany – competency-based leadership: ●A uthority is rooted in qualifications and expertise ●L eaders earn trust through process, precision and planning ●C harisma without evidence can be viewed with suspicion.

Egypt – status-based leadership: ●A uthority is anchored in status-based hierarchy and relationships ●L eaders are expected to protect the group and embody wisdom ●O ver-reliance on rules may appear cold and disconnected.

These contrasts reflect wider cultural dimensions: ● I ndividualist cultures (for example, UK, Germany, US) reward autonomy and accountability.

Leaders succeed by enabling independence and encouraging initiative ●C ollectivist cultures (for example, Egypt, Middle East, Asia) emphasise loyalty and harmony.

Leaders succeed by fostering belonging and safeguarding the group.

A leader promoted ‘unexpectedly’ into a global role must quickly grasp these differences. Without awareness, behaviours can be misread: feedback seen as offensive, delegation as neglect, consensus as weakness.

The leadership learning curve in practice In coaching a German leader relocating to the Middle East, I saw how a structured, process-driven style initially created distance. Accustomed to flat hierarchies, they encouraged open debate. Instead, the team fell silent, interpreting this as abdication of responsibility. By acknowledging hierarchy and relationships, the leader was able to build trust and cohesion. Or take a British leader managing a multinational project. Their informal style built rapport with UK colleagues, but unsettled German counterparts, who preferred clear processes, and Egyptian colleagues, who expected formal authority.

Such frictions are not failures; they are lessons – the crucible in which leadership is forged, if leaders are willing to flex and reframe.

Cultural agility Unexpected leadership is both a challenge and a gift. It shows that leadership is not about titles or handbooks, but about adaptability, empathy and courage to learn on the job.

Some of the most powerful leadership lessons are not taught in classrooms, but are discovered in moments of cultural misunderstanding, humility and adaptation. Leaders who develop cultural agility – grounded in inclusive leadership traits and authentic values – will not only survive unexpected leadership, but also thrive through it.

The next generation of leaders will be those who merge competence with curiosity, authority with empathy, and individuality with inclusivity.

Because, in the end, leadership is always learned – and in today’s world, it is always multicultural.

Marina Ibrahim is a multi-award-winning cross-cultural consultant, executive coach and keynote speaker. With more than 25 years of experience, she specialises in cultural agility, inclusive leadership and high-performing international teams. Through her consultancy, Globility Insights, she has supported leaders and organisations across sectors turn culture clash into cultural capital.

1

See bit.ly/EW25CF

What leaders can do: building cultural agility From my work with global leaders, I’ve seen common practices that help them thrive in unexpected contexts.

A Observe and listen Before acting, learn how leadership is understood locally. Ask: “What does a good leader look like here?”

B Flex your style Balance competence-based and status-based expectations. Show expertise, but also respect hierarchies where they matter.

C Bridge expectations Explain your approach while acknowledging those of others: “In my culture, open feedback is normal, but I respect that it may feel different here. Let’s agree how we’ll do it together.”

D Anchor in inclusive leadership Deloitte’s six traits – commitment, courage, cognisance of bias, curiosity, cultural intelligence, and collaboration – provide a practical roadmap.

Cultural intelligence, in particular, transforms unexpected moments into growth opportunities.

E Live the values of leadership The IoL defines five values that resonate across cultures: ● Authenticity: be genuine and transparent ● Vision: share a compelling picture of the future ● Achievement: focus on outcomes while respecting diverse paths ● Ownership: take responsibility – especially when misunderstandings occur ● Collaboration: build bridges across perspectives and geographies.

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Workplace

Why thinking differently is your competitive advantage Sarah ClaytonJones on why

curiosity and cognitive diversity matter more than ever – and how to cultivate both

B

uilding a team is never just about finding the right skills; it’s also about finding the right mix of minds. Yet, in practice, many leaders still focus on hiring for cultural fit – on finding those like-minded people who’ll ‘fit right in’.

While shared values and purpose matter, there’s a difference between hiring for cultural fit and hiring people who all think the same – and it’s an important distinction. Because when we hire people who think the same as us, who nod in agreement and don’t rock the boat, we risk missing things – risks, problems and opportunities.

It’s not because of a lack of intelligence. It’s a lack of cognitive diversity – the variety of ways people process information, solve problems and make sense of the world. It’s what drives innovation, adaptability and growth, but it doesn’t happen by accident. It takes deliberate effort and the right environment.

Why it matters now Today’s world makes it easier for us all to think the same. Hybrid work compresses reflection time and reduces interactions where different ideas collide.

Always-on tools reward the quick answer over the considered one. Algorithms feed us more of what we already like and believe, so we see the same

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views and perspectives. And machine learning learns what we’ve already done and thought, amplifying yesterday’s thinking rather than challenging it.

The cost of sameness In his book Rebel Ideas, Matthew Syed shows what’s at stake. He describes how the CIA’s failure to prevent 9/11 wasn’t for lack of data, but because everyone in the room was thinking the same way.

They came from comparable educational, social and cultural backgrounds, and, as a result, shared the same assumptions about how and where threats would appear.

This failure of imagination, the inability to view a problem from a different perspective, is a significant issue in homogeneous teams. Even the smartest people, if they all think alike, will miss blind spots that a more varied group might catch, because everyone’s looking through the same lens.

In contrast, teams with varied thinking styles, perspectives and problem-solving approaches make better decisions, spot risks earlier and innovate faster.

What keeps us from diversity of thought Sounds simple, right? But diversity of thought only delivers value when the conditions are right – when there’s psychological safety; when challenge

Workplace is welcomed and, crucially, when leaders model curiosity themselves.

Stefaan van Hooydonk, founder of the Global Curiosity Institute and author of The Workplace Curiosity Manifesto, puts it simply: “Curious professionals need curious workplaces to thrive.”

So, what stands in our way?

1

We crave certainty Admitting “I don’t know” or “I might be wrong” feels risky, especially in leadership roles. But as Adam Grant argues in Think Again, the ability to rethink and unlearn is a superpower. Certainty closes us off, while curiosity keeps us open-minded.

2

We’re too busy Workplaces reward speed and action, and our brains are wired for efficiency. But thinking differently requires time to pause, reflect and reframe. Daniel Kahneman’s Thinking, Fast and Slow explains how we rely on mental shortcuts (System 1 thinking) that save time but reinforce biases.

To think differently, we need to engage System 2, the slower, more deliberate mode that questions assumptions and explores alternatives.

3

We want to fit in Most people don’t want to be the dissenting voice. Even when we think differently, we don’t always say it, especially if the team seems aligned.

But that’s how groupthink creeps in.

4

It doesn’t feel safe Psychological safety means being able to speak up without fear. This only happens when challenge is recognised as a route to learning, rather than a conflict to avoid.

How to cultivate curiosity and different thinking Creating a culture of curiosity starts at the top.

Once leaders are clear about the importance of encouraging diverse thought and give it space, it grows, supported by everyday habits, including:

“The ability to rethink and unlearn is a superpower.

Certainty closes us off while curiosity keeps us open-minded”

1

Look outside your comfort zone Seek out alternative opinions to expand your perspective. If you only read or listen to the same things, you’ll always get the same thinking. Branch out, challenge your assumptions, or explore worlds you don’t know. Malcolm Taylor, head of people development and engagement at the UK Health Security Agency, credits Julia Cameron’s The Artist’s Way with introducing him to a more creative way of thinking. “I read the book in my mid-twenties and still use the principles it taught me to this day.”

2

Ask better questions Curiosity isn’t just about asking questions; it’s

about asking the right questions. Instead of simply saying “what do we think?” try: ● What are we not seeing? ● Who would disagree with this? ● What assumptions are we making?

These types of question invite challenge and signal that different thinking is not just tolerated, but expected.

3

Change your defaults Research cited in The Workplace Curiosity Manifesto shows that, after the internet made academic research more accessible, citation diversity actually decreased. Researchers defaulted to the most popular and easily accessible sources, perpetuating groupthink. The same thing happens in teams. We default to familiar voices, familiar sources and familiar ways of doing things. By noticing what you subconsciously gravitate towards and what you ignore, it’s possible to break this pattern and invite a new way of thinking.

4

Normalise not knowing Diverse thinking only works when leaders model it first. Create an environment in which it’s safe to say “I don’t know”, “I was wrong” or “I need to think about this differently”. Microsoft CEO Satya Nadella said: “Don’t be a know-it-all.

Be a learn-it-all.” His words capture Microsoft’s growth-mindset culture, one that prizes curiosity, reflection and continuous learning over the need to have all the answers.

Where thinking differently pays off Cognitive diversity doesn’t happen by accident. It happens when leaders create the conditions for it, when curiosity is modelled, when different thinking is not just welcomed but encouraged, and when the whole team takes responsibility for learning.

In a world where artificial intelligence retains more information than we ever could, our edge comes not from what we know, but from how we question, connect, create and challenge. That’s what gives us our true competitive advantage.

From insight to action At your next meeting, invite one dissenting view on purpose. Ask a quieter colleague to open with “the strongest argument against our current direction”.

Listen without fixing. That small, deliberate act is where advantage begins.

Sarah Clayton-Jones is founder of READ TO LEAD®, turning world-class leadership books into coach-led peerlearning experiences. Combining more than 20 years in global organisations with expertise in coaching, neuroscience and change, she helps leaders navigate change and build curious, capable teams.

