Tag: emotional intelligence

My Journey Through the Student Leadership Academy as a Mature Adult Nursing Student

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by Maryam Jafari Afshar

 Introduction

In my previous role as a teacher, I worked with pupils of varying ages and abilities, which provided both challenges and rewards. This experience enabled me to develop strong communication skills and an appreciation for the importance of understanding individuals’ backgrounds and experiences. Supporting learners required patience, adaptability, and commitment beyond the classroom. I particularly valued the collaborative nature of the role, the structured environment, and the sense of purpose it offered.

Despite finding teaching fulfilling, I became increasingly interested in pursuing a career in nursing. Both professions share core values such as care, responsibility, and the ability to perform under pressure. However, nursing presented a new challenge and an opportunity for further personal and professional development. With this motivation, I began my nursing studies in September 2024, aware of the demands associated with the profession.

 Initial Challenges and Emotional Intelligence

The transition into nursing was not without difficulty. At the beginning of my course, I experienced self-doubt, particularly after failing my first module. Adjusting to the clinical placement heightened these feelings, leading me to reflect on my abilities and consider how well my previous experience could be applied to nursing practice.

A significant turning point occurred during Beryl Mansel’s lecture on compassionate leadership, which emphasised the value of empathy, understanding, and supportive environments. This helped me reconnect with my values and reaffirm my motivation (Mansel & Einion, 2019).

A key concept introduced was emotional intelligence (EI), which is fundamental to effective leadership in healthcare. EI involves recognising and managing one’s emotions while understanding and responding to others. It includes self-awareness, emotional regulation, social awareness, and relationship management-skills essential in nursing. Research shows that emotionally intelligent leaders improve teamwork and patient safety (Farghaly Ali Mohamed et al., 2019; Mansel, 2017).

 Empathy and Self-Awareness in Leadership

Leadership in nursing is essential for maintaining patient safety and quality care. Emotional intelligence supports communication, teamwork, and decision-making. Although not always formally recognised, many nurse leaders demonstrate EI through empathy and relationship-building (Mansel & Einion, 2019).

Empathy is a key leadership skill. Understanding and responding to the emotions of patients and colleagues builds trust and improves teamwork. In practice, this involves recognising when individuals need support. During placement, I observed a colleague feeling overwhelmed during handover. By offering assistance, the situation became calmer, demonstrating how empathy can positively influence team dynamics (Mansel, 2017).

Self-awareness is equally important. Transitioning into nursing brought emotional challenges, including stress and self-doubt. Developing self-awareness helped me recognise and manage these emotions effectively (Mansel & Einion, 2019). Through reflection and feedback, I improved my communication and confidence in clinical settings.

 The Student Leadership Academy Experience

The Student Leadership Academy (SLA) played a significant role in my development. It provided a supportive environment that encouraged reflection, communication, and confidence building (Mansel & Einion, 2019).

Although I had experience speaking in front of students, I initially lacked confidence when interacting with unfamiliar individuals in clinical environments. Through the SLA, I became more comfortable sharing ideas and taking on leadership roles. This reflects the development of emotional intelligence, particularly in managing relationships and emotions (Farghaly Ali Mohamed et al., 2019).

The programme also reinforced the importance of adaptability and continuous learning. Reflective activities helped me identify my strengths and areas for improvement, supporting my development as a nursing student.

 Coaching and Teamwork

Coaching played a pivotal role in my development. I discussed my fear of public speaking and anxiety around patient handovers with my personal leadership coach, Simon James, who advised me to take small, gradual steps to build confidence.  This approach helped me build confidence and reflect on self-management within emotional intelligence (Mansel & Einion, 2019).

Teamwork was also emphasised. Effective leaders create positive environments through communication, encouragement, and recognition. Even small actions, such as positive feedback, can improve morale and strengthen relationships (Farghaly Ali Mohamed et al., 2019).

Through group activities, I experienced how collaboration and mutual support contribute to team cohesion and improved patient outcomes.

 Challenges in Healthcare Leadership

Despite its importance, applying emotional intelligence in healthcare can be challenging. Time constraints, staff shortages, and workload pressures can limit opportunities for emotional support (Mansel & Einion, 2019). I observed that busy environments often make it difficult to prioritise these aspects.

