By Zhen Yang, Greater Manchester Combined Authority
Most of us have taken something from LGcomms at some point in our careers.
We’ve joined a webinar.
Saved a slide.
Picked up an idea we later used in our own organisation.
Less often, we ask what happens when the programme needs us.
Four weeks ago, Sophie, who leads the Zero to Hero series for LGcomms, went on maternity leave. Alix, Vice Chair of LGcomms, asked whether anyone from the 2025 Future Leaders cohort, who recently completed the programme, would be willing to support the series in her absence.
I put my hand up.
When I applied for Future Leaders, I wasn’t sure I had much of a voice in the public sector. My confidence wasn’t consistent and I wasn’t clear about the kind of leader I wanted to be.
The programme didn’t change who I am. It gave me space to test myself, to speak, to host and to lead in ways that felt steady and authentic. Over time, I became clearer about the leadership style that fits me: prepared, calm and accountable.
So when the opportunity came to support Zero to Hero, it felt like the right next step.
I shadowed the second to last session, focusing on the details that make these sessions work, pacing, managing discussion and balancing speaker input with live questions.
Then I chaired the final Zero to Hero session of 2026.
It might sound like a small moment. It wasn’t.
As communicators, we spend much of our time advising others and shaping messages behind the scenes. Taking visible responsibility feels different.
A year ago, I might have hesitated. This time, I trusted the preparation and stepped forward.
I wasn’t the only one. Other members of the 2025 cohort also supported delivery, balancing busy roles while prioritising the network. That willingness to invest time back into the programme matters.
It shows something important. Future Leaders isn’t just about personal development. It builds leaders who contribute beyond themselves.
In Sophie’s absence, the 2025 cohort has begun supporting delivery of Zero to Hero and contributing to planning for 2027. Not to take over, but to ensure continuity and shared ownership.
That shift from participant to custodian is the real story.
Professional development programmes are easy to attend. It’s harder to help sustain them. That requires confidence, but it also requires responsibility.
Closing the final Zero to Hero session of 2026 wasn’t about delivering a flawless webinar. It was about recognising that growth comes with obligation.
If we benefit from professional networks, there comes a point when it’s our turn to carry part of the weight.
For me, this experience marked that point.
And that, ultimately, is what leadership development should do, not just build skills, but build people who are willing to step forward when needed.
Sometimes leadership looks strategic.
Sometimes it looks visible.
Often, it’s simply putting your hand up and following through.