Sarah Jayne Paddock,
Head of Operations – Finance, Performance and Governance
“If meetings like touch points have become stale or feel like a tick-box exercise, don’t stick to the same structure. Try something different. Like me, you might be surprised by the outcome.”
When Sarah was first asked to facilitate on the Leadership Programme, her initial reaction was a mix of imposter syndrome and excitement. She questioned her ability to support others and wondered if training was one of her strengths. But she quickly realised that the role of a facilitator wasn’t about being a “perfect trainer”, it was about bringing her authentic self and sharing her own experiences. On the excitement side, Sarah welcomed the opportunity to relive the programme, deepen her own learning, and see how participants connected with the material and applied it in practice.
Creating space for participants to think and speak using the programme’s rules of engagement became a defining part of her journey. While many of the principles felt intuitive, she noticed the power of ensuring every voice is heard in a safe and comfortable environment. She recalls vividly a facilitator tip from Fiona during her first session: “You wouldn’t wear a paper bag over your head when you walk into a meeting room.” A simple yet powerful reminder to encourage presence in virtual sessions.
Sarah was surprised by the cultural impact of small changes, like participants turning cameras on during virtual meetings. These small acts strengthened relationships and made sessions feel more connected. She also discovered a significant truth: sometimes, listening is just as important as speaking. Learning to hold back and give participants space to think was a challenge, but one that deepened the quality of discussion and reflection.
As Sarah facilitated more sessions, her confidence and comfort grew. She saw the barriers between teams break down, enabling cross-working between OLT, supervisors, and Civil and Crime teams. Leveraging her natural positivity, she was able to support participants struggling with new concepts, helping them translate learning into practical, real-world application, which in turn reinforced understanding and engagement.
Facilitation has transformed Sarah’s own leadership. She is now more self-aware in meetings and conversations, not only recognising her strengths but appreciating and leveraging the strengths of others. Encouraging inclusivity and listening actively has unlocked ideas that might otherwise have gone unheard, improving collaboration and outcomes. She continues to work on planning and preparation, acknowledging that growth is ongoing, but the journey has already reshaped the way she leads, listens, and learns.
Sarah’s experience as a facilitator demonstrates that facilitation isn’t just teaching, it’s leadership in action, creating space for others while growing your own capabilities.