Leading in Practice

Category: leadership

  • When Your Greatest Strength Gets in the Way

    When Your Greatest Strength Gets in the Way

    I previously wrote about one of my compulsions: the need to speak up when I encounter stigma, discrimination or narratives towards people who use substances that I believe are harmful.

    It’s almost like a voice in my head that won’t rest until it’s let loose.

    Over time, I’ve become more aware that whilst speaking up is important, how we speak up matters too.

    Last week (like most weeks, if I’m honest) provided plenty of opportunities to put that theory into practice.

    One particular moment came at an external event where, to be frank, I couldn’t quite believe what I was hearing.

    The discussion turned to the treatment, care and choices for people who use substances and some of the views being expressed felt so far removed from my own values and beliefs that I could feel myself becoming increasingly uncomfortable.

    I sat listening, trying to stay open-minded and curious, but with every passing minute I could feel myself becoming more and more triggered. Like I was going to spontaneously combust kind of triggered.

    Eventually, I accepted the inevitable and put my hand up for the microphone.

    In those few seconds before speaking, I had a quick internal conversation with myself.

    How do I challenge this? How do I make my position clear?

    How do I remain respectful whilst strongly disagreeing?

    Most importantly, how do I make sure that people leave understanding there is another perspective without simply creating conflict?

    Those moments are rarely comfortable.

    But when I think about why I speak up, it almost always comes back to the people behind the issue. If I sit silently while harmful narratives go unchallenged, I often leave feeling complicit in them.

    When values collide

    Reflecting on situations like this, I’ve realised that the moments I find most challenging aren’t necessarily when people disagree with me.

    It’s when there’s a fundamental clash of values.

    The things that feel deeply important to me won’t always feel equally important to other people.

    It doesn’t mean they’re bad people.

    It doesn’t mean they’re acting with ill intent.

    And it certainly doesn’t mean everyone has to agree with me. 

    But when we’re discussing issues that affect people’s dignity, rights or wellbeing, I find it impossible not to engage.

    The challenge is making sure that my response is helpful rather than simply emotional.

    The theory of core qualities

    One coaching model I often use with clients is the Theory of Core Qualities.

    I like it because it helps us explore something that many of us experience but don’t always recognise:

    Our greatest strengths can also create some of our biggest challenges.

    The model asks us to identify:

    • Our core quality or strength
    • What happens when we bring too much of it
    • What happens when we don’t bring enough of it
    • The quality that helps us achieve balance

    It’s a deceptively simple exercise, but it often generates really insightful conversations.

    Passion and patience

    When I think about my own core quality, the word that immediately comes to mind is passion.

    I care deeply about the work I do.

    I care about the people affected by the issues we discuss.

    I care about creating change.

    And I care about ensuring that people’s voices and experiences are treated with dignity and respect.

    I feel incredibly fortunate and privileged to work in an area that has genuine purpose and meaning for me.

    That passion is often what drives me to speak up.

    But like any strength, it has a down side.

    When I bring too much of it, it can become overwhelming for others.

    I can become impatient.

    I can dominate conversations.

    I can focus so heavily on making a point that I don’t create enough space for other people to contribute.

    And if I’m not careful, the very thing that motivates me can have the opposite effect of what I intended.

    People may feel unheard.

    Relationships can become strained.

    Dialogue can shut down rather than open up.

    On the other hand, when I don’t bring enough of that passion, I experience a different problem.

    I leave conversations feeling uncomfortable.

    I question whether I should have spoken up.

    I wonder whether I’ve let people down.

    I sometimes leave feeling as though I haven’t been true to myself or to the values that matter most to me.

    Neither extreme feels right.

    Finding the balance

    The balance for me is patience.

    Not less passion.

    Not caring less.

    Not becoming quieter.

    Patience.

    Patience allows me to bring my values into conversations without overwhelming them.

    It helps me listen before responding.

    It creates space for curiosity alongside conviction.

    And it reminds me that changing minds rarely happens through winning an argument.

    More often, it happens through thoughtful dialogue, respectful challenge and giving people the opportunity to reflect.

    I’m not saying I’ve got this nailed.

    There are definitely moments where my patience disappears and my passion takes over.

    But self-awareness helps.

    Recognising the pattern helps.

    And understanding that strengths can become challenges when they’re overused helps too.

    A useful reflection

    One of the reasons I like this coaching exercise is because it’s relevant to everyone.

    We often talk about strengths as though they’re always positive and weaknesses as though they’re always negative.

    The reality is usually much more nuanced.

    Sometimes our greatest challenge isn’t developing a new skill.

    It’s learning how to use our existing strengths more effectively.

    So if you’re looking for something to reflect on, or perhaps preparing for that inevitable interview question about strengths and development areas, consider this:

    What’s your core quality?

    What happens when you bring too much of it?

    What happens when you don’t bring enough?

    And what helps you find the balance?

    The answers can be surprisingly revealing.

