What 2025 taught me about leadership, emotional intelligence, and rebuilding with intention

2025 was not a year I would have chosen. But it was a year that changed how I see myself, my work, and how I lead.

 

There was a lot of disruption. Coming to terms with the end of important relationships, an unwanted relocation away from Aberdeen, and a long stretch of uncertainty. Everything slowed down, whether I liked it or not. When momentum drops away, you notice things you would normally move past. That space forced me to reflect, not dramatically, but honestly, on how I respond when things are not straightforward.

 

Emotional intelligence in real life

I have always believed emotional intelligence matters in leadership. Not in theory, but in the day to day, especially when pressure is involved.

This year pushed me to think more seriously about the work of Daniel Goleman, and how emotional intelligence actually shows up in practice. Not just empathy and people skills, but self-awareness, regulation, and motivation when things are uncomfortable or uncertain.

 

I know that connection and empathy are strengths of mine. I work well with people. I understand environments and dynamics, and I tend to pick up quickly on what is happening beneath the surface.

 

Where I have had to do more work this year is self-awareness.

 

It is much easier to understand others than it is to sit properly with yourself, particularly when things change in ways you did not plan for. Slowing down this year forced me to question how I define progress and identity, and how much of that was tied to movement rather than clarity.

 

Not all growth looks active. Sometimes it is quiet, unresolved, and ongoing. Accepting that has been a lesson in itself.

 

Returning to senior women’s football

Stepping back into senior women’s football mattered more to me than I expected.

 

It reminded me why I enjoy this work. Football, at its core, is about people. Developing them, supporting them, challenging them, and creating environments where they can perform. At the same time, results and standards still matter. There is no avoiding that.

 

For me, leadership sits in the space between those things.

 

I am a people person by nature, but I also understand the responsibility that comes with senior environments. Returning to that space reinforced something I have always believed. You do not have to choose between humanity and performance. When they are aligned properly, they support each other.

 

Looking ahead to 2026

All of this has influenced how I think about what comes next.

 

Football is the sport I care deeply about. It has shaped a huge part of my life, and I want to see it continue to grow in a way that is sustainable, people focused, and ambitious. That passion sits behind my goals for 2026.

 

One of those goals is to support clubs within football, particularly in the women’s game, that want to transition into full-time playing models. This comes from experience rather than opinion. Working across different environments has given me a broad understanding of players, pathways, and structures across the UK.

 

I want to use that knowledge carefully and respectfully, alongside the work I am already doing, to help clubs navigate change in a way that supports both performance and the people within the system.

 

Alongside this, I am focused on my own development as a coach. That includes continuing to grow within football, while also developing my coaching in a broader leadership and business context. The common thread for me is supporting people through pressure, change, and ambition, and creating environments where they can perform and grow.

 

Bouncing back, properly

On a personal level, 2026 is about bouncing back properly.

 

Not by forcing momentum, but by moving forward with more clarity and a better understanding of myself. This year made me more aware of how I respond when things do not go to plan, and what I need to be effective over the long term.

 

It also reinforced that leadership is not just about outcomes or direction. It is about how you show up when things are uncertain, and what you carry forward from those moments.

 

I am grateful for the lessons, even the difficult ones. They have shaped how I think, how I listen, and how I lead.