Leadership Stories Unveiled: Sue Reed
We sat down with Sue Reed, Talent Development Leader and Founder of Reed Consultants, for the latest instalment of our Leadership Stories Unveiled series.
When you look back over your career, what experiences or influences first sparked your interest in leadership and people development?
Very early on, I became curious about what made some teams thrive while others struggled, even when the skills were similar. I realised the difference almost always came down to leadership, how people were seen, heard, and developed. But my interest in people and potential really started much earlier. I’m left-handed and had some learning difficulties growing up, so I often found myself sitting at the back of the class, feeling overlooked. My dad was a huge influence during that time, he’d always say, “Be the best you can be.” That simple phrase shaped how I think about potential. It taught me that talent is everywhere, but opportunity and encouragement make the difference. That belief has been at the heart of everything I’ve done in leadership and people development ever since.
As you’ve moved across different industries and roles, what threads of leadership philosophy have stayed with you throughout?
Three principles have never changed for me: lead with curiosity, create clarity, and invest in people. Regardless of the industry, people want to feel trusted and have purpose. I’ve always believed leadership is less about authority and more about creating the conditions for others to do their best work. One thought that’s stayed with me is that I wish leaders would treat their employees the way they treat their customers with the same care, attention, and intent to understand their needs.
For me, I’ve always carried what I call a core transferable skills toolbox, things like communication, empathy, collaboration, and adaptability. Those skills have grounded me through every transition, allowing me to connect with people, build trust quickly, and navigate new environments with confidence.
Thinking about the bigger picture, what moments or lessons stand out as truly shaping the leader you are today?
There have been a few defining moments when I got something wrong and had to listen, learn, and recalibrate. One was leading through a major transformation where communication fell short. I learned that people don’t resist change, they resist being left out of it. That insight fundamentally shifted how I lead change and engage teams.
Another key lesson has been the importance of having a plan and for me, that means literally visualising it. I’ve always used a visual board to bring ideas to life and keep focused on the bigger picture. One of the most pivotal moments was when a CEO I worked with saw my potential and shared his vision to create an Academy. He gave me and my training team the empowerment and trust to bring it to life. That experience reinforced my belief that when leaders combine vision with empowerment, it can unlock extraordinary results, both for people and the organisation.
And, of course, COVID was another defining chapter. It tested every assumption we had about leadership, connection, and resilience. Overnight, we had to lead through uncertainty, build trust virtually, and prioritise wellbeing in entirely new ways. It reminded me that great leadership isn’t about having all the answers, it’s about staying human, adaptable, and present, even when the path ahead isn’t clear.
When you think about the leaders who have inspired you most, what qualities did they bring that went beyond managing, and how has that shaped your own approach to leadership?
The best leaders I’ve known brought a blend of humility and conviction. They were clear about direction but open to being challenged. They saw leadership as service, not status. One leader in particular really stood out, he had a presence in the room even when he wasn’t speaking. It wasn’t about power or authority; it was about authenticity, calm confidence, and the way he made people feel heard. He had a remarkable ability to be completely in the moment to give his full attention to whoever was in front of him, without distraction. No glancing at phones, no multitasking, just genuine focus and connection.
That experience taught me that leadership presence isn’t about volume, it’s about intention and attention. It’s something I’ve tried to emulate ever since by being fully present in conversations, creating space for others’ voices to be heard, and leading with quiet confidence grounded in my values.
When you think about the leaders you’ve worked with or admired, what underrated skill or behaviour stands out as defining their success, and how has it influenced your own leadership style?
Listening, truly listening is such an underrated skill. The leaders who stand out most to me aren’t the loudest; they’re the ones who can sit in silence, absorb complexity, and respond with thoughtfulness rather than haste. I once worked with a leader who had this rare ability to listen without interruption, you always left the conversation feeling heard, not managed. It taught me that presence and attention are far more powerful than speed or certainty.
It influenced me to do everything I can to support people to be the best they can be. Sometimes that means having uncomfortable conversations, but always with kindness and care at the core. For me, “be kind” doesn’t mean avoiding the tough stuff it means approaching it with empathy, respect, and a genuine intent to help someone grow.
Thinking back to a defining challenge in your leadership journey, what was the situation, how did you navigate it, and what key lessons did it leave you with?
One of the most defining moments in my leadership journey was being made redundant from a role that I absolutely loved leading talent development programmes for the next generation of leaders. It was more than just a job for me; it was a purpose. Supporting others to grow, to discover their potential, and to step into leadership roles was deeply fulfilling, so losing that position felt personal and unsettling.
At first, it was incredibly hard there’s a sense of loss, not just of the role, but of identity and connection. But over time, I realised it was also a moment of growth. I took the time to reflect, reset, and remind myself of my purpose helping people be the best they can be. That experience gave me empathy for others going through change and uncertainty, and it reinforced my belief in resilience, self-belief, and adaptability.