These pressures can also affect leaders, highlighting the importance of resilience and emotional regulation (Farghaly Ali Mohamed et al., 2019). I found mindfulness and reflective journaling helpful in maintaining emotional balance.

Another challenge is the disconnect between senior management and frontline staff. Limited communication can reduce morale and engagement. Emotionally intelligent leadership requires presence, communication, and understanding (Mansel, 2017). By engaging with colleagues and listening actively, leaders can help create a more supportive environment.

 Conclusion

In conclusion, emotional intelligence is a fundamental component of effective leadership in nursing. It supports patient safety, strengthens teamwork, and contributes to high-quality care. Leaders who demonstrate emotional awareness are better able to build relationships and create positive working environments (Mansel & Einion, 2019).

My experience within the Student Leadership Academy has been transformative. It has strengthened my confidence, enhanced my leadership skills, and deepened my understanding of emotional intelligence in practice.

I now recognise that effective leadership extends beyond clinical knowledge and technical skills. It requires empathy, self-awareness, and the ability to connect meaningfully with others. Although my transition from teaching to nursing has been challenging, it has also been rewarding. I remain committed to my development as a nursing professional and take pride in the progress I have made throughout this journey.

 References

Farghaly Ali Mohamed, A., Abd El Aziz Omar Abdel Rahman, A., & Mostafa Fahmy Isamil, A. (2019). Effect of head nurses emotional intelligence educational program on nurses motivation and organizational support. Egyptian Journal of Health Care, 10(4), 355–386. https://doi.org/10.21608/ejhc.2019.186762

Mansel, B. (2017). Emotional intelligence is essential to leadership. Nursing Standard, 31(21), 29–29. https://doi.org/10.7748/ns.31.21.29.s28

Mansel, B., & Einion, A. (2019). “It’s the relationship you develop with them”: Emotional intelligence in nurse leadership. A qualitative study. British Journal of Nursing, 28(21), 1400–1408. https://doi.org/10.12968/bjon.2019.28.21.1400

Developing Leadership from the Frontline : My Leadership Journey as a Student Paramedic

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by Becca Hook 2nd year Paramedic student.

Leadership is often described as the ability to inspire, direct, and make decisions, but in paramedicine, and with the support of the leadership academy I’ve learned it’s something much deeper. While attending the leadership days I’ve discovered that effective leadership isn’t just about knowledge or skill. It’s about how we relate to others, manage stress, and stay grounded under pressure. It’s about emotional intelligence, the ability to understand and manage our own emotions, as well as those of the people around us.

My journey has shown me that emotional intelligence is not a luxury in healthcare, it’s a necessity. Whether I’m leading a simulation or supporting a patient through their worst day, my capacity to empathise, stay calm, and communicate clearly can make the difference between a job being focused and structured or becoming overwhelmed , and as a result, I’ve come to understand that the foundation of strong leadership is emotional understanding.

The Early Days, Understanding Leadership and the self

Initially, I was laser-focused on clinical skills. I wanted to master ECG interpretation, Cannulation, airway management, all the tangible, measurable competencies. Leadership, I assumed, would come later, after I had earned my stripes.

While out on placements, I quickly found myself in situations where I was being pushed out of my comfort zone: managing a primary assessment, or speaking up during a handover. Watching experienced paramedics, I saw that the best leaders weren’t necessarily the most assertive. They were the most emotionally aware. They were the ones who read the room, noticed when their partner was overwhelmed, and offered support without words. They showed empathy to patients without judgment and debriefed after hard calls with genuine care. That is the kind of leader I aspire to be.

Teamwork and Emotional Intelligence

Leadership, especially in paramedicine, doesn’t exist in a vacuum. We work in high-stakes environments where success depends on collaboration. The ability to lead a team effectively means being able to sense tension, diffuse conflict, and create an atmosphere of safety. That’s where emotional intelligence becomes indispensable.

 I was asked to take the lead on a relatively straightforward call: a patient with chest pain. With my mentor by my side, I introduced myself, conducted the primary assessment, and made treatment suggestions. But what made that moment feel significant wasn’t just that I was practicing clinical leadership, it was that I was supported by the crew.

My mentor didn’t take over when I hesitated. Instead, they asked questions to guide my thinking and encouraged me to trust my training. They backed me up when I made decisions, gently correcting or confirming as needed. That experience highlighted something vital: good leadership isn’t about having all the answers. It’s about knowing when and how to use the people around you.