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Spotlight

Together for good The Institute’s Emerging Young Leader Award 2025 winner is Maya Kirti Nanan, from Trinidad and Tobago. Frustrated by the lack of opportunities for autistic young people, she set up Autism Siblings and Friends Network.

Twelve years on, it has created a movement of youth leaders raising awareness of, and supporting those with, autism – and their work is only just starting...

As told to Louise Parfitt

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Spotlight

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y brother Rahul is the inspiration for the Autism Siblings and Friends Network. He is one year younger than me, so we grew up doing everything together. At a young age he was diagnosed as being on the autism spectrum. I noticed that all the things that I was able to do – go to school, play at the park, visit the mall – he was excluded from because, in Trinidad and Tobago, we lack so many opportunities for autistic people. Schools are not designed to meet their needs; we don’t have enough trained teachers, and the environments are too loud and crowded.

Even when Rahul did go to school or for therapy, it was really expensive, because we had to pay privately. When he approached his teenage years, the therapists and teachers said they could not work with him any more because they are not equipped to look after autistic teenagers, so there was nowhere for him to go.

When I was 12, I started the Autism Siblings and Friends Network to create opportunities for those with autism and their loved ones to be included. We held the first autism-friendly fun days in Trinidad and Tobago; we organised parties for people to get together and fashion shows so autistic young people could showcase their talents.

We also started the first Trinidad and Tobago autism awards, to recognise those with autism, their siblings, their teachers and their parents.

Rahul’s Clubhouse The network has been running for 12 years now.

Our long-term goal was always to have a centre where young autistic people can access therapy and try new things. Three years ago, we got a grant from the Queen Elizabeth II Commonwealth Trust, so we were able to rent a building. I named it Rahul’s Clubhouse, after my brother.

We provide a wide range of services at a nominal cost – or free for families who cannot afford it – from speech, occupational, behavioural and development therapies to crochet, dance, art and yoga classes. We help autistic people to find the thing that brings them joy and develop it.

One young person loved our art classes and drew amazing designs. We helped her and her mum to learn how to transfer the designs to T-shirts, which she now sells. She feels empowered, her mum feels proud, and we feel privileged to see how she has grown over the years.

On winning the award It’s an honour. I’m really thankful for the recognition, because it shows that our work is getting out there and more people are getting to learn about it.

Ultimately, my hope is always that the government sees things like this and it comes on board.

Rahul’s Clubhouse provides therapy sessions, as well as activities such as art (below) and yoga

autistic people and are equipped to know how to support them.

There was a lot of stigma around autism in Trinidad and Tobago, so these young people are changing the narrative. We’ve made progress, but there is still a way to go.

The great thing with our young volunteers is that they are all so eager and excited to volunteer with us – we actually have more people apply for our volunteer programme than we have positions!

People enjoy it so much because they get to do things they wouldn’t normally do, such as dress up as Batman, dish out ice-creams, and play on bouncy castles. It is really fun, but they also see how they are making an impact on an autistic person’s life, and realise how rewarding and fulfilling that journey is.

Some volunteers when they start here are not accustomed to interacting with neurotypical kids, much less autistic ones, so they are nervous and shy. As their time in our programme goes on, you see them develop and their confidence grow: playing with the children, holding their hands and walking through the gate with them. It’s

Youth network Our organisation is fully youth-led. Our therapists and teachers are a mix of ages, but all our directors and all our volunteer members are young people.

We have about 5,000 youth advocates now.

It’s good because, when they go off to pursue jobs in the public space, they are able to recognise 47

Spotlight

“We have about 5,000 youth advocates now. There was a lot of stigma around autism in Trinidad and Tobago, so these young people are changing the narrative” businesses tend to only give to people they know or are close to.

so nice to witness that bond that they have created with them.

Throughout our programme, our volunteers are trained in autism awareness – how to interact with an autistic person, what can cause sensory overload and how to avoid it, and so on. Also, we focus on them being youth leaders – they wear volunteer T-shirts with ‘Autism youth leader’ printed on them, because we want them to be the next generation of leaders who will go on to lead companies and say, “OK, it’s time we included autistic people in this too”. Even when they have finished their programme with us, and have gone to a job or university, they always come back to see us, because they love it here so much.

Tackling the challenges The previous minister of youth refused to meet with me, despite me trying for 10 years. Our government changed earlier this year, so I am now trying to get the new minister to meet me, because autistic people still face so many barriers when it comes to education and health.

For example, the waiting time to get a diagnosis is two years on average. We have so many policies sitting on desks in government offices, just collecting dust. These policies were made so long ago that they need to be revisited. We are doing all we can as an organisation, but we need the government to come on board to create national change in schools and workplaces.

Our other main challenge is funding. We are renting Rahul’s Clubhouse, but we’d like to have our own building, where we can offer more services to more people. We are approaching donors and private organisations, but it is difficult in Trinidad and Tobago because of corruption: bigger 48

The volunteer youth leader programme develops leadership skills, as well as offering autism awareness training

The next steps I have just completed a BSc in youth development work – I love youth work so much I did an entire degree based on it! As well as managing Rahul’s Clubhouse, I volunteer with other charities. There’s Blue Star Youth Group, which is a community organisation based in my village, offering meditation and yoga for kids. It’s like an ashram, so it is a really peaceful place to be. I am also working with some UK-based charities, such as the Royal Commonwealth Society and the Queen Elizabeth II Commonwealth Trust, for which I was recently asked to be the thematic lead for inclusion for the next two years.

In five years’ time, I hope to have graduated with my Master’s degree and be in a position to give back, through public policy or international development, to my country and other countries.

But my main focus is always Rahul’s Clubhouse and to eventually buy our own building. We are already raising funds – last year, we did our first 5k fun run and walk for 500 people: spaces sold out within three weeks! This year, we did it again for 800 people and, again, it sold out early, so we raised the number of spaces to 1,000. In five years, maybe it could be a really big event for 5,000 people!

The next chapter will definitely be hard work, but it will be rewarding in the end, because we will impact a lot of lives.

Proudest moments I am proud of everything we have done, but getting Rahul’s Clubhouse established is my biggest achievement. It’s fantastic to see how it has grown because, in the beginning, it was just me, my five cousins and our parents running the first fun day. Starting something is the hardest thing. But once you begin, you realise, OK, this can be

done, even if it will take some time.

So my advice is, even if the process is slow, just start!

It is so rewarding to see a child making progress and enjoying themselves, or when parents tell you that their child didn’t want to leave or is begging to come back to the clubhouse. That’s the most heartwarming thing.

Spotlight

Ones to watch Meet those who were shortlisted for the Emerging Young Leader Award 2025

Alister D’Souza Runner-up

Tell us more about your current role Over the past year, my main focus has been on driving national workforce reduction on agency/ locum spend and on innovation programmes across the health sector, with a strong emphasis on improving staff experience and promoting inclusive leadership. I’ve also taken on an active advocacy role, working with multiple networks that champion equality and belonging. This year has been about influence, connection and creating spaces where every voice can be heard.

What have been your standout moments of the past 12 months?

A key highlight has been leading national conversations around workforce flexibility, inclusion and digital transformation. Through this work, I was also shortlisted for the Institute’s Digital Leaders Award. I’ve been recognised in three categories at the BAME Health and Care Awards 2025, which reaffirmed my belief that empathy drives real impact. Mentoring others and seeing their confidence grow has been a powerful reminder that leadership is about lifting others, not just progressing yourself.

This is your second time being recognised for the Emerging Young Leader Award, and the first time for the Individual Excellence and Digital Leaders Awards – what does it mean to you?

It’s truly humbling. It shows that anything is possible when you lead with purpose and passion.

Networking, consistency and showing up matter.

These nominations represent the collective effort of so many incredible people who inspire me daily.

Being recognised for these categories reinforces that leadership is about authenticity, courage and

“This year has been about influence, connection and creating spaces where every voice is heard” compassion. It’s a reminder that, as a young leader, you can make a lasting impact and pave the way for the next generation.

What’s next?

My focus is on shaping a more inclusive and digitally empowered NHS workforce. I’ve been working closely with Flexzo AI to drive this initiative, helping to reduce costs across NHS and private healthcare settings while supporting workforce transformation. I’m deeply passionate about amplifying underrepresented voices, building strong cross-sector partnerships and reimagining leadership for the next generation. I aim to continue bridging innovation and inclusion to ensure progress benefits patients and staff, while staying engaged in multiple professional networks that open doors to new opportunities and collaboration.

Any advice for aspiring young leaders?

Lead with purpose, not position. Stay curious and kind, and never underestimate the power of your voice. Leadership is about creating the conditions in which others can shine. Believe that you belong in every room, bring others with you and keep striving until you get there. Don’t be afraid to seek guidance – every question is a step forward in your growth.

Alister was also shortlisted for the Leadership Excellence Award for Individuals and Digital Leaders Award 2025.

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Spotlight Carla Matthews-Dottin

Robert Campbell Tell us more about your current role I’m the co-founder and operations director of Aspire Media N.I. CIC, a creative social enterprise based in Coleraine, Northern Ireland. We provide photography, videography and social media management and consultancy services, while supporting community projects and mentoring young people in the creative industries.

