Kate Kelly has joined the Emerging Leaders Programme for marketers and business development professionals at Simmons & Simmons. She shares her experience.
Have you ever considered what truly makes a good leader?
Not just a manager, but a genuine leader? Perhaps you’ve been promoted or striving for promotion and feel you’ve missed a crucial step that could elevate your leadership style. Have you reflected on the kind of leader you aspire to be, and the qualities you would take pride in?
I often thought about how I could lead projects with momentum, communicate in a way that resonates, influence through storytelling and support and coach team members towards a shared vision – and even figuring out what that vision should be in the first place.
I’m now halfway through the Simmons & Simmons second Emerging Leaders Programme for marketing and business development professionals, and I find that some of these questions are becoming easier to answer. I feel incredibly proud not only to be part of this journey, but also to have played a role in designing the programme. But what inspired Simmons & Simmons to invest in this initiative in the first place?
At the beginning of 2024, the marketing and business development leadership team at the firm identified an opportunity to empower our new and aspiring managers with the training and support needed to thrive in their roles. They appreciate the transition from team member to leader is a pivotal moment, and without the right support even the most talented individuals can struggle to reach their full potential.
Recognising this, we set out to find a solution that would not only enhance leadership skills but also foster a culture of continuous development and collaboration across our international network. Inspired by Lauren Bridgen, the firm’s Head of Client and Sectors, who had gained the benefits of a similar programme in a previous role, we partnered with Flume Sales Training, an organisation who we had worked with previously and who immediately understood what we were hoping to achieve.
Together, we worked to identify the real challenges faced by our aspiring and new managers, ensuring every session would be relevant, engaging and immediately useful. Building connections across teams and borders became a key focus, and I have personally felt the positive impact this has had on my own network and confidence.
In May 2024, we launched our new Emerging Leaders Programme, a carefully curated, eight module, 12-month programme with a clear purpose: to equip future leaders within marketing and business develoment with the skills, confidence and collaborative mindset needed to thrive in today’s dynamic professional services environment.
Over the past 18 months, a cohort of 16 senior executives and junior managers have come together to explore the kind of leaders we aspire to be and how we can achieve that goal.
Building marketing and BD leaders
The design team knew from the outset that we wanted this programme to be truly meaningful, something participants would take seriously and fully commit to. To ensure everyone across our international offices could join, we crafted a timetable that worked across all time zones, making the experience genuinely inclusive. We also wanted participants to be motivated, so we introduced an opt-in application process, requiring senior executives and junior managers to submit a business case clearly articulating their personal leadership challenges. This allowed the team to put themselves forward when they felt ready. The marketing and business development leadership team then reviewed applications and selected eight participants for each cohort, ensuring a diverse mix of teams within the function and a dedicated group.
In designing the programme this way, we created a space where everyone was there by choice, fully engaged and ready to support each other, and I believe this shared commitment has been key to the programme’s success.
As we’ve watched the first cohort complete the programme and experienced the second cohort’s progress first-hand, we’ve seen real transformation – not just in individual performance, but in the collective spirit of our team. We have, for example, already seen several promotions.
From the outset, the first cohort set a remarkably high bar, demonstrating the value of the programme and making it an opportunity that many aspire to join. As a participant in the first cohort said, “The ELP-programme stands out for its focus on peer-to-peer learning. It’s incredible how much you can grow by simply sharing your own story and listening to others.”
Personal perspective
There is a genuine sense of trust and camaraderie and I felt safe to open up about my own challenges, and it’s been inspiring to see others do the same. We’ve laughed, shared doubts, and celebrated each other’s breakthroughs.
Lauren Bridgen, our programme sponsor, encourages us all to be open and vulnerable with one another, and I’ve really valued the supportive environment this has created. I am especially grateful to Paul Cruise, our trainer at Flume, and to my colleagues for their unwavering encouragement.
Of all the insights I’ve gained from the programme so far, and I’m only halfway through, the idea of leading with the ‘why’ has resonated with me the most.
As leaders, it’s essential to stay anchored in the purpose behind our actions. Here’s a tip that has proven invaluable – always begin with the ‘why’. Before diving into how something will be done or what needs to happen, ensuring the team understands the purpose transforms simple instructions into genuine inspiration.
Another particularly rewarding aspect of the programme has been the opportunity to work on a project that creates a tangible impact for both the team and the firm. This hands-on experience enables us to apply our new skills in a real-world context and reflect on our development along the way.
I’m also looking forward to our upcoming module, Presenting with Charisma. I’m hopeful it will help settle any nerves and give me the confidence I need to deliver a standout presentation to the leadership team at the end of the programme.
While I’ve thoroughly enjoyed deepening my leadership capabilities and connecting with colleagues across the team, I’d be lying if I said there are elements that both excited and left me a little apprehensive – particularly the upcoming networking module. I’m eager to make the most of this opportunity and learn how to build relationships and uncover new possibilities, even though I know it will push me outside my comfort zone. We’ll also be exploring some of the most common networking mistakes, and I’m fully expecting to wince when I realise I’ve committed a few of them myself.
Looking ahead, we plan to build on the success of the programme, ensuring that learning and connections continue to grow. We are exploring ways to adapt the programme for other levels within the team so that everyone can adopt the same approach, creating a positive ripple effect throughout the function. This impact extends beyond the immediate cohort, helping to build a culture where everyone feels valued, supported, and empowered to contribute.
Emerging Leaders Programme
The eight modules that make up the Emerging Leaders Programme:
1. You as a leader
2. Leading with momentum
3. Effective communication
4. Persuasion and storytelling
5. Adaptability and motivation
6. Leader as a coach
7. Networking
8. Presenting with charisma
Kate Kelly is the Marketing and Business Development Operations Manager at Simmons & Simmons
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