Liverpool City Region Race Equality Hub Shadowing Programme

• GraceHola Ltd
• National Careers Service
• The Clatterbridge Cancer Centre NHS Foundation Trust
• Merseyside Police
• Knowsley Council
• Torus
• Liverpool Royal Court Theatre
• Pacesetters Merseyside
• Fire & Rescue Service
• Liverpool City Region Race Equality Hub
• Liverpool Everyman & Playhouse Theatre
• Heart4Refugees
• University of Liverpool
• Wirral Multicultural Organisation
• University Hospitals of Liverpool Group NHS
• Mersey and West Lancashire Teaching Hospitals NHS Trust
• National Museums Liverpool
• The Black-E (Connecting artists and communities)
• Wirral Change (For all ethnic minority people)
• NHS Cheshire and Merseyside
• Liverpool City Council
• Wirral Borough Council
• NICE (National Institute for Health and Care Excellence)
• Alder Hey Children’s NHS Foundation Trust
• Liverpool John Moores University
• WODIN (Women of Digital Inclusion)
• Central Liverpool Primary Care Network
• St Helens Borough Council
• One Wirral CIC
• Mersey Care NHS Foundation Trust
• The City of Liverpool College
• Metro Mayor Liverpool City Region
• Blue Sky Consulting

Role and organisation:
Compliance officer, HMRC.

My shadowing journey:
I shadowed the group finance director at Torus Group. I had the privilege of attending stakeholders’ meetings, observing various leadership styles, including communication, behaviours and deliberations at work. I have been able to build confidence and resilience, and I have built the capacity needed for my career growth.

Outcomes:
My SMART goals were achieved. I am able to plan, forecast and implement changes to emerging markets regardless of the economic growth in an organisation. My objectives were all ticked off, and career support was given to enhance my career growth.

Challenges that I faced and my approach to overcoming them:
Initially, I would be unable to achieve my aims. My senior leader made the whole journey seamless, not just walking me through the programme professionally, but she went above and beyond to see me succeed in my career path. She offered some tips that were useful for my career journey.

My reflective message:
I appreciate the Race Equality Hub and GraceHola Ltd for this great initiative. To other aspiring leaders, never undermine your potential. To senior leaders, thank you for making space and continuing to be allies in action.

Role and organisation:
Clinical director of ophthalmology at Southport and Ormskirk Hospital, Mersey and West Lancashire NHS Trust.

My shadowing journey:
I shadowed the Group Chief Medical Officer at NHS Liverpool University Hospitals Group (UHLG). I sat as an observer in top-level meetings with him. This was an avenue to study leadership behaviours from the sidelines. However, my most valuable learning was in our one-to-one sessions. We discussed pertinent issues that gave me insight into senior leadership thinking and planning.

Outcomes:
The one-to-one enabled me to think differently and like an expert.

Challenges that I faced and my approach to overcoming them:
I am happy to say that I did not experience any challenges during the programme.

My reflective message:
Thanks to the LCR Race Equality Hub for introducing me to my senior leader. I know I have a friend and a mentor for life, and I hope that our communication continues even when this programme ends. Thank you to GraceHola Ltd for this great initiative.

Role and organisation:
Registered mental health nurse, Mersey Care NHS Foundation Trust.

My shadowing journey:
I shadowed the deputy director of nursing and AHPs at Liverpool Women’s University Hospital, part of the NHS University Hospitals of Liverpool Group (UHLG). I had the opportunity to visit them face-to-face at the hospital, and other times we had Teams meetings and phone calls. This exposure has allowed me to observe her and understand how my journey can be guided as I qualified during the period of this course. I have learnt leadership skills, the wheel of life and the roles in nursing, including how to shape my career and the possible options to look out for as I begin my journey in nursing. This access has made me feel empowered and in a safe place where issues that arose in my work were discussed. I have taken on lots of different guidance and am going gradually as the journey progresses for me.

Outcomes:
My goal was to understand the strategies and leadership skills that would be needed for my role in nursing. I am newly qualified and still trying to find my feet, but unexpected changes on the site I was posted meant I had to be taken to another site. I discussed with my senior leader, and it felt reassuring because I was supported to go through the journey. I have not been able to maximise the experience to my satisfaction; however, I have used the opportunity with my leader and would continue to need this support if possible, as I go along in this new job role that I have. The plan is set with the leadership skills passport shared with me by my leader. I am getting settled in my role gradually and getting to understand how I can tailor this in my new role. I have had clinical supervisions in the new role and have not gone in-depth to discuss any of my aspirations yet; however, I mentioned that I would like role-specific training and skills to grow in my career.

Challenges that I faced and my approach to overcoming them:
My challenge was firstly being moved out of the service; I was initially informed I would be working after my management placement finishes, without any concrete information. It affected everything about me. I had a discussion with my leader, who helped me go through the process. I am still trying to settle into the new team, understanding how they work, what pathway it would require, how I can fit into the area of care and how to give back to the system as well. I am gradually taking it in and opening myself to asking questions from the line manager for supervision.

My reflective message:
I would like to say thank you for the opportunity given to me to know so many professionals, learning from how they work and from their journey. I would like to continue to be associated with the organisers of the programme – GraceHola Ltd, my senior leader, my workplace, Mersey Care NHS Foundation Trust and everyone whom I have met in the course of the programme. I will be grateful for more exposure to help me in my new career. I would like to keep in contact with the leader and GraceHola Ltd. Thank you.

Role and organisation:
Business intelligence manager, NHS Cheshire and Merseyside Integrated Care Board.

My shadowing journey:
As part of my development towards becoming an ethnically diverse leader, I was privileged to shadow the director of integration at Mersey and West Lancashire Teaching Hospitals NHS Trust. This experience offered invaluable exposure to strategic leadership, including attending executive planning meetings focused on population health priorities. I actively participated in workshops where my insights and expertise were welcomed and encouraged, allowing me to contribute meaningfully. It did feel empowering to be in those spaces I would normally only provide the data for discussion. The journey has deepened my understanding of strategic decision-making and strengthened my confidence in influencing change, reinforcing my commitment to inclusive leadership and driving forward equitable outcomes and access across the health system.

Outcomes:
My goals for this shadowing programme were rooted in personal and professional growth. I set out to banish the imposter syndrome that often undermines my confidence, and to speak with clarity, conviction, and assertiveness. I wanted to recognise and own my worth, especially in spaces where I present information or analysis I’ve developed and contribute meaningfully. A key aim was to embrace my identity as an educated Black woman, bringing my lived experience and professional expertise to leadership conversations, as I am passionate about health inequalities. This journey was about stepping into senior leadership with authenticity, courage, and a commitment to driving inclusive change.

Challenges that I faced and my approach to overcoming them:
One of the biggest challenges I faced during this shadowing programme was entering strategic spaces where I was often the only person from an ethnically diverse background. This triggered feelings of doubt and the sense that I didn’t belong. To overcome this, I made a conscious effort to introduce myself to others, describe in a few words that I was here to shadow, but also what I can offer from my knowledge and expertise. My mentor played a vital role in reassuring me that I was welcome and that my voice mattered. Their encouragement helped me embrace my presence, speak up, and recognise the value I contribute to these important conversations.