What is your proudest achievement?

Co-founding Aspire Media with my business partner, Andrew Cooper. Together, we’ve built it from an idea into an award-nominated organisation. We’ve helped local businesses grow online while mentoring young creatives, with our work recognised across Northern Ireland, the Republic of Ireland and the UK mainland – something I’m truly proud of.

What does it mean to you to be shortlisted?

It is an incredible honour. It reflects the dedication and resilience behind co-leading a social enterprise with purpose. It also recognises the collective effort of our team, as well as Andy’s creative drive, which has helped Aspire Media become what it is today.

What’s next?

The next step is expanding our social media division, to support more businesses and social enterprises while continuing to grow Aspire Media for long-term impact. Personally, I’ll be dedicating more time to helping young entrepreneurs on their journey with The King’s Trust, supporting them to turn their ideas into reality.

Any advice for aspiring young leaders?

Never stop dreaming about what you want to achieve. Never back away from a challenge, and accept that you won’t know everything at the start.

Build a strong support network – they’ll help guide, motivate and inspire you as you grow.

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Tell us more about your current role As head of the Internal Audit Unit in the Trinidad and Tobago Police Service, my role is to equip the internal auditors, to strengthen the administrative arm, and to safeguard the independence, objectivity and integrity of the unit.

My role also includes encouraging team-building exercises through ‘train the trainer’ workshops, implementing internal audit procedures and communicating corrective actions where necessary to the service.

What is your proudest achievement?

When I was bestowed the prestigious Distinguished Alumni Award from the University of the West Indies (UWI) Alumni Association Trinidad and Tobago Chapter, for exemplifying what it means to be a UWI graduate.

Another proud achievement has been serving as vice-president of the Trinidad and Tobago Group of Professional Associations, an executive position that allows me to provide invaluable contributions towards the future of the association.

“My advice to others is to always lead with integrity, empathy and transparency, and to clearly communicate your vision early to the team”

What does it mean to you to be shortlisted?

It means that I have been validated by my peers within the field and that the contributions I have made throughout my career have met the criteria set by The Institute of Leadership. It’s truly an honour to be shortlisted.

What’s next?

I am focusing on obtaining the Certified Internal Auditor Certification. In the near future, I plan to start an internal auditing consultancy firm that offers advice to internal auditors working in government ministries.

Additionally, I aim to become an international motivational speaker, using my knowledge and experiences to inspire and mentor future young leaders.

Any advice for aspiring young leaders?

My advice for aspiring young leaders is to always lead with integrity, empathy and transparency, and to clearly communicate your vision early to the team.

Also, know that knowledge is to be shared, have resilience in the midst of challenges and simply trust the process.

Spotlight Rory Berry Tell us more about your current role I lead 24 people focused on the switches and transfers operation at Schroders Personal Wealth, where my team ensures clients’ investments move seamlessly and safely following analysis of their existing provision. My focus is on driving operational excellence through automation, data insight and empowered leadership. It’s about building a culture in which people deliver brilliant outcomes for clients and can take pride in themselves and each other.

What is your proudest achievement?

Being an exporter of talent. Over the past 18 months, we’ve redefined our leadership structure to combine process innovation with people-first development.

Being part of colleagues’ development into confident decision-makers who are prepared to take a leap into the unknown, and seeing them flourish, is the most rewarding part of my leadership journey.

What does it mean to you to be shortlisted?

It’s an incredible honour that reaffirms my belief that leadership is about lifting others. It’s an opportunity to reflect on the impact I have made through having a purpose, integrity and the courage to create inspired and competitive spaces for others to thrive.

“Seeing them flourish is the most rewarding part of my leadership journey”

What’s next?

I am passionate about the intersection between leadership and technology. My next focus is to expand into roles that shape business-wide strategy using data, automation and, most importantly, human insight to redefine how businesses operate and how leaders can empower change at scale.

Any advice for aspiring young leaders?

It is through intent, not ego, that you will succeed.

Listen more than you speak. Never underestimate the ripple effect that small acts of recognition bring.

Together, this forms a structure – the best leaders share their intentions, listen to their teams and offer recognition for contributions to the intention they have set.

Khushbu Shaikh Tell us more about your current role I serve as a technical lead, principal technical account manager at Twilio. In my role, I partner with some of Twilio’s largest enterprise customers to drive innovation in cloud communications, helping them build scalable, customer-first solutions that shape the way organisations engage with their users. I have built global networks of subject-matter experts, developed operational frameworks, and authored blogs that simplify emerging technologies for engineers and business leaders.

What is your proudest achievement?

Being recognised as a Twilio Magic Owl Award Winner, an honour given to only six out of more than 5,000 employees worldwide for exceptional impact and leadership. Another highlight was launching my initiative, TechXplorationHub, a podcast and community that helps tech professionals navigate career transitions. It now has more than 250 followers and has featured leaders from AWS, Google, Microsoft and NVIDIA, inspiring thousands globally.

What does it mean to be shortlisted?

It validates not just my individual achievements, but the values I stand for: resilience, inclusion and purpose-driven leadership. It reminds me that leadership is not just about titles; it’s about using your influence to lift others and create opportunities where they didn’t exist before.

What’s next?

My next focus is to advance innovation at the intersection of AI and cloud communications, empowering organisations to deliver intelligent, human-like interactions at scale. I aim to continue bridging the gap between engineering and customer experience, driving thought leadership through research and speaking engagements.

Any advice for aspiring young leaders?

• Stay curious.

• Don’t fear failure. Every mistake is a lesson.

• Lead with empathy.

• Remember that leadership is not a destination; it is a journey. Your authenticity, not perfection, is what will inspire others.

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Spotlight Emily Burgman Tell us more about your current role My role at Dentsu is to find the human story buried in the data. I lead the Insights team in optimisation and UX [user experience], blending the ‘what’ of data with the ‘why’, to close the gap between what users do and why they do it. We help clients build better digital experiences, drive growth and make decisions that are faster, clearer and kinder to the end-user.

What is your proudest achievement?

Building a collaborative insights culture that prizes curiosity, inclusion and real-world impact. A space where everyone feels safe to ask tough questions and connect data to lived experience, confident to explore and lead together. Keeping insights human and challenging is what I’m proudest of.

What does it mean to you to be shortlisted?

Being shortlisted validates the quiet work: the listening, the questioning and the commitment to helping others succeed. It affirms the values that guide my leadership: empathy, clarity and curiosity,

applied with discipline and care. For me, leadership is influence earned by building people up and creating conditions where others thrive. This recognition is shared with mentors, teammates and clients who trusted that approach.

What’s next?

Scale our tiered UX and accessibility audits, and bake inclusive design into everyday optimisation.

Beyond that, my goal is to continue mentoring my team to tell compelling stories with data.

Develop what works, automate the rest, and free people to tackle the hard, human problems that move outcomes and culture.

Any advice for aspiring young leaders?

Start by asking “what if?” more often. Don’t be afraid to be the one who asks the ‘obvious’ question – it’s usually the one everyone else is thinking.

People notice consistency.

Do work worth talking about, then make it easy to share. Stay close to the customer and the problem, not the trend, and never underestimate the power of a well-timed “why?”.

Steven Egan Tell us more about your current role I’m a project manager at InterTradeIreland, an economic development agency based in Newry, where I design and support initiatives that promote cross-border trade between Northern Ireland and Ireland. Alongside this, I volunteer as a board member with CMI Northern Ireland, leading on strategic communications; serve on the UK Young Academy’s Membership Development and Governance Steering Committees; and have recently become a trustee of Sólás, a Belfast charity supporting children with additional needs.

What is your proudest achievement?

Completing my PhD during the pandemic and while navigating personal loss.

The experience taught me resilience, perspective and compassion – qualities I now try to embed in my leadership.

More recently, I’m proud of helping drive remarkable growth in CMI Northern Ireland’s engagement. Within CMI, our region now has the largest following relative to its population in the UK, reflecting the strength of our 52

community and shared commitment to professional development.

What does it mean to you to be shortlisted?

Being shortlisted is a real honour and a chance to reflect on those who have supported me. I’m deeply thankful to my family for their encouragement.

Professionally, I’m proud to contribute to organisations that create impact locally and nationally across economic, social and leadership spheres. This recognition copper-fastens my commitment to serve with purpose and integrity – and to continue to give back to others.

What’s next?

I’m conscious that I’m still at the beginning of my leadership journey. My focus is on continuing to grow while deepening my impact within the organisations I serve. I want to keep developing my skills, broaden my perspective and use my experience to support others in their own growth. My long-term goal is to help shape a more inclusive, collaborative and forward-looking society.

Any advice for aspiring young leaders?

Reframe how you think about networking – it isn’t just a tool for career progression. Go into events and meetings with curiosity, aiming to build genuine connections. Networking is really about learning from others and finding a common purpose. My advice?

The next time someone invites you to an ‘optional’ event, go – you never know what it might lead to.

Spotlight

Kutlwano ChristianTripp Moloi

Tara-Bella Halai Tell us more about your current role I have been a volunteer with St John Ambulance for the past decade, progressing from a cadet to an emergency responder, trainer and youth leader. I am currently the youngest trustee on the organisation’s national board, where I contribute to shaping its strategic direction. I have represented young people as the international youth ambassador for the Priory of England and the Islands, and I previously chaired the Young Responders Youth Advisory Group. My experiences with St John Ambulance have been instrumental – I am now training to become a doctor.

