Learning to grow through discomfort and other leadership lessons from the Henley PGDip

Before embarking on the Postgraduate Diploma in Management Practice (PGDip), I relied heavily on practical experience at work but, while this hands-on approach was effective in many respects, it lacked the depth and structure that academic theory provides. For me, the Henley PGDip gave me the frameworks to back up my experience so that I could move to the next level of performance. It taught me to question assumptions, analyse data rigorously, and construct logical, evidence-backed arguments.

I’ve always striven for growth, but it’s been a pursuit laced with fear: Fear of stagnation, of falling short of expectations. My parents sacrificed and struggled to give me the opportunities they never had, and I have always felt a deep responsibility to honour that. They are the ones who instilled in me a curiosity about the world. They taught me the importance of hard work, dedication, self-discipline, and provided me with the tools and resources I needed to succeed academically and develop a growth mindset.

I chose to study at Henley because it felt like a place where I could genuinely grow and find better ways to be in the world. What stood out for me was the school’s emphasis on developing reflective, responsible leaders. I wasn’t just looking to boost my CV; I wanted to challenge how I think, lead, and make decisions. Henley’s values-driven approach really spoke to that.

As a working professional, I needed a course that was flexible but still rigorous. I appreciated how assignments were tied to real business problems, allowing me to immediately apply what I was learning in my work environment. That kind of practical relevance was a big factor in my decision.

One of the most surprising lessons I learned during the programme was how much of leadership and performance is shaped by self-awareness, not just technical expertise or strategic thinking. I came in expecting to learn new models and frameworks, and I did, but what I didn’t expect was how deeply the programme would push me to reflect on my own behaviours, biases, values, and leadership style.

The reflective components of the programme pushed me to examine my values, decision-making patterns, and leadership tendencies. I became more conscious of my strengths, but also more honest about my blind spots, especially how I handle conflict, ambiguity, and feedback. Another area of growth was confidence and voice. Working alongside talented peers, sharing ideas, and receiving feedback helped me develop a more grounded, authentic sense of self. I began to trust not just what I know, but how I think, and how I relate to others. This has made me a more intentional communicator and a more empathetic leader.

I began to see that leading effectively isn't just about knowing the right answers, it’s about knowing yourself, managing your impact on others, and being willing to grow through discomfort. That insight was unexpected but transformative. It taught me that sustainable leadership starts from within. Additionally, the demands of the PGDip built in me resilience, focus, and emotional intelligence; group work taught me collaboration; reflection deepened my self-awareness; and academic challenges developed a growth mindset. I am definitely a better leader as a result.

The quick Q&A

What is your passion – in business and in life?

Outside of my work and family life, sport is my number one passion, both as a player and a spectator. I find it incredibly energising and emotionally rich. Whether I’m watching or participating, sport allows me to experience the full spectrum of human emotion, from joy and tension to resilience and triumph.

What advice would you give your 20-year-old self?
Don’t be afraid of failure. At 20, it’s easy to think that every misstep will define you, but it won’t. Failure is not the opposite of success; it’s part of it.

What is the last book you read, and what effect did it have on you?

The Five Dysfunctions of a Team by Patrick Lencioni clearly breaks down the underlying issues that often go unspoken in teams. The emphasis on vulnerability-based trust really shifted my perspective. I realised that without trust, even the most talented teams will struggle to collaborate effectively. It helped me reflect on how I show up in teams, especially around giving and receiving feedback, embracing healthy conflict, and holding others accountable. Since reading this book, I’ve been more intentional about creating space for open dialogue, encouraging different viewpoints, and reinforcing shared goals. Simple on the surface but deeply practical, this book has changed the way I approach team dynamics.

What advice would you give to others considering doing a PGDip at Henley?

Be prepared to grow in ways you didn’t expect. Yes, you’ll gain valuable academic knowledge and practical tools, but what truly sets Henley apart is its focus on personal development and reflection, leadership development, and self-awareness. This isn’t just about learning frameworks, it’s about learning more about yourself: how you lead, how you think, how you respond to challenge. So, go into the programme with an open mind and a willingness to be stretched. Engage fully with the reflective elements, they’re not just academic exercises; they’re opportunities to uncover blind spots and unlock your potential.