Now in its third cohort, the Aspiring Leaders’ Programme recently gathered for its second residential at the tranquil retreat setting of the Royal Foundation of St Katharine in London. The focus of these days together was the interpersonal realm. For many of us working in the charity sector — often characterised by fast-paced and demanding environments — the residential offered a welcome opportunity during the season of Lent to step back from the pressures of daily work and enter into a space of reflection, learning and renewal.
Renewing Relationships in the Season of Lent
As our time together began, Raymond Friel, CEO of Caritas Social Action Network, offered a thoughtful reflection on the traditional pillars of Lent: prayer, fasting and almsgiving. He provided a relational interpretation of these practices, encouraging us to move away from viewing them primarily as acts of self-denial and instead to see them as pathways for renewing relationships — with God, with one another, with ourselves and with the wider created world.
This perspective was deeply inspiring. It presented a more holistic and integrated understanding of Lenten discipline, one that resonates particularly in a contemporary context where relationships are often treated as optional, increasingly mediated through digital means, or at times undervalued altogether.
Relational Leadership in a ‘White Water World’

We then benefited from a powerful masterclass in charity leadership from Patrick O’Dowd, Director of Caritas Salford. His session, Relational Leadership in a White Water World, was both challenging and energising. Patrick emphasised the central importance of attending to the emotional and relational dimensions of leadership, encouraging us to become more attentive both to our own emotional responses and to those of the people with whom we work.
One insight that has remained with many of us was his observation that while people may forget what a leader said or did, they rarely forget how that leader made them feel. Patrick spoke movingly about the responsibility leaders have to foster cultures of belonging in the workplace, and about the inseparable connection between what we achieve and how we achieve it. Organisational objectives cannot be pursued at the expense of the relationships that make their fulfilment possible.
He also challenged unhelpful stereotypes of leadership. Leadership, he suggested, is not simply about saying “yes”. At times it requires the courage to say “no”, “not yet”, or to ask discerning questions that empower others to contribute their expertise. Leadership is therefore not synonymous with personal mastery of every issue, but with recognising and nurturing the talents and strengths of others so that teams can flourish together.
Importantly, Patrick reminded us that leadership is not solely about responding to crises or solving problems. It is also about joy. Taking time to acknowledge shared achievements and to celebrate progress is vital for sustaining motivation and fostering healthy organisational cultures.
Transformational Leadership and Shared Responsibility
Our second facilitator, Stephanie MacGillivray, Senior Press Officer at the Catholic Bishops’ Conference of England and Wales, offered practical and reflective insights into transformational leadership. Her session encouraged participants to consider their own leadership journeys and to discern pathways for growth and development.
Steph invited us to reflect on the tension between power and values, asking whether we are more motivated by the power that positions can bring or by the values that should guide our leadership. She stressed that authentic leadership requires accountability not only to those higher in formal organisational structures but also — and perhaps especially — to those directly affected by our leadership decisions.
This perspective encourages a shift away from viewing leadership as a rigid hierarchy and towards understanding it as a network of relationships and shared responsibilities. Leadership may be exercised in different ways across a team, depending on the gifts and competencies present. Steph concluded by guiding participants through a reflective assessment of their own transformational leadership strengths, focusing on key competencies such as modelling the way and constructively challenging established processes.
Trauma-Informed Leadership and the Culture of Belonging
Our final facilitator, Nikki Dhillon-Keane, a trained psychotherapist and Head of Service at Caritas Safe in Faith, offered a deeply thought-provoking exploration of trauma-informed leadership. Building on earlier discussions, Nikki outlined a fourfold typology of leadership: structural leadership rooted in formal authority; thought leadership expressed through ideas and communication; beacon leadership centred on identifying and nurturing the gifts of others; and moral leadership grounded in the consistent embodiment of personal values.
Nikki proposed that effective leadership today requires an awareness of how trauma shapes individuals and organisational cultures. Trauma, she explained, is not defined solely by events but by their lasting impact on our capacity to feel safe, connected and able to engage fully in our work. Creating environments characterised by safety and belonging is therefore essential not only for personal wellbeing but also for organisational effectiveness.
She explored how trauma responses extend beyond the familiar “fight or flight” paradigm to include patterns such as freezing, fawning and flopping (playing dead). These responses are not conscious choices but protective mechanisms activated by the nervous system. Understanding this can help leaders cultivate compassion, patience and emotional intelligence in their interactions.
Nikki also emphasised that trauma is frequently relational in origin, highlighting the profound influence that relationships have on both harm and healing. Drawing on the work of Carl Rogers, she suggested that leaders can help foster healthier workplace cultures through empathy, authenticity and unconditional positive regard — choosing to recognise and affirm the inherent dignity and goodness of those they lead.
Continuing the Journey of Formation
As the residential concluded, many participants were left reflecting on the depth and richness of the experience. It combined a strong sense of belonging and gentle accompaniment with a meaningful challenge to grow as leaders — responding faithfully to God’s grace and recognising that the quality of our relationships is central, rather than secondary, to the effectiveness of our work.
Participants now look ahead with anticipation to the next Aspiring Leaders’ residential in June, which will focus on exploring the organisational realm and continuing this important journey of leadership formation.










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