What is your proudest achievement?

Seeing the young people I help train and mentor in the cadet programme grow in confidence and use their lifesaving skills to support others. I’ve also been fortunate to receive recognition for my volunteering, including the Freedom of the City of London in 2025 and Outstanding Young Person of the Year at the Harrow Hero Awards in 2023. These awards reflect the incredible teams and mentors I’ve had the privilege to work alongside.

Tell us more about your current role I’m the founder and CEO of the Moloi Business Leadership Firm, where I lead initiatives focused on youth empowerment, business leadership and Pan-African economic transformation.

We equip emerging leaders with the tools to drive sustainable change through education, innovation and entrepreneurship across Africa.

What is your proudest achievement?

Training and mentoring more than 12,500 emerging African leaders while launching the Youth Empowerment Tour – a platform connecting youth to business development opportunities. Being recognised across multiple African leadership awards has also affirmed my mission to build a new generation of transformative leaders driving Africa’s growth.

What does it mean to you to be shortlisted?

Being shortlisted is an honour and a reminder of purpose.

It signifies that the vision for African youth leadership and transformation is resonating globally. It inspires me to continue bridging the gap between potential and opportunity – helping young leaders rise, redefine leadership and shape Africa’s future.

What’s next?

I’m focused on scaling our leadership and business masterclasses across Africa while expanding the reach of the Youth Empowerment Tour.

I’m also developing thoughtleadership programmes that integrate African philosophy into entrepreneurship, aiming to inspire 50 million young Africans by 2030 through education, innovation and empowerment.

Any advice for aspiring young leaders?

Lead with purpose, not position. Greatness begins with self-mastery and service.

Stay grounded in your values, embrace learning and let your work reflect your vision for change. Africa’s transformation depends on young leaders who dare to create, connect and commit to building a better continent.

What does it mean to you to be shortlisted?

I’m grateful to be recognised among such inspiring individuals. I hope this nomination serves as encouragement to other young people – particularly women and those from ethnic minority backgrounds – to believe in their potential to make a difference.

What’s next?

I aim to graduate as a doctor in 2026 and intend to integrate pre-hospital medicine into my future career. I also plan to continue my voluntary service with St John Ambulance.

Any advice for aspiring young leaders?

Take every opportunity and don’t be afraid to make mistakes. Step outside your comfort zone and trust in your ability to grow through each experience.

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Future focus GUEST OPINION

Darrell McLennan Fordyce

Leadership lessons We need to build leadership skills – intentionally, consistently and at every level of sport

L

eadership in sport is often recognised through the lens of legendary icons – Martin Johnson hoisting the 2003 Rugby World Cup, Eoin Morgan calmly guiding England’s cricketers to one-day glory, or Sir Alex Ferguson’s longevity in building cupwinning dynasties at Manchester United.

These names become shorthand for perceptions of what sporting leadership looks like: determination, commitment, tactical acumen, resilience.

But leadership – in sport or business – is far more than instinct, presence or experience. Effective and adaptable leadership is a learned skill, the result of self-awareness, practice, insight and support. It requires the development of mindset, knowledge, empathy and emotional intelligence.

While the UK’s national sport governing bodies offer programmes such as Aspire to Lead, Leading to Perform and Future Games Leaders, these focus on operational leadership in more senior roles. The challenge lies in clubs, academies, community teams and schools. Leadership development often fails to cascade into those environments where it’s most needed.

My trawl through the websites of the Football Association, Rugby Football Union and England Hockey reveals commendable guidance on coaching, officiating or physical preparation for athletes. While these courses will include aspects of leadership, I was unable to find specific, focused leadership development.

From my experience working across professional, semi-professional and youth sport, the pattern is clear. Many

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“Leadership development often fails to cascade into those environments where it’s most needed” organisations still assume leadership will develop organically; that athletes and coaches will simply absorb knowledge and skills from experience or proximity to strong role models. But in high-performance environments, where marginal gains matter, that’s a risky and limiting assumption.

As a rugby referee, I’ve seen this up close. Teenage captains are expected to not only lead, but also communicate with officials, motivate team-mates or be the conduit between players, coaches and parents. Inevitably, some struggle under this pressure, particularly if their leadership role was earned through sporting ability alone. Without guidance, they can become overwhelmed, their confidence shaken and their enjoyment

of the game diminished. It’s why FEED Consulting developed NextGen: Learn Lead Grow, an online, IoL-accredited programme tailored for athletes and sporting professionals. It introduces key leadership themes and encourages reflection and application in context.

The impact is tangible, with more than 90% of participants reporting increased confidence in their leadership skills.

Globally, similar programmes reinforce this evidence. The 5R Shared Leadership Programme in the USA has measurably improved team cohesion, motivation and performance among national-level basketball squads. In Australia, the Australian Institute of Sport has embedded leadership training into Olympic and high-performance pathways, enhancing wellbeing, cultural cohesion and long-term resilience.

Whether it’s a teenager captaining their school team, a coach leading an amateur squad or a professional athlete transitioning into a leadership role, the lesson is clear. Leadership development should be a core part of the athlete journey alongside tactical, technical and physical preparation.

That means coaches understanding what to look for beyond raw talent. It means parents supporting character and communication, not just performance.

And it means giving every athlete – not just the potential captains – the opportunity to grow as a leader.

Darrell McLennan Fordyce is founder of FEED Leadership Consulting and an IoL Fellow. Join him for a webinar on ‘Lead before you’re ready: rethinking leadership for a new generation’ on 21 January. See page 17 for details.

Future focus GUEST OPINION

Vidya Murali

From corporate to scale-up Five scale-up success skills for leaders moving to a fast-growth small business

M

oving from a corporate giant to a fast-growth scale-up can feel like stepping out of a cruise ship and onto a speedboat. Both get you across the water, but the pace, the bumps and the skills required are radically different. Leaders who thrived in the predictability of large organisations often find themselves disorientated in a scale-up. Yet, with the right mindset and skills, this transition can be one of the most rewarding of your career.

Here are five success drivers to help you navigate the shift.

1

Adaptability over perfection In corporate environments, leaders often have the luxury of long planning cycles and multiple reviews. In scaleups, speed trumps polish. Success comes from moving quickly, learning fast and adjusting. Leaders who obsess over perfection soon frustrate themselves and their teams. Ask yourself: “What’s good enough to test today?” – and focus on iteration, not perfection.

2

Influence without authority Corporate hierarchies give leaders positional power. In scale-ups, authority is less formal, and influence often depends on relationships, credibility and speed of delivery. A leader who relies only on their title risks alienation.

Case in point: a product director I coached found more traction once she stopped citing best practice from her old corporate role and, instead, asked colleagues: “What do you need from me to make this work?”

stuffing envelopes for a client event in her first week. Rather than resist, she saw it as a chance to model agility. The team noticed and her credibility soared.

5

“Making the leap from corporate to fast-growth isn’t easy, but it’s a tremendous opportunity for leadership growth”

3

Resilience in ambiguity Scale-ups thrive on change – new funding rounds, shifting priorities or a sudden pivot. Leaders who expect stable roadmaps can feel blindsided.

Resilience is about staying grounded when plans shift. To strengthen this, build daily habits – mindfulness, exercise or journalling – that help you recover quickly from setbacks and keep perspective.

4

Hands-on leadership In corporates, leaders delegate to large teams. In scale-ups, resources are lean and leaders are expected to ‘get their hands dirty’. This doesn’t mean abandoning strategy, but showing you can roll up your sleeves when needed.

Case in point: a director who joined a 200-person business found herself

Building psychological safety Fast growth can create a culture of urgency, where mistakes are hidden and voices go unheard. Leaders who intentionally build psychological safety, where people feel safe to speak up, unlock creativity and performance.

As Harvard Business School professor Amy Edmondson has shown through decades of research, psychological safety is the single most important factor that differentiates highperforming teams. When people feel safe to take interpersonal risks, they innovate faster, solve problems better and build the resilience that organisations need to thrive in turbulent environments.

Making the leap from corporate to fast-growth isn’t easy, but it’s a great opportunity for leadership growth.

Success comes not from applying the same playbook harder, but from rewiring your approach: move fast, influence widely, stay resilient, pitch in, and create a culture where people can thrive.

Think of it as leadership in high definition – faster, sharper, and far more exhilarating.

Vidya Murali is the author of How to Survive in a Scale-Up Business, a scale-up industry leader and a coach. She’s worked with some of the UK’s leading tech businesses, including Amazon, and high-growth scale-ups such as Deliveroo. She now holds a leadership position, supporting colleagues and clients to navigate the fast-moving scale-up environment.

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Q & A

Future focus

In conversation In this series, an emerging leader and their leader sit down together to talk about their ambitions, and to find out more about the different paths to leadership.

In this issue, the chat is between Aspens Services’ Richard Rawlinson, graduate operations manager, and Matthew Mycock, senior operations manager Richard Rawlinson (RR): How does leadership today differ from a decade ago?

Matthew Mycock (MM): Leaders now operate within a more complex workspace; expectations have expanded from managing performance to shaping purpose in your employees. There is greater emphasis on inclusion, support and mental wellbeing. Decisionmaking is more evidence-based, leveraging analytics to navigate uncertainty.

