Before becoming a leadership coach I worked for many years in HR and line management. In these roles I not only saw the amazing impact good leadership can have on people’s wellbeing and performance, but also the equally devastating impact of poor leadership. I recently had the pleasure of speaking to Rachel Peacock, CEO of Making Space – A national charity providing health and social care services for adults with mental health conditions, learning disabilities, dementia and their carers. Our conversation confirmed something I have always believed: when leaders truly understand themselves and those around them, they create the capacity to lead more effectively.
Today’s world is sometimes described by the acronym VUCA – Volatile, Uncertain, Complex, and Ambiguous – and this presents massive challenges, particularly for those working in the social care sector. Yet while navigating these tough times, Rachel has found a way of staying true to her personal, values-led approach to leadership, and has somehow found a way of balancing her personal purpose with her professional role – something which sends positive ripples throughout her organisation.
What particularly interested me was the role of executive coaching in Rachel’s leadership journey. She explained how coaching has given her powerful insights into her leadership style. One example was her coach’s feedback exercise, where colleagues described her as a ‘Zephyr’ – the warm west wind that comes after a storm. What a beautifully way to describe the psychological safety she offers her teams amid this turbulence.
In my experience, leaders often lack capacity – not just time, but mental and emotional energy – because they’re not leading in the right way. Rachel’s approach shows how understanding yourself helps you manage yourself differently. When she realised her values of financial security and socialist principles could coexist, it allowed her to lead more authentically.
What’s particularly effective about Rachel’s style is that rather than attempting to eliminate uncertainty – an impossible task in today’s social care sector – she creates space for her teams to thrive, even in volatile environments. She focuses on what can be controlled: “What are the small things that you can do every day that make you realise we are still making a difference?”
This approach marries perfectly with what I’ve learned in my coaching practice: people don’t care what you know, they want to know that you care. Rachel demonstrates this by maintaining connections across all organisational levels, from board meetings to service user groups. It’s not about having all the answers, it’s about creating an environment where teams feel supported to find solutions.
For leaders navigating their own VUCA environments, Rachel’s example offers valuable lessons:
1. “Bring your values into the light” – truly understand them and let them guide your decisions.
2. Invest in personal development through coaching. External perspective helps you recognise your impact and refine your approach.
3. Focus on creating psychological safety. In uncertain times, teams need leaders who acknowledge challenges while maintaining focus on what’s possible.
From my years in HR and leadership development, I’ve observed that the most effective leaders are those who care deeply about their work, their people, and their impact. They understand that doing the right thing matters more than doing things right.
Rachel’s leadership philosophy demonstrates that even in the most challenging environments, creating space for teams to thrive isn’t about calming the waters – it’s about building better navigators. As a coach, I believe this approach to leadership, grounded in strong personal values and supported by professional development, is exactly what organisations need to succeed in today’s VUCA world.