My reflective message:
I would like to extend my heartfelt thanks to the LCR Race Equality Hub and GraceHola Ltd, and my mentor for this transformative shadowing experience. It has boosted my confidence and helped me confront long-held, suppressed anxiety that can cloud my ability to recognise my full potential. I think I feel ready to take the next step in my career. This opportunity enabled me to network beyond my usual circles, forming professional relationships that I could use in the future. It also encouraged me to reflect more deeply on conversations with colleagues, following up after meetings to ensure clarity, understanding, and to explore where I could have added further value. My last point is that everyone needs a mentor. Occasionally, you need someone to listen to your fears or the challenges you face being from an ethnically diverse background, to be an ally to challenge the narrative, and to hopefully see a more inclusive workforce at senior levels.

Role and organisation:
Engagement lead, Liverpool City Council.

My shadowing journey:
During my shadowing experience with Dave Sweeney, associate director of sustainability and partnerships at NHS Cheshire and Merseyside, I gained valuable insight into meetings and decision-making at a senior leadership level. Observing how Dave and other senior leaders approached discussions gave me a clearer understanding of how strategic decisions are made and how collaboration plays a key role in effective leadership. Dave offered me excellent advice on how to build confidence in meetings, including the importance of preparation, maintaining a positive and professional presence, and speaking up even when feeling unsure. His guidance helped me realise that confidence often comes from being well-informed and trusting my own perspective. Outside of the shadowing experience, I benefited greatly from one-to-one meetings where Dave shared advice on professional growth and workplace behaviour. I learned the value of being proactive, asking thoughtful questions, and continuously seeking opportunities to learn. He also encouraged me to stay organised, manage my time effectively, and maintain a positive attitude even when faced with challenges. Overall, the experience was extremely valuable. It helped me grow in confidence, develop my communication and leadership skills, and gain a deeper understanding of how senior professionals in the NHS work collaboratively to drive sustainability and partnership initiatives.

Outcomes:
The experience helped me build my confidence and feel more comfortable communicating in professional settings. By observing and learning from senior leaders, I became less intimidated when engaging with people in senior positions. I also developed a better understanding of how to handle difficult situations calmly and professionally. This experience clarified my personal goal of improving my confidence and communication skills, and it gave me the practical tools and mindset to approach future challenges with greater assurance and professionalism.

Challenges that I faced and my approach to overcoming them:
One of the main challenges I faced was not having as many shadowing opportunities as I would have liked. Some meetings involved sensitive information, which limited my ability to attend. However, through mutual understanding with the team, I was still able to make the most of the opportunities I did have. I focused on observing key discussions, asking questions afterwards, and reflecting on what I learned. This helped me continue developing my confidence and understanding of professional environments, even with limited access.

My reflective message:
I would like to thank Dave Sweeney for giving me this valuable opportunity. Shadowing him provided great insight into senior leadership and helped me build confidence in professional settings. My advice to other aspiring leaders is to set clear goals early and make the most of every learning opportunity. I would also recommend arranging one-to-one meetings outside of shadowing sessions, as these can help build stronger relationships, provide additional guidance, and offer space to ask questions and reflect on your development. I am very grateful for the support and encouragement I received throughout this experience.

Role and organisation:
Registered nurse, NHS University Hospitals of Liverpool Group.

My shadowing journey:
As part of the LCR Shadowing Programme, I shadowed Alex Spearritt, the acting divisional director of allied health professionals at Liverpool University Hospital NHS Foundation Trust, now part of the NHS University Hospitals of Liverpool Group (UHLG). Alex has changed roles, and she is now the chief allied health professional at University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT). I attended strategic meetings, governance discussions, and service improvement sessions (with other senior leaders as well), etc, gaining insight into decision-making at a senior level. I observed how leadership, staff wellbeing, and interprofessional collaboration influence patient care and operational delivery. A standout experience was seeing how complex risks and incidents are escalated and managed, highlighting the link between governance, accountability, and quality improvement. Being in these spaces, which I wouldn’t usually access, gave me a deeper appreciation of strategic leadership and the impact it has across the trust.

Outcomes:
My goal was to gain insight into strategic leadership and governance within the Trust. Shadowing Alex allowed me to observe decision-making, risk management, and workforce oversight firsthand, which clarified how senior leaders balance operational demands with patient care. The experience boosted my confidence in engaging with leadership discussions and strengthened my understanding of quality improvement processes. I also expanded my professional network by connecting with leaders across departments. Overall, it reinforced my ambition to pursue a management or governance-focused role in healthcare, and I now feel better prepared to take steps toward this career path.

Challenges that I faced and my approach to overcoming them:
Initially, I found it challenging to navigate senior-level meetings and understand the complex governance and strategic discussions. At first, I felt unsure about where and how I could contribute meaningfully. I overcame this by actively observing, taking detailed notes, and reflecting after each session. I also asked clarifying questions when appropriate, which helped me understand processes and decisions more clearly. Gradually, I gained the confidence to contribute insights and engage in discussions. This approach allowed me to make the most of the shadowing experience, build confidence in a senior leadership environment, and feel more prepared for future roles.

My reflective message:
Many thanks to the LCR Race Equality Hub and GraceHola Ltd for this incredible opportunity, and to senior leaders, especially Alex, for sharing your expertise, making space for meaningful learning, and becoming my ally. I am also grateful to all other leaders I observed, whose mentorship, expertise, and inspiring professionalism were equally impactful. Thank you for being open to empowering journeys like mine. To aspiring leaders: seize every opportunity, challenge yourself to learn, and recognise the value you bring your contributions can create real, meaningful change.

Role and organisation:
Administrative assistant, Mersey and West Lancashire NHS Trust.

My shadowing journey:
I shadowed Alison Lee, director of transformation at NHS Cheshire and Merseyside. I attended various board meetings and council meetings, thanks to her support. I was able to attend these senior-level meetings, thanks to this programme, and I am glad I overcame my hesitation while applying for it.

Outcomes:
Attending board meetings with my senior leader and her colleagues has helped pique my interest in managerial roles. While my current job allows me to help the patients I work with, these sessions made me realise that in a senior position, I can try to positively impact wider communities as well. I’m planning on applying for roles that would help me reach this position, or something similar, in the future.

Challenges that I faced and my approach to overcoming them:
It was a bit daunting at the beginning as I was the only visibly Muslim/hijabi-wearing woman in those sessions, and honestly, at first, I felt a bit out of place. But as time went on and after receiving a welcome from all the other leaders and reps, I started getting comfortable and confident being there. It made me realise that I deserve to be in similar settings just as much as others.

My reflective message:
Firstly, I can’t thank GraceHola and Race Equality Hub enough for organising such an important programme for the BAME community. This was an experience I truly needed, and being part of it has helped me build valuable connections while opening my mind to career paths I hadn’t considered before. I can’t recommend this enough. To anyone reading this, if you see a similar programme advertised, do not hesitate to apply. It could be one of the best decisions you make for both your career and personal growth.

Role and organisation:
Centre manager, Christian Against Poverty (CAP) Wallasey.

My shadowing journey:
I was fortunate to shadow the director of digital and transformation at Liverpool City Region Combined Authority (LCRCA). Although my senior leader was a very busy individual, she created ample time for me to sit in on different project meetings, some of which allowed me to voice my input. I felt valued and part of the team, which gives me the confidence to start thinking about how to move forward in the corporate and professional spaces.

Outcomes:
My goals were to build my confidence in a senior professional environment and understand the strategic leadership settings and operations. This experience has provided me with a great insight into the back-end planning of different projects, the expertise, the stakeholders, the dynamic of everyone involved and the drive to see each project succeed.