MM: What are the defining moments in your leadership journey?

RR: When I saw inefficiencies where I was working at the time, I realised I could either continue to observe or take responsibility to lead. I pursued a degree in business and promised myself to say ‘yes’ to every meaningful opportunity – and that mindset became transformative. By the time I graduated, I had a diverse portfolio of leadership experiences. Opportunities, such as Young Enterprise competitions, taught me not just to manage, but to inspire. After securing my graduate role as an operations manager, I realised this was merely the beginning. Leadership in the real world demanded a different kind of confidence and humility: it is not a destination, but a continuum. It is a disciple of constant reflection and reinvention.

RR: What has been your greatest leadership challenge so far?

Richard Rawlinson

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MM: The transition from operational management to strategic stewardship. At the start of my career, I found that success often hinged on day-to-day execution. But as you move into senior leadership, your focus shifts towards crafting long-term strategies that strengthen your team. This becomes more complex when supervising across multiple teams. It is no longer about direct oversight, but instead about working closely with everyone individually. This is also relevant when taking on greater commercial accountability and balancing financial stewardship, supporting your team with revenue growth, controlling costs and identifying any untapped opportunities. All these skills require strategic agility and underscore the importance of collaboration.

Future focus Matthew Mycock

MM: What, in your view, are the most essential qualities for a leader?

RR: The most important quality is the desire to lead well. Leadership cannot be performative; it must stem from a sincere commitment to serving one’s team and organisation. A genuine leader constantly reflects, evaluating every interaction and decision to understand its impact. This fuels continuous improvement, ensuring that leadership remains adaptative. Leaders must acknowledge how their choices affect outcomes and, equally, must possess the humility to accept accountability for those consequences.

True respect for one’s team is indispensable; it requires understanding others’ perspectives and recognising their contributions. This leads to a more productive work environment.

RR: What qualities do you think most distinguish an effective leader?

MM: First, strategic thinking – having the ability to rise above the operational noise and focus on the long-term trajectory of the organisation. Second, having a leadership rooted in coaching, and creating a workforce in which people feel valued and trusted. Third is a strong understanding of financial dynamics. Fourth is the willingness to invest in others, to mentor future leaders. Fifth, the discipline of grounding decisions in data and having the ability to examine market analysis are vital. Finally, and perhaps most importantly, is collaboration. You must work with your team around you, because no leader, no matter how skilled, can succeed on their own.

MM: Do you think young people today are encouraged to become leaders?

RR: There are two sides to this. In theory, young people are encouraged to lead. The rise of digital platforms has amplified their voices; they now can influence and shape social movements in ways that haven’t existed before. Educational institutions have followed suit in the form of student councils, leadership academies and development programmes. Beyond education, you can see how internships and work experience schemes have started providing entry points for young people to seize new opportunities.

However, this is not always carried out.

Transforming encouragement into authentic leadership experiences remains a complex challenge, as many youth leadership programmes are so tightly controlled. This means the genuine leadership that demands exposure to uncertainty and learning through consequence is not always achieved, because many programmes limit the autonomy and risk. One initiative that bridges this gap effectively is Young Enterprise. It offers

an entrepreneurial framework where students lead teams, manage real budgets and pitch their ideas in competitive, Dragons’ Den-style environments.*

RR: Do you have any advice for emerging young leaders?

MM: Embrace every opportunity with intent. Having a proactive mindset opens doors faster than any title or tenure. Success in leadership is built on trust with colleagues, clients and partners, so invest in those relationships.

Flexibility is just as vital; leaders must constantly evolve their style and adapt to each situation – it is important to notice when to guide or when to take a step back. Equally important is cross-functional collaboration; communicate with your team on the ‘why’ behind every strategic decision.

Never stop reflecting and measuring your success. Implement tools that empower teams to monitor their own performance – this will not only push forward better outcomes, but also reinforce aspiration within your workforce.

Richard Rawlinson is a graduate operations manager at Aspens Services, the UK’s largest independent contract caterer specialising in school food. He is taking an L7 Senior Leader Apprenticeship on top of his graduate programme.

Matthew Mycock is a senior operations manager at Aspens Services. He oversees three operations managers and leads multiple school catering contracts, ensuring excellence in service delivery, client relations and team performance. *Find out more at young-enterprise.org.uk

We’re looking for people to take part in ‘In conversation’.

Please email louise.parfitt@ cplone.co.uk to express your interest.

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Future focus

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he traditional framework of mentorship – where an experienced executive shares wisdom and guides a junior colleague – holds tremendous value. It’s a cornerstone of personal and professional development. But what happens when we flip that script and an aspiring leader, fluent in current trends and fresh perspectives, mentors a senior leader?

This isn’t a hypothetical scenario; it’s a growing strategic development tool known as reverse mentoring, and it’s one of the most powerful tools we have for forming agile, empathetic and future-ready leaders.

As global co-chair of Genedge, BNY’s crossgenerational employee business resource group (EBRG), and co-lead of our Global Reverse Mentoring Programme, I’ve had a front-row seat to the tangible power of this approach.

It’s a cultural medium that breaks down silos, fosters genuine connection and ensures that learning is a continuous, multidirectional flow across our organisation.

A mentoring revolution The concept of reverse mentoring was pioneered in the late 1990s by Jack Welch, then CEO of General Electric. Welch recognised a critical knowledge gap within his senior leadership team and mandated that his top executives be mentored by junior, tech-savvy employees to understand this new digital frontier.

The initial goal was purely functional: to bridge a technological divide. The unintended consequences, however, were far more profound.

Senior leaders not only learned about the internet, but also gained unfiltered insights into the culture, communication styles and perspectives of a younger generation. Hierarchies softened, communication lines opened and a new sense of shared purpose emerged.

During the past two decades, the scope of reverse mentoring has evolved far beyond technology. Today, it’s a way to understand everything from social media and environmental, social and governance (ESG), to work/life balance and the evolving expectations of the modern workforce. The ‘what’ has changed, but the ‘why’ remains the same: to ensure that successful leadership remains relevant, responsive and connected to the entire organisation.

The benefits: a two-way street The beauty of reverse mentoring lies in its reciprocal nature. It’s a common misconception that the benefits flow in one direction only.

In reality, reverse mentoring drives critical leadership development at every level of seniority: mentors and mentees are equal learning partners.

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Flip the script Chris Andrews explains how

reverse mentoring can help forge tomorrow’s leaders

Future focus One of the greatest risks for leaders is a narrow field of view. Reverse mentoring expands our mentees’ vision in new and exciting ways.

Our senior leaders at BNY consistently report three key benefits.

Gaining fresh perspectives: they are exposed to new ways of thinking about business challenges, client expectations and market opportunities. A graduate analyst’s perspective on digital client experience, or a millennial’s view on corporate social responsibility, can unlock innovation that would otherwise remain untapped.

Developing digital and cultural fluency: beyond learning best-practice techniques, leaders learn the ‘why’ behind new communication platforms and social trends, strengthening their leadership capability and engaging a constantly evolving, multigenerational workforce.

Building empathetic leadership: the programme nurtures empathy. By listening to the life experiences of colleagues from different backgrounds and generations, leaders develop a deeper understanding of the challenges and aspirations within our workforce, making them more authentic and inclusive in their leadership.

For our emerging leaders, the opportunity to mentor a senior executive is a powerful career accelerator. The benefits can be transformative.

Unparalleled visibility: it provides a platform for high-potential employees to build visibility and relationships with senior leaders, a connection that could otherwise take years to create.

Development of core leadership skills: teaching is known as one of the most effective forms of learning. Our mentors hone their communication, presentation, coaching and strategic thinking skills as they prepare and deliver insights to their mentees.

Strategic insight: mentors gain a bird’s-eye view of the organisation. Understanding the complex challenges and strategic decisions that leaders are faced with provides an invaluable context that can be transitioned into their own work and career trajectory.

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istock

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Forging our future Reverse mentoring acknowledges that, in a world of constant change, expertise is dispersed and no-one has a monopoly on good ideas. As BNY evolves into an agile operating environment, the two-way leadership skills fostered as part of the programme empower our teams to take decisions and allow leaders to feel they can delegate decisions with confidence.

By flipping the traditional model, we are not devaluing the experience – we are enriching it. We have created a culture at BNY in which curiosity is valued, learning is continuous and

“The ‘what’ has changed, but the ‘why’ remains the same: to ensure that successful leadership remains relevant, responsive, and connected to the entire organisation”

leadership is a collaborative dialogue, not a topdown monologue. The collective impact is a more connected, agile and resilient culture. It breaks down hierarchical silos and builds a powerful sense of safety and belonging, where employees feel their voice and perspective are valued.

The stories emerging from the programme are a testament to its impact. We’ve seen product strategies refined based on a mentor’s insights into user experience; we’ve seen leaders transform their communication style to be more effective on digital platforms; and, most importantly, we’ve seen genuine friendships form.

Chris Andrews is the EMEA head of Enterprise Contact Centre at BNY and global co-chair of Genedge, BNY’s generational diversity EBRG. He co-leads the Global Reverse Mentoring and UK Bank Shadow ExCo programmes. Chris is currently studying for his MBA and holds a Bachelor of Arts in media psychology. He leads BNY’s Reverse Mentoring Program with colleagues Jemini Sharma (US), Rebecca Jones (UK), Bassira Souare (US) and Girish Massand (US).