Ultimately, that defining challenge positively changed my life, because it led me to become self-employed. It gave me the freedom to shape my own path, design programmes that truly reflected my values, and continue doing the work I loved developing people and building leaders. What I took away most was that leadership isn’t defined by title or position, it’s about influence, integrity, and the impact you have on others. Even when one chapter ends, your ability to inspire and develop people continues wherever you go.
Your philosophy is that “everyone has talent.” How do you spot potential in people before they see it in themselves?
When I became self-employed after being made redundant, I gained a completely fresh perspective on potential, both my own and others’. That experience reminded me that everyone has untapped strengths, and sometimes it just takes the right environment or encouragement for them to shine.
I look for curiosity, resilience, and a willingness to learn the quiet indicators that someone is ready to stretch. Often, people underestimate themselves because they’re comparing their progress to others rather than recognising their own growth. Part of my role as a leader and coach is to help them see what’s already there.
When I design development programmes, I’m very intentional about creating opportunities for participants to showcase their potential not just to themselves, but also to programme sponsors and their line managers. Seeing someone recognised for their growth can be a powerful turning point in their confidence and career.
Can you share a story of someone you’ve seen grow into leadership through your programmes, and what that journey taught you as a leader?
One example that stands out is a delegate from my Manage, Lead, Inspire programme. When they joined, they were talented but unsure of their leadership potential. Over time, with the right support, feedback, and belief, they stepped into a management role and within two years, they’d become a Sales Director. They are now a valued member of the Senior Leadership Team and, in October 2025, took part in the Manage, Lead, Inspire Project Legacy event, where they shared their story and provided feedback to the new delegates.
Watching that journey unfold was incredibly rewarding. It reminded me that talent development is about much more than skills, it’s about confidence, belief, and visibility. Seeing that transformation reaffirmed why I do what I do. It also taught me, as a leader, that growth happens when we balance challenges with trust. When we stretch people just enough but always have their back as they learn and grow.
How do you think organisations can better balance developing high-potential individuals with creating inclusive growth across the whole workforce?
It’s about designing development as an ecosystem, not a hierarchy. High-potential programmes are important; they give future leaders the space and stretch they need to grow but they can’t exist in isolation. Real magic happens when development is woven through the whole organisation, so everyone feels they have the opportunity to learn, contribute, and progress.
For me, it’s about balance: investing in high-potential individuals while also building a culture of inclusive growth where everyone, at every level, can unlock their talent and thrive. When learning becomes part of the everyday experience, not a privilege for a few it creates a more engaged, capable, and future-ready workforce.
This topic shouldn’t sit solely within HR it needs to be firmly on the agenda with the Senior Leadership Team. Developing people inclusively is a business priority, not just a people initiative, and it’s one of the most powerful ways to drive long-term success and sustainability.
Industries also need to look inward and review their own diversity. I find it disappointing, for example, that the builders merchants’ industry still struggles to attract and encourage women to join. There’s so much untapped potential being missed.
Equally important is recognising and retaining Knowledge Experts within organisations, those individuals who hold years of practical know-how and expertise. Companies should review where this critical knowledge sits and creates structured mentoring programmes to help pass those skills on to the next generation. One client I work with, a family-run and award-winning company with strong family traditions, is doing exactly that. They’re looking closely at the manufacturing expertise within their business and developing mentoring initiatives to ensure those vital skills are transferred and not lost. It’s a great example of how inclusive development can also mean protecting and sharing the wisdom that already exists within the organisation.
You’ve led HR and talent strategy at both global and regional levels. What differences have you noticed in how talent priorities play out across different contexts?
One of the biggest differences I’ve noticed is the balance between global consistency and local relevance. At a global level, the focus is often on creating scalable frameworks clear processes, shared values, and universal leadership principles. But regionally, it’s all about context understanding local cultures, market dynamics, and what truly motivates people in that environment.
The most successful strategies bring those two worlds together: a strong global framework with the flexibility to adapt locally. What works in one region may not resonate in another, so it’s essential to listen, learn, and co-create with local leaders.
I’ve also found that in regional contexts, there’s often a deeper appreciation for legacy knowledge and hands-on expertise particularly in sectors like manufacturing or engineering. That’s why mentoring and knowledge transfer have become so important. Some of the best practices I’ve seen come from organisations that intentionally connect generations of workers, blending long-standing expertise with fresh, innovative thinking.
However, I’ve also seen examples where a company with multiple locations lacks consistency in its processes and procedures. This inconsistency can create confusion, dilute the employee experience, and ultimately impact the strength of the brand.
Consistency doesn’t mean rigidity; it’s about ensuring that people across every site feel part of the same culture and purpose.