That moment taught me that emotional regulation, one of the pillars of emotional intelligence isn’t about suppressing emotion, it’s about channelling it. By staying calm, we took a second to reassess, and we worked more effectively. That experience reinforced the idea that great leaders use Emotional Intelligence to guide not only decisions, but dynamics.

Feedback and Self-Awareness

A big part of developing emotional intelligence as a student leader has come through feedback, sometimes the uncomfortable kind. After one shift, a crew member gently pointed out that I had come across as a little abrupt during a handover. I hadn’t intended to be, but the pressure of the situation had compressed my tone.

At first, I felt slightly defensive. But over time, I realised leadership requires constant reflection and self-awareness, recognising not just your intentions but how your actions are perceived. I began checking in with my mentor more often, and asking for input, especially after stressful calls. This open loop of feedback helped me build trust, and more importantly, it made me a more adaptable and compassionate learner.

Empathy and Leadership Beyond the Call

Empathy doesn’t just apply to patients, it applies to us all.  Being a student paramedic has also taught me that leadership doesn’t end when the shift does. Whether it’s supporting the new cohort, participating in university meetings, or advocating for mental health support in the program, there are countless ways to lead within the student community. I’ve found that by engaging in these efforts, I am beginning to grow my leadership skills, and also deepen my appreciation for teamwork on a broader scale.

The Interplay of EI and Clinical Judgment

One misconception I had early on was that emotions should be kept separate from clinical judgment. But I’ve since learned that Emotional Intelligence actually sharpens our clinical thinking. When we’re able to regulate our emotions, we make clearer decisions. When we practice empathy, we can build a better rapport, putting the patient at ease, and by including them in the discussion helps us gain a more accurate history and provide more cooperative care.

Leadership, isn’t just about what we do in the moment, it’s about how we influence the emotional tone of every situation. A team that feels safe and understood performs better under pressure. A patient who feels heard is more likely to trust and follow advice. These outcomes don’t happen by accident, they happen when leaders bring emotional intelligence into every interaction.

Conclusion

As I look back on my leadership journey so far, what stands out is not just the calls or the clinical milestones, but the emotional lessons. I’ve learned that leadership is about connection. It’s about understanding yourself, reading the room, and choosing empathy over ego.

I still have a long way to go. There will be more difficult calls, more leadership challenges, more moments of doubt. But I carry with me the understanding that the best leaders don’t just guide teams or treat patients—they make people feel safe, seen, and supported. And that starts with emotional intelligence.

As I continue to grow, I’ll strive to lead not just with knowledge or skill, but with self-awareness, empathy, and integrity. Because in paramedicine, and in life leadership is not about being in charge.  It requires empathy, professional judgement, and a commitment to supporting those around you.

My Student Leadership Experience – Clare Daniel

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The Leadership Academy experience at Swansea University has been an extraordinary journey.  One that has sparked passion, commitment, and curiosity. Leadership is quality that is not confined to CEOs or managers alone, but something that can be cultivated by anyone willing to take on the responsibility of leading. In this blog article I will explore the essence of effective leadership that I personally experienced with my mentor and with other individuals.  Below are some examples of my own findings after spending time with Hazel Powell and several other individuals who are leaders in their field.

I was very lucky to have been matched with Hazel Powell and listened intently to her presentation of supporting and initiating the training for overseas nurses.  Hazel is inspired by equality and diversity and is empowered to helping and nurturing them to train and integrate them into our culture.  I, like Hazel, am also empowered by equality and diversity and feel very strongly about supporting the journey of neuro diverse medical students into the NHS workforce.  This is something close to my heart, and together with my teaching background, the SLA has inspired me to pursue this venture further.  Hazel and I visited the training suite for the overseas nurses, and it was one of my most favourite experiences of the SLA.  These nurses leave their homes, family, sometimes young children.  They are already qualified in their fields yet undertake a rigorous training course along with several forms of inspections and examinations before being signed off to work in Wales.  They were so resilient and faced much adversity.  They were some of the most inspiring people I have ever met and felt a huge privilege of meeting them.

