Background
Maggie’s provides free cancer support and information in their specially designed centres across the UK and online. Working alongside NHS hospitals, Maggie’s centres are staffed by expert Cancer Support Specialists, Psychologists and Benefits Advisors, helping people to take back control when cancer turns life upside down.
Maggie’s long-term ambition is to be there for everyone with cancer in the UK, to ensure that there is no-one living with cancer who is unable to access the expert psychological and information support that they so desperately need to live the best quality of life possible.
Aim of the Programme
- To develop Centre Heads to be effective ambassadors and leaders for Maggie’s within the community where their centre is located.
- To equip Centre Heads with the skills and expertise to be strategic leaders, drive and lead high performance within complex environments, and unlock their full leadership potential.
Delivery and Approach
The CEO, Dame Laura Lee and the COO, Ann-Louise Ward, were the sponsors of the programme who co-created it with us. The design of the programme drew upon the future requirements of Centre Heads in line with the organisation’s strategy and data gathered from PDR reviews.
The first delivery of the leadership programme was a pilot programme with Centre Heads from five Maggie’s Centres from across the UK. Subsequently, we delivered a second programme for a new cohort of five Centre Heads.
The programmes took place over a period of nine months. The programme consisted of a strengths-based 360 survey, four learning modules, four peer group coaching sessions, and five one-to-one coaching sessions. The learning modules covered Leading a Team, Handling Challenging Conversations, Impact, Presence and Visibility, and Influencing Upwards and Sideways.
Participants also had regular check-ins with their line manager to discuss their progress and experience throughout. We held review conversations with the COO at specific points throughout the programme, and the feedback from these, as well as from participants enabled us to adapt and flex what and how we delivered the programme, so that it was always relevant to the reality of what participants were experiencing in their roles.
The Design of the Programme Was Based on the Principles of:
- 70-20-10 learning model: real work/social learning/ formal input
- Spaced learning: regular inputs over time, building on what had gone before
- Peer learning and reflection
- Mindset and behaviour change
- Wellbeing and sustainability
The Outcomes
- Increased engagement with partners in NHS Trusts and the healthcare system
- Centre Heads taking a more strategic role in how they lead and manage their centre
- Greater understanding and consideration of the demands on Maggie’s as an organisation and the implications and impact of these
- Increased confidence in personal leadership style and capability
Client Feedback
“The programme and the coaching have made me reflect and think about culture, strategy and given me more confidence to lead. It is always work in progress, but I have more confidence in my decision making and consider wider issues when making them”. Gilly Howard-Jones, Programme Participant
“Our partnership with 10Eighty has been incredibly valuable in strengthening the leadership capability of our Centre Heads. The programme brings together expert coaching, peer support, and practical development in a way that feels both thoughtful and genuinely supportive. It has helped our leaders grow in confidence, deepen their impact within their communities, and lead their colleagues with greater clarity and compassion. It has been a truly positive experience – one that has enabled Centre Heads to develop their leadership voice while feeling encouraged, appropriately stretched, and well supported throughout”. Ann-Louise Ward, COO
June 2026
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