Sadly, I’ve also seen that learning and development are often the first areas to be paused when businesses face challenging times. In my view, that’s exactly when development is needed most. Supporting and upskilling people during uncertainty builds resilience, engagement, and adaptability the very qualities that help organisations recover and thrive.
Ultimately, whether operating globally or regionally, it all comes down to people feeling valued, heard, and developed in a way that respects their local realities while aligning to a shared purpose.
When you think about the HR function today, what do you believe HR gets right most often, and where do we still need to be braver?
HR has evolved enormously, it’s now far more strategic, data-driven, and closely aligned to business outcomes than ever before. We’ve become better at understanding the full employee experience, using insights to shape culture, and positioning people strategy as a key driver of organisational success. I think HR gets it right when it listens deeply, builds trust, and acts as the conscience of the organisation, ensuring that people decisions are both commercially sound, and human centred.
Where we still need to be braver is in challenging the status quo. It’s not enough to be the function that implements; we need to be the function that questions, provokes, and shapes the future. That means calling out when policies or practices don’t reflect the culture or values the business claims to stand for.
We also need to be bold in protecting investment in people. Too often, learning and development are seen as discretionary, something to cut when times are tough, when in fact, they’re what helps a business rebuild. HR has to advocate for that long- term view, especially with senior leaders, and be courageous enough to have uncomfortable conversations in service of doing what’s right for both people and performance.
And importantly, HR should have a seat at the Senior Leadership Team table irrespective of the size of the company. People decisions shape every part of the business, from strategy to brand to customer experience. I’ve seen firsthand how powerful it can be when HR is part of the strategic commercial decisions within a business, it leads to more balanced choices, stronger engagement, and better business outcomes.
Bravery, for HR, is about influence, having the confidence to step into the room as an equal partner, speak with conviction, and keep people at the heart of business decisions.
Culture is often described as the “hardest thing to change.” From your experience, what really works in shifting culture, so it sticks?
Culture change is one of the most challenging and rewarding aspects of leadership. It’s not something you can announce in a memo or launch with a campaign. Culture only shifts when people see and feel the change consistently in how leaders behave, how decisions are made, and how success is recognised.
Culture has to be driven from the top. There’s no point having company values displayed on posters if they’re not being lived by the Senior Leadership Team. People quickly notice when there’s a disconnect between what’s said and what’s done, and that gap can erode trust faster than any other factor. The most powerful culture change happens when leaders genuinely model the values in their actions, in their conversations, and in the way they treat people every day.
In my experience, the key is alignment between stories, symbols, and systems. You can’t say one thing, and reward another. If a company says it values collaboration but only rewards individual results, the culture won’t move. Culture change sticks when it’s embedded into everyday actions in the language leaders use, in the recognition people receive, and in the processes that support those behaviours.
In all my talent development programmes, I become an ambassador for my client’s culture. I immerse myself in it understanding its values, language, and aspirations so that everything we deliver reinforces the culture they want to create. As part of that, I carry out a culture SWOT analysis based on feedback from programme delegates. It’s an invaluable exercise because it surfaces the real lived experience of employees, what’s working, what’s not, and what behaviours are truly shaping the culture day-to-day. This insight often provides senior leaders with a clear picture of where cultural strengths can be celebrated and where shifts are genuinely needed.
Recently, I’ve seen firsthand how quickly a culture can change when leadership focus shifts. One of my clients went through a Managing Director transition, the previous MD retired, and the new MD has taken a much more micromanagement-led approach, with a heavy focus on the commercials. Unfortunately, this has had a negative impact on the culture. The senior leadership team has lost sight of what the business and its people really need, and the values that once united the organisation are no longer being lived in the same way. It’s a stark reminder that culture cannot be sustained through words alone it needs to be continually championed, modelled, and protected from the top.
I’ve seen culture change work best when senior leaders are visibly living the change and sharing their own learning journeys. That honesty creates trust and gives others permission to adapt too. It also helps when there’s a clear, shared purpose that everyone can connect to something bigger than business metrics alone.
One of the most overlooked elements of culture change is consistency. It takes time, and it requires leaders to stay the course, especially when the novelty wears off. But when leadership, communication, and recognition are all aligned and people start to experience the new culture, not just hear about it, that’s when it truly sticks.
With constant change in business, what practices have you found most effective in keeping leaders adaptable and resilient?
Adaptability and resilience have become essential leadership traits, especially in the last few years, where change has been relentless and often unpredictable. What I’ve learned is that resilience isn’t about simply pushing through; it’s about creating space to pause, reflect, and reset. The best leaders know when to slow down, not just speed up.
One of the most effective practices is building reflection into leadership routines through coaching, peer discussions, or even structured “pause points” where leaders can step back and make sense of what’s happening before reacting. I’ve seen this make a huge difference in maintaining clarity and calm under pressure.