  • Building a Coaching Culture in Practice

    Building a Coaching Culture in Practice

    One of the reasons I decided to undertake a coaching qualification was because I wanted to have a better structure and clearer focus on how I support people to grow and develop.

    During the course I also began thinking about the wider culture of the organisation and how coaching might contribute to the positive changes we’d already been implementing.

    When I first started the ILM Level 7 Executive and Senior Level Coaching and Mentoring Diploma, the coaching hours required for the qualification needed to be completed with people operating at that level. Naturally, that led me to work with members of our leadership team as well as a number of external colleagues.

    But something didn’t sit quite right with me.

    Whilst I understood the rationale for the qualification requirements, I didn’t want coaching to become something that was only available to people in senior positions in my place of work.

    If I genuinely believed in the value of coaching, then surely the opportunity to benefit from it shouldn’t be determined by where someone sits within the organisational structure.

    So I put out a note of interest to staff across the organisation to understand whether coaching was something people might find useful and I also wanted to gauge whether being coached by me would be a bit off-putting given my position. Not that I asked that explicitly from the outset but people were informed the coach would be me, as the reality was that outsourcing coaching for everyone was unlikely to be financially possible.

    The response was encouraging.

    Around half of our staff team expressed an initial interest.

    People were looking for opportunities to reflect, develop and think differently about their work. Most people had never experienced coaching before but were importantly intrigued by the suggestion that it would be something they could access.

    The challenge then became how to make that happen in a way that felt meaningful, sustainable and aligned with the culture we were already trying to build.

    Coaching as part of the bigger picture

    One thing I was clear about from the outset was that I didn’t want coaching to become a standalone initiative sitting alongside everything else we were doing, or some secret conversations you had with the CEO that undermined managers.

    Over the past few years, we’ve made deliberate changes to how we approach supervision, appraisals and staff development.

    We’ve worked hard to make conversations more reflective and developmental, moving away from purely performance-focused discussions towards approaches that encouraged learning, growth and self-awareness.

    Creating a coaching offer that operated completely separately from those developments and supportive line management relationships felt like a missed opportunity. 

    Instead, I wanted coaching to complement and strengthen the wider culture we were trying to create.

    Designing a three-way coaching model

    After discussions with my own coaching supervisor, alongside a fair amount of reading and research, I became interested in three-way coaching models.

    The model we’ve developed is relatively simple.

    People who are interested in coaching initially meet with me for an informal conversation about what coaching is, what it isn’t, and what participation would involve.

    This has been particularly important given my role as CEO.

    It’s allowed us to have open conversations about boundaries, confidentiality and expectations before anyone decides whether coaching feels right for them.

    Following that conversation, people discuss their interest with their line manager and, if everyone agrees that coaching would be beneficial, we move into a three-way coaching agreement meeting.

    That conversation involves the person being coached, their line manager and me.

    Together, we explore what the individual hopes to achieve through coaching, any development areas they would like to focus on and how this connects to their wider role and aspirations.

    The emphasis throughout is on development rather than performance.

    The coaching goals belong to the individual and are aligned with what has been discussed previously through supervision and appraisal.

    The line manager’s role is to contribute context, support the process and understand what success might look like.

    Following this, the coaching itself takes place through a series of one-to-one monthly sessions.

    These conversations remain confidential.

    Nothing from those sessions is fed back to the manager unless the coachee chooses to share it themselves.

    At the end of the process, we will come back together for a final three-way conversation to reflect on progress, learning and what support may be helpful going forward.

    Early stages

    We’re still in the very early stages of this new venture, but there are already things that I’m really enjoying seeing.

    One is the enthusiasm people have shown for investing time in their own development.

    Another is how powerful it can be simply to create dedicated space for reflection.

    In busy organisations, it’s easy for development to become something we talk about rather than something we actively create time for.

    Coaching creates that space.

    It gives people permission to pause, think differently and explore challenges that they may otherwise continue carrying around without ever fully exploring.

    It’s been really nice to hear staff talking about noticing positive changes in the way people are working following others taking part in coaching and that being filtered through the organisation.

    Colleagues have commented on seeing differences in how people approach situations, how they lead and how they engage or communicate with others.

    It’s encouraging because that was the vision I had in mind at the beginning with the goal to support people’s growth.

    Culture experienced in practice

    In last week’s blog, I wrote that culture isn’t what you say… it’s what people experience.

    I still believe that it’s created through the everyday experiences people have when they come to work.

    It’s shaped by whether people feel listened to, trusted, invested in and supported to develop.

    For me, introducing coaching isn’t really only about coaching.

    It’s about creating another way of demonstrating that people matter and acknowledging that they are our main strength.

    It’s about investing in people’s potential and creating opportunities for growth.

    And ultimately, it’s about helping to build the kind of culture where learning, reflection and development are part of everyday practice rather than some kind of once a year event.