The BNY way: fostering connection and continuous learning Our seven-month Global Reverse Mentoring Program brings together people from across the globe by building a framework, centred on diversity of thought, that fosters genuine connection and drives strategic outcomes.

Our approach is built on three pillars:

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Purposeful pairing. Our pairings are strategic, aligning the development goals of our senior leaders with the skills and perspectives of prospective mentors. For example, a leader seeking to better understand the role of AI in operations might be paired with a data scientist from our engineering team.

This ensures that every partnership begins with a clear, shared purpose and the success criteria can be more easily defined.

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A structured yet flexible framework. We provide participants with a toolkit for success, including conversation starters, goal-setting templates, and best practices for giving and receiving feedback. However, we also empower each pair to shape their own journey. This flexibility allows for authentic relationships to blossom. This is underpinned by strongly led regional cohorts that provide support, coaching, and global learning and development opportunities.

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Emphasis on reciprocity. We explicitly brand our programme as a two-way learning partnership. While the ‘emerging leader’ holds the title of mentor, and provides steer and guidance on the discussion topics, we stress that wisdom is being exchanged in both directions. The senior mentee can share invaluable career and industry knowledge, providing the mentor with sponsorship and guidance. This reciprocal respect is the cornerstone of the programme’s success.

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Sector focus: SMEs

Learning to fly Louise Parfitt chats to business owner Jen Richley about the good times, the tough points and how to thrive when you are thrust into a leadership role

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hen your one-person business begins to take off, the emotions come flooding in: a burst of relief, a swell of pride, and an equal dose of excitement and trepidation. Now you have enough work coming in to bring someone else on board; a little while later you can afford a third person; then another role is added… suddenly you are the managing director, line manager, HR, finance, IT helpdesk and wellbeing support for your team, while also keeping on doing the day job. Sound familiar?

It resonates with Jen Richley. She started CopperHouse Events in 2021 armed with an idea, some contacts and 15 years of experience in events management.

“I was made redundant during lockdown from my previous role in an event agency, so I was looking

for my next opportunity. I thought, ‘why don’t I see if I can do it on my terms?’” she explains. “I set up a tiny desk in the corner of my son’s nursery, came up with a logo and went for it.”

The CopperHouse Events team (from left): Kerstyn Zeslawski, Mo Foden, Jessica Heath, Jen Richley, Lucy Brown, Lola Webster and Sophie Boulton

Scale-up at speed Richley had no financial backing, so at first she worked three jobs: as a packer in the evenings, as a receptionist at the weekends, and during the week she devoted every spare hour to setting up her business. Within three months, she had to give up her extra jobs because her business was snowballing.

“I spoke to everyone I was connected with about the vision I had, focusing on relationships that were built on trust. One of the first enquiries I had was for a venue for 10 people. I danced round the nursery with sheer joy!”

Eight months later, CopperHouse Events was turning a profit, and in 2022, Richley took on her first member of staff. “We started to build the business to offer full-service event management as well as venue sourcing. By 2023, I was able to take on another two people – we were flying!”

Learning to lead The company’s focus expanded to include international events, which now make up 35% of its work. Richley was also becoming increasingly aware that she’d never managed a team before, so she had to go on a steep learning curve.

“The business accelerated quickly and I wasn’t prepared for the leadership aspect at all,” she admits. “I’ve had to learn to toughen up a bit. I have always been assertive when it comes to dealing with challenges for a client, but internally I found it very difficult in the beginning, for example saying to someone they can’t have that day off because it didn’t work for the business needs. I wanted everyone to like me rather than face having the difficult conversations, but actually what I have found is that the team has more respect and can move forward more rapidly when I am firm and act with clarity.”

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Sector focus: SMEs

Top strategic leadership lessons 1. Invest in relationships Strategic partnerships and trusted networks accelerate growth far faster than marketing alone.

Surround yourself with people who understand your vision and can help open doors.

2. Be decisive — clarity drives momentum As a founder, hesitation slows everything down.

Your team looks to you for direction, so make timely decisions and communicate them clearly, even when the conversation is uncomfortable.

Richley has mentors who have helped her appreciate the value of self-reflection. “It’s so important as a leader to take a step back to consider, ‘did I show up as the best version of myself? How could I have done things differently, and what would the outcomes have been?’ It is something I encourage the team to do as well. It’s not about criticism, but rather considering how we can grow, because I believe there is no change without challenge.”

Turn it around One of the most frustrating things, Richley says, is dealing with other people’s preconceptions and prejudgements.

“There’s still a lot of unconscious bias in boardrooms and in society. As a mother and CEO of a growing company, I have been underestimated at times. That used to really frustrate me but now I see it as a superpower because it gives you something very valuable – an opportunity to show up with everything you have to prove that you can create something incredible.”

Richley has also had to learn how to deal with her own feelings of imposter syndrome, and turn it around into trusting her own abilities. She is conscious of allowing her team members the space to learn leadership skills. “For our most recent hire, our account director managed the interviews and made the decision about who would join our team.

She is also going to act as a mentor, which will help

Jen Richley set up CopperHouse Events in 2021, and now leads a team of seven

3. Build reflection into your leadership rhythm I regularly step back to review what’s working, what isn’t and where I need to adjust. Intentional reflection keeps you aligned with your goals and supports smarter, long-term decisions.

4. Use challenges as strategic leverage When you face bias, doubt or external pressure, channel it into focus, resilience and performance.

It can become a source of competitive strength.

5. Develop leaders, not followers For an SME to scale, leadership can’t sit with one person. I empower my team to own projects, make decisions and shape the business. It builds capability and strengthens the whole organisation.

them both gain new skills. This is one of the things of which I am most proud – seeing the team grow and develop.”

Double delight Within the past 12 months, the CopperHouse team has doubled from four to eight. Richley is delighted that she has people queuing up to join – a reflection of the culture she has worked hard to create.

“I want the team to feel ownership of the company. When I hear them talk about the company and see how they represent it, I feel so proud of them, and of our passion and integrity as a team.

“I am forever grateful for them! They represent everything I wanted from this business of mine.”

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Sector focus: SMEs

What challenges do SMEs in the UK face today?

How SMEs contribute to the UK economy

What qualifies a company as an SME?

250

Fewer than 250 staff

£44m

99.8% of UK businesses are SMEs

£2.8trn

Estimated total turnover of SMEs in 2024

16.6m

people are employed by an SME

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Less than or equal to £44m in annual turnover

SME numbers have declined in recent years

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In the past five years, a third of all small businesses have experienced a threat to their survival

5.49m The number of SMEs decreased from 5.97 million in 2020 to 5.49 million in 2024

Sector focus: SMEs

SMEs face common challenges

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Nearly half of SMEs suffered a hit to their turnover during and after the Covid pandemic

A quarter of SMEs view Brexit as a major obstacle to international trade

How are SMEs being helped?

25%

Launched in July 2025, the government’s small business plan aims to:

Provide more routes to finance including 69,000 start-up loans

Pledge per year for SME skills development

Nearly two-thirds of SMEs say inflation and high costs are major challenges, including recent rises in National Insurance and the National Minimum Wage

Management and leadership is important too

47%

69,000

£1.2bn

62%

of SMEs reported long-term employee absences because of mental health issues in 2024 (up from 37% in 2020)

Reduce regulatory administration costs by a quarter

22%

Less than a quarter of SMEs had a budget for mental health activities in 2024

Enterprise Research Centre: enterpriseresearch.ac.uk UK government statistics: bit.ly/EW25GSA, bit.ly/EW25GSB, bit.ly/EW25GSC Bibby Financial Services: bit.ly/EW25BFS

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Wellbeing GUEST OPINION

Kathryn Jellings

Strength in diversity Neurodiversity and wellbeing – rethinking leadership for inclusive impact

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oday’s most effective leaders are those who embrace human complexity, inclusivity and wellbeing.

They recognise that neurological differences, such as autism, ADHD and dyslexia, are natural variations of the human brain, not deficits.

Neurodivergent individuals bring exceptional strengths to the workplace: creative problem-solving, deep focus, pattern recognition and innovative thinking. Yet many organisations remain structured around neurotypical norms, unintentionally excluding or overlooking this talent. For leaders, this is both a challenge and an opportunity – to create environments in which diverse minds thrive.

Unlocking potential Embracing neurodiversity is ethically

Three steps to inclusivity Inclusive leadership is not about having all the answers; it’s about being open to learning, adapting and leading with empathy.

1 Listen and learn: engage with neurodivergent voices. Create feedback loops and safe spaces for honest dialogue.

2 Adapt your style: use coaching, mentoring and flexible communication to meet individual needs.

3 Model inclusion: celebrate neurodiversity in your organisation.

Share success stories, challenge stigma and embed inclusive values into leadership development.

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safe environments in which a person’s strengths and weaknesses are supported, we build stronger, more resilient teams.

important and strategically smart.

Diverse teams consistently outperform neurotypical ones, especially in innovation and decision-making.

Neurodivergent employees offer fresh perspectives and unconventional approaches that drive progress. But to unlock this potential, leaders must go beyond awareness and commit to inclusive practices.