I have been invited and exposed to a variety of areas such as suicide prevention, meetings with HEIW, Clinical audit visits, Quality and Assurance meetings, I have been connected to areas such as PALS team in Morriston Hospital, Care after Death team, palliative care nurses, to which I now undertake bank work.  I am in contact with the “Arts in Health” team and digital stories.  I have experienced perspectives from social workers and Occupational therapists.  I am awaiting to experience and organise a placement with QI and a visit to Ashworth, along with the health hand safety team at the “Welsh Risk Pool”. 

I have also been in contact with the Bacteriology department to gain an insight in this field and experienced a day with a diabetic nurse to expand my knowledge in this area.  I am currently in contact with a nurse researcher who I hope to have a placement with to gain further insight into this role, as this is something that I would like to further explore.

  1.  Vision and purpose:

At the heart of leadership lies a clear vision and purpose. Great leaders possess the ability to articulate a compelling vision that inspires and motivates others. They have a deep understanding of their purpose, and they communicate this with authenticity and passion. A well-defined vision sets the direction and act as a guiding light, enabling the leader and their team to navigate challenges and make informed decisions.  I felt this very early on with Hazel, after being inspired by her presentation at the Leadership Academy.  Hazel was very open and honest about her own experiences and journey, and very engaging and supportive when answering questions, I had.  Another experience through the SLA I was privileged to meet Kimberley, an individual who had, in recent years, set up the “Care After Death Team”.

Kimberley was an absolute inspiration and her dedication to set up this phenomenal service and nurture and grow it, was absolutely awe inspiring, and rooted from her very own personal experiences within the NHS.  Kimberley was a rare individual and the NHS are extremely lucky to have her.

  •  Emotional intelligence:

Emotional intelligence distinguishes exceptional leaders from the rest. Leaders who possess high emotional intelligence have a heightened awareness of their own emotions and those of others. They are empathetic, understanding, and skilled at building relationships based on trust and respect. By acknowledging and effectively managing emotions, leaders can foster a positive and inclusive work environment, enhancing collaboration and productivity.  Whilst being on several meetings that Hazel chaired, I was in constant awe of her absolute determination and openness to support individuals and teams with ideas on how to improve services.  She was so supportive of trialling and testing new ideas to constantly want to improve services within the NHS. 

  •  Effective communication:

Clear and effective communication seems to be cornerstone of successful leadership, and something that has been highlighted to me on numerous occasions during my time at the SLA.   Leaders were skilled at conveying their vision, goals, and expectations to their team members. They listened attentively, sought feedback, and provided constructive guidance. The open and transparent communication helped to foster a culture of trust, encouraging innovation, and ensuring that everyone was aligned and working towards the same objectives.

  •  Adaptability and resilience:

It was evident on many occasions that I witnessed adaptability and resilience. By remaining flexible and open-minded, leaders can navigate uncertainties and inspire their teams to thrive amidst adversity.  Hazel was resilient and lead by example, demonstrating courage and perseverance, which evidently empowered others to overcome obstacles and achieve greatness.

  •  Empowerment and delegation:

Hazel and many individuals I met understood the importance of empowering their team members and delegated responsibilities effectively. They recognised individual strengths and talents, and they provide opportunities for growth and development. By empowering others, leaders create a sense of ownership and foster a culture of innovation and collaboration. Effective delegation allows the leaders to leverage the collective, enabling them to achieve successful outcomes.

  •  Continuous learning:

From my experiences, I have realised that leadership is a lifelong journey of growth and learning. Great leaders are committed to their personal and professional development. They stay curious seek new knowledge and embrace feedback and constructive criticism. By continually expanding their skills and perspectives, leaders can stay ahead of the curve and inspire their teams to do the same. They lead by example, encouraging a culture of continuous learning within their organisation.  For my personally, I am constantly curious and felt privileged to meet individuals who have inspired me and have helped nurture my growth and confidence.  I am very eager to experience as many different experiences as I can, purely to get to know the service as a whole and to understand the microsystems that work within it.

 The SLA has taught me that leadership is not about holding a position of authority; it is about inspiring others to achieve their full potential. I have witnessed clear vision, emotional intelligence, and excellent communication skills. I have seen adaptability, resilience, and empowering team members. Leadership is a journey that requires continuous learning and personal growth. By embracing these principles, I feel I can proceed and unlock my true potential and move forward, embracing each opportunity as a learning experience and I am determined to never lose my curiosity.  I look forward to continuing my journey with leadership and feel utterly privileged to have met the people I have through the SLA.  I hope to always be reach out to them for future support and growth. 