    So it’s a bit of a test to see if this model will work for us and if so, how we can improve it as we go if it looks like it’s here to stay.

    My thinking is that if coaching can help people grow, and if people help shape culture, then investing time in one may ultimately strengthen the other.

  • Switching Off

    Switching Off

    I’ve got a couple of weeks’ leave coming up at the end of the month and, inevitably, it feels like the rush is on to get everything done before I finish up.

    It just so happens that I’ve got a lot of in-person activities in the diary, which reduces the amount of time available for the things that need done at a desk. But I’d say I’m much better at managing this than I used to be, and much more comfortable delegating to the very capable people I work with.

    Previously, I’d have been stressed for weeks before going on leave, working all hours to clear my inbox and finish every outstanding task. By the time I actually got to my holiday, I’d be exhausted.

    And when I think about it, I’d often end up ill. A cold, a chest infection, something that seemed to arrive the minute I stopped.

    That doesn’t happen now.

    I plan ahead more sensibly and leave space for anything genuinely urgent that might arise. I also try to be realistic about what I can actually achieve before I go and what can reasonably wait until I return.

    Often, the pressure comes from ourselves. We convince ourselves that everything needs dealt with immediately and imagine people sitting waiting for our response. The reality is that most people aren’t doing that. They’re busy managing their own priorities too.

    The temptation to clear everything off your plate before leave can also have unintended consequences. You might feel great because you’ve wiped your slate clean, but in doing so you’ve simply transferred the pressure to somebody else.

    I’ve come to the conclusion that preparing well for leave isn’t about getting everything done. It’s about ensuring the right things are covered and trusting others to manage in your absence.

    I always set my out-of-office so people know I’ll be unavailable for a period of time. Which actually feels quite liberating in the moment.

    The next challenge, of course, is sticking to it.

    I’ve written previously on LinkedIn about the importance of properly switching off, and through conversations with coaching clients I’ve realised just how common it is for people to continue checking emails, responding to messages and remaining mentally connected to work during periods that are supposed to provide rest.

    Why switching off feels so difficult

    I think this is particularly true in purpose-driven work.

    When you care deeply about what you do, it can be difficult to separate yourself from it.

    The work matters. The people matter. The outcomes matter.

    And because of that, it’s easy to convince yourself that checking one email won’t hurt, that joining one call is reasonable, or that you’ll just keep an eye on things in case something comes up.

    The problem is that work rarely stays within those boundaries.

    One email becomes ten. One quick check-in becomes an hour of problem-solving.

    And before you know it, you’re physically away from work but mentally still carrying it around with you.

    Rest is not a reward

    A thing I’ve become increasingly aware of is how frequently people treat rest as something that needs to be earned. How often do we think or even describe leave as “well deserved”?

    We tell ourselves we’ll switch off once the project is finished, once the funding is secured, once the strategy is written, once the next deadline passes.

    But there is always another deadline.

    Another meeting.

    Another challenge waiting around the corner.

    If we wait until everything is done before allowing ourselves to rest, we’ll be waiting a very long time…

    Rest isn’t a reward for reaching the end of the to-do list.

    It’s part of what helps us to keep going.

    Making it easier to switch off

    Switching off rarely happens by accident. For most of us, it requires some intentional boundaries.

    Over the years, I’ve heard lots of different approaches from colleagues, coaching clients and leaders I’ve worked with. What works will vary from person to person, but the common theme is creating enough separation between work and personal time to allow your brain to genuinely disengage.

    For some people, that means removing work emails from their personal phone. For others, it’s switching off their work phone entirely when they’re on leave or outside working hours. A common concern is, “What if there’s an emergency?”

    My view has always been that if something is genuinely urgent, the people who need to reach you will know how to do so. Most issues that feel urgent in the moment can wait.

    There’s also the importance of leading by example. As leaders, we often communicate our expectations through our behaviour rather than our words. If we’re sending emails late at night, responding while on annual leave or constantly appearing available, we can unintentionally create a culture where others feel they should be doing the same.

    Sometimes the most powerful message we can send is that it’s okay to switch off.

    For those working from home, the boundaries can be even more challenging. Many people don’t have the luxury of leaving an office space and physically closing the door behind them at the end of the day. Work can remain visible in the corner of the room, sitting on a laptop screen or stacked in a pile of papers waiting for tomorrow.

    Something I’ve heard from many people is the value of creating a small end-of-day ritual. Tidying away your workspace, closing your laptop, writing tomorrow’s priorities down or even taking a short walk can help create a psychological transition between work time and personal time.

    They may seem like small actions, but they signal to your brain that the working day is over.

    Protecting your peace

    One of the biggest misconceptions about switching off is that it’s somehow selfish or indulgent.

    In reality, it’s often the opposite.

    When we never properly disconnect, we gradually lose the energy, creativity and perspectives that allow us to do our best work. We become more reactive, less patient and more likely to make decisions from a place of exhaustion rather than clarity.

