Over the past few days, I have engaged with materials provided from a two-day leadership training held at Durham University as I was unable to attend the leadership training in person. These resources including recorded sessions, slides and written summaries, enabled me to gain a clear understanding of the purpose of the training, particularly in relation to expectations for my Leadership in Action project this summer in Mexico City with MakeSense. The training was hosted by Graeme Taylor with sessions delivered by Dr Nikki Rutter and Dr Bruce Malamud. In particular, the materials emphasised that my LiA is not a traditional volunteering experience, but a six-week leadership placement requiring critical engagement, adaptability and accountability.
Dr Nikki Rutters’ session on the distinction between volunteering and voluntourism was particularly insightful as it challenged the assumption that all forms of international volunteering are inherently beneficial. The materials highlighted how poorly designed interventions can reinforce inequality, create dependency or displace local labour. They also emphasised the importance of cultural sensitivity and ethical impact, prompting me to critically reflect on what constitutes meaningful engagement. Prior to the session, I was aware that malicious intensions can have damaging effects on communities however I had not fully considered how even well-intentioned actions, without careful planning and genuine engagement, can lead to harmful outcomes. This has been particularly important in shaping how I approach my upcoming LiA. Rather than viewing my role as ‘helping’, I further recognise the importance of contributing in a way that is community-driven and aligned with the priorities of local organisations. My role is not to impose externally defined solutions but to engage critically and collaboratively by listening, learning and contributing in ways that are grounded in locally articulated needs rather than outsider assumptions. It reinforced the importance of ensuring my work contributes to long-term sustainable outcomes, while remaining conscious of the inherent privilege associated with participating in this opportunity.
The training also placed emphasis on self-awareness as the foundation of effective leadership. Reflecting on concepts such as personal strengths, weaknesses and behavioural responses under pressure has encouraged me to think more critically about how I will operate in an unfamiliar and potentially challenging environment. In particular, the idea that individuals revert to automatic behaviours under stress highlighted the need for intentional reflection and emotional regulation. Additionally, reflecting on my core values and how they shape my own decision-making processes has been useful in evaluating my current leadership approach and identifying areas for development.
Another key learning point was the importance of leadership in conditions of uncertainty. The training made clear that during the LiA, there will often be incomplete information, shifting circumstances and ambiguous challenges. Therefore, leadership is not about having all the answers but about making informed decisions, adapting quickly and remaining resilient. This has prompted me to approach the experience with greater flexibility, recognising that effective leadership will require both preparation and responsiveness. This links to the session on SMARTER goals, which provides a structured framework for balancing different priorities and enhancing accountability through clear, measurable objectives. I will look to apply this approach throughout my LiA to ensure that my contributions remain focused, realistic and impactful.
Dr Bruce Malamud’s session on ‘Communicating Resilience to Hazards’ further emphasised the importance of adaptability, planning and effective, inclusive communication. In particular, the need to translate complex information into clear, accessible messages for diverse audiences was highlighted as a critical leadership skill. Strategies such as visualisation demonstrated how complex information can be communicated more inclusively, which will be particularly important when working across cultural and potential language barriers in Mexico. Thee session also reinforced that uncertainty is an inherent feature of real world contexts, however while it cannot be eliminated, it can be anticipated and managed through careful planning, reducing potential risks and their impacts.
Looking forward, I will apply these reflections directly to my LiA and more broadly to my leadership development. The training has emphasised the importance of recognising limitations, adapting to challenges and grounding my leadership style in my personal values. As a result, I feel better prepared to approach my LiA with an ethical and reflective mindset, maintaining a focus on humility, critical awareness and a commitment to meaningful, long-term impact.