I have loved every minute of the SLA experience and encourage anybody thinking of applying to do so.  I also recommend those who apply to go after what inspires them, what they feel passionate about and if they have a vision of where they wish to go, or what they would like to improve in themselves is to reach out and make those connections. Use this opportunity to you advantage, and don’t waste a second.  Embrace it all.  Good luck!

My Emotionally Intelligent Leadership Journey – Andrew Lelliott

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“Andrew, do you see the way that you work with your patients?”

When I was a Health Care Support Worker for a Community Mental Health Team, I would never had known, that a short conversation in 2015, with a psychotherapist colleague, would send me on a journey of self-exploration and personal and professional development.

Having been told by my colleagues that when working with a patient, I would look at the patient’s journey, how they got to the situation they were in, showing compassion, true empathy and that I was in touch with their emotions. For me, I was under the impression that everyone worked in this manner. I was advised, that I should look to explore what opportunities were out there to enhance my learning and also guide me into putting theory behind my therapeutic practice.

This lead me to initially complete a 10 week counselling taster course with Swansea University, to then funding myself to take up a 2-year Higher Education Certificate in Counselling skills. On completion of this, I had developed my self-awareness, personal growth, self-acceptance and my personal beliefs about myself and others.

Fast forward 3 years to 2020, where I applied for the part-time BSc in Adult Nursing, which I was successful. I was a few weeks into the course, when one night, I was casually reading through a book called “A Handbook for Student Nurses” (Benbow & Al, 2019). I came across a page in the book titled “Emotional Intelligence” and that is when it all clicked and where my journey with emotional intelligence really took off. I had never heard of the term emotional intelligence, but within this one page in this book, I totally understood everything it was about.

In the short piece within the book, it defines emotional intelligence (EI) as the capacity to perceive, evaluate, and effectively handle our own emotions as well as the emotions of others. Then goes on to break EI into four key areas – Self-awareness, social awareness, self-management and social skills, which mirrors Daniel Goleman’s key ideas in his book “Emotional Intelligence, Why it can matter more than IQ”. In relating to this small, one page chapter, I recognised that I was always in tune with my own emotions, my strengths, weaknesses, values and what motivated me. As well, as this, the management of my own emotions, impulses and reactions in maintaining an emotional balance.

At around the same time that I had read the small chapter on EI, I had an online lecture called “Leadership and the Self” with Beryl Mansel. To tie in with the lecture, we were given a “Leading the self” workbook, which was based on developing self-awareness. Within the workbook, the idea that self-awareness is an understanding of a person’s own strengths, weaknesses, and the differing aspects of the self. The workbook also covered how a person can look into their self and grow an awareness of their strengths and limitations, can lead to a person acquiring the insight and skills needed to be an effective leader. This got me reflecting and recognising my own strengths and weaknesses. I was aware that I was a good communicator, adaptable, honest and passionate in the development of others but areas to work on were self-confidence and self-belief. After the lecture I spoke to Beryl about my interest in Emotional Intelligence and how could I look into developing it. Beryl advised me to apply for the Student Leadership Academy (SLA) at Swansea University, which is a programme aimed at students who aspire to lead and make a difference. A key aspect within the SLA is gaining confidence in a person’s skills and an increase in self-awareness. This seemed the perfect programme to understand my strengths and enhance my emotional intelligence.

I spent the week perfecting my SLA application and then the next couple of weeks, nervously waiting to see if my application was successful. When I got the email stating that I had been successful in my application, I was over the moon. I knew I there would be the opportunity to meet likeminded individuals like myself and build strong networks.

Due to covid, the initial 2-day leadership conference was held online. It consisted of motivational speakers from varying health and social care and education backgrounds, interactive group sessions and the opportunity to network. Of the phenomenal calibre of guest speakers, one that stood out for me was Nicola Davis-Job, who is the Acute Care and Leadership Adviser for the Royal College of Nursing Wales. Her presentation on ‘Leading with Emotional Intelligence’ really resonated with me personally, when she talked about resilience, grit, motivation and optimism. The areas that Nicola talked about validated my own characteristics, as an optimistic motivating individual, not only with the patients in my care, but the people in my close circle around me.