Challenges that I faced and my approach to overcoming them:
It was initially very difficult to get the time to meet up with my senior manager due to busy schedules on both sides. But my senior manager ensured we met on two occasions on Teams, which helped to get rid of any awkwardness and get to know each other. With persistence from both sides, I have managed to experience the one-on-one discussion, the group meeting and summits.

My reflective message:
I am very grateful for the opportunity provided by Race Equality Hub and GraceHola for creating the avenue for people to explore what is possible. To others who are still thinking about it, stop thinking, just do it. It will not only boost your confidence, but you will also gain high-level networks of professional individuals who can encourage, direct and support in your leadership journey. To my senior leader, I am grateful for accepting me, encouraging me, inspiring me and supporting me, thank you.

Role and organisation:
Customer service representative, Hapag Lloyd UK.

My shadowing journey:
I was paired with the creative director of Everyman Theatre, Liverpool, for my shadowing journey. Although from a different sector, I used the opportunity to learn about leadership within the arts and charity space. I attended forums with arts professionals exploring class and theatre, observed meetings with potential funders discussing capital development plans, and engaged in reflective discussions on leadership growth. A standout moment was witnessing how effectively the leadership team aligned funding proposals with funders’ missions. This experience deepened my understanding of advocacy, collaboration, and strategic leadership skills. I aim to apply this to the foundation I currently lead.

Outcomes:
My goal was to develop stronger leadership insight, particularly in the third sector and community-focused organisations. Through this experience, I gained confidence in engaging with senior leaders, understanding board-level decision-making, and aligning organisational goals with stakeholder priorities. Observing strategic discussions and funding meetings clarified how leadership, advocacy, and preparation drive impact. Overall, the experience boosted my confidence, expanded my network, and reaffirmed my ambition to pursue leadership opportunities that create positive and measurable change within communities.

Challenges that I faced and my approach to overcoming them:
At first, I felt slightly out of place since my mentor’s background in the creative sector was different from my own professional field. However, I chose to view this as an opportunity to broaden my perspective and learn transferable leadership skills. By asking questions, actively observing, and reflecting after each session, I discovered many parallels between arts leadership and charity governance. My mentor’s encouragement and openness helped me overcome self-doubt and engage more confidently. This experience taught me that leadership principles, vision, collaboration, and adaptability transcend sectors, and that my voice and perspective add meaningful value.

My reflective message:
A heartfelt thank you to the LCR Race Equality Hub, GraceHola Ltd, and all senior leaders for creating such an empowering platform. This shadowing experience has been truly transformative, opening doors, building confidence, and expanding my understanding of leadership across sectors. To my mentor, thank you for your time, guidance, and genuine support throughout this journey. To other aspiring leaders, believe in your abilities and embrace every learning opportunity, even outside your comfort zone. Growth often happens in unexpected spaces, and with courage and consistency, we can all contribute to more inclusive, impactful leadership across our communities.

Role and organisation:
Recruitment manager, The City of Liverpool College.

My shadowing journey:
I shadowed the workforce development and OD manager at Knowsley Council. This experience gave me valuable insight into different management styles and approaches to leadership within another HR function. I had the chance to network with colleagues, share operational processes, and explore creative ways of working. Observing how strategic decisions are made and implemented was particularly insightful. The experience broadened my perspective, enhanced my confidence, and reinforced the importance of collaboration, innovation, and continuous learning in the workplace.

Outcomes:
My goal was to map out a five-year plan to move into a strategic HRBP role. After starting the programme, my mentor highlighted that I was already closer to this goal than I had realised. Shadowing my mentor boosted my confidence and helped me recognise the skills and capabilities I already possess. This experience reignited my ambition to further develop my leadership abilities and actively pursue progression. As a result, I achieved a management position, moving from recruitment specialist to recruitment manager. This has strengthened my commitment to continuous professional growth and enabled me to apply a strategic mindset in my current role.

Challenges that I faced and my approach to overcoming them:
One of the main challenges I faced was balancing the demands of my day-to-day workload with taking time to focus on my personal development. At times, it was difficult to dedicate space for reflection and learning activities. Through this, I realised I wasn’t allowing enough time for my own growth. I’m continuing to overcome this by communicating openly with my line manager about my goals and progression, and by making a conscious effort to reflect and self-evaluate. This has enhanced my self-awareness and reinforced the importance of prioritising personal development.

My reflective message:
Thank you to the LCR Race Equality Hub, GraceHola Ltd, and to my senior leader for creating such an empowering and inspiring opportunity. The experience has truly helped me to recognise my own potential and strengthened my confidence to continue progressing in my career. To other aspiring leaders, I would say believe in yourself, embrace every learning opportunity, and don’t be afraid to take up space. Growth often happens when you step outside your comfort zone, and this programme has reminded me of the value of doing just that.

Role and organisation:
Administration services manager, NHS University Hospitals of Liverpool Group.

My shadowing journey:
I shadowed the executive managing director of Aintree University Hospital, now part of the NHS University Hospitals of Liverpool Group (UHLG). I had the privilege of attending a board meeting and observing firsthand how strategic decisions are made. I also had the privilege of accompanying the executive MD as a staff mentor on his aspiring chief executive programme. It gave me invaluable insights into leadership and also gave me the opportunity to network with other Senior Leaders and their mentors from other Trusts.

Outcomes:
I have gained a lot of confidence, expanded my professional network, and gained valuable insights into current leadership themes and trends. More than anything, I have been able to articulate my vision for the NHS and to get very positive feedback from my mentor.

Challenges that I faced and my approach to overcoming them:
I lacked confidence due to self-limiting beliefs, due to a language barrier and my lived experience as a person from a different ethnic background. However, the very first meeting with my mentor put all my fears at ease, and we developed a very healthy symbiotic relationship in aiding each other on our respective programmes.

My reflective message:
I want to thank the Race Equality Hub and GraceHola Ltd for their vision in putting together this programme for aspiring leaders. It has been a very successful venture for me personally. I have met people and been in places I thought were beyond me. I want to thank my mentor, Peter Turkington, for meeting me at my level and helping me see the immense possibilities before me.

Role and organisation:
Resident doctor, Mersey and West Lancashire Teaching Hospitals NHS Trust.

My shadowing journey:
I had the incredible opportunity to shadow Dr Manis Gautam, a Respiratory Medicine Consultant and Deputy Director of Medicine at the Royal Liverpool Hospital, part of the University Hospitals of Liverpool Group (UHLG). I observed departmental and executive meetings, gaining insight into how clinical leadership shapes both patient care and staff wellbeing. It was fascinating to see how strategic decisions balance patient needs with operational challenges. What stood out most was Dr Gautam’s leadership style, clear, focused, yet warm and approachable. He held people accountable while making them feel valued, showing me that great leadership is about connecting with people as much as managing systems.

Outcomes:
I set out to learn more about strategic leadership and build confidence connecting with senior decision-makers. Shadowing Dr Gautam was transformative; it showed how clinical expertise and operational leadership come together, making effective leadership feel real and achievable. The experience gave me the courage to share ideas within my team and inspired me to think beyond my clinical role. It also motivated me to build stronger professional connections and grow as a clinician who leads with empathy, inclusivity, and a shared sense of purpose.

Challenges that I faced and my approach to overcoming them:
I felt out of my depth around senior leaders at first, so I focused on observing, listening, and taking notes to understand their decision-making, which could feel overwhelming at times. Though I didn’t speak up much, watching strong leadership in action taught me a lot about communication, teamwork, and decision-making. The experience has given me insight and perspective that I’m now ready to apply in my own leadership and professional roles.

