Inside Selfridges' Game-Changing Leadership Programme

As one of the most iconic names in British retail, Selfridges has long been a symbol of innovation, quality, and an unmatched shopping experience. Behind the polished shop floors, renowned window displays, and celebrated customer service, transformation is afoot.

In a move that supports its commitment to excellence, Selfridges is investing in the professional development of almost 70 employees. This investment is shaping a new generation of leaders who are enhancing the store's operations and redefining what it means to work in retail.

Selfridges' Leadership Academy Programme

Launched in partnership with Corndel, is a strategic initiative to empower employees across Levels 3, 5, and 7 with essential management and leadership skills. Selfridges' Level 7 Executive Leadership programme is delivered in partnership with Imperial College Business School - ranked the second university in the world (QS, 2026) and provides access to some of the brightest minds in leadership, data, and tech.

Breaking through career ceilings

For many in retail, career progression can feel like hitting an invisible ceiling. Selfridges' Leadership Academy Programme is changing this narrative, providing a structured pathway for employees to overcome these barriers and imagine new possibilities for themselves.

Adam Chadwick, a Brand Specialist with over 15 years in retail, felt his career had stalled just below management level. "In other businesses, you get stuck at a level and can never break through that ceiling, but here at Selfridges, I know I can progress," Adam reflects. Through the programme, Adam developed crucial management skills and the confidence to lead a team of 20, a role he now thrives in. "The best thing I've learnt is to have difficult conversations and be more confident in my role. I've started to understand how far I can go and what I can achieve."

Embracing diversity and driving inclusion

For Chandni, a Digital Designer returning from maternity leave marked a pivotal moment in her career. She felt the need to challenge herself anew and sought a path that would help her regain confidence in her role. "I wasn't sure if I was ready," Chandni admits. "But when the apprenticeship opportunity came up, I thought, I've got to try this."

The programme gave Chandni a refreshed sense of purpose and the skills to excel. "The tools Corndel provided helped me find my confidence again." The impact extended beyond her role, inspiring her to engage in Selfridges' broader mission. Encouraged by her newfound confidence, she joined the Ethnic Diversity in Retail initiative, becoming a mentor and advocate for inclusivity in the industry. "I never would have applied if not for the confidence this programme gave me," she says. "Now, I'm proud to work on something I deeply believe in."

The ripple effect of Apprenticeships is evident within her team, having a 'halo effect'; Chandni explains, "The best part has been the connections I've made. I'm seeing my teammates discover their own paths, find specialisations, and build new skills together." Looking ahead, Chandni envisions herself growing into a senior leadership role. "As our CEO said, it's about continuous learning. The more I grow, the more I can give back."

Redefining leadership

Leadership in retail is evolving, and Selfridges is at the forefront, fostering a new kind of leader — one who values collaboration, empathy, and adaptability.

Chanel Anderson, Department Manager, embraced this shift. After initially missing out on a department manager role, Chanel used the programme to strengthen her skills. "One module was on handling conflicts, and that same day, I was navigating a real situation on the shop floor," she shares. Through lessons in emotional intelligence, Chanel learned to adapt her management style to her diverse team's needs. "Just because you're a manager doesn't always mean you're a leader. I learnt the difference and found my style as a coach, supporting my team rather than just directing them."

Similarly, Dimitri Moussos, Department Manager, joined the programme hoping to gain feedback from an external partner and refine his management style. The 360-degree feedback sessions gave him insights into his strengths and areas for growth. "The greatest impact of this programme was rediscovering myself as a manager. I realised I was my own worst critic and uncovered strengths that others saw in me, but I hadn't recognised." Dimitri notes. This newfound self-awareness has helped him better communicate with his team, keeping them informed and engaged. "Now, my team has visibility into my work and appreciates what I do. It's an adjustment that's made me a more effective manager."