UCL Best in Class: How a University is Redefining Leadership Excellence

Empowering leadership at UCL

The introduction of the Level 5 Leadership and Management Professional Development Programme is empowering its staff with the skills and confidence needed to navigate the complexities of modern leadership. As one of the world's leading universities, UCL recognises the importance of fostering a resilient, innovative, and collaborative workforce to meet the demands of an ever-changing academic landscape.

This training initiative aligns with UCL's strategic vision to enhance organisational performance through targeted leadership development, championed by senior management and supported across departments. But what does this transformation mean for those directly involved? The following stories from UCL staff illustrate how the programme has advanced individual careers and built a culture of collaboration, efficiency, and innovation within the university. These experiences reflect the real-world impact of UCL's commitment to leadership excellence.

Kerry Bivand, Student Support and Wellbeing Services Manager, says the programme has provided a framework for stepping into her leadership role with confidence. "The course has been fantastic for developing my leadership skills," Kerry shares.

The programme encouraged Kerry to first understand herself as a leader. "It starts with you," she notes, reflecting on how this self-awareness has improved team dynamics. By adapting her leadership style to the individual needs of her team, Kerry has fostered a culture of inclusivity and collaboration.

"It's helped me focus on the bigger picture," she says. "I've learned to step back from the doing and focus on strategising, which has allowed me to support my team better and give them opportunities to grow."

Shauna Scott, a Communications Manager at UCL, saw the programme as an opportunity to reimagine her team's approach to projects. "I've always valued structure, but this course gave me the confidence to embrace it and bring my team along," she says.

By co-creating process maps and templates, Shauna's team has streamlined their work, freeing up capacity for new initiatives. "We're not reinventing the wheel every time," she explains. "It's allowed us to focus on bigger goals and give team members the space to contribute their own ideas."

Shauna also highlights the value of relationships built through the programme. "UCL is such a large organisation, and this course has expanded my network," she says. "The connections I've made with other learners have been invaluable." She reflects, "The course has given me the confidence to lead with impact," Shauna concludes. "It's transformed the way I think about leadership—not just for myself, but for my team and the wider organisation."

James O'Toole, Line Manager at Bartlett School of Environment and GM Resources at UCL, has seen a noticeable impact on team efficiency and morale.

"The coaching tools have been transformative," James explains. "They've helped me draw out my team's skills and inspire them to bring their best to the department."

James has also applied project management tools learnt during the programme, such as Gantt charts and risk assessments, to streamline processes and improve workflows. "It's made us more organised and proactive as a team," he says.

Dani, Line Manager and Operations Officer at UCL, says: "The course is like opening a toolbox and discovering the skills you already had but didn't realise. It's made me more assertive and helped us work better as a team. It's serious, but the content and support made it fun and accessible."

Initially, Dani's team resisted change, often questioning the need for improvements. "The course taught me how to introduce change thoughtfully and explain its benefits," she explains. Her efforts have broken down silos, creating a shared database that fosters collaboration and benefits the wider department.

As a new manager learning processes from her team, Dani faced challenges asserting her role. "The course helped me address that power imbalance, and now we work cohesively with clear roles," she says.

Dani highlights the seamless integration of the programme into her work. "When you apply what you're learning, it becomes part of how you operate. You don't need extra time—it blends naturally."