Wearing a life jacket, and singing in Marks and Spencer

I recently found myself singing down the aisles of Marks and Spencer. As I browsed the shelves, I suddenly realised I was subjecting those around me to a very out of tune melody…but more importantly, it had been some considerable time since I felt that relaxed and free to just be m

Wearing a life jacket, and singing in Marks and Spencer

I recently found myself singing down the aisles of Marks and Spencer. As I browsed the shelves, I suddenly realised I was subjecting those around me to a very out of tune melody…but more importantly, it had been some considerable time since I felt that relaxed and free to just be me. 

So, what had prompted this spontaneous act? 

I was visiting the store during a break from the Windsor Leadership Programme, having stepped away for a moment of reflection, something that is prompted throughout the course and provides valuable headspace to consider everything you have shared, discussed, and heard from your fellow peers. 

It is remarkable course. It brings together individuals from across society, many of whom you would otherwise not of had the privilege to meet. I was surrounded by inspiring minds from the military, HM Prison service, HMRC, legal and financial organisations, charities and churches, to name but a few. And yet, despite our different careers, within a few hours, we had become connected through the sharing of our challenges, successes and a real desire to support each other to become the very best leaders we can be, now, and in the future.

And that really is the essence of the programme – it was not about “experts” speaking at us, nor reading PowerPoint slides – in fact there were no slides, nor was it about lots of techniques, tools and leadership models. It was about collectively listening, talking and using our life experiences to give guidance, reassurance, or simply to talk through the options. 

There is a facilitator, Nigel, who did a brilliant job of teasing out the stories, encouraging conversations and reminding us to pause, when appropriate to do so. There are syndicates, where you can be more open and discuss, in confidence, aspects impacting your leadership – at home, in the work place and within society – and there are syndicate facilities, Brian, Mary and Karl, who know when to push you a little harder but also when to sit back and let the group take the lead. 

This is known by graduates as “The Windsor Way”. 

The turning point for me came on the second day of the programme. Every individual is asked to share with the full group an experience that has challenged their leadership. I was the second person to speak, and it was easily one of the most nerve-wracking things I have ever done. The story I told was still raw – it demonstrated poor leadership from an individual who I had once so highly regarded and who didn’t have all facts but decided to negatively make references about me, my family and my career. Most importantly, it came at a time when I had faced the un-imaginable loss of my Mum, with no regard or compassion for the impact this would have.

When I finished sharing, I was astounded by the reflections and comments from the group. They were positive, supportive but more importantly constructively. They challenged me to think how I could handle the situation and ensure the facts were correct. Encouraged me to speak to the individual, express how their actions made me feel and the impact to my family and career. And it reminded me that leadership is not always going to be glossy and joyful, it is how you handle the difficult times and who you surround yourself with, that result in strong and resilient leadership. 

One of the group used the analogy that to be at your best, you need to wear your own life jacket before you can effectively help others. Before the Windsor Leadership Programme, my instinct was leadership was about others first, and me second.

In October, aptly on the day of my Mum’s birthday, I completed the programme with a new sense of understanding of leadership. I will always value others, but I now fully appreciate that to be the very best leader I can be, I need to have a greater value on my own time too. 

My heartfelt thanks go to the Farmers Club Charitable Trust and the Perry Foundation who very kindly funded my place on the programme, a number of the trustees who have championed me, and my wonderful family and JCM team, who gave me the space and support to really make the most of the opportunity.  

The Windsor Leadership programme came at the perfect time in my journey — not just as a professional, but as a person. I was navigating a complex period at work: leading high-pressure client projects, preparing for maternity leave, and questioning whether I was in the right place to grow. I arrived at Windsor with a sense of being const

The Windsor Leadership programme came at the perfect time in my journey — not just as a professional, but as a person. I was navigating a complex period at work: leading high-pressure client projects, preparing for maternity leave, and questioning whether I was in the right place to grow. I arrived at Windsor with a sense of being constrained — confident in my values and skills, but disconnected from my self-belief.

Over the course of the programme, I was given space to reflect, be challenged, and share openly with others at very different stages of their own leadership journeys. One quote from the programme that particularly stuck with me was:
“Be remembered for how you do something.”
That line reframed how I see my own leadership — reminding me that how I show up matters just as much as what I deliver.

What Windsor gave me was clarity: that I want to lead with intention, contribute to long-term strategy, and grow into a role where I’m not just executing work, but shaping direction. It also reminded me that leadership doesn’t always come with a title — it can come through influence, empathy, and courage.