    Proper rest allows us to return with fresh eyes.

    Problems that felt overwhelming before leave often feel more manageable afterwards. Decisions become clearer. Creativity returns. We find ourselves able to listen more effectively, think more strategically and engage more fully with the people around us.

    Protecting your peace isn’t just about productivity. It’s about wellbeing.

    It’s about spending time with the people who matter to you. Pursuing interests outside work. Becoming a gardener (yes it’s me). Being present in your own life rather than constantly mentally rehearsing tomorrow’s to-do list.

    Particularly in purpose-driven work, there can be a temptation to believe that caring deeply means being available all the time.

    I disagree with that.

    I think caring deeply also means looking after yourself well enough to sustain the contribution you want to make over the long term.

    Because the reality is that none of us do our best work when we’re running on empty.

    If we want to bring our best selves to the people, teams and causes we care about, we need to give ourselves permission to step away from them occasionally too.

    Trusting people to manage

    For leaders, there’s another part to this.

    Switching off requires trust.

    Trust that your team can make decisions.

    Trust that problems can be solved without you.

    Trust that the organisation won’t fall to bits because you’re unavailable for a week or two.

    Being constantly available isn’t always a sign of commitment. Sometimes it’s a sign that we haven’t created enough space for others to step forward.

    Some of the best leadership development happens when people are given the opportunity to make decisions, solve problems and use their own judgement.

    That can only happen if we occasionally step back and get out the way.

    A work in progress

    I don’t pretend I’ve mastered this. She says, writing about this on a Sunday (although I do find writing therapeutic).

    There are still moments where I feel the pull to check an email or see what’s happening.

    But I’m sooo much better than I used to be. In fact, I’m pretty strict with myself about time off.

    I’ve accepted that switching off isn’t about caring less.

    It’s about recognising that if we want to sustain ourselves in work that matters, we need to create space to rest, recharge and reconnect with the parts of life that exist beyond our jobs.

    The work will still be there when we get back.

    And, more often than not, we’ll be better equipped to do it because we took the break.

  • A year on: culture, uncertainty and looking ahead

    A year on: culture, uncertainty and looking ahead

    Around this time last year, I wrote a blog reflecting on my first two years as CEO of Scottish Drugs Forum.

    At the time, I wrote about stepping into a role shaped by nearly four decades of leadership, the realities of leading through uncertainty, the challenge of funding pressures, and my ambition to build a culture of care alongside a stronger strategic focus.

    A year on, I thought it was worth revisiting some of those reflections.

    Not because everything has changed, but because much of what has happened over the past year has reinforced just how important culture is when organisations are navigating uncertainty.

    Openness in uncertain times

    The past year has brought no shortage of challenges.

    As Scotland’s National Mission on Drugs moves into its next phase, there has been significant uncertainty across the sector about future priorities, funding and sustainability. Anyone working in this space will understand the impact that uncertainty can have, not just on organisations, but on the people working within them.

    Uncertainty doesn’t become easier by avoiding it.

    We’ve tried to be open and transparent with our staff about the challenges we face, the decisions we’re making and the realities of the environment we’re operating within. That doesn’t mean always having the answers. It means creating a culture where people understand what’s happening, feel trusted with information and know they won’t be shielded from difficult conversations.

    I believe people cope better with uncertainty when they feel included rather than protected from reality.

    Culture isn’t what you say, it’s what people experience

    Last year I wrote about wanting to create a culture that genuinely valued wellbeing, compassion and care.

    This year I’ve seen more evidence of that culture taking root.

    Not through policies or statements (although there’s been a few of those too!), but through how people support each other, how difficult conversations are approached, and how teams respond when things become challenging.

    Retention continues to be one of our strengths, something I don’t take for granted. We’ve also welcomed new colleagues who have brought fresh perspectives and ideas, while strengthening the values and culture that already existed.

    Culture is often talked about as though it’s something leaders create.

    I believe that leaders can influence culture, but culture is ultimately built collectively through the everyday actions, behaviours and relationships that people experience at work.

    Creating space for lived and living experience leadership

    One of the most encouraging developments over the past year has been seeing the continued growth and confidence of people with lived and (especially) living experience within our networks.

    I’ve watched people step forward, challenge assumptions, influence conversations and speak with increasing confidence in spaces where their voices have historically been absent or overlooked.

    Our role isn’t to speak for people.

    It’s to create opportunities, remove barriers and ensure that people’s expertise is recognised and valued.

    What has been particularly powerful is seeing individuals increasingly use those opportunities to influence change themselves.

    That feels like real progress.

    We remain committed to ensuring that people who use substances are central to shaping policies, strategies and services. Not as a token gesture, but because better decisions are made when the people most affected are actively involved in making them.

    Looking beyond survival

    A significant part of any CEO role is securing the future of the organisation.

    It’s probably the least visible part of leadership, but often the part that occupies the most headspace.