My reflective message:
Thank you to the LCR Race Equality Hub and GraceHola Ltd for creating this programme. I’d also like to give a special thank you to Dr. Gautam for welcoming me so openly, sharing his time and insights, and showing me what leadership with kindness and integrity looks like. Even just observing how he listens, guides, and supports his team was inspiring. He is truly someone who has shown that if you believe in something, you can achieve it. His encouragement and example have motivated me to think bigger and aspire to lead with the same warmth and clarity.

Role and organisation:
Assistant business manager and administrative, NHS University Hospitals of Liverpool Group (UHLG).

My shadowing journey:
My shadowing experience with the Liverpool City Region Combined Authority, where Jeanette Townson (Customer Experience Manager, Franchising) and Victoria Blair (Programme Manager) served as my senior leaders, was a transformative opportunity to explore sustainable and inclusive transport strategy in action. I observed senior leaders in high-level meetings, including: Bus Franchising Delivery, the Key Route Network, and Strategic Highways, gaining first-hand insight into how complex transport policies are shaped, discussed, and implemented. I contributed to policy discussions on bus lane enforcement, exploring the balance between regulation, equity, and commuter needs. Supporting the Catch the Bus Month campaign allowed me to engage directly with the public, coordinate logistics, and gather community feedback to inform future initiatives. Through participation in governance boards and mentoring conversations, including with the commercial and finance manager, I developed a deeper understanding of leadership accountability, financial strategy, and cross-departmental collaboration. These experiences sharpened my critical thinking, boosted my confidence in public speaking, and strengthened my ability to communicate effectively with diverse stakeholders.

Outcomes:
This shadowing experience exceeded my expectations and was truly enlightening and impactful. I began the programme eager to understand strategic leadership in public sector transport, and I emerged with a clear vision of the inclusive, values-driven leader I aspire to be. I developed a deeper appreciation of how environmental sustainability, financial constraints, and social equity intersect in transport policy. The experience sharpened my critical thinking, boosted my confidence in public speaking, and enhanced my ability to engage diverse stakeholders. Most importantly, I now understand how strategy connects to delivery, and how inclusive leadership demands both conviction and collaboration.

Challenges that I faced and my approach to overcoming them:
Navigating complex policy discussions and technical transport terminology was initially daunting. I often felt like an outsider in high-level meetings. To overcome this, I committed to active listening, asked thoughtful questions, and sought guidance from my senior leaders. I also dedicated time to independent learning, reading policy documents and transport strategies to build my knowledge base. Another challenge was balancing shadowing responsibilities with my existing workload. I managed this by setting clear priorities and communicating openly with my team. These experiences taught me resilience, adaptability, and the value of preparation, all essential traits for effective leadership in dynamic environments.

My reflective message:
Representation matters. This programme has shown me the power of visibility and the importance of creating space for diverse voices in leadership. When people from underrepresented backgrounds are present at decision-making tables, policies become more inclusive and reflective of the communities they serve. I encourage aspiring leaders to step forward with confidence, seek out opportunities to learn, and never underestimate the value of their lived experience. Leadership is not about having all the answers, it’s about asking the right questions, listening deeply, and leading with integrity. We all have a role to play in shaping a fairer future.

Role and organisation:
Migrant community well-being project worker at Wirral Multicultural Organisation.

My shadowing journey:
I shadowed the director of One Wirral CIC charity organisation. I had the opportunity to sit beside her in a room. Discussed with her about my career development individually. She shared her experiences with me and guided me in many ways. This is not only a mentee and mentor connection, but more than that. She personally gave me more opportunities to build up my career.

Outcomes:
She boosted my confidence level more than I expected. Also, she agrees to meet with me continuously in the future. I really feel that this programme has provided me with a brilliant friend who has an interest in shaping my career going forward.

Challenges that I faced and my approach to overcoming them:
In the beginning, I was completely lost because I didn’t have a plan on how best to learn from this programme. Then my senior leader sat with me, listened to my past work experience in Sri Lanka and the UK and guided me through her wide experience. She came to my office and enjoyed the coffee morning. Also, she participated in my client meeting and encouraged my work.

My reflective message:
A heartfelt thank you to the Race Equality Hub and GraceHola Ltd for believing in us and for the invaluable opportunity provided through the leadership training programme. The experience has been both empowering and transformative, equipping us with new insights, confidence, and practical tools to lead with purpose and impact. I am truly grateful for the mentorship, support, and networking opportunities that came with this journey. The sessions have inspired me to keep growing, collaborating, and contributing positively within my professional and community spaces.

Role and organisation:
General practitioner, Warrington and Halton Teaching Hospitals NHS Foundation Trust.

My shadowing journey:
I shadowed the medical director of Mersey and West Lancashire Teaching Hospitals NHS Trust. I had the opportunity to sit in on the trust board meetings, primary and secondary care interface meetings. This exposed me to how primary care and secondary care work together.

Outcomes:
My goal was exposure and networking, and to meet people who work in my setting and observe them in their line of duty.

Challenges that I faced and my approach to overcoming them:
Challenges were time management. As a GP myself, time was a constraint. Many meetings were during my workday. The virtual meetings were easy to merge with my day, but the face-to-face ones were difficult to attend, especially if I did not have enough notice.

My reflective message:
I am grateful to LCR REH and GraceHola for this opportunity, and I hope that more aspiring leaders will get this in future.

Role and organisation:
General practitioner, Warrington and Halton Teaching Hospitals NHS Foundation Trust.

My shadowing journey:
Shadowing Clare Morgan, Director of Impact and Partnerships at NICE, was an inspiring experience. Despite her busy schedule, she took time to mentor me, offering deep insights into leadership and the organisational values that drive NICE. Observing her in meetings and receiving regular feedback helped me appreciate the balance between strategic vision and compassionate leadership. My one-to-one discussions with senior leaders further broadened my understanding of influence and collaboration at higher levels. Working on our SMART goals together reinforced the importance of clarity, accountability, and growth. It has truly been a transformative journey.

Outcomes:
The outcome of this experience has been truly rewarding. I have had the opportunity to become involved in research work, which has broadened my understanding of evidence-based practice and policy development. This experience has also allowed me to build meaningful professional connections, and I intend to maintain contact with the leaders and mentors I met during my time at NICE. It has significantly expanded my professional network within my career field, opening doors to future collaboration and learning. I am hopeful that these connections and insights will positively influence my ongoing professional growth and contribution to healthcare improvement.

Challenges that I faced and my approach to overcoming them:
One of the main challenges I faced was adjusting to the pace and complexity of work at a national-level organisation like NICE. The volume of information and the depth of analytical discussions in meetings were initially overwhelming. I also found it challenging to fully grasp the wider strategic implications behind policy decisions, as they often involved multiple stakeholders and long-term planning. However, these challenges ultimately strengthened my adaptability, critical thinking, and confidence in engaging with senior leadership discussions, especially as I began attending more meetings and gradually building my confidence to contribute and participate more actively.

My reflective message:
A heartfelt thank you to the Race Equality Hub and GraceHola Ltd for believing in us and for the invaluable opportunity provided through the leadership training programme. The experience has been both empowering and transformative, equipping us with new insights, confidence, and practical tools to lead with purpose and impact. I am truly grateful for the mentorship, support, and networking opportunities that came with this journey. The sessions have inspired me to keep growing, collaborating, and contributing positively within my professional and community spaces.