Resilient leaders are also adaptable learners. They’re open to feedback, willing to experiment, and comfortable not having all the answers. In my programmes, I encourage leaders to view change as an opportunity to grow, not a threat to stability. When they share their learning, including the moments that didn’t go perfectly, it creates psychological safety for their teams to do the same.
A consistent theme I’ve seen across every organisation I work with is the importance of emotional intelligence. It has been in the top three development areas across all my talent programmes, regardless of level, from emerging leaders to senior executives. Emotional intelligence underpins everything: self-awareness, empathy, communication, and the ability to stay composed under pressure. It’s what helps leaders stay human in times of uncertainty and connect authentically with their teams.
Implementing a communication framework, such as Clarity4D, can also be transformative. It helps leaders understand their own communication preferences and those of others, improving collaboration, reducing conflict, and strengthening team cohesion. When leaders communicate with clarity and empathy, they’re far better equipped to guide their teams through change.
It’s also vital for leaders to stay connected to their people. During difficult times, there can be a temptation to focus only on the commercial or operational aspects, but that’s when the human connection matters most. Checking in, listening, and being visible builds trust and keeps teams grounded.
I’ve worked with several leadership teams through major transformation, and the ones that navigate it best are those who balance focus with empathy who adapt their style to meet people where they are. Adaptability and resilience grow from authenticity, self-awareness, and a willingness to keep learning, even when things feel uncertain.
Looking ahead, how do you see HR and talent development evolving over the next five years, and what will that mean for leaders of tomorrow?
The next five years will be pivotal for HR and talent development. We’re already seeing a shift from traditional, one-size-fits-all training to highly personalised, data-driven development experiences. Technology will continue to play a huge role using analytics and AI to identify potential, tailor learning, and track impact but the heart of HR will remain deeply human. The future will belong to organisations that can blend digital capability with emotional intelligence.
For HR professionals, our role will increasingly become that of a strategic enabler helping the business build cultures of adaptability, inclusion, and continuous learning. It will be about anticipating the skills leaders will need, not just responding when gaps appear. That means embedding talent development into the fabric of business strategy rather than treating it as an add-on.
For leaders of tomorrow, self-awareness will be non-negotiable. They’ll need to be agile communicators, capable of leading hybrid teams, and confident in navigating ambiguity. Emotional intelligence will continue to be a cornerstone skill in understanding themselves and others, building trust quickly, and lead with empathy.
I also believe that talent development functions will take on a stronger coaching and mentoring focus helping leaders not just learn but apply what they learn in real-world contexts. One approach I’ve found particularly effective is the “Leading Self, Leading a Team, Leading a Function, Leading an Organisation” framework. It provides a clear pathway for growth, helping leaders understand where they are on their journey, what new skills each stage demands, and how to build the mindset and capability to progress.
Ultimately, the future of HR and talent development will be about creating leaders who can combine commercial acumen with humanity leaders who can drive performance while inspiring people to bring their best selves to work. Those are the leaders who build organisations that thrive through change, not just survive it.
If you were sitting down with the next generation of C-suite leaders, what’s the one lesson or piece of advice you’d want to pass on?
I’d say this: never lose sight of the human impact of your decisions. Leadership isn’t about hierarchy or control, it’s about service, influence, and responsibility. The higher you go, the more important it becomes to stay grounded, curious, and connected to your people.
Remember that your role is to create an environment where others can thrive. That means listening deeply, communicating with clarity, and being present truly in the moment even when the pressure is high. The best leaders I’ve seen are the ones who combine courage with compassion, who can make tough decisions but do so with integrity and kindness.
Also, invest in your own self-awareness. Understand your strengths, your triggers, and how your leadership style impacts others. Frameworks such as Leading Self, Leading a Team, Leading a Function, Leading an Organisation remind us that leadership is a journey one of continual learning, humility, and growth.
Finally, never underestimate the ripple effect of your actions. Every conversation, every decision, every behaviour shapes the culture around you. If you can lead with authenticity, empathy, and a genuine belief in helping people be the best they can be, you’ll not only build a successful organisation you’ll leave a legacy of trust, growth, and purpose.
Sue Reed – Talent Development Leader
Sue Reed is a strategic and award-winning Talent Development Leader with over 20 years of experience designing engaging, results-driven programmes in Sales, Leadership, and Operational Excellence. Her passion is helping individuals uncover their potential and build lifelong business skills.
As founder of Reed Consultants, Sue creates bespoke, accredited learning solutions that are interactive, practical, and aligned with each client’s culture. Her Leadership Sales Development Programme won the British Excellence of Sales Management Award (BESMA) for Best Sales Development Programme in 2016, and she was recognised as Talent Development Consultant of the Year by SME in July 2025.
Sue is an endorsed partner of the Institute of Sales Management Education, Clarity4D, and CPD.
Based in Devon, Sue enjoys rugby, motor racing, gardening, and life with her husband and Cockapoo, Bailey.
