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Consultant story:

Caroline Broad, Resilient Leaders Consultant

We asked Caroline Broad, facilitator and trainer at Broad Associates, to share her experience about how the RLE and RLDP™ has helped her professionally.

The RLE and the facets have given me a language to explore and describe my strengths and weaknesses as a business owner and someone who delivers transferable skills to researchers. The challenges the RLDP continues to give me are helping me make better strategic decisions.

Caroling Broad.jpg

Why Resilient Leaders Elements (RLE™)?

In terms of a collaborative and supportive environment, the co-coaching relationship that started as part of my accreditation programme and has continued helps me to get clarity on issues I am facing and highlights my success.  We focus our partnership around the RLE and RLDP and use them to talk through issues, boost confidence, direct our energy and make tangible progress.  The co-coaching, the RLE framework, and the challenges the RLDP give us means I know I am making progress in the right direction.

To help me prioritise I use the RLE (I have a poster on my wall!) to give me a short cut for diagnosing any areas causing me difficulty at work.  It helps create a sense out of things and gives me a language and framework that I didn’t previously have; ‘a short cut to understanding’.

How has it helped you professionally?

It enables me to demonstrate return on investment through the quantitative data that the RLDP produces.  


For example:  I run a programme called Human Factors in Innovation and Enterprise, funded by industrial strategy money from BBSRC for University of Cambridge Engineering Department.  Its’ learning outcomes are about improving Awareness of Self and Environment in the context of innovation and enterprise.  Targeted at PhD Students it helps them to understand the capabilities they need as a leader if they are going to ‘spin out’ their research.

The client wanted me to provide some kind of meaningful measurement of impact and I used the RLDP.  The result is that I’m now on my fourth iteration of the 7-month programme and the client is looking for alternative sources of funding to keep it running once the current funding runs out.  

Specifically the RLE and RLDP has enabled me to:

  1. Give a flow to the sequence of workshops and a focus for the workshops themselves.

  2. Give each participant a measurement of their strengths and weakness in the context of becoming an effective and innovative leader and entrepreneur.

  3. Demonstrate return on investment with quantitative data for the whole group.  I can quantify the impact that this programme is having to my client.  This in turn makes their job easier when they bid for funding.  


Critically the accreditation has given me the confidence to bid for work outside of my immediate network.  Most of my work comes out of relationship management but the data I can generate with the RLDP is giving me the confidence to access new business opportunities. 

What are your plans now?

I'm currently involved in the 'Women As Resilient Leader' working group, developing programmes using the RLDP to support women through those critical transition points in their careers.

I’m going to use the RLE like a business development ladder. I’ve had the will to develop my business to the next level but I haven’t had the tools to do this until now.

What would you say to anybody considering the resilient leaders consultant accreditation course?

You are about to engage with a supportive, positive, proactive fascinating group of people, focused a shared goal to use the RLDP to add value wherever we work.  We have shared values around the language of the RLE which helps us all. You won’t regret it!

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