Role and organisation:
Administration assistant, Mersey and West Lancashire Teaching Hospitals NHS Trust.

My shadowing journey:
I shadowed Ronnie Clawson, the group director of ICT & transformation at Torus Group. Throughout the programme, I attended a range of meetings, including the People Services Performance Clinic, the People & Culture Assurance Group, Quarterly Transformation & Change Management Assurance Group, as well as virtual sessions with HR professionals from both Torus and the Civil Service. These experiences provided a valuable insight into strategic leadership, performance monitoring, and people management. What stood out most was observing how data-driven insights, collaboration, and clear communication shaped decision-making.

Outcomes:
My goal was to strengthen my leadership skills, build confidence, and gain deeper insight into how effective leaders navigate challenges. The shadowing experience exceeded my expectations. It clarified my career direction and significantly boosted my confidence to lead and influence at higher levels. Observing senior leaders and receiving feedback helped me enhance my strategic thinking and decision-making. I also built valuable professional connections and learned practical strategies to apply. This experience has motivated me to actively pursue a leadership position in future and continue developing as a confident, impactful leader.

Challenges that I faced and my approach to overcoming them:
I often felt hesitant about engaging in group discussions, unsure if my contributions would add value, and initially thought my previous HR experience was very different from how HR operates here. However, through conversations with my senior leader and senior HR professionals, as well as observing leadership meetings, I gained confidence in my skills and their transferability. Seeing how leaders communicate and make strategic decisions helped me overcome self-doubt and recognise the value I can add. This experience has strengthened my confidence to participate in discussions at a strategic level and pursue senior HR roles.

My reflective message:
I am grateful to the LCR Race Equality Hub, GraceHola Ltd, MWL NHS Trust, Ronnie Clawson, and all the senior leaders who supported my shadowing journey. Their guidance, openness, and willingness to share insights made the experience inspiring and transformative. Observing leadership in action and receiving mentorship has boosted my confidence, clarified my career goals, and highlighted the value of diverse perspectives in decision-making. To the aspiring leaders, embrace every learning opportunity, actively engage in discussions, and seek feedback. These experiences are invaluable for growth, building confidence, and developing the skills needed to succeed in leadership roles.

Role and organisation:
Pre-registration pharmacist, Daveys Chemist, Liverpool.

My shadowing journey:
I shadowed Paul Sanderson, the chief pharmacist at Alder Hey NHS Foundation Trust. I attended executive planning meetings, gaining firsthand insight into how leadership decisions are made. One of the meetings I particularly found helpful was a Clinical Development Evaluation Group meeting, where a multidisciplinary team evaluated the benefits and risks of introducing new medicines for paediatric use and reached unified decisions. Observing the discussion gave me a real sense of how collaborative decision-making works at this level. Being part of these conversations broadened my understanding of the chief pharmacist’s role and strengthened my ambition to develop leadership skills that drive meaningful change in pharmacy practice.

Outcomes:
The shadowing experience helped me achieve my goals of understanding effective leadership styles in hospital pharmacy and the responsibilities of a chief pharmacist. Observing Paul in different meetings demonstrated how leaders balance competing priorities while supporting collaboration. It provided valuable insight into senior-level decision-making and how strategic choices influence patient care. Being a part of this programme reinforced my ambition to develop leadership skills that support innovation, teamwork, and positive outcomes in pharmacy practice.

Challenges that I faced and my approach to overcoming them:
Time constraint has been the major challenge, but we worked around it positively with the help and support from my senior leader, Thanks, Paul.

My reflective message:
I would like to thank the LCR Race Equality Hub and GraceHola Ltd for creating this incredible opportunity to observe leadership in action. To senior leaders like Paul, thank you for welcoming aspiring leaders into your space and providing an example of how thoughtful leadership shapes patient care and team success. To other aspiring leaders, embrace every chance to learn from those around you!

Role and organisation:
Unit co-ordinator, Mersey Care NHS Foundation Trust.

My shadowing journey:
I had the privilege of shadowing the assistant director of nursing at Mersey Care NHS Foundation Trust, where I observed executive-level decision-making and inclusive leadership in practice. I attended strategy and governance meetings, gaining valuable insight into how fairness, equity, and compassionate care are embedded within organisational priorities. Witnessing how my mentor navigated complex challenges while maintaining a clear focus on staff wellbeing and inclusion was truly inspiring. The experience highlighted the limited ethnic diversity within senior leadership teams, strengthening my determination to become an advocate for underrepresented voices and to promote inclusive leadership across the Liverpool City Region.

Outcomes:
My goal was to develop a deeper understanding of strategic and inclusive leadership within the NHS. Shadowing my mentor significantly enhanced my confidence in engaging with senior leaders and contributing meaningfully to discussions on equality, diversity, and inclusion. The experience clarified my leadership aspirations—to champion ethnically diverse talent and embed inclusion within organisational strategy. It also expanded my professional network, enabling me to connect with influential leaders who share a commitment to equity and representation. I now feel more equipped to mentor others and advocate for meaningful, sustainable change within my sphere of influence.

Challenges that I faced and my approach to overcoming them:
At the outset, I experienced a sense of uncertainty about my place within senior leadership spaces, particularly noting the lack of ethnic diversity among teams. However, through guidance from my mentor and self-reflection, I recognised the importance of representation and the value of my unique perspective. I overcame these challenges by engaging more confidently in discussions, contributing my insights on inclusion, and seeking feedback to strengthen my understanding. This process not only enhanced my confidence but also reinforced my commitment to creating spaces where diverse voices are heard, valued, and empowered to lead.

My reflective message:
I am sincerely grateful to the LCR Race Equality Hub, GraceHola Ltd, and my mentor for providing such a transformative opportunity. This programme has reinforced my belief in the power of inclusive leadership and the need to champion diversity at every level. To aspiring leaders: your voice and presence matter; embrace them with confidence. To senior leaders: thank you for modelling allyship and creating pathways for ethnically diverse leaders to thrive. Together, through continued collaboration and accountability, we can build a healthcare system that truly reflects and serves the diverse communities it represents, positively within my professional and community spaces.

Role and organisation:
Managing director, Liverpool Advocates For Windrush.

My shadowing journey:
I shadowed the executive director of the Heart4Refugees, Wirral. I shadowed the planning and executive meetings, observed staff–contractor support sessions and saw how volunteers and service-users were coordinated. My standout moments include trauma-informed decisions under pressure, rapid cross-agency collaboration to unblock urgent cases, and simple dashboards guiding priorities for scarce resources. Being trusted to sit in sensitive conversations provides me with the opportunity to observe calm, compassionate leadership in action. The experience gave me a practical model for balancing strategy with frontline realities and reinforced the value of clear communication, accountability and consistent follow-through.

Outcomes:
My goals were to clarify a progression path, build confidence in strategic settings and expand my network. Shadowing senior leaders demystified decision-making and confirmed I thrive at the policy–practice interface. I contributed to a live planning discussion, which boosted my confidence to speak up at work. I also gained two mentors and contacts across partner agencies. For my role as Managing Director of Liverpool Advocates for Windrush (LAW), the experience sharpened how I run board reporting, coordinate volunteers, embed trauma-informed practice and engage partners, practical changes I’m already implementing.