I leave Windsor feeling more grounded, more curious, and more committed to leading in a way that is both impactful and sustainable — and I’ll carry the insight and connection from this group with me throughout my career.

I am deeply grateful for the opportunity to attend the Windsor Leadership Course, which has been an invaluable experience in developing my understanding of leadership and in shaping how I want to grow as a leader. The programme provided a rare space for reflection, insight, and open discussion with a diverse group of leaders across sect

I am deeply grateful for the opportunity to attend the Windsor Leadership Course, which has been an invaluable experience in developing my understanding of leadership and in shaping how I want to grow as a leader. The programme provided a rare space for reflection, insight, and open discussion with a diverse group of leaders across sectors — including the armed forces, emergency services, public service, and faith organisations. This cross-sector exposure was fascinating and illuminating, revealing both the differences and shared challenges that leaders face in guiding people and organisations through change, uncertainty, and opportunity.

A central learning for me was gaining a deeper understanding of my own leadership style — recognising where my strengths lie, as well as identifying the areas where I need to develop further. The course encouraged honest self-reflection about what makes me authentic as a leader and what kind of leadership legacy I want to create. I explored how to lead with integrity and empathy, how to be inspirational even in challenging circumstances, and how to bring out the best in others by accepting, empowering, and supporting them.

We examined leadership in both good times and bad — focusing not only on how to manage success, but also on how to face and learn from failure. This was particularly powerful for me, reinforcing the importance of resilience, humility, and self-awareness in sustaining effective leadership. Another key insight was the need to “lead for change” — understanding how to navigate uncertainty, adapt to shifting contexts, and help others embrace transformation.

The discussions around managing both upwards and downwards were also highly practical. I learned strategies to increase my influence, to communicate with clarity and purpose, and to engage stakeholders effectively across different levels of an organisation. The course also addressed the pressures of leadership and the importance of self-care — recognising that maintaining personal wellbeing is fundamental to leading sustainably and supporting others with consistency and compassion.

A particularly resonant topic was leading in an era of significant generational and behavioural diversity. The differences in values, communication styles, and expectations across generations are increasingly evident in today’s workplaces. Through peer learning and case studies, I gained insights into how to bridge these gaps — fostering understanding, respect, and collaboration between colleagues of all ages and backgrounds.

The course as a whole deepened my appreciation of what society and organisations will demand from leaders in the future: courage, adaptability, inclusivity, and wisdom. Personally, I came away with a clearer sense of how I can support my team in achieving excellence, particularly during periods of uncertainty and change. I now have a renewed commitment to developing others, strengthening my team’s shared purpose, and creating an environment where everyone can thrive.

I am sincerely thankful for the bursary support that made my participation possible. This experience has had a profound impact on my leadership journey and will continue to influence my practice for years to come.

After gaining a bursary from the Farmers’ Club Charitable Trust and The Frank Parkinson Trust, I attended the Emerging Strategic Leaders Programme. Attending the Windsor Programme was life changing and its lessons have been transformative and truly enabling.

One of the key things that have resonated with me during and after the Programme

After gaining a bursary from the Farmers’ Club Charitable Trust and The Frank Parkinson Trust, I attended the Emerging Strategic Leaders Programme. Attending the Windsor Programme was life changing and its lessons have been transformative and truly enabling.

One of the key things that have resonated with me during and after the Programme, and that have lasted a year on, is the importance of focusing my time as a leader on where I add most value. This sounds simple but it has given me a laser focus to my work, that and to recognise how I already operate along the strategic continuum from strategy to delivery and back again.

The calibre of people I met during the five days on the programme and what I learned from them, from within my syndicate in particular, was inspiring and was one of the principle drivers for me wanting to attend the programme; to learn from others in others sectors. From the armed forces, the NHS, police, government and the arts, I learned from each one and gained confidence in their reflections of me. 

It was during the many syndicate conversations that helped me to recognise the abilities that I already have as a leader, skills before now I have taken for granted. Having a mirror held up by my Windsor peer group was profound and truly enabling.

The impact of Windsor on my performance at work has been significant, and commented upon by senior leaders at work. I believe I now have ‘conscious competence’ a real self-awareness of skills, and areas for development. This was a massive step change for me.

My favourite one-liner from the experience: Remember IQ is set, emotional intelligence grows. I feel this is just the beginning.

