Lynsey Fenwick,
Research and Insight Lead
“Colleagues really leaned into the discussions… there was so much space and respect for diverse experiences and viewpoints, and a lot of curiosity and support across the group.”
The Personal Leadership Programme has had a profound impact on the way I lead and think. The most powerful lesson I’ve taken from the programme is that I can lead with creativity, kindness, and empathy.
The Personal Leadership Programme (PLP) has always been about more than tools, models, and frameworks, it’s about conversations that spark change. Reflecting on my own experience, the programme reshaped how I connect with my team, how I collaborate with colleagues, and how I build and nurture my network.
So, when I was given the opportunity to return as a facilitator for a new cohort, as a researcher I leapt at the chance. I wanted to experience how others embraced the learning, and to create new connections through shared exploration.
Stepping Into the Facilitator Role
I joined two fellow alumni as facilitators, all of us having completed the programme ourselves. Our role was to support the group’s conversations, enrich the discussion with lived experience, and help translate concepts into practical, human stories. That meant not just holding space for others to contribute their thoughts, ideas, and reflections, but also sharing my own. It’s not something that always comes naturally to me, yet it felt important to model the openness we were encouraging.
Listening Through a New Lens
What struck me most was how valuable it was to revisit the material from the other side of the table. Hearing a new cohort engage with the concepts brought a fresh energy and perspective. People leaned in, really leaned in. There was curiosity, generosity, and genuine respect for the diverse experiences in the room. Whether at my table or across the wider group, I saw people exploring ideas with empathy and a willingness to challenge themselves.
Impact on the Group… and on Me
Revisiting the learning prompted me to challenge my own assumptions and consider new ways to apply the tools in my daily work. It also raised bigger questions about the collective “so what?” about how this learning can ripple through the organisation, shaping our culture and how we show up for one another.
For the group, the peer-led discussions seemed to spark ideas, build confidence, and quiet some of the natural scepticism that can arise at the start of any development journey. Hearing how others had already used elements of the programme in real situations brought the content to life and created a sense of possibility.
I left feeling uplifted, inspired, and carrying a head full of thoughts and ideas.
What Stood Out Most
The energy in the room felt significant. There was a real buzz, a recognition that this programme is a genuine investment in personal growth. Observing and supporting rather than simply participating gave me a new appreciation for what the PLP can unlock.
What surprised me most was how much of the day centred on people, emotion, and empathy. In a workplace that often leans toward task-oriented conversations, this shift felt powerful. If this openness continues beyond the room, it has the potential to create real cultural change.
As I reflect on the experience, I’m reminded of a quote by Simon Sinek that captures the heart of what the PLP stands for:
“Leadership is not about being in charge. Leadership is about taking care of those in your charge.”