Challenges that I faced and my approach to overcoming them:
Imposter feelings surfaced early; I was the outsider in senior forums. I also struggled to track acronyms and fast-moving case updates. To move forward, I set a simple prep routine (read briefings, agree on objectives), asked for a glossary and debriefed with my host after each session. Time constraints were a structural challenge; I blocked reflection time and used a one-page action log. By week two, I was contributing through targeted questions and offering options. Feedback from leaders and my LAW team confirmed the value I added.

My reflective message:
Thank you to the LCR Race Equality Hub and GraceHola Ltd for opening doors and investing in our growth. I’m grateful to the senior leaders who shared their time, thinking and candour. Your allyship turned shadowing into practical learning I’m already applying at LAW. To aspiring leaders: you belong in these rooms. Prepare well, ask curious questions and seek feedback; confidence follows action. To senior leaders: please keep making space, removing bias and sponsoring talent. It changes careers and communities.

Role and organisation:
Project coordination, NHS University Hospitals of Liverpool Group.

My shadowing journey:
I shadowed the director of people at the Liverpool Women’s University Hospital, part of the NHS University Hospitals of Liverpool Group (UHLG). In the course of the programme, I had the opportunity to attend team meetings chaired by my senior leader as well as those chaired by other people under her management. I was also invited to wider executive meetings where other senior executives chaired. This allowed me to see a range of meeting chairing styles.

Outcomes:
My main goal was to develop confidence. Other goals were to observe and understand the thought pattern of the senior executive. The programme has provided me with a well-rounded development. I have improved myself, and I can now speak in meetings. I have also, through the programme, understood that confidence comes from proper preparation, which I have started to do. I have also had the opportunity to discuss my work challenges with my senior leader, who has advised me on steps to take. Overall, I have had a fantastic experience. I also had a goal of progressing in my career; this programme gave me the courage to apply for a senior leadership apprenticeship programme. The value of this programme cannot be quantified; it has indeed been a worthwhile one.

Challenges that I faced and my approach to overcoming them:
The only challenge would be time. There have been times when we had to cancel sessions due to diary clashes and unplanned meetings.

My reflective message:
I would like to say a heartfelt thank you to Race Equality Hub and GraceHola Ltd for this great opportunity. It has been a phenomenal experience. I am grateful for the thoughts and resources that went into the planning and execution of this programme. I am grateful to all the senior leaders. Thank you for sharing your wealth of knowledge with us. Thank you for being open and learning. Thank you for taking part in this programme; it goes to show your commitment to equality, and I hope this impacted you just as it did on me.

Role and organisation:
Finance manager, NHS University Hospitals of Liverpool Group.

My shadowing journey:
I shadowed the chief finance officer at the NHS University Hospitals of Liverpool Group (UHLG). I had great opportunities to sit in senior finance development meetings and observe leadership and strategic planning in real time. It was a valuable experience to think as a senior leader and see the bigger picture. This experience inspired me to take the next step — I successfully applied for a senior position and secured it! I’m excited to continue developing as a confident, impactful leader.

Outcomes:
My goal was to improve my strategic perspective and expand my network. I now feel more confident to lead conversations, understand the way senior managers view and plan things. I have also been introduced to a few senior managers.

Challenges that I faced and my approach to overcoming them:
My senior leader has a very busy calendar. I felt sorry that I was taking up more of his time. But he has always been supportive and encouraging. I have learnt the best use of our time is to be direct, tell him what I can offer and ask for opportunities/experience I want to get involved in. We have had a few conversations, and my senior leader has been very helpful with many things for me.

My reflective message:
Thank you to the Race Equality Hub and GraceHola Ltd for the great opportunity. To senior leaders: thanks for your time and for sharing all resources with me.

Role and organisation:
Development and operational manager, Wirral Change.

My shadowing journey:
I shadowed Andrea Vaz, the Chief Executive Officer at The Black-E in Liverpool. During this experience, I contributed to organising the African Routes 2025 event and gained valuable insight into strategic decision-making and community engagement. My senior leader provided continuous guidance and mentorship, offering practical advice whenever I faced challenges in my career. This shadowing journey enhanced my leadership confidence and deepened my understanding of how executive-level planning connects with grassroots community work.

Outcomes:
My goal was to rebuild my career in the UK after moving here six years ago and to discover a suitable direction aligned with my previous experience in the university sector in China. After my shadowing experience, I gained clarity about my interests, strengths, and areas for improvement. This experience boosted my confidence and inspired me to pursue further development. I have since completed a leadership module with the Open University, started a Level 7 Senior Leader Apprenticeship, and progressed to my new role as Development and operational manager at Wirral Change.

Challenges that I faced and my approach to overcoming them:
Initially, I was unfamiliar with the British working environment and focused primarily on team building and project management. Although this brought structure and organisation, it didn’t fully align with the company’s strategic development plan. Through my mentor’s guidance and shared knowledge, I began reflecting on my personal growth and long-term goals. This process helped me understand myself better and identify my true interests in business and development. As a result, I am now building knowledge in HR, policy review, and business development to strengthen my leadership and align my work with strategic priorities.

My reflective message:
Thank you to the LCR Race Equality Hub and GraceHola Ltd for believing in us and providing such a valuable opportunity. My deepest appreciation goes to my senior leader, Andrea Vaz, for her consistent support, encouragement, and insightful guidance throughout my journey. This experience has been transformative, helping me gain clarity, confidence, and a clear sense of direction in my career. It has inspired me to keep learning, growing, and contributing to positive change within my community. To other aspiring leaders, embrace every opportunity to learn from others, as true growth begins with self-awareness and shared experience.

Role and organisation:
Chief allied health Professions Officer, University Hospitals of Morecambe Bay.

My shadowing journey:
I have had the privilege of being paired with Diana Anane Tabiri, a nursing colleague at Liverpool University Hospitals NHS Foundation Trust, part of the NHS University Hospitals of Liverpool Group (UHLG). From our first meeting, we immediately connected, and from that point, I knew that this would be an exciting and reciprocal learning journey. For the first part of the programme, I provided Diana the opportunity to attend hospital management board, divisional safety meetings, divisional assurance meetings (Including Quality & Safety, Clinical Effectiveness and Workforce), chief nurse business meetings, and any other meetings that fell on the days she spent with me. We would take the opportunity to brief and debrief before and after meetings, but also took time out, away from the meetings, to go for a coffee and get to know each other better and offer pastoral support too. Partway through the programme, I left Liverpool University Hospitals NHS Foundation Trust to take up a role in another NHS Trust, but ensured that I had introduced Diana to various senior leaders, in teams across the organisation, to facilitate shadowing experiences. Diana followed all of these up and has been very busy, maximising the opportunities across the organisation. We have also continued our 1:1 mentoring sessions online.

Outcomes:
The experience has given me a deeper understanding of some of the challenges faced by colleagues within the organisation, in particular those colleagues who may be internationally educated. By sharing this with other senior leaders, I hope that the feedback leads to more compassionate and informed decision-making, especially in regards to inclusive recruitment and career development. It had brought to light some potential biases displayed by colleagues, and has allowed these to be challenged in a restorative way, improving relationships. Diana’s energy and ambition have certainly given me a renewed sense of energy in my role as a leader. Seeing her achieve all of her objectives, and more, since the programme started has been amazing. She has inspired me!

Challenges that I faced and my approach to overcoming them:
To the wider system, this programme adds significant value, in terms of breaking down hierarchical silos, creating a culture of inclusion and mutual respect, increasing talent retention within the system, aiding succession planning and in increasing the diversity of the workforce it accelerates innovation. Especially in Healthcare, in line with the 10-year Health Plan, it will support the transformational leadership that is required.