Having completed my Windsor Leadership journey earlier this year, I am now taking some time to run through some of the key learnings from my time. Firstly, it must be said that a huge thank you to the Farmers Club Charitable Trust, for giving me the opportunity to get involved in this excellent experience. The learnings from the course 

Having completed my Windsor Leadership journey earlier this year, I am now taking some time to run through some of the key learnings from my time. Firstly, it must be said that a huge thank you to the Farmers Club Charitable Trust, for giving me the opportunity to get involved in this excellent experience. The learnings from the course will stay with me throughout my career, and hopefully will enable me to not only be the best I can be within my current employment but also within from a societal leadership perspective.

Windsor Leadership gives the opportunity to take time away from business, and the challenges of day-to-day life, to spend time “reflecting” (which is very much a key part of the Windsor programme and effective leadership), and to engage with people from a diverse range of backgrounds, areas of expertise, and with very different perspectives. My cohort ranged from members of the Armed Forces, Police, Fire and NHS services, along with others from the private sector.

Building Resilience was one of the key reflections I took was the important of looking after yourself – in a position where leadership can be a lonely place, it is essential to look out a peer support group (some of which I made whilst at Windsor) – to be the best leader – you have to be in good shape, mentally, physically and emotionally – and the course certainly made me reflect on this.

To have resilience you have to also empower others, to free up time, and enable others to grow their own resilience and also this in turn in the business environment strengthens the resilience of the organisation. 

Delegation and decision making – is it your decision to make? Do you need to make that decision, or whether actually – by controlling all decision making you risk disempowering others, which can in turn lead to demotivation and a sense of lack of ownership. 

Another key point – is to always push yourself outside of your comfort zone – this is where real personal and business development can come from – challenge the status quo.

Purpose – this was discussed a lot during the course – can you find/pinpoint your purpose? I am yet to put this in to a definitive set of words – but the Windsor Leadership journey has certainly helped me on my way to this.

Finally to societal leadership – and the position of giving back – in our role as leaders not just of businesses but in the wider society. What opportunities are there out there to fulfil this – previously I have given a lot back into my business sector, through board positions in various trade associations/organisations – and I now look to expand this where time allows, into the charitable sector, personal sectors of interest – as I look to offer my time for the benefit of others, outside of a business function.

Thanks to the generous Award from the Farmers Club Charitable Trust I was delighted and honoured to be given the opportunity to participate in the Windsor Leadership Emerging Strategic Leaders Programme in 2024. I can truly say it was one of the best experiences I have had.

There is no theory, lectures or powerpoints. The Windsor way is 

Thanks to the generous Award from the Farmers Club Charitable Trust I was delighted and honoured to be given the opportunity to participate in the Windsor Leadership Emerging Strategic Leaders Programme in 2024. I can truly say it was one of the best experiences I have had.

There is no theory, lectures or powerpoints. The Windsor way is to use individuals ‘Insights’ around leadership experiences to share with others and discuss. Syndicate groups of 7 people – that’s where the real value came as we shared not just professional but also personal challenges. There is no right or wrong but the value of different perspectives and ways of looking at challenges was great. Leadership can be lonely at times so the importance of a solid trustworthy support network was a key learning for me. 

I realises that lots of leaders face the same challenges and so much to learn from different experiences and perspectives. I was surrounded by people who have very different jobs in very different industries – civil services, armed forces, clergy, NHS, emergency services with very important roles. I soon realised that leaders have so much in common and it gave me a lot more confidence 

At the end of part one you are encouraged to complete a simple Personal Action Plan – to think about yourself, your team, your organisation and how you can impact on wider society. Again this isn’t formal and it’s only for you but I found it a really useful way of reflecting on what Windsor helped me to be clearer about and when I revisit it every 3 months or so it’s encouraging to see how it has helped me change and improve as a leader and as a person.  

The key lessons for me is that great leaders understand the importance of people relationships, admitting when you need help, learning to leave things behind and think more strategically, spending time watching what is going on, trusting people and delegating, finding your own purpose and making time for yourself to reflect and thinking about me, self challenging and not just the day to day issues at work.

Tips for others thinking about doing it

DO IT! Embrace the process, be prepared to be nervous but also to be honest, don’t worry about being vulnerable and you will learn a lot about yourself and come away with a network of friends who having been through the experience together can help and support in the future. 

Thank you FCCT!