Leadership in public bodies: What three years of CEO masterclasses have taught us

Three years ago, Nous Group launched the CEO Masterclasses in partnership with the Association of Chief Executives. The idea was simple: create space for new and aspiring CEOs of public bodies to reflect, connect, and grow.

Since then, participation has grown year on year and so has the energy. Each cohort brings a fresh wave of insight, ambition, and commitment to public service. And while the challenges remain familiar – governance, accountability, political navigation – the context is new. A new government combined with a dramatically changing geopolitical global landscape means what’s expected of our leaders of public bodies. What’s expected from a technology perspective has changed. Leaders must now both protect operations against the cyber attacks sponsored by our adversaries while understanding how to exploit the potential of AI to deliver efficiencies.

The series builds from Nous Group's research into the role of the CEO and Chair of public bodies.

What’s striking is how consistent the core pressures are. Leaders of public bodies are still being asked to do more with less, to deliver outcomes in complex systems, and to do so under intense scrutiny.

But layered on top of that is something new, the uncertainty of frontier technologies.

Participants are grappling with the implications of AI and automation for decision-making and public trust, as well as the ethics of data use and the risks of algorithmic bias. They face the considerable challenge of leading in a world defined by volatility, uncertainty, complexity, and ambiguity, all while recognising the imperative to lead inclusively and serve the diverse communities that rely on public bodies.

These aren’t abstract debates. They’re live, urgent, and unresolved. And they’re shaping how leaders think about risk, accountability, and the future of public bodies.

What’s been most rewarding is witnessing the ways participants respond to the programme. They arrive with a deep commitment to public service, a readiness to be open and vulnerable with one another, and a genuine hunger to learn and grow both as individuals and as leaders. Throughout the journey, they challenge one another in constructive ways, sharing, not only their doubts, but also their achievements, and thereby form professional and personal connections that endure long after the programme has concluded.

These shared experiences foster a sense of belonging and mutual respect, reinforcing the idea that leadership is not a solitary pursuit but a collective endeavour. When participants leave the masterclasses, they do so with an increased confidence, especially with regards to their ability to navigate complex and uncertain situations with integrity and adaptability.

Many have reflected on the immense value they found in stepping back from the daily pressures of their roles to contemplate their leadership style, in exchanging lessons and insights with peers facing similar challenges, and in benefitting from the honesty and generosity of seasoned CEOs who openly discuss what it truly means to lead in demanding positions. This environment of trust and support equips participants to return to their organisations with renewed purpose and greater resilience.

A defining feature of the masterclasses has been the generosity shown by experienced CEOs who have joined as guest speakers. These individuals have offered candid reflections on the lessons they have learned and unlearned during their tenure, the ways they have navigated political complexity and public scrutiny, and the insights they wish they had possessed when they first assumed their roles. These discussions have become some of the most powerful in the programme, helping participants recognise that doubt is a normal part of leadership, and to appreciate the enduring value of resilience and understand the necessity of leading with clarity and humility.

There has also been a noticeable shift in the composition of those stepping forward to participate. In the first year, the cohort was composed mostly of men, but, this year, an impressive 80 per cent of participants are women, including five joint CEOs. There is still progress to be made concerning ethnic diversity, an area that will be a focus for future iterations. This change is significant, serving as a clear signal that the face of public leadership is evolving, and more women are stepping into these influential roles and finding success within them.

Furthermore, this transformation reflects a broader movement observed throughout our leadership development initiatives, which now reach 3,500 leaders within Defence and extend even further afield. The emphasis is increasingly on fostering leadership that is inclusive, adaptive, and anchored in strong values. These masterclasses, by bringing together diverse voices and experiences, continuously reinforce the idea that leadership is a collaborative journey shaped by shared challenges, personal growth, and the transformative power of open, honest dialogue among peers and mentors alike.

While the Masterclasses do not solve the fundamental challenges faced by public service, they achieve a significant purpose: they create an environment conducive to thought, connection, and reflection. Within this setting, an essential development occurs. Leaders establish the groundwork for their forthcoming decade of leadership.

Looking forward, we are increasingly convinced of the importance of this work. Leadership within public bodies cannot be an afterthought. It is indispensable. With the appropriate support, meaningful conversations, and experienced and expert individuals present, we are cultivating a diverse cohort of leaders poised to guide our public institutions in the coming decade.

Get in touch to discuss the future of leadership in public institutions.

Connect with Peter Horne on LinkedIn.

This piece was originally posted on LinkedIn on 17 July 2025.