At 3SC, we’ve seen this first hand.

By embedding neuro-inclusive values into our culture and recognising our 80% neurodivergent team, we’ve grown from four people to 25 in just three years. Our commitment to inclusion has also led to exceptionally low sickness and absence levels, less than half the national average, and staff turnover at less than a quarter of the national average.

These outcomes reflect not just good HR practice, but a leadership ethos rooted in trust, flexibility and wellbeing.

Crucially, we’ve embraced the idea that there is no such thing as the ‘perfect employee’. By creating psychologically

Proactive culture Wellbeing is often framed around mental health and work-life balance.

For neurodivergent individuals, however, wellbeing is deeply tied to psychological safety, environmental design and authentic inclusion. Sensory sensitivities, rigid routines and unclear expectations can significantly impact wellbeing. Leaders must adopt personcentred approaches, listening, adapting and co-creating solutions with their teams. At 3SC, this means offering a coaching approach, flexible working arrangements, clear communication and a culture in which difference is not just accepted, but valued. Wellbeing should not be reactive. It must be embedded in the culture, and proactively supported through leadership behaviours, policies and everyday interactions.

The most impactful leaders will recognise that diversity is a strength to be embraced. Neurodiversity and wellbeing are central to building ethical, innovative and resilient organisations. By leading inclusively, we don’t just support individuals, we transform systems. We create cultures in which everyone can contribute, grow and lead.

Kathryn Jellings is director at 3SC, a social enterprise that specialises in building and managing supply chains of SMEs across the UK to deliver quality public services. Join her for a webinar on ‘Neurodiversity and wellbeing’ on 19 January at noon. See page 17 for details.

Wellbeing GUEST OPINION

Dr Lisa Turner

Your AI bodyguard Dr Lisa Turner on five ways artificial intelligence can prevent leader burnout

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eadership burnout isn’t about working too hard – it’s about psychological depletion from toxic dynamics, values drift, invisible labour and ignoring warning signs. Here’s how artificial intelligence (AI) can address the real causes before you break.

unnoticed despite consuming massive energy – burns leaders out. AI can compile accomplishment reports that you’d never create yourself, highlighting work that otherwise disappears.

Action: Use an AI accomplishment tracker, or prompt your LLM weekly: ‘Based on what I’ve shared, compile my key wins, problems solved and strategic interventions this week.’ Review monthly. If you’re solving crises without recognition or resources, you have data to change the conversation upward.

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Use AI to detect workplace toxicity you can’t see Toxic environments burn leaders out through constant psychological vigilance. When you’re in it, you normalise the dysfunction. AI communication-analysis tools track patterns of gaslighting exclusion and undermining language across team interactions, flagging toxic behaviours that you’ve learned to dismiss.

Action: Deploy communication-analysis AI across anonymised team channels for 30 days. Review the report. If patterns emerge, you have objective evidence to restructure before your best people burn out.

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Audit where your time goes vs your leadership values The quiet burnout comes from values misalignment, spending energy on work that contradicts your purpose. Tools such as NotebookLM let you upload calendar data and project notes, then ask: ‘What percentage of my time went to strategic work versus firefighting?’ The gap reveals your drift into exhaustion.

Action: Feed three months of calendar data into NotebookLM. Ask it to categorise your time by strategic value.

If firefighting exceeds 40%, you are structurally set up for burnout and should consider redesigning it.

“Leaders override their limits until it’s catastrophic. Instead of hoping you’ll notice, prompt your AI to force an honest assessment”

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Get weekly reality checks on your leadership load Leaders override their limits until it’s catastrophic. Instead of hoping you’ll notice, prompt your AI, weekly, to force an honest assessment.

Action: Every Friday, paste this prompt into your LLM: ‘I’m a senior leader. This week I [list your key activities, challenges, emotional reactions]. Analyse this for early burnout signals, overcommitment, values misalignment, lack of recovery, or signs that I’m carrying too much. Be direct.’ What does it flag?

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Deploy AI that surfaces your invisible work Invisible labour – work that goes

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Outsource your memory to stay present Cognitive overload from trying to remember every commitment drains leadership presence. Wearable AI, such as Limitless Pendant, records your day, making everything searchable. You stay present in strategic conversations, then ask your AI later what was committed.

Action: Implement a recording AI for two weeks. Notice how much bandwidth you reclaim when you stop being your own court reporter. Use that cognitive space for actual strategic thinking.

The reality Leader burnout stems from psychological safety failures, misalignment and depletion. These AI tools act as bodyguards for your attention and witnesses to toxic dynamics. For ongoing support, consider an AI leadership companion designed specifically for executive resilience. Pick one approach. Implement it this week.

Dr Lisa Turner is a spiritual technologist, systems engineer and creator of CETfreedom.

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Wellbeing

Top of your game Lesley Cooper on why maintaining your personal wellbeing is a core leadership responsibility – and it starts from when you first step up into a senior role

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he step up to a leadership role can be overwhelming. Coming as it often does after an extended period of feeling ‘at the top of your game’, suddenly the territory is unfamiliar, filled with new responsibilities and expectations – and rather than navigate using proven lived experience, the new requirement is to learn as you go along.

Expectations can increase exponentially.

Working hours may get longer, there will be more complex decision-making, and an additional emotional and mental load of providing support to others. The natural response might be to push on and through, but if you do this repeatedly at the expense of time spent in personal renewal, the outcome is likely to be fatigue and burnout.

Both will quickly undermine your performance and credibility.

One of the key features of burnout is declining confidence in ability and personal efficacy – not what you want at the start of your leadership role.

Diagram A 66

It is also quite common for newly promoted leaders to experience imposter syndrome – a persistent feeling that you are not as competent as others think you are and that you will be found out ‘as a fraud’. Even well-established, highly accomplished people feel this way sometimes. Overworking is a common response that, paradoxically, because of the impact this has on wellbeing, is far more likely to cause under-performance than any competency shortcomings.

Intentional recovery is not the same thing as rest. It is an active, deliberate, necessary and regular investment in personal sustainability that ensures you can maintain healthy high performance. It is important to view it as a necessary investment right from the start. You wouldn’t, after all, expect your bank account to keep dispensing money if you were no longer having your salary paid in – but it is common to treat our personal physical and mental energy resources as being somehow inexhaustible.

Build appropriate rituals early on in your leadership career to identify and protect the boundaries that make sustainability possible.

“Build appropriate rituals early on in your leadership career to identify and protect the boundaries that make sustainability possible”

Wellbeing Being the role model Leaders set the tone for workplace culture. It is no good saying (as, sadly, many leaders do) that you know how important wellbeing is, and that you genuinely want your staff to prioritise theirs, if you follow a path that means you consistently neglect your own. This not only undermines your authenticity as a leader, but the mixed message also means the team may feel pressure to do the same.

By actively demonstrating the value that you place on your own wellbeing – through the specific choices you make around healthy boundaries and recovery, self-care and resilience – you give others permission to do the same. In so doing, you nurture an engaged, healthy, high-performance environment, and create a culture of psychological safety around you that is so important for building the trust, openness and respect necessary for fast learning from, and connection to, others.

iStock

Mental energy and decision-making Our personal resources exist in different energy dimensions that are in a dynamic relationship with each other (see Diagram A). Physical energy is the foundation, with emotional, mental and purposeful energy being the other three.

If physical energy levels are compromised by lack of movement, hydration, sleep, appropriate nutrition and regular renewal, then our ability to stay in control of emotions and choose the right response in difficult situations is similarly negatively affected. When we are emotionally triggered, it is extremely hard to focus and achieve the right mental clarity around the data needed to make good decisions. Such internal states narrow your ability to see options, think strategically and respond calmly under pressure.

Similarly, losing sight of the bigger picture and what is personally important can leave a leader rudderless and less able to decide where the other dimensions are best deployed. Leaders who prioritise their wellbeing by intentionally managing energy are often better equipped to make sound, balanced decisions.

Maintain personal wellbeing by being intentional about how you generate personal energy, as well as how and where you deploy it. It isn’t limitless, and how well (and often) you adopt the right energy-management behaviours makes a difference to how effective you are during the working day – and how much energy you have available at the end of the day to be the person you want to be inside relationships and activities that are important to you.

Connecting with others In our modern volatile, uncertain, complex and ambiguous (Vuca) world of work, leadership is no longer just about strategy – increasingly it has as

Energy management – the basics contemplate something or someone who brings you joy (pets are allowed!), breathe. Negative emotions feed, build and deplete energy, as well as undermine mental energy.

Physical energy: move and change your position every 90-120 minutes – stretch, take the stairs or walk to see someone if you are in an office.

Hydrate regularly. Choose low-GI food to prevent sugar spikes that will make emotional regulation more difficult. Do not accept poor-quality sleep – review sleep habits and, if necessary, avoid using devices one hour before bedtime.

Emotional energy: check in with yourself regularly throughout the day between activities – are your emotions currently positive or negative? If the latter, make a strategic recovery decision to change your internal state. Invest five minutes in a personal renewal activity – for example, do a task you like and find easy, listen to a favourite track, move and stretch,

Mental energy: your cognitive resources are valuable, so apply them fully – avoid being continually partially present around team members and colleagues. Avoid multitasking. Focus and be fully engaged with what is in front of you, now. ‘Chunk’ time needed for long (and important, but possibly unpopular) tasks by taking a fiveminute break every 90-120 minutes.