As part of the SLA, the delegates were given an Emotional Intelligence Workbook and within the workbook, it discussed how developing the four areas of EI (self-awareness, Social awareness, self-management and relationship management) would lead to becoming more productive and successful in what we do. I could relate to my own ongoing development in these four areas, which has led to a reduction in stress in my personal, work and university life and helped improve the relationships within these areas. Towards the end of the workbook, it listed “Ten habits of emotionally intelligent people” and within these ten habits were two, which really resonated with me personally. Showing respect for and validating other people’s feelings, was something I had always done naturally. When seeing this in the EI workbook, it validated my own empathic ways of being and having and understanding and acceptance of individual’s feelings. Respecting and validating people’s feelings, wasn’t just aimed towards the patients I cared for, but also with the people in my personal life.

Reflecting back on my time leading up to the SLA, I was able to recognise my own elements of emotional intelligence through reading literature. However, I had not been able to fully gauge all aspects of EI, and taking part in the SLA, helped me go deeper into recognising other areas of EI in myself and adapt a growth mindset, surrounding EI. The SLA guided me into realising the importance of EI and leadership, especially in health and social care. The idea that in the workplace, a leader who possesses the ability to regulate their own emotions and demonstrate empathy towards others, will exhibit greater effectiveness. Going forward in my own leadership journey within the health service, I can now acknowledge the importance of the ongoing development of my own EI, through dedication and self-reflection.

At the time of writing this and completing the SLA, I have gone on to successfully complete the national 150 Leaders student leadership programme which is run in partnership between the Council of Deans of Health and the Burdett Trust for Nursing. Furthermore, I was invited back to the 2023 SLA, to deliver a presentation to the new delegates on my experiences on the 150 leaders programme and co-present a presentation on “Developing your Emotional Intelligence”.

By stepping outside my comfort zone and continuing to develop my emotional intelligence, I am truly excited to see where my leadership journey takes me.

References

Benbow, W., & Al, E. (2019). A handbook for student nurses : introducing key issues      relevant.for practice (3rd ed.). Lantern Publishing.

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bloomsbury.

Steve Gutzler Leadership Keynote Speaker and Executive Coach. (2013, April 1). Steve Gutzler. https://www.stevegutzler.com/

How leadership has shaped my personal life and professional career – Toni Evans

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As a mature student I thought I understood leadership. I didn’t! It was only when I participated in the Leadership Academy, my knowledge began to grow and gave me the confidence to believe in myself. 

Leadership isn’t about being the loudest in the room, it is about active listening, self-awareness, communication, and collaboration, along with many more skills. I always knew I had some of these qualities but never really knew how I could develop them further and if I even had the ability to do so, but Beryl and her lovely team made myself and the rest of the room believe that we could. 

Attending the leadership academy was a little out my comfort zone, but being in a room full of leaders, I really had nothing to be worried about. Listening to motivational speakers, working within teams, and enjoying learning about myself and the type of leader I am and how I could enhance those skills that I already had. Being apart of the leadership academy also taught me self-awareness of my own traits and what I wanted to learn, grow, and how I wanted to empower other people with this knowledge. 

My name is Toni Evans and I am soon to be a year 3 student mental health nurse. Something that I am very passionate about and I am always looking for new ideas to put into clinical practice to make sure our lovely service users are receiving the best care possible and I believe the newly found leadership skills I have devloped will help me achieve this. 

Here are a few examples of how I can achieve this: 

Communication: 

Active listening is one of the main components that I believe makes a good leader. It is about being able to give someone your time to fully concentrate on what you are being told, to understand them and to respond to them. Ive also learnt it’s about being respectful to others. 

Empathy: 

Empathy is a vital skill all leaders will need to adopt. It is about being able to build trust, understand and inspire others.  

Collaboration: 

Collaboration skills are just as important as any other skills in leadership. Having the ability to be able to work well with others but it is also about sharing the responsibility and decision making. 

Those are just a few examples of different skills that a leader may have. Most people reading this will already have those skills, but for me, it was about learning how to develop those skills and apply them. 