    Funding remains a constant consideration and, if I’m honest, a constant responsibility. The challenge is balancing the need to secure sustainability while continuing to focus on impact.

    We’ve spent a lot of time this year thinking carefully about what we want to achieve, where we can make the greatest contribution and how we ensure we’re building something sustainable for the future.

    Like many organisations, we have no shortage of ideas.

    The challenge isn’t finding things to do.

    The challenge is deciding what to prioritise and ensuring that we do those things well.

    Continuing to evolve

    The past year has also reinforced something I touched on in my previous reflection: no single organisation can solve this crisis alone.

    Collaboration remains critical.

    The challenges associated with drug-related harm are inseparable from wider issues of poverty, inequality, trauma, mental health and social exclusion. Progress depends on organisations working together, recognising each other’s strengths and being prepared to share influence.

    Looking ahead, one area I’m particularly interested in and currently developing further is how we create more opportunities for reflection, learning and coaching within our own organisation.

    The better we support people to grow, think and develop, the better equipped we are to respond to the challenges ahead.

    Looking forward

    A year ago, I wrote about balancing legacy and evolution.

    I think that remains true.

    There have been difficult moments over the past year, including periods where public debate became increasingly polarised and where our work and intentions were misrepresented. There have also been moments of genuine progress, optimism and growth.

    Through all of it, my commitment to this work remains unchanged.

    The challenges are significant, but so is the determination of the people working to address them.

    And whilst uncertainty remains, so does our belief that change is possible.

  • Finishing my ILM Level 7 Diploma for Executive and Senior Level Coaches & Mentors

    Finishing my ILM Level 7 Diploma for Executive and Senior Level Coaches & Mentors

    Last week felt like a significant milestone… I submitted the final parts of my portfolio of evidence and assignments for the Institute of Leadership and Management (ILM) Level 7 Diploma for Executive and Senior Level Coaches and Mentors.

    Everything is currently being marked, so I’m fully expecting there may still be bits to revisit, but it finally feels like the end is in sight.

    I’ve actually genuinely enjoyed the process.

    I started the course in August 2025 and, at the time, I remember actively looking for honest reflections from people who had completed it. I wanted to know what it was  actually  like beyond the course description – the workload, the coaching hours, the written assignments, the balance alongside full-time leadership roles and, realistically, whether it was manageable.

    So this is my attempt at offering that perspective for anyone considering doing it themselves.

    Choosing a provider

    The experience of the qualification will vary depending on who delivers it. I chose to complete mine through Stirling Enterprise HR (STEP HR) after coming across them online and having an initial conversation with the course leader.

    One of the biggest advantages for me was that they were local and delivered the workshops face-to-face, which was appealing to me. Coaching is relational by nature and I liked the idea of learning and practising in person rather than entirely online.

    The group itself was small and made up of people from very different backgrounds and organisations, which added a lot to the experience. Some people were completing the Level 5 qualification and others the Level 7, with the main differences being the number of workshops, depth of the written assignments, number of coaching hours required and types of coachees (executive or senior leaders for the Level 7).

    The workshops

    The workshops took place once a month and were full-day sessions.

    They were interactive and practical rather than overly academic, which suited me well. There was some presentation-based learning and theory, but most of the time involved discussions, reflective exercises and breaking into smaller groups to coach each other.

    That was probably one of the most valuable parts of the course for me – actually practising repeatedly and experiencing both sides of the coaching relationship.

    It also quickly became apparent that true, non-directive coaching is much harder than it looks.

    Listening well sounds simple in theory until you realise how quickly your brain wants to jump into problem-solving, advice-giving or trying to ‘help’ too quickly.

    The assignments

    If I’m honest, the written assignments were probably my least favourite part of the course.

    The first assignment was in 3 parts and involved a significant amount of theory and required learning the style of academic and reflective writing expected by ILM. It wasn’t that they were asking anything particularly difficult, it was more the style expectations that took a bit of adjustment.

    I much preferred the actual coaching itself.

    And if I’m going to write, I’d generally rather it’s a blog than an academic assignment.

    That said, the written work did force me to think much more critically about ethics, boundaries, reflective practice and my own approach to coaching, which was valuable in itself.

    The coaching hours

    One thing I definitely underestimated was the amount of time involved in completing the coaching practice element.

    The recommendation was to work with around 6–9 coachees across the qualification. I got a bit overenthusiastic and ended up coaching 11 people, including members of my own leadership team and several external colleagues.

    In hindsight, I probably wouldn’t recommend taking that approach.

    The actual coaching sessions were manageable, but it was the preparation, reflection and paperwork surrounding them that became substantial. Every session required records, reflective notes, evaluations and ongoing documentation, and it added up very quickly alongside a full-time CEO role.

    The qualification required 60 hours of coaching overall and, if I was doing it again, I’d probably space sessions out more and work with fewer people. Part of the problem I gave myself was that, despite having 3 years to complete the course, I set myself a target of completing within the first year.

