Leading change with confidence: My journey through the Level 6 Improvement Leader Apprenticeship at Henley Business School

My professional journey so far

I’ve always learned by doing. I couldn’t wait to leave school and start working for a ‘good’ company! My first job was as a secretary at an accountancy firm, and since then I’ve taken every opportunity for career growth that’s been thrown at me.

However, surrounded as I am by people with degrees and formal credentials, I’ve struggled with imposter syndrome at times. The Improvement Leader Apprenticeship has allowed me to build on my considerable professional experience with a structured programme of specialist learning.

Why now?

After a promotion at Nokia, the tools and processes that I was managing became more complex. I was keen to complete some hands-on training that would allow me to embed the foundations of operational leadership within my day-to-day role.

For me, it wasn’t just about gaining a qualification - it was about transforming the way my team worked. I wanted to be able to apply what I was learning immediately, in real time, and use it to make a tangible difference.

The apprenticeship introduced me to a range of new methodologies, including Lean and Six Sigma. I found the Lean elements particularly useful. I could take what I needed and apply it in a way that made sense within my sector. Six Sigma was less relevant to me personally, since I don’t work in a manufacturing setting, but it was helpful to understand the theory behind the practical techniques.

The importance of big picture thinking

One of the biggest takeaways for me was how the programme encouraged me to think more broadly. Some of the things I’d done instinctively for years were now being given structure and language. That forced me to step back and challenge how we were working, especially when it came to process management and mapping.

Over time, I began to see how all the different modules linked together, helping me understand the bigger picture of how things operate and how change can be implemented more effectively.

The work-based learning was invaluable. Each module had a direct application to something I was doing at work, and it forced me to use the tools straight away. Within my team, I’ve introduced specialist techniques like the Ishikawa fishbone diagram, A3 Thinking and The 5 Whys, which have completely transformed how we approach problem-solving and decision-making.

What I’ve taken away from the programme

My leadership style has clearly evolved since starting the apprenticeship. I’m much more comfortable pressing pause on the status quo, challenging myself and others, and making space to ask: is there a better way? I’ve also noticed that both senior colleagues and peers perceive me differently; I’m more confident in decision-making and more willing to take risks when appropriate.

Since starting the programme, the complexity of the projects I’m involved in has increased. I’d like to lead larger improvement programmes in the future, especially in more complex parts of the business. I’m confident that what I’ve learned is helping me become the kind of leader who can drive meaningful change.

The pits and peaks of completing an apprenticeship

When it comes to balancing professional life and further education, there will always be challenges to overcome. Especially if you’re learning to work - and think - in different ways.

I found some of the modules tricky, but Henley’s learning coaches were brilliant at helping me find a path through whenever I hit a wall. The regular learning milestones also helped to keep me on track - they created a sense of discipline and continuous progress that was really motivating.

The face-to-face workshops were a highlight for me. I got so much value from being around other professionals, especially those from outside Nokia. Learning alongside people from organisations like the NHS gave me a much broader understanding of how to implement change at scale.

Looking back, I can see how the apprenticeship has made me better at my job. I’m more analytical, more strategic, and more confident in my ability to drive improvement. My team has become more focused too, and I’ve coached them to adopt new ways of thinking when it comes to solving problems. I know we’re working smarter and more effectively as a direct result of my learning.

Final thoughts

My advice to anyone considering this programme is: treat it as a marathon not a sprint! Practically speaking, you should apply if you’re in a role that gives you access to people and projects where you can lead change.

It’s a two-and-a-half-year commitment, so be realistic about your other responsibilities and be prepared to take breaks. A good support system is vital; I was lucky to have a manager who challenged and supported me throughout. I also worked with a colleague, a Green Belt in Six Sigma, who encouraged me to sense-check new processes and protocols with her.

This has been a personal achievement as much as a professional one. Balancing work, life and learning - especially as a parent - has been tough, but incredibly rewarding. The apprenticeship has pushed me to be more strategic, more intentional, and more confident in my abilities. And, ultimately, you get out what you put in.