A Force for Change: The Phoenix Leadership Programme

When I became the first Black woman to achieve the rank of Inspector in the history of Merseyside Police, it was a light bulb moment for me. I looked back upon my career at that point and realised there had been role models who looked like me for me to aspire to. I forged my own path with ambition and determination, overcoming many barriers. It set me on my journey in the field of equality, diversity and inclusion. I wanted to use my experience, skills and knowledge to make a difference, a real change. I wanted to lead the way for others who looked like me to achieve and progress.

When I reflect on the work I’ve been privileged to do in the field of equality, diversity and inclusion, few projects fill me with as much pride—or optimism—as the Phoenix Leadership Programme.

Phoenix was more than just a leadership course. It was a deliberate, strategic positive action initiative designed to open doors that have stayed stubbornly closed for far too long. We specifically targeted underrepresented groups, encouraging talented individuals from Black, Asian and minority ethnic communities, as well as other minoritised backgrounds, to consider a career in policing.

Why? Because despite years of good intentions, the police service, like so many large institutions, still grapples with stubborn disparities in representation on minority groups. Leadership in particular rarely reflects the diverse communities it serves. Phoenix was about doing something tangible to change that.

A bold pre-recruitment step

Unlike traditional recruitment campaigns that simply encourage applications, Phoenix took a more proactive, supportive and frankly, unapologetic approach. It was a pre-recruitment leadership development programme, designed to equip participants not only with insight into policing as a career, but also with the skills, networks and confidence to step into these spaces and thrive.

We ran three successful cohorts. Each one brought together a rich tapestry of lived experiences, perspectives and ambitions. Watching these participants grow over the course of the programme, building leadership capability, challenging their own limiting beliefs, and often challenging the organisation too, was nothing short of inspiring.

Designed with care, delivered with purpose

As someone who’s made a career of crafting meaningful EDI interventions, I was determined that Phoenix wouldn’t be a token gesture. We anchored it in robust principles:

Authentic leadership development: This wasn’t about shoehorning people into pre-existing moulds. It was about helping them harness their unique strengths and cultural capital to lead in their own right.
Transparency about the challenges: We didn’t pretend policing was perfect. We created space to have honest conversations about institutional culture, racism, bias and trust. This actually built greater engagement; people want truth, not spin.
Practical exposure: Participants engaged directly with serving officers and senior leaders, explored operational environments, and heard candidly what the job entailed.
Ongoing support: It wasn’t ‘one and done’. We provided 12 month follow-on coaching and mentoring to help sustain momentum beyond the formal programme and support candidates with demystifying the recruitment process.

Outcomes that matter

It’s easy to talk about ‘diversity’, far harder to shift the dial. Phoenix did just that. Across the three cohorts:

We saw participants successfully apply for police roles - some subsequently into leadership pathways.
We sparked new conversations inside the service about talent, equity and leadership pipelines.
Perhaps most importantly, we saw participants’ self-belief grow exponentially. The ripple effect on their families and communities is immeasurable.

A blueprint for others?

If there’s one thing I’d champion, it’s that positive action works—when done well. It needs strategic clarity, proper investment, and a willingness to tackle uncomfortable truths. But when you get it right, it changes lives.

Phoenix stands as a testament to what’s possible when organisations move beyond passive commitments and start building pathways that actively dismantle barriers.

Where next?

I often say EDI isn’t a destination, it’s a continuous journey, one that should be ‘business as usual’. Phoenix was one significant milestone and a journey I have continued through my business, supporting other organisations with their EDI plans. The leadership of tomorrow demands diversity not just in demographics, but in thought, experience and approach.

My hope is that more organisations will have the courage to develop programmes like Phoenix—tailored, transparent and genuinely transformative.

If you’d like to explore how positive action initiatives could help your organisation build more representative leadership, let’s talk. It’s time to light more fires—and help more Phoenixes rise.