    Although saying that, throwing myself into it did accelerate my learning significantly. So pros and cons!

    Having regular coaching conversations week after week forced me to develop confidence quickly, sharpen my listening skills and stay fully engaged with the process.

    The portfolio and paperwork

    Assignment two involved a huge amount of portfolio evidence.

    This included:

    • coaching records
    • reflective diaries
    • signed contracts and agreements
    • coaching needs analyses
    • evaluations
    • supervision records
    • observed coaching documentation
    • summaries

    At times it genuinely felt never-ending.

    One thing that helped massively was creating systems early on to keep everything organised. I built a coaching tracker spreadsheet to manage sessions, hours, supervisions and paperwork and had a well oiled machine of storing all the reflective diaries in secure folders. The spreadsheet tracker has actually become something I’ll continue using beyond the qualification itself and I’m happy to share it for others doing the course or just looking for a simple tool – there’s a link at the end of this post for you to download it.

    Assignment three focused more heavily on reflection, self-assessment and future development, including a SWOT analysis and CPD planning for the next 12 months. Again, a significant amount of effort but very practical and useful beyond the course which I enjoyed.

    Learning beyond the classroom

    A huge amount of the learning for me happened outside the workshops themselves.

    I spent (and still do spend) a lot of time reading, listening to podcasts and watching coaching-related content because I genuinely wanted to be the best coach I could be for the people who had trusted me with their time and openness throughout the process.

    The qualification also made me reflect much more deeply on how I show up in leadership conversations generally – particularly around listening, creating space, resisting the urge to jump into solutions and understanding the difference between mentoring, advising and coaching.

    Looking back on the experience

    Looking back, I probably did approach the qualification in the same way I approach a lot of things – by jumping in fully and figuring it out as I went.

    Balancing the coaching hours, written assignments and portfolio requirements alongside an executive leadership role was definitely challenging at times.

    But despite the workload, I’m genuinely glad I did it.

    Not just because of the qualification itself, but because of how much it has changed the way I think about leadership, support and development.

    It’s made me more reflective, more intentional and much more aware of the importance of creating space for people to think openly and work through challenges in their own way.

    And ultimately, that feels like something worth investing in.

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  • Why I decided to do a coaching qualification as a CEO

    Why I decided to do a coaching qualification as a CEO

    It’s International Coaching Week so I’ve decided to write about why I decided to do a coaching qualification alongside my role as a CEO. How I found the time, well… more on that in a future episode!

    The honest answer is that my decision came from a few different experiences over time that gradually made me realise I wanted a more structured and intentional way of supporting people.

    Working from instinct

    A big part of it started through conversations with an external colleague and ally who was moving into a national role. He asked if I would provide some supervision and space for reflection as he stepped into the position, and I was honoured to be asked so happily agreed.

    Those discussions were really interesting, and he was kind enough to say he found them helpful. But throughout the sessions I was definitely thinking: surely there’s a way I could be more useful here.

    A lot of what I was doing came naturally through experience as a mental health nurse providing support and supervision, leadership and years of working closely with people, but I became increasingly aware that I was relying heavily on instinct. The conversations often leaned towards mentoring – sharing perspective, advice and reflections from my own experience – and whilst that absolutely has value, it also made me curious about how I could support people in a more intentional and skilled way.

    Being coached as a leader

    At the same time, I’d had coaching and mentoring myself during my first year in post as a CEO through the Charity Leadership Scotland programme, as well as some group coaching through Kate Waterfall Hill’s leadership accelerator programme.

    I found both experiences genuinely beneficial.

    It wasn’t about somebody giving me answers, although that would have been nice at times! In fact, it was often the opposite. It was having space to think, reflect and properly work things through with someone who listened differently and asked better questions than I was perhaps asking myself.

    It challenged me in a positive way and made me reflect on how powerful good coaching can be – particularly in leadership roles, where there can often be pressure to appear certain, capable and clear all the time.

    I started to realise that coaching wasn’t just about performance or development in a formal sense. It was also about creating space for people to think more honestly, build confidence in themselves and work through challenges in a way that felt constructive rather than overwhelming.

    Wanting to do it well

    The more I reflected on all of this, the more I knew I wanted to learn properly.

    I started researching coaching qualifications and looking at different providers before eventually finding a course locally that felt like the right fit for me. I was also very lucky to have support from my Board who understood the value of my vision.

    Part of the decision was definitely about wanting to strengthen how I support others individually. But it was also more than that.

    A lot of my thinking on this is about the environments people work in – particularly purpose-driven environments where people care deeply about what they do and the people they support.

    I’m increasingly interested in what helps people perform at their best in these settings, and what role leadership, reflection and coaching can play in that.

    I also wanted to think more about what a coaching culture could look like within organisations, and whether there are ways to create more space for reflection, development and supportive challenge in day-to-day work. That’s something I’m still working on, and something I’ll definitely write more about in future.