Attending the leadership academy has taught me so much about the type of leader I am. I had the privilege of having our chief nursing officer for Wales Sue Tranka as my coach. It really was a dream come true. She was able to guide me and support me through my journey with the SLA. She taught me so much about myself in such a short space of time. It’s something I will never forget in my personal life and professional career. 

I had previously met Sue at another function, so was already aware of what a great leader she was, but this time, I was able to speak to her about my own leadership journey. 

Keeping in touch with Sue didn’t end there……I was also asked to attend the chief nursing officers conference in Cardiff in October 2023 as a guest speaker about my own personal journey with mental health. It was the most surreal experience that I have ever had. I was in another room full of leaders, but this time it was very experienced leaders. I got to talk in front of 300 people in the room and 150 people online. Something I would never have been able to do before the leadership academy.  

I left school with no GCSE’s above a D and worked in an office for 12 years but when my own mental health journey started 5 years ago, with the professional help and my own determination, I decided I wanted to help others who may be in the situation I was in 2019. I never in a million years imagined I would be speaking at the chief nursing officers conference just a few years later, empowering other people. 

Believe in yourself and always be open to learning. 

An authentic self-leadership reflection by Natalie Griffiths

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If you were to Google ‘Leadership’, you would get billions, even trillions of results in half a second. This makes it hard to narrow down and identify the elements.
So let’s make it simple; You don’t actually have to be in a chief executive position, a politician, or a manager to be a leader. Leadership isn’t about position; it is about who you are and the influence you have. Every single one of us can be a leader and make a difference in some way whether that be through paving the way for organisation, inspiring teams, or my personal favourite, creating communities. 

Authentic leadership is about turning up and being ourselves. – having a clear understanding of who we are, what our strengths and weaknesses are, and working in a transparent way to bring it all together. Through my coaching with Beryl we talked a lot about self-leadership and that in order to be a great leader, to start, you must have good self-leadership.

I have held leadership positions in many organisations and many workplaces, but it was only since joining SLA that I actually reflected on my own leadership, the traits and expectations I hold for myself and others and this brought about a self-awareness.

It’s probably time I introduced myself, for those of you that don’t know me, my name is Tilly, I’m a current 3rd year Student Paramedic and I have held a few different leadership positions in the past.

I hope you will indulge me now as I take you through a snapshot of my leadership journey, and tell you some stories, in no particular order of the leadership lessons I have learnt along the way.  

1: Take care of your team. 

So to start, lets take it back to 2003 I am 8 years old and a cub scout. Tuesday nights are my playground and I have my first leadership experience as a Sixer, which means that I am the “responsible one” for a small group of other 8-10 year olds- now I don’t know who thought that this was a good Idea as I was rather scatty back then. A highlight here was being the chief pirate on a bamboo raft race, doing a marvellous job taking care of the team, laughing and smiling despite our raft being half underwater and on the verge of sinking. 

I think my biggest worries were about making friends and making sure we were all having fun. Undenounced to me, I was building the foundation blocks of the social skills, I have used throughout my life to take care of people. I didn’t think back then, making sure my 6 all had a glue stick, and an egg would lead me here.  

2: Be open to being exposed to new experiences and new ways of thinking 

Its 2006 now, I am 11- I am a patrol leader in Scouts and I am camping in a farmer’s field in Swanage where there are no flushable facilities on this camp. The toilet is basically a bucket, with a lid, in a tent. There was a lot of confusion on this camp at the beginning- our parents had paid for us to go camping for a week and we were expected to use that?! But someone had to go first, and that person was me. There was a moment on camp where my friend accidentally dropped the last toilet roll in the bucket. But it can’t have been all that bad as I did go on to complete over 200 nights away camping in Scouts. So, the lesson here- be open to being exposed to new experiences and new ways of thinking. It might not always be as bad as it seems.  

3: Encourage growth in others 

Back in the day, roughly around 2007 I used to be a competitive swimmer. Unfortunately, or fortunately I found out about cake and didn’t carry this on. But being a swimmer led me to being able to instruct swimming as part of my Duke of Edinburgh Awards. My bread and butter was progressing children from Goldfish 3- being able to blow bubbles underwater and swim 5 meters with no feet on the ground, to Angelfish 1- jumping in the big pool and swimming 20 meters back to the wall. This might seem wholly irrelevant in the stance of leadership, but by celebrating small goals on the way to big achievements, you are encouraging growth and progression in others, and this can foster a great team environment.   

