Over the 23^rd-24^th March 2026, I had the pleasure of reuniting with the rest of the Durham Laidlaw Cohort 2025 for two days of intensive leadership training as we prepare for our upcoming 6-week Leadership in Action (LiA) experiences this summer. Below are my reflections on this experience, including how what I learnt over the two days will inform my approach to leadership in general, alongside more specifically my LiA.

Day 1, primarily led by Graeme Taylor, built upon the work we began in last summer’s leadership training in developing both the practical and personal aspects of leadership. We began with an introduction to structured frameworks for leadership, including setting SMARTER goals, dealing with conflict management through the SBI (Situation, Behaviour, Impact) model, and reflections on how we can identify both risks and opportunities to us in a given moment as a tool for decision making. Together, these reinforced the importance of clear communication, structured planning, and working in team environments for successful leadership.

Alongside this, a significant portion of Day 1 was dedicated to refining our personal style of values-based leadership. Through a values identification exercise, I really appreciated the opportunity to revisit and refine my personal values, ultimately crafting a values statement that reflects my leadership approach. In particular, completing a re-assessment of core values identification encouraged me to reflect on how my leadership values have evolved over the past nine months. While kindness and respect remain central to how I lead, I noticed how teamwork and self-belief have grown in importance as I have gained more experience through the Laidlaw programme and university life. This process deepened my understanding of leadership as constantly evolving, particularly driven by the amazing opportunities I have had through the Oxford Character Project and leadership roles in university life.

Finally, another valuable exercise on Day 1 was creating an individual ‘Wheel of life’ and ‘Wheel of LiA’. By mapping out and rating different aspects of our lives and LiAs, we were able to visualise where we feel confident, and where there may be gaps. This provided a useful overview of my preparedness, and highlighted areas requiring further attention before my LiA begins. Relatedly, hearing from other scholars about their own planned summer projects not only broadened my perspective on the range of LiA experiences, but also helped to develop a sense of shared purpose and community.

Day 2 built on these foundations, shifting more towards how we can apply our leadership skills in real-world settings. We began with reflections on the previous day before hearing from Dr Nikki Rutter on ‘Voluntourism vs Volunteering’. This session was particularly insightful in highlighting the challenges associated with volunteering abroad, and what we might do to ensure that our LiA projects are completed ethically and in a non-extractive way. It also made me more aware of my own positionality coming into the LiA in an unfamiliar environment.

One of the most engaging activities of the two days was the spaghetti tower challenge – it is definitely easier said than done to build the highest tower to support a marshmallow out of 20 pieces of spaghetti and Sellotape! Working in a small group under time pressure required effective communication, adaptability, and teamwork, and I found it a fun and engaging way to learn more about group dynamics and how individual leadership styles can complement each other to solve a task. I found that my increased confidence in teamwork came through strongly here, as I contributed ideas and felt I supported the group to successfully build our tower!

Later in the day, we attended a seminar on hazard, risk, and resilience, led by Dr Malamud. This was followed by a group task where we planned and presented a response to a natural disaster scenario. This provided another opportunity to practise leadership skills in a collaborative environment, and also for me to challenge myself to step outside my comfort zone by presenting my group’s ideas.

The training also allowed me to consider specific personal areas for further leadership development. In particular, I want to continue building my ability to deal with uncertainty with bravery. While I feel I have developed confidence in structured environments, I am aware that I still feel challenged in unfamiliar environments such as those I will be exposed to through my LiA. To address this, I plan to use tools such as the Virtuosity app to incorporate daily practices, and to continue to take opportunities in wider university life that stretch me outside my comfort zone.

Overall, the training has had a meaningful impact on how I view leadership. It reinforced the importance of clear communication, particularly through tools like the SBI model, and emphasised the need for ethical, values-driven decision-making. It also provided opportunities to observe and learn from the leadership styles of others, both facilitators and fellow scholars, which will continue to inform my own approach.

Looking ahead, I plan to build on this experience by continuing to refine my values-driven leadership, applying the practical tools I have learned, and finalising preparations for my LiA. While I am aware that there is always room for leadership growth, I feel more prepared to approach my LiA with a thoughtful, reflective, and responsible leadership mindset.  A big thanks to Graeme, Dr Rutter, Dr Malamud, Kamil and Chantelle for their time and effort over the two days and across the programme, and best of luck to my fellow 2025 scholars going into their LiAs this summer!