My reflective message:
A big thank you to GraceHola Ltd, the LCR Race Equality Hub, for developing this amazing programme and to the exec at Liverpool University Hospital NHS Foundation Trust, for supporting colleagues to participate in it. I would strongly recommend the programme to both aspiring leaders and to senior mentors. It has been a brilliant experience.

Role and organisation:
Executive director, communities and neighbourhoods, Knowsley Council

My shadowing journey:
I ‘hosted’ Juliana Oyemakinde. She has shadowed me at various meetings, and we have had a number of catch-ups. The private conversations where honest, personal reflections take place are what I will remember most. Just two people openly sharing and supporting each other, as it should be.

Outcomes:
It has certainly reinforced what I know to be true and how I try and lead – leadership is about values, empathy, compassion and warmth and investing time in building trust and confidence with people you work with and taking seriously the responsibility to support everybody to be at their best and develop their career.

Challenges that I faced and my approach to overcoming them:
Whilst I can only speak from my personal experience, I sense that for the 50 aspiring leaders and 50 senior leaders who have taken part, it has made a big impact, and we will all continue to be strong advocates and allies both professionally and personally.

My reflective message:
Public service and public service leadership are a pleasure and a privilege. Whatever role we play, we need to work collaboratively, with all partners, to ensure everyone has the opportunity to achieve their full potential and live their best life. Programmes like this are an important part of how we do that.

Role and organisation:
Group finance director, Torus62 Limited

My shadowing journey:
I have been hosting Adekemi Jolaosho, who has been looking for a role where she could use her previous experience in banking/financial controls. Kemi attended 2 sessions of meetings at our organisation, and we prepared by going through the papers and a broad overview before the meetings. Kemi demonstrated a remarkable ability to absorb relevant information and summarise the key points, particularly given that these were areas that were completely new to her!

Outcomes:
I found these interactions very beneficial in helping me to think about how to prepare Kemi for each session and then how to provide feedback to someone who doesn’t work for my organisation, and help her to focus on her talent areas and improve her CV and elaborate on her goals. Her lived experience is amazing, and how she has pushed herself to develop and find a role in the UK was inspiring and helped me to consider others in my organisation who have very varied backgrounds.

Challenges that I faced and my approach to overcoming them:
I think this is an excellent programme which brings such a wealth of knowledge to both the senior leaders hosting and the aspiring leaders taking part. Learning about their journeys and experience and adapting to consider how you can help them on their journey brings a really deep understanding of how to support better throughout our teams and look for what wider skills and background support development into leadership roles.

My reflective message:
It has been a privilege to take part in this programme and to support and see the aspiring leader I am assigned to develop and find a permanent role in the field of her choice. Taking part in this programme has enabled me to hear about many rich lived experiences to learn from, which is both humbling and enlightening.

Role and organisation:
Director of student futures, Liverpool John Moores University (LJMU).

My shadowing journey:
My aspiring leader was an LJMU pharmacy student. After Ali had attended a leadership team meeting, I arranged for him to attend an institutional committee (Education & Student Experience) – moving beyond observation, Ali constructively contributed to both. This led to Ali joining me at the annual conference of our membership association, so he could shadow me as I led a presentation. I am currently seeking opportunities for Ali to shadow a meeting with an external partner and to meet with different layers of our executive and directorate.

Outcomes:
It encouraged me to reflect upon my approach as a senior leader, foregrounding skills that I otherwise exercise without thinking; to acknowledge my own effectiveness; and to realise that I have insight and knowledge that has value in sharing.

Challenges that I faced and my approach to overcoming them:
I think it’s a very effective model and hope it is repeated – both within participating organisations and as a supported region-wide programme. For me specifically, it illustrated an approach to promoting and fast-tracking leadership that can be comfortably refined and scaled.

My reflective message:
I’m very grateful for the opportunity to take part, and it has been really uplifting to see such a committed and sectorally diverse pool of senior leaders taking part alongside me.

Role and organisation:
Director of impact and partnerships, National Institute for Health and Care Excellence.

My shadowing journey:
Olutola Awosemo, an acute hospital GP, was partnered with me. We have facilitated shadowing a range of NICE leadership and board meetings, with the opportunity to individually meet and connect with a number of NICE leaders (clinical and non-clinical) to discuss their leadership journey, style and learnings. We have had a monthly mentoring session to reflect upon learnings, observations and understand further opportunities which would help achieve his objectives. Spending time working with an arms-length body and understanding the significant scope and scale of work NICE delivers, has expanded his awareness of other future career and leadership opportunities to shape and improve outcomes in health and care that were probably invisible and perhaps inaccessible before.

Outcomes:
Being a senior leader has been so rewarding for me. Taking time to get to know and understand each other’s drivers and values has built trust and a safe space for open and honest conversation, which has mutually benefitted our experience. Understanding how he came to be in the role and understanding first-hand some of the challenges and behaviours he has encountered along that path has been insightful. This has helped me reflect on what I and NICE could do differently to improve inclusion and raise the profile of our career and learning opportunities. NICE already has a strong culture of equality, diversity and inclusion, but it’s challenged us to think further.

Challenges that I faced and my approach to overcoming them:
I know this programme has given us all connections to individuals, organisations and development opportunities that were previously invisible or inaccessible. It has given LCR aspiring leaders exposure to experiences, a range of leadership behaviours and styles to reflect upon and learn from. It’s also enabled our aspiring leaders to access previously invisible career opportunities and build connections and networks that will support and champion them in the future. The cumulative impact of this programme on aspiring leaders working in LCR in the future will be significant.

My reflective message:
I’m so grateful for the opportunity to be part of the programme, which has increased my awareness, skills and made me seek out opportunities to learn from and replicate the programme in future at NICE. GraceHola has been so professional, inspirational and supportive, and the programme has been impactful.

Role and organisation:
Area manager, head of protection, Merseyside Fire & Rescue Service.

My shadowing journey:
I ultimately ended up supporting 2 aspiring leaders (Sakander Shafi and Christopher Man). Although one of the aspiring leaders was unfortunately not successful in securing the promotion he sought, his approach and mindset in being able to make the disappointment a constructive as opposed to destructive event was heartening to see. He is a confident individual when we started the programme together, but to my mind, he is now more assured in his ability to step into more senior roles, and he has been receptive to the learning and the feedback offered to him.

The other aspiring leader did secure a temporary promotion to group manager even though it was not the substantive promotion he applied for. Watching his day-to-day growth into a challenging role is humbling, given the challenges we have discussed. I remain optimistically confident for both that substantive promotions in the New Year will come to fruition.

Outcomes:
For me personally, I believe I have enhanced my empathy and cultural intelligence, learning to see issues through different lived experiences. I believe I am a more inclusive leader, and I actively create spaces for all voices, especially those less heard. I undertook a cultural review of my own department to get a ground truth sense of how not just mine, but all leaders within my team were impacting across the team. The findings have helped shape a more inclusive and open team environment for all.

Challenges that I faced and my approach to overcoming them:
I believe the visible organisational commitment offers strategic and cultural benefits in the context of creating equitable access to opportunities for professional growth, visibility, and advancement. This enhances organisational trust and promotes relationship building within the organisation, thus bridging cultural gaps. Building a leadership pipeline that is resilient through its diversity supports long-term growth, improves community cohesion through a more representative workforce and affords opportunities to develop our coaching and mentoring programmes.