4: Use SMART targets to your advantage 

I am now 17 and beginning my career in the outdoor industry, starting as an activity instructor and then a manger. One of my favourite activities to instruct was archery. I got quite good at it with practice, and I will never forget the looks of disbelief on some teachers faces when I hit 5 arrows, on 5 balloons in the gold ,one after the other by sheer fluke in my demonstration. In archery, it’s all the about the set-up, the aim and the action. Getting teams on board and aligned is vital for success, and keeping people coordinated and aimed is a continual process. You’re the luckiest leader in the world if this happens by default. But one way to ensure people are co-ordinated and aimed, is to use SMART targets to your advantage and each success can encourage growth.  

5: Increase opportunities through community, connections and collaboration 

Another milestone in my journey was completing a degree and qualifying as a Youth Worker- Paired with my outdoor instructing background, I applied for a job in Appalachia- trekking with disadvantaged young people on the Appalachian trail, encouraging them to break down barriers, collaborate, lead, and form meaningful connections in their community through the outdoors. Sometimes this was difficult- especially when you notice a bear has been following you and your group of 12 young people for the past half an hour. But those lessons those teenagers were learning can still be transferred into our professional careers- you just don’t have to trek a long way to realise it.  

6: Listen to your colleges 

On return to the UK, I picked up one of my old jobs again- Supervisor to 50 lifeguards daily at an outdoor seasonal swimming pool, where we had a ground capacity of 3000 people.  Reacting in emergency situations was challenging, especially during heatwaves and when unexpected scenarios play out, but being able to adapt to changing situations and stay calm under pressure was at the forefront of my role, and an environment now in which I feel I thrive. This role taught me that communication is the essence of leadership, but it is listening that is the most important aspect. I know you all know how communication works- People can express feelings, pass on information and share thoughts, and in turn boost morale, engagement, productivity, and satisfaction whilst also forming meaningful relationships and communities of support along the way. Sometimes though, just like when we were all children, you have to cross your legs, put your fingers on your lips and keep your ears open as that’s the only way for any learning to begin. 

7: Develop leadership strategies and skills to lead yourself and others 

In my previous free time – though I can tell you I don’t currently have much of that. I was an Army Reservist, part of the Officer Training Corps under The Sandhurst Group. This was quite frankly the most nerve-racking thing I have ever done. This wasn’t as free spirited as my previous off the whim adventures. But the preparation for this gave me the chance to reflect and look at where I truly wanted to be. I was not only being judged on my aptitude with psychometric testing, my fitness and my personal leadership, I was also being judged on my ability to guide others and whether I had the secret golden nugget within me that was right for the role. The preparation for this for this was a lengthy process but enabled me to develop strategies and skills to lead myself and others.  

8: Be willing to be misunderstood 

My role in Scouting as an International Youth Advisor has taken me oversees- new cultures, new languages, different organisations with different priorities and ways of thinking. A prime example of this was a trip to Tunisia, with a language barrier that we hadn’t even thought about. I thought I could lead by example to help change ways of thinking and make processes better. But I realised that this was not true. People and organisations must choose to change on their own. I learnt that if I changed my approach when things weren’t working, I could inspire others to do the same. The willingness to be misunderstood and the self-awareness and ownership to sometimes take a step back, can be the best ways to help others.  

9: In order to be a great leader, you need self-leadership. 

Which brings me finally to the here and now, the SLA and the coaching that I have received. It’s been a journey. I’ve learnt that in order to be a great leader, you must have good self-leadership. There Are Big Differences Between Leadership And Management. Leadership is an art. Management is a science. Leadership is about people. Management is about things. People are unstable, but things are stable. You rely on behaviours and values to lead, whilst you use skills and knowledge to manage. Leadership is about “being.” Management is about “doing.” Understanding this difference will bring huge clarity into your day-to-day life and help you focus on self-leadership. 

I started this by introducing myself as a third-year student paramedic, but I am so much more than that. We all need to be challenged on our leadership journey to ensure that both ourselves as leaders and our colleagues can develop and achieve. People often want to lead others, but I think it starts by leading yourself, and we are all more than ready to take that step and make that journey.