Alumni in Focus: Gillian Ormston

My first steps with Windsor Leadership

My first experience with Windsor came in March 2024, when I attended the International Women’s Day webinar, followed shortly afterwards by the Hybrid Leadership: Avoiding Burnout workshop. As I was already booked onto a programme that year, I found experiencing these two online sessions beforehand completely invaluable - they gave me a real taste of Windsor Leadership’s approach and helped me fully embrace the programme. Both sessions really struck a chord with me, and I quickly made the decision to book onto every Windsor Leadership workshop that year.

I keep a small red notebook filled with notes from every workshop, and I often revisit it to remind myself of the tools and insights I’ve gained. For me, leadership is a continual process - there is always something new to learn, refine, or reflect on. I would encourage anyone curious about Windsor to start with an online session - it’s the perfect way to experience their style before joining a programme.

One workshop on sustainable leadership left me with an image that has stayed with me - one I’ve returned to many times: the idea that a pearl is created through the irritation of grit. In my role, I often face challenging situations - grievances, conflicts, pressures and that metaphor has helped me navigate them. It reminded me that discomfort and challenge can be valuable, shaping something stronger.

A turning point in my life

Just two days after attending Part One of the programme, my brother died suddenly. It was devastating, but it also became a wake-up call, pushing me to confront my own health and wellbeing in a completely new way.

With the encouragement of my programme syndicate and the insights I gained through Windsor, I made radical changes - I improved my health and transformed how I saw myself as a leader: I no longer felt like I was ‘trying’ to be a CEO. I knew, with conviction, that I was the CEO. 

Bringing it back to my organisation

Inspired by Windsor, I’ve developed a 13-month organisational vision for the Office of the Police and Crime Commissioner. It focuses on excellence in service delivery, improving policing, supporting victims, strengthening communities, and ensuring we are organisationally fit for the future. A powerful concept I took from Windsor was Compassionate Accountability, which is now a central part of our approach. We’ve built clear measures and a roadmap for how we will achieve this vision.

For me, it’s all about organisational development and visible leadership. Windsor challenged me to think about impact: What kind of organisation do we want to be? How do I want my leaders to lead? How do I want employees to feel when they come to work each day? How do we celebrate success together? I genuinely don’t believe this work would have happened without Windsor Leadership.

In November 2025, the government announced the abolition of Police and Crime Commissioners unexpectedly. My experience on the Windsor programme has given me the skills to navigate the significant transition to the new policing governance arrangements with confidence. Leading my team through a period of 2 years of uncertainty needs me to lead my team with stability so that they continue to deliver business as usual activity with professionalism. Windsor has provided me with the tