CEO alumni event: leading through change

Dr Katerina Kolyva, CEO of the Education Training Foundation (ETF), reflects on a day of insight and connection at ETF’s CEO Programme alumni event, held on 10 October at Saïd Business School, University of Oxford.

There was a distinct tone of warmth and purpose throughout the day, thanks to Sue Dopson and Louise Watts from Oxford Saïd Business School, who opened with reflections on building, challenging, and learning together. Their words set the stage for a gathering that celebrated a community rich in talent. 

Sir Frank McLoughlin CBE, ETF’s Chair, gave us a powerful reminder that leadership is the cornerstone of any successful organisation. His remarks resonated especially strongly when he noted that the Minister had referenced ETF’s leadership programme in previous correspondence. 

I spoke about the importance of connectivity; not just within our own organisations, but across the sector. Emphasising the importance of learning together as individuals and leaders, I highlighted the collective strength we bring when we collaborate. 

Helen Buckingham, drawing on her extensive leadership experience in the health sector, offered a compelling exploration of the binaries leaders face: collaboration vs competition, top-down vs distributed leadership, and governance vs relationships. Her insights prompted deep reflection on how we navigate these tensions in our own contexts. 

A recurring theme throughout the day was our values: how we hold them, especially when faced with risk or difficult decisions. There was consensus that long-term goals require short-term measures to stay on track, and that clarity of purpose should guide our strategies. We were reminded that while we strive to serve and improve lives, we must also acknowledge the compromises sometimes necessary to move forward, and the importance of understanding what is within our control. 

In Session 1, we explored leadership in times of change. Participants shared experiences of leading through uncertainty, revealing challenges such as devolved funding, shifting criteria for success, and concerns around recruitment and public perception. One particularly thought-provoking question was how we can demonstrate the impact of our work to funders requiring much more employment focused indicators, such as someone being promoted at work due to their learning with us. 

The honesty of the discussion was striking, and I’m really grateful to all of our alumni for bringing such candour and willingness to reflect so openly to the day. Themes ranged from the effects of political shifts at local and regional levels, to knife crime and community polarisation. These issues, though varied, are deeply interconnected and reflect the broader societal context in which we lead. 

Session 2 focused on influencing long-term change. We examined the evolving power dynamics in employment-related programmes and the barriers posed by disconnected data and limited collaboration. The challenge of aligning colleges with differing priorities was a key concern, highlighting the need for shared vision and trust. 

Leading can be lonely, so community and great professional development are vital to our resilience. It can give us the space to take a step back, listen, reflect, share and have the challenging conversations we need to hone our views and actions. 

Ultimately, the day was a testament to the strength of our sector: thoughtful, values-driven, and committed to making a difference. As we continue to lead through complexity, the conversations we had will serve as a compass, reminding us of the importance of connection, courage, and our collective purpose.