Over the past two days of LiA training, I have reflected both on my own development as a leader and the journey of the Durham Laidlaw Scholars’ 2025 cohort as a whole. Having not been together since the beginning of the academic year, the training was a lovely reunion. It was great to see some members of the cohort that I had not caught up with in a while, and chat about where they were off to in the summer and how their second year had been for them. The team task in particular provided a welcome shift from the intensity of the morning sessions, which had required us to think more deeply about the harm that we could cause if we do not connect with our LiA projects ethically.

Catching up with everyone’s plans for the summer was another highlight. It was great to hear about the different projects, locations, and challenges that are in the future for all of us, as they are very distinct depending on whether we are completing central or self-defined LiAs. All of our projects are very diverse but there was a clear mutual feeling of excitement about going into the next phase of the Laidlaw programme and contributing to communities outside of those local to Durham. These conversations helped to broaden my understanding of what leadership looks like in different contexts and for different people. It also reinforced my appreciation for the strength of character that will be necessary over the next few months to remain adaptable and resilient.

Bringing the cohort back together proved to be invaluable in strengthening our sense of connection. Over time, it is easy to become absorbed in individual preparation and lose sight of the collective nature of the programme. This training served as an important reminder that we are not going through this journey alone. Hearing others articulate concerns and uncertainties similar to my own was particularly reassuring. This helped to remind me that the challenges I have been anticipating are shared with others, and that everyone is moving at their own pace with planning their LiA projects. This realisation has lifted some of the pressure I had been placing on myself and encouraged me to approach my planning in a more contextualised manner.

One of the most impactful aspects of the training was the opportunity to revisit the “top character value” reflection. Re-engaging with this exercise allowed me to track how my values had evolved over time and to consider how they are shaping my development as a leader. I have had to begin studying the Bar Standards Board Ethics Handbook, so this reflection felt especially relevant as I prepare for my life after Durham and commence the Bar Course. It prompted me to think more critically about how my personal values align with the ethical standards expected of the Bar, and also the shortfalls that have been prevalent in the media recently. I found it encouraging to see where I think I have grown, particularly in my awareness of integrity and accountability, and to recognise how these qualities will need to be reflected in my future at the Bar.

The session on voluntourism was a particularly thought-provoking aspect of the training. It challenged a lot of our assumptions about the positive impact of international volunteering and highlighted the potential for unintended harm when engagement is not made ethically. This was an area that I do not think any of us had previously considered in depth, and it has encouraged me to reflect more carefully on my own project plans. The discussion emphasised the importance of thinking about approaching our LiAs with a mind to how we can engage ethically with communities and ensure that we are contributing and making an impact that will outlast our stay.

Dedicated admin time was also greatly appreciated. Second-year is a very challenging time for all of us, especially with exams looming and many of us with summatives due this week. With so many different demands on our time, it can be difficult to find the space to focus on the next steps for our LiAs. Having structured time to make amendments to our plans made the process feel a bit more manageable and helped to reduce some of the stress that we are all going through.

Finally, the SBI (Situation-Behaviour-Impact) model for approaching confrontational situations was very valuable. I found it particularly helpful in thinking about how to remain centred with my core values when faced with challenging situations. It provided a clear framework for working through difficult conversations that are likely to arise during our Leadership in Action experiences. This was also explored in the situational questions that we discussed, which prompted us to consider different potential obstacles, such as managing stress and feeling isolated in unfamiliar environments. It was reassuring to hear that most of the cohort share the same concerns as I do, especially language barriers and the thought of being far away from the people and things we know and love.