Purposeful energy: take time to regularly look up and beyond the tasks at hand to remind yourself of the bigger picture – what is most important to you, how you would like to be perceived, and what your true priorities are as a human being as well as a leader. This will enable you to keep the right perspective and avoid wasteful negativity, by helping you focus finite mental energy on what matters.

much to do with the ability to connect with others and tease out their unique insights, knowledge and experience. Multigenerational workforces, with all the experience and expectation variability that comes with them, mean that modern leadership is less about telling people what you want them to do because you have already worked it out, and more about asking others what they think.

Deliberate investment in self-care, intentional energy management and recovery ensures you will remain approachable, empathic and motivating.

In turn, it will give others confidence to share the information and ideas you need to drive your own development, as well as make the team boat go faster. Personal wellbeing management is not something you attend to when you have caught up on everything else – it is a leadership essential.

“By actively demonstrating the value that you place on your own wellbeing, you give others permission to do the same”

Lesley Cooper is the founder and CEO of WorkingWell, an award-winning specialist consultancy that helps organisations to manage pressure and stress in a way that facilitates a culture of sustainable high performance. She is also the author of Brave New Leader.

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Book club REVIEW

Which books should be keeping leaders and managers awake at night?

Edge reviews some of the most intriguing titles around

The Heart of Finance Emotional Intelligence for Financial Planners

Authors James Woodfall and Cliff Lansley Price £16.99, Rethink Press

Can finance really have heart?

As someone with a former 25-year career in finance (banking), I was particularly curious about this book, and the title really drew me in.

Woodfall, a financial planner, and Lansley, an emotional intelligence expert, combine their expertise to

The Connector’s Advantage 7 Mindsets to Grow Your Influence and Impact Author Michelle Tillis Lederman Price £15.65 (Amazon), Page Two Books

In this digital age, how important is it to be a connector?

Lederman – an author, coach, trainer and speaker – provides a detailed analysis of what a connector is and why connection matters.

Organised in an easy-to-follow

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delve into the importance of human connection for financial planners, financial advisers and anyone working directly with clients in the finance sector.

Their book dissects three core elements of emotional intelligence: self-awareness, understanding and influence. Using case studies, frameworks and models, plus reflective exercises, they provide a step-by-step guide with a highly client-centred approach.

I particularly liked their FORCED model to support rapport building, with prompts to help planners understand more about their client’s Family/friends, Occupation, Recreation, Current events, Education and Dreams.

This is a model that can be transferred into any client interface, in any sector.

This book fulfils a mentorship role for those in finance, and there is immense learning and support on every page. It cleverly weaves technical knowledge with emotional intelligence, considering the complete client journey, including how to navigate a variety of potential situations safely and sensitively.

Those in finance will be familiar with the term ‘fact find’ – this book offers more of a ‘life find’ approach.

It will enhance your connection with clients, while providing a deeper understanding of yourself, too.

There needs to be a lot of heart in finance. An excellent read.

manner, the book will help you uncover how likeability enables connection and the 11 laws of likeability. Understand the kind of connector you are (there are seven levels) and unpack the seven mindsets of successful connectors.

Lederman skilfully includes ‘mindset missions’ and ‘refresh your memory’ exercises to aid selfreflection and embed the learning.

I loved these elements.

There are so many sections of this book with which I resonate. One favourite is Chapter 7 – Connectors Trust. Lederman states: “Trust is at the core of a connector: the ability to trust yourself, the inclination to trust others, and the potential to be trusted by others.” In this chapter, you will uncover the four pillars of

trust – authenticity, vulnerability, transparency and consistency – and learn how to build trust and to restore it. An empowering chapter for anyone in a leadership role.

Lederman closes the book with a ‘Putting into Action’ section, tapping into the ‘it’s not what you know, it’s who you know’ principle. With a selfevaluation chart, it’s a powerful way to conclude this brilliantly curated book.

In one word, The Connector’s Advantage is superb – one from which all leaders will benefit.

Highly recommended.

Book club REVIEW

The Answer is a Question

The Easy Way to Quickly Transform Your Impact as a Manager and Leader Authors Laura Ashley-Timms and Dominic Ashley-Timms Price £18.39 (Amazon), TSO (The Stationery Office), part of William Lea

How transformative are powerful questions?

Authors Laura and Dominic AshleyTimms are co-founders of Notion, a performance improvement consultancy, and co-creators of the STAR model, which is at the centre of this richly detailed and evidence-based book.

As I began reading it, I was somewhat overwhelmed by the size of it (306 pages). My approach,

therefore, was to read it in digestible sections, one chapter at a time… and what an incredible learning journey it transpired to be.

Organised into 13 chapters, the book provides a clear pathway for managers and leaders to re-engage their teams, focused on coaching, implementing the authors’ STAR model and Operational Coaching style of management and leadership.

“To be really transformational, we need to have all managers using coaching-related behaviours, every day, in the moment,” state the authors. With their research showing that 80-89% of the global workforce is disengaged, a more coaching-orientated approach is inevitably needed.

As a qualified executive coach, I found their four-step STAR model simple to follow and inspiring. The

Leading On The Edge Author Zana Goic Petricevic Price £17.99, Rethink Press

The bold art of being more irrational and less mediocre Please note the wrong image was published in the printed autumn issue of Edge for Zana Goic Petricevic’s new book Leading on the Edge: The bold art of being more irrational and less mediocre. You can join Zana for a ‘Meet the author’ session on 11 February at noon. See leadership.global/whats-on/eventlisting.html

four steps are: 1.

Stop and change state; 2. Think: is this a coachable moment?; 3. Ask and actively listen; and 4. Result: get a commitment to action.

The book is packed with case studies, colourful diagrams, actionable minimissions, and exercises, and each chapter concludes with key takeaways. It is an abundant book, full of evidence-based credibility, with the authors’ expertise shining throughout.

A remarkable book that will benefit leaders and managers today and into the future. One to add to the personal leadership development library.

About the reviewer Belinda O’Neill is a business, leadership and wellness consultant, and founder of Be Inspired To Be. She is an award-winning author, speaker, event facilitator, podcaster and educator. She is also a business and community ambassador, and a judge for the National StartUp Awards.

Belinda was highly commended for Institute Advocate of the Year 2025 – see page 6. Join her for a webinar on ‘Reset and recharge: overcoming imposter syndrome and beating burnout’ on 23 January. See page 17.

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And finally...

PLEASED TO MEET YOU

60 seconds with...

Graham Allcott

Q

How does it feel to have won the Institute’s Book of the Year award?

It is such an honour. I think a lot of people are feeling the need for more kindness in all areas of life. So as much as anything else, it feels like a win for ‘Team Kind’. When it was announced in the room, you could tell a lot of people were cheering the fact that kindness was being celebrated. I hope this award will amplify the idea that kindness can be a driving force for high performance and give kind leaders the confidence to lean into it even more.

Q Photo credit Eugene Fleming www.eugenefleming.com

What led you to write KIND?

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When I was delivering a keynote to a room of investment bankers in Rome a few years ago, someone asked me how I ran my own business, Think Productive. I’d not really been asked this on stage before, so, for a moment, I was struggling for what was distinctive. Then it just spilled out of me: “Kindness is everything. When you’re kind, you win, it’s as simple as that.” It felt like it immediately divided the room – between ‘Team Kind’, who were enthusiastically behind me, and ‘Team Screw-them-all-and-be-evil’, who were very cynical (but who were also, thankfully, in the minority). It was

seeing how passionate people were on both sides of the debate that made me realise there was something here I had to talk more about.

Q

What has been the most joyful thing about the writing process – and the most challenging?

The joyful part for me, with any book, is the discovery. I was lucky enough to meet and interview some incredible businesses and leaders, and learned so much about how different businesses and people interpret and deploy kindness.

On a personal note, the day I got an endorsement for the book from [leadership and marketing guru] Seth Godin was a joyful moment. For him to say ‘nice work’ definitely helped me walk taller in the marketing of it.

The challenging part is always the edit! There was so much to say, but when it comes to writing, less is more.

Leaving out good stuff is hard. It can also be hard to press send and let go of something when you’ve worked on it for a long time – this one was four years, start to finish. But books are a little like children: you can only spend so long shaping them and then they have to make their own way in the world.

Q

If you weren’t doing this job, what would you do?

Q

How do you switch off?

The other part of my work is taking the messages of KIND out to corporate audiences through keynotes and programmes. I’m also well known in Brighton, where I live, as a DJ. I guess my dream job would be to keep doing what I’m doing, but to add in ‘jet-setting superstar DJ’. I’m working on it!

My company has worked a fourday week for more than a decade.

Having a Friday for reflection and rest is something I really cherish, and when you only have four work days in your week, you go ‘all in’ on every single one of them, so it makes us all more productive. I often start those Fridays with a swim in the sea, which I do all year round. I have a son with special educational needs, so he keeps me busy, too – you can usually find us riding a train somewhere (he loves trains).

Graham Allcott is founder of Think Productive and the winner of the IoL’s Book of the Year Award for his book KIND. Turn to page 18 for news of an exciting new series coming to Edge – and we need your input!

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