It’s a question I’ve reflected on throughout my 20 years at Whittam Cox. As I’ve continued to invest in my own development, I’ve come to realise that leadership isn’t something you arrive at — it’s something you keep learning.

Early in my career, I thought leadership was about making decisions and delivering outcomes. Those things matter, but they’re only part of it. Leadership is also about creating an environment where people can thrive — where individuals feel supported, challenged, and able to reach their potential.

One of the most important lessons I’ve learnt is that no two people are the same. Some need structure, others need space. Good leadership is about recognising those differences and adapting your approach. I’ve been fortunate to work with mentors who showed me the value of listening, understanding, and taking the time to bring out the best in people.

As my role has evolved, so has my understanding of leadership. Moving into business leadership brought new challenges, particularly around the commercial side of practice — something I hadn’t been formally trained in. It reinforced a simple truth: leadership isn’t about having all the answers. It’s about being open to learning and surrounding yourself with people whose strengths complement your own.

I’m proud to work alongside talented individuals across the practice, each bringing different expertise, perspectives, and ways of thinking. Building a team like that — and trusting it — is one of the most important parts of leadership.

Like many people, I’ve also found leadership can feel overwhelming at times. One of the biggest shifts for me has been recognising that vulnerability is not a weakness. Earlier in my career, I felt I needed to project confidence at all times. Over time, I’ve learnt that being open — including about living with ADHD — has helped build stronger, more honest relationships with colleagues. It creates space for others to do the same.

That openness matters. It helps shape a culture where people feel supported, where conversations are real, and where trust is built over time.

Mental health is a key part of that. As leaders, we have a responsibility to create supportive environments and to be aware of when people may be struggling. At the same time, it’s important to recognise our role — we’re not experts, and sometimes the best thing we can do is help people access the right support.

There’s no single formula for leadership, but a few things have stayed with me:

• Keep learning — leadership is continuous
• Be yourself — authenticity builds trust
• Be open — vulnerability strengthens relationships
• Have the difficult conversations — they’re often the most important ones
• Adapt — people need different things at different times
• Look after yourself — you can’t support others if you’re running on empty

For me, leadership continues to evolve. It’s shaped by the people around me, the challenges we face, and the responsibility we share in creating a positive, supportive environment across the practice.