From Maternity Leave to EDI Lead: A Journey I Never Planned

If someone had told me 20 years ago that I’d end up chairing committees focused on Equality, Diversity and Inclusion (EDI), and working under titles that include the words “EDI lead”, I know I would not have believed you. That is not because I didn’t care, but because the path here was never planned, and the title “leader” has never sat comfortably with me. I’ve always seen myself more as a collaborator, a listener, someone trying to make things a little fairer from wherever I happen to be standing.

However, I’ve come to learn that my leadership role is that of a facilitator. Facilitative leadership resonates with me. I’m someone who can create space for others to speak, to be heard, and to shape the direction of change together. It’s not about having all the answers, but about asking the right questions, listening deeply, and helping to connect the dots between lived experience and institutional action. Over the years, this approach has guided me through some challenging, eye-opening, and ultimately rewarding moments in EDI work.

My journey began with a rocky return to work after maternity leave, a time that left me feeling overwhelmed, overlooked and unsure of my place in the workspace. Juggling motherhood and career is hard, REALLY HARD. But that less than desirable experience lit a quiet fire in me, and soon I found myself involved in Athena Swan action planning within the School of Biosciences. From there, things have grown organically. I became more vocal, more involved, and eventually took on leadership roles, chairing both the EDI committees in the Division of Cancer and Genetics (DCG) and most recently n the centre for medical education (C4ME). It’s been a winding road, full of learning, listening, and sometimes uncomfortable truths. but also full of hope, connection, and the belief that change is possible when we work together.

If I’ve learned anything from this journey, it’s that EDI work isn’t just about policies and procedures, it is ALL about people. And to do it well, you have to look after yourself too.

Based on the mentorship and guidance provided by Prof Paul Brennan, here are three things I’ve come to hold close:
1 – Slow down: meaningful change takes time, and rushing often leads to burnout or missed opportunities for deeper understanding. Also rushed decisions are rarely wise. They often overlook nuance, miss voices, and lead to solutions that don’t stick. In EDI work, where complexity and emotion are part of the terrain, taking time to reflect, consult, and adapt is not a luxury, it is essential.

2 – Take care of your own wellbeing: you can’t pour from an empty cup, and this work can be emotionally demanding. It’s okay to step back when you need to. Rest is not a weakness. It is a strategy. Surround yourself with people who energise you, and don’t be afraid to say no when your plate is full. EDI work often involves holding space for others, and that means you need to protect your own space too.

3 – Trust your instincts: if something feels unfair or exclusionary, it probably is. Speak up, ask questions, and lean into your values. Your gut feeling is often rooted in experience, empathy, and insight. Don’t let hierarchy or hesitation silence your voice, sometimes the most powerful change starts with a quiet “this doesn’t feel right.” Sharing that with other can open the doors to allow things to change. It can also give others the permission to speak up on the topic as well.

These reflections aren’t the end of the story, they’re just where I am right now. And if sharing them helps someone else feel a little more seen, supported, or inspired to get involved, then it’s been worth writing.