Written by Kerrie McCann, Edinburgh College
When I applied for the CHEAD Technical Leadership Programme, I was looking for an opportunity to grow as a leader. Having already held a leadership role, I had recently stepped into a new Team Leader position at a new institution. It was an exciting step in my career, but also one that came with new responsibilities, unfamiliar challenges and the inevitable questions that many leaders quietly ask themselves: Am I doing enough? Am I making the right decisions? Do I really belong in this role?
I wanted to build my confidence, learn from experienced technical leaders and connect with people who understood the realities of technical leadership. What I didn't realise at the time was that what I was really searching for was a sense of belonging.
Leadership can be incredibly rewarding, but it can also be surprisingly lonely. As the only leader within my immediate team, I often found myself navigating difficult decisions without many people around me who truly understood the position I was in.
It didn’t take long for that feeling to disappear.
One of the biggest surprises was how relatable everyone was. Every participant came from a different institution, with different experiences and at different stages of their careers. Some were taking their first steps into leadership, while others had years of experience and had returned as mentors. Despite those differences, there was always someone who understood your challenge, offered thoughtful advice or simply listened.
From the very first residential, I realised I wasn't alone.
One of my favourite memories was returning for our second residential at Nottingham Trent University. Walking back into the room and recognising familiar faces after only one previous meeting felt unexpectedly comforting. It felt less like attending another workshop and more like returning to people who genuinely understood the challenges of technical leadership.
For the first time in my leadership journey, I felt surrounded by people who simply understood.
That sense of belonging stayed with me throughout the programme. We celebrated successes together, talked openly about difficult conversations, shared frustrations and supported one another through some incredibly challenging moments. Watching members of the cohort complete the programme despite navigating restructures, career changes and personal challenges was one of the most inspiring parts of the experience. It reminded me that leadership isn't about having all the answers; it's about continuing to learn, showing up for others and allowing others to support you when you need it too.
For me personally, that support became invaluable.
This has undoubtedly been the most challenging year of my career. Having a mentor, a cohort and a team of facilitators who genuinely cared made an enormous difference. I was fortunate to be matched with Sharon Haywood, whose encouragement, patience and authenticity helped me trust my own judgement during some particularly difficult moments. She never told me what decisions to make; instead, she gave me the confidence to believe that I was capable of making them myself. Even now, I often find myself reflecting on her advice before making important decisions.
The facilitators also created an environment unlike any professional development programme I've previously experienced. They were open, honest and willing to share their own leadership experiences—the successes alongside the setbacks. That level of authenticity created a space where everyone felt able to be equally honest about their own challenges. It wasn't about pretending to be perfect leaders; it was about becoming better ones together.
Photo: Abid Qayum
Perhaps the biggest change has been how I now think about leadership itself.
Before CHEAD, I believed leadership was about having the answers, being decisive and always appearing confident. I thought good leaders were the people who stayed in control and knew exactly what to do.
Today, I see leadership very differently.
Leadership is about people.
Processes, deadlines and operational responsibilities matter, but they're often the simplest part of the role. Leading people requires curiosity, flexibility and empathy because no two people experience work, change or challenge in the same way. There is no single approach that works for everyone. The real work of leadership begins when we take the time to understand the people behind the role, adapting our approach whilst still providing clarity, consistency and support.
The CHEAD Technical Leadership Programme hasn't simply taught me leadership frameworks; it has changed how I see myself as a leader.
I now recognise that leadership isn't about being the finished product. It's about having the humility to keep learning, the confidence to trust your instincts and the willingness to grow alongside the people you lead. I've learned to remain authentic, to embrace uncertainty and to measure success not by having all the answers, but by staying true to my values while continuing to develop.
If you're considering applying for the programme, my advice is simple: do it.
You don't need years of leadership experience. You don't need to feel ready. You simply need to be willing to learn.
You'll leave with practical leadership tools, meaningful professional relationships and the confidence to see your own potential. More importantly, you'll discover a community of technical professionals who genuinely want to see one another succeed.
For me, the most valuable lesson is that the programme doesn't end when the workshops finish. It becomes a professional community that continues to support you, challenge you and celebrate your successes long after the final session.
Photo: Abid Qayum
That sense of belonging has been just as valuable as anything I learned throughout the programme. Knowing that I have a network of people I can turn to, learn from and grow alongside is something I'll carry with me throughout my career.
I joined CHEAD hoping to become a better leader. I left with something I hadn't expected—a community that reminded me that leadership doesn’t have to be a journey you take alone.
Over the course of the programme, through workshops, mentoring and collaborative sessions with technical professionals from across the sector, I discovered that leadership development is as much about learning from others as it is about learning about yourself.
The CHEAD Technical Leadership Programme opens for registration in September.
