Introduction

When I began the Mary Seacole Programme, I believed I had a good sense of who I was as a leader. Working as both the Delivery Suite Co-ordinator and the Ward Manager – in environments where emotions run high, decisions are time-critical, and the stakes are profound – has taught me to be calm, steady, and decisive. I was used to holding the centre when the team felt stretched. But the programme, especially the 360 self- and peer-assessment, helped me see layers of my leadership that I had never fully named (NHS Leadership Academy, 2018).

The 360: a mirror I didn’t expect to need

Opening the 360-feedback felt unexpectedly intimate. Seeing colleagues’ words written down made me pause. They described me as:

• “A calm, grounding presence when the team feels overwhelmed”
• “Someone who brings clarity and structure when others are unsure”
• “A leader who listens deeply and makes people feel safe to speak honestly”
• “Quietly authoritative – firm when needed, but always fair”.

These comments aligned with Leading with Care: creating psychological safety, modelling compassion, and supporting others to thrive (West et al., 2017). In a high‑acuity environment, steadiness is essential.

Colleagues also reflected that I sometimes take on too much emotional responsibility, absorb tension, or step in early to steady the group. These were not criticisms but the shadow side of my strengths. This insight strengthened my self-awareness and helped me recognise the importance of balance (Goleman, 1995).

How the programme shifted my practice

As the modules unfolded, the 360-degree feedback became a quiet compass. Emotional Intelligence helped me distinguish reacting from responding (Goleman, 1995). Compassionate Leadership showed me that boundaries are part of care, not separate from it (West et al., 2017).

A moment in the delivery suite stands out: a tense handover, a room full of unspoken frustration. Previously, I would have stepped in immediately. This time, I paused. I let others speak. When I intervened, it was to guide, not rescue. This shift reflected Empowering Others and a more intentional use of my strengths.

Naming what I already do well

The programme helped me articulate leadership behaviours I had been doing instinctively for years:

• holding space for difficult conversations
• using humour to ease tension without minimising seriousness
• offering clarity when others feel lost
• setting boundaries that protect the team and me
• modelling emotional steadiness in high-pressure moments
• leading with calm authority during clinical escalation.

These align with Inspiring Shared Purpose, Engaging the Team, and Evaluating Information (NHS Leadership Academy, 2018).

The real transformation

By the end of the programme, I realised the biggest shift wasn’t in what I learned, it was in how I saw myself. The 360-degree feedback helped me understand my impact. The constructive comments helped me refine my strengths. The programme helped me understand the “why” behind my instincts. The programme didn’t change who I am. It helped me recognise who I already was, and lead from that place with intention, steadiness, and compassion.

After completing the programme in 2018, I continued to deepen my leadership practice. In 2024, my team nominated me for the Nursing Officers’ Leadership Award; a quiet affirmation that the growth I experienced was visible and meaningful. It reinforced the programme’s emphasis on leading with care, clarity, and purpose.

As I continue to grow as a leader, I aim to hold the centre with clarity and compassion, empowering others to do the same.