My reflective message:
Time invested in people is never time wasted. Get feedback not just from your mentee, but from others to see if or how your leadership style is changing. Don’t just give advice and support, be an advocate. Develop your own reflection checklist to ensure your mentoring approach is geared towards the specific wants and needs of your mentee.

Role and organisation:
CEO, National Museums Liverpool.

My shadowing journey:
Abasiodiong wanted to find out more about how an arts organisation/ charity worked, and so he shadowed one of our board cycles. He attended our extended Leadership team meeting, all the committee meetings and then the full board to try and understand the business better. At the end of the process, the standout moment for me was when he said, “You never talk about the objects!”. He has since done some volunteering with us.

Outcomes:
Really interesting to see the organisation through the eyes of someone who knew nothing about it to begin with. I learnt a lot from Abasiodiong, not least that we need more focus on our core purpose.

Challenges that I faced and my approach to overcoming them:
Hopefully, it provided insight for potential leaders and added new thinking to organisations.

My reflective message:
An external view can shine new light.

Role and organisation:
Head of community engagement, Liverpool’s Royal Court Theatre

My shadowing journey:
I hosted Saheedat Adetayo, who changed her job at the beginning of the process. She shadowed me at a small grassroots community event, also invited to the LCR networking event. We met and discussed her personal project in Nigeria, which supports young women, and I shared with her some information and reports on a project we have gained funding for, also informing young people. We arranged for a meeting with her and our head of fundraising, who shared information/experience of fundraising. Saheedat, during the period, has also moved house, and I think that it has been a little difficult the past few months to get together. I also feel that I could have done more to support her, but in my role, my department has been going through a number of changes, and I have lost all my team to redundancies, which has left my time very limited.

Outcomes:
I believe with anything, there is always learning, and I feel that as our organisation has gone through some changes, particularly with the community engagement department, this has had an effect on my time. I do want to continue to support Saheedat after the programme has finished; hopefully, I will also have more time. We also found it difficult to align our diaries to meet more regularly, so on reflection, I should have taken the lead more and been more flexible. I would also have liked her to be in the office with me more to support her. When we did find some time, it was after she had finished her job and most of our office staff had left for the day, so it felt a little isolated as we didn’t get to experience a busy working environment, which I feel would have supported Saheedat. I do plan on continuing to meet Saheedat and getting her feedback on what the organisation and I could have done better to support her, particularly when she had moved jobs.

Challenges that I faced and my approach to overcoming them:
I believe the programme is vital and very much needed, as all organisations could benefit, particularly within the framework of EDI.

My reflective message:
Public service and public service leadership is a pleasure and a privilege. Whatever role we play, we need to work collaboratively, with all partners, to ensure everyone has the opportunity to achieve their full potential and live their best life. Programmes like this are an important part of how we do that.

My shadowing journey:
I hosted a pharmacist based at another hospital. I supported them in understanding the NHS recruitment process and how to maximise success at an interview. The aspiring leader shadowed me in my role virtually and in person, including meetings chaired by me and ones I report to.

Outcomes:
I reflected on the challenges others face when it comes to navigating culture at a senior level, particularly if they haven’t had prior exposure. Often, staff can be pigeon-holed into nice areas, restricting their opportunities.

Challenges that I faced and my approach to overcoming them:
The programme provides awareness of challenges for diverse individuals and the impact a lack of privilege can have. Career guidance can support individuals to be more successful at an interview.

My reflective message:
This has been a great experience, well done to LCR REH and GraceHola for organising and administering so efficiently.

Role and organisation:
Director, One Wirral CIC.

My shadowing journey:
I hosted someone who works in a local charity. We hit it off straight away as we had similar families and an interest in food. We developed more of a mentoring relationship, as many of our activities were similar; there weren’t many useful shadowing opportunities. We reviewed career paths, CV development and the challenges of applying for roles when English is not your first language.

Outcomes:
I think this is a hugely valuable programme. I would recommend it to anyone who wants to challenge their own understanding of what it feels like to be the person in the room who looks or sounds different. We often don’t appreciate our own prejudices or misconceptions. Ultimately, the programme is about human connection, seeing people for who they are. And learning from each other. I feel very privileged that the person I worked with was so willing to be open and honest. We also laughed – a lot!

Challenges that I faced and my approach to overcoming them:
I have really enjoyed this experience, and I made a new friend. We have agreed to continue meeting regularly as we have both learnt a lot from each other. Getting insights on the challenges of arriving in the UK as a refugee was very humbling for me, and I can see what a strong and determined person you need to be to thrive in a foreign country with so little wider family support.

My reflective message:
I think this programme provides huge benefits; it should be expanded more widely. It should also be a requirement for anyone who sits on an LCR business enterprise or cluster board. Not every organisation is going to have shadowing opportunities, so I think the programme leaders/aspiring leaders should be able to determine activities which they will be most beneficial – coaching, mentoring or shadowing.

Role and organisation:
Culture and inclusion development advisor, Merseyside Fire and Rescue Service (MFRS).

Our participation:
We were allocated 2 spaces for ethnically diverse aspiring leaders and 2 spaces for senior leaders.

Internal Feedback:
For me personally, I believe I have enhanced my empathy and cultural intelligence, learning to see issues through different lived experiences. I believe I am a more inclusive leader, and I actively create spaces for all voices, especially those less heard. I undertook a cultural review of my own department to get a ground truth sense of how not just mine, but all leaders within my team were impacting across the team. The findings have helped shape a more inclusive and open team environment for all.

Impact:
Not only have our ethnically diverse aspiring leaders developed, but we now have more visible representation at a higher level. We are now looking to develop an internal programme to run alongside our high-potential development scheme, specifically for ethnically diverse aspiring leaders, as well as working with the University of Liverpool and the Liverpool City Region Race Equality Hub to develop a black talent pipeline.

My reflective message:
The results and lessons from the programme will now be built into our People Plan and be part of the positive action offer to run alongside our current High Potential Development Scheme.

Role and organisation:
EDIW lead, Institute of Life Course & Medical Sciences, University of Liverpool

Our participation:
We had 2 senior leaders mentoring 2 EDALS from outside of our organisation (all based in Higher Education). To facilitate the opportunities, we built a programme of events between the 2 leaders and the SPOC to offer a “menu” of opportunities to the EDALs. We have actually extended our offer to continue mentoring the 2 EDALs until the end of the academic year (July 2026).

Internal Feedback:
Our own senior leaders were very pleased we were doing it, and to see we were offering mentoring representing our organisation, but ironically, we’ve also had to work really hard to get permission to allow the EDALS in the room – we think because they were from outside of the organisation we worked for. There is an interesting set of barriers to getting people a place at the table, just to observe that we did not anticipate when we offered our mentoring.

Impact:
We have become much more aware of how many doors appear closed to people not on particular committees, but also that people assume there’s a magic ingredient to becoming a leader, whereas certainly in our sector, it sometimes just happens as part of getting promoted through the grades. We need to share this more openly with all of our staff – just because someone sits as a leader does not mean they know more about a certain area, and usually, they are happy to acknowledge that. Spending a bit of time with people and getting to know them personally is a powerful part of breaking that down.

My reflective message:
The conversation we had most often is: You belong in the room. Everyone feels imposter syndrome in a room full of “important people”. But those people are just human like you – and they, like you, struggle with their own sense of imposter syndrome and feeling like they don’t know what they are doing in that room. It is perfectly normal, and embracing that is actually part of becoming a leader – showing others that everyone can do it with the right support is important.