    Listening differently

    What I know so far is that doing the qualification has already made me think differently.

    About listening.
    About resisting the urge to jump straight into solutions.
    About how often people already hold the answers they need, but rarely get the space to properly work through them.

    And, maybe most importantly, it’s made me reflect more on my own behaviours and how I show up myself. Not just as a leader, but as someone who genuinely wants to support people well.

  • Lifting Others as We Rise: Reflections on Leadership, Influence, and Staying True to Your Values

    Lifting Others as We Rise: Reflections on Leadership, Influence, and Staying True to Your Values

    I was recently invited to speak on a panel at the Women of Influence Forum 2026 that had the theme of ‘Lifting Others as We Rise’ – an experience that gave me both time to reflect and a renewed sense of responsibility.

    Spaces like this matter. They create room for honest conversations about leadership, ambition, doubt, and the realities many women navigate as they progress in their careers. They remind us that leadership doesn’t happen in isolation – and that who we see, support, and learn from along the way really counts.

    The Women of Influence Network itself is something really special. Founded by two amazing women (Julie and Ceilidh) leading in the Cabinet Office, it’s growing from strength to strength and creating a space for women in government to connect, support one another, and develop as leaders. I feel very lucky to be part of it – not just as a speaker on the panel, but as a mentor within the programme. I’ve already had the privilege of mentoring one woman and look forward to continuing to support others.

    What’s particularly meaningful for me is how this all came about – through connections. I first met Julie through Charity Leadership Scotland, where she is a mentor on the ‘First Year in Post’ programme (another great resource for CEOs). Her support during that time, and since, has been invaluable – not just to me personally, but also to my team, who she later supported on a development day. And it was through that relationship that I was invited into this network. It’s a powerful reminder that connections matter – they open doors, create opportunities, and often lead you somewhere you never expected.

    Our panel was titled ‘Leading out Loud: Authenticity, Vulnerability and Shared Success’ and the first question we were asked was:

    “Have any of you ever had a ‘gate’ opened for you by another woman that changed your trajectory?”

    What struck me was how others struggled to answer that.

    I found that quite worrying.

    Because for me, there has always been someone.

    The Power of Being Seen Early

    Early in my career, working in a drug treatment service, I had a manager called Tracy.

    She saw something in me before I fully saw it in myself. She gave me opportunities – real ones. I led on our local naloxone programme, was encouraged to stretch beyond my comfort zone, and stepped into her role on an acting basis when she moved on. She didn’t just delegate – she invested. She mentored me, challenged me, and backed me.

    And that was really empowering.

    There have been many women in my life who have supported and influenced me since – but Tracy represents something really pivotal: that early moment where someone opens a door and says, you can do this – get on with it.

    It made me reflect on how important it is that more women have that experience. That we don’t leave people searching for role models – but actively become them.

    From “Helping People” to Leading People

    I’ve always wanted to help people.

    That’s been the thread through everything I’ve done – from mental health nursing, to working with people who use drugs, to now leading a drugs policy charity.

    But helping changes shape as you move into leadership.

    Early on, it was direct, one-to-one support. Now, it’s about creating the conditions where others can do their best work – where they can grow, feel supported, and ultimately make a difference themselves. That shift – from doing to enabling – has been one of the biggest learning curves in my leadership journey.

    Learning (and Unlearning) Leadership

    At times I think back to an early appraisal I had maybe a year or so after qualifying as a mental health nurse.

    I was described as autocratic. (Yes Philip, I’m talking about you. Ha!)

    When I think about that, I can only imagine what people’s experience of me must have been like.

    At the time, it was probably a reflection of how strongly I felt about the work. I’ve always had a deep sense of responsibility to the people we serve – and a belief that poor practice, stigma, or discrimination should be challenged.

    I still believe that.

    I often come back to the phrase: “what you permit, you promote.”

    Because in the environments I’ve worked in – particularly with people who use drugs – staying silent in the face of stigma or poor treatment doesn’t sit right with me. It feels like agreement.

    In these moments there’s a little voice in my mind asking me things like:

    • What would people who use drugs think if I stayed quiet right now?
    • What would their family think of the care they’re receiving?

    That sense of accountability has driven me to speak up.

    But what I’ve learned over time is that how you speak up matters just as much as whether you do.

    Courage and Compassion: Both Are Needed

    If I’m honest, I haven’t always got that balance right.

    There have been times where passion has come across as harshness. Where my intent – to challenge, to protect, to advocate – has been right, but my delivery hasn’t brought people with me.

    And that’s the shift in my leadership over the years. Well, my intention anyway – I don’t get it right all the time.

    But, at least in my mindset, I’ve moved from feeling that I have to call things out to recognising the importance of bringing people along.

    Because real, lasting change doesn’t happen when people feel shut down – it happens when they feel able to reflect, understand, and do better.

