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“A journey of education”. The benefits of ForrestBrown’s in-house leadership programme

“We give people a compass and with that they can take their career in any direction”, says Katherine (Kat) Jones, Associate Director for People, Talent and Culture at ForrestBrown, when reflecting on the benefits of its in-house Learning to Lead programme.
Established four years ago, almost 50 ForrestBrowners have since progressed through the 12-month programme, which delivers essential skills such as stakeholder management and communication, with a specific focus on leadership.
Devised initially as a development programme for those who had achieved their taxation qualifications and were seeking the next stage of their professional development, the programme has since evolved to reflect the multi-disciplinary nature of the team and importance of other job functions within the business.
Developing and rewarding internal talent is something that ForrestBrown has always been committed to. “We have a strong record of promoting internally”, says Kat. “Many of our managers and senior leadership team are from our internal talent pool.”
How does it work?
Each cohort meets face to face once a month for a topic-specific workshop. These are supplemented with pre- and post-session work, as well as individual coffee catch ups, which provide organic mentoring – as well as reverse mentoring – opportunities.
Technology and dynamic delivery methods play a big part in the programme and it’s structured to engage different types of learning preferences. Sessions are diversified with video and audio, and with practical, as well as theoretical, content. They’re also supported by a member of the senior leadership team who joins to share their career journey and lessons learnt.
When it came to creating the content, the knowledge and experience ForrestBrown was looking to build, were identified, along with key sector-based themes. Using those, the content was structured around the development of core skills related to self-awareness and emotional intelligence as well as evolving commercial skills such as persuasion and negotiation. Topics include:
- Understanding team dynamics and motivation;
- Coaching and mentoring for success;
- Emotional intelligence and effective communication; and
- Crafting a personal brand and legacy.
They’re delivered in a broad and flexible way, with participants signposted to research and encouraged to investigate additional tools, perspectives and resources. Using critical thinking, participants can utilise them to equip their own leadership toolbox.
What's its impact?
Aside from the obvious benefit of developing key skills and understanding, the course prepares its participants for career progression and promotion. It also offers the opportunity to strengthen working relationships with colleagues – a consistent theme in feedback.
“People love deepening relationships. It’s easy to work alongside somebody, but not necessarily with somebody. What Learning to Lead does is create an opportunity for people to go deep in terms of communication, relationships and understanding”, says Kat.
And, in a business spread across multiple geographic locations, those relationships have aided cross-functional working. Not to mention developing “relationships that are sustainable and natural as opposed to forced or that wither”, says Kat.
Another positive theme from feedback is the ability to step away from day-to-day work to concentrate on different topics. As Kat notes: “A lot of training is on the job and in the moment, which means that it’s a byproduct of what we do; not something that we do with purpose or intent. Dedicated time that is intentional is something that people really value in a busy, time-poor world.”
Kat also believes that the course’s multi-faceted approach ensures that everyone can find something in each of the twelve sessions to take away and apply day to day. And the fact that people apply the same information but in different ways is, she says, “really powerful”.
What's next?
For those that want to continue their learning journey, opportunities abound. One possibility is paying it forward and sharing the knowledge gained on the programme with the next generation or cohort. Participants can take part in future sessions, whether delivering material, following up with individuals or coaching and mentoring another person as part of their personal development.
Depending on an individual’s path, opportunities can be tailored accordingly. Participants just need to understand how to source their own materials and have reflected on their personal learning styles and communication preferences.
Once they’ve done that, they can use those skills or their “compass” to go anywhere they want. As Kat notes: “We don’t give them a map with the final destination – it’s about equipping them with sustainable skills.”

For one ForrestBrowner – Zoe Rose ACA, Tax Manager – Learning to Lead has provided a valuable opportunity to not only learn how to lead, but “learn more about myself”.
The “grit, resilience and readiness for change” module “surprised me the most”, she says, by offering her the chance to think differently and increase her awareness of the way she might approach different situations or people. She’s become more aware of her impact on others and how she can influence situations positively.
Zoe’s Learning to Lead participation began after becoming a line manager, coinciding perfectly with the next stage of her career. She’s enjoyed the introspection and time away from her day-to-day commitments to be able to evaluate ideas with a group of people all at similar stages of their professional development. It’s a “good space”, she says, where people can “talk freely” and share different perspectives. And her highlight? “The guest speakers”, she says of the ForrestBrown directors who have shared their career journeys and who have been “inspiring, open and honest”.
As for her advice to others who might have an opportunity to participate, it’s simple: “do it”, she says. “Be open minded, be open and you will get the most out of it.”
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