    So when I was asked what I’d tell my younger self on her first day on the nursing ward, my answer was something along these lines:

    Stay true to your values.
    Speak up when something doesn’t feel right.
    But remember – how you do that matters.
    Be brave enough to challenge, and thoughtful enough to bring people with you.

    Lifting Others as We Rise – And Letting Ourselves Be Lifted

    The theme throughout the day was “lifting others as you rise.”

    For me, that shows up in coaching, mentoring, and creating opportunities for others – just as Tracy did for me.

    It also features in how I lead day to day.

    Wellbeing isn’t a side conversation – it’s central. Because the work we do is complex and often emotionally heavy, and if we want people to sustain their impact, we have to support them properly.

    I’ve learned that:

    • Caring deeply doesn’t mean carrying everything
    • Boundaries are essential, not optional
    • And leadership is as much about who you support as who you become

    Final Reflection

    I left the event feeling really inspired and with a few main thoughts:

    We need more visible examples of women supporting women.
    More people willing to open doors.
    More leaders willing to be both courageous and compassionate.

    And perhaps most importantly – we need to remember that influence isn’t always about position.

    Sometimes, it’s about being the person who sees potential and creates opportunities to step up.

    As I continue this journey – now as a CEO, but still someone who fundamentally just wants to help – I carry that with me.

    Because leadership, at its best, is simply helping at scale.

    And making sure you’re not the only one rising.

  • Why I’ve Started ‘Leading in Practice’

    Why I’ve Started ‘Leading in Practice’

    Firstly, if you’ve taken the time to click on this post, thank you for being interested in what I’m going to be talking about. I hope you’ll return again in the future. 

    I’ve been spending a fair bit of time thinking about what it really means to lead well.

    Not in theory (eugh, not really my thing), not in books (although love a good read – especially if I’m in the sun) or frameworks – but in the reality of work. In the day-to-day moments where things get done, conversations happen, and people rely on you to do things well.

    For me, leadership isn’t about position, role or rank.

    It can be in the quieter, more subtle things…

    In someone taking the time to recognise a good piece of work (by actually verbalising it, not just thinking it!)
    In offering support or advice when it’s needed.
    In creating opportunities for others.
    In leading by example, even when no one is really noticing. 

    And when others aren’t leading well, it becomes even more important to take responsibility for how you show up and be the example you want to see.

    It’s not always the loudest voice in the room. In fact, often it isn’t.

    It’s the small, consistent actions that have an impact on how people experience their work – and I think everyone is leading in some way, whether they realise it or not.

    Hence the name… “Leading in Practice”.

    Purpose in practice

    All of the work I’ve been part of has been ‘purpose-driven’. When I talk about purpose-driven work, I mean being connected to the reason behind what you do – knowing that your work matters to someone, and letting that shape how you do what you do. 

    When you’re connected to a cause, people really care about what they do. They want to make a difference. There’s a strong sense of responsibility – not just to the work, but to the people who rely on it.

    Throughout my career I’ve seen (and been on the receiving end of) how often people aren’t fully supported or empowered to work at their best.

    There’s a gap between what people are capable of and what they’re able to do in practice. And when that gap exists, it doesn’t just affect individuals – it affects the quality of care, support and outcomes for others.

    That’s an area I definitely want to explore more.

    Why now

    I’ve almost completed the Institute of Leadership and Management (ILM) Level 7 Coaching and Mentoring Diploma, so this felt like the right time to create a space to reflect on that alongside my leadership role.

    Not as someone with all the answers, heck no, but as someone learning.

    I’ll share my experience of the course – what it involves, what I’m learning, and what it’s actually like to go through it. I looked for something similar before I started the course and couldn’t find a lot of personal experiences to read, which would have helped me understand what I was signing up for. 

    I’m also interested in what it means to bring coaching into an organisation and I’ll be reflecting on my own experience of trying to influence and build a coaching culture in practice.

    What this will be

    This will be a space to explore what leadership and coaching mean to me.

    It definitely won’t be perfect, and it won’t always be everyone’s perspective – but it will be honest.

    I’ll be writing about:

    • what I’m learning through coaching
    • what I’m noticing in leadership
    • the challenges of trying to do your best
    • and how all of that affects the people we work with and support

    Mostly it’s about understanding how we can perform at our best in the work – not just for ourselves, but for others.

    A space to connect

    A big part of why I’ve got to this point is because of other people.

    Over the years, I’ve reached out to many people for advice, support and perspective – and those conversations have made a real difference to me.

    I’d like this to be a space where that continues.

    If anything I write resonates, I’d really value hearing from people – whether that’s sharing your own experiences, offering a different perspective, or just connecting.

    A starting point

    My background as a mental health nurse, and the time I’ve spent mentoring and supporting others, has always been about helping people.

    This feels like an extension of that.

    A way of supporting people who help others – and continuing to learn along the way.

    I don’t have a fixed plan for where this will go, but at the moment it’s satisfying my need to write things and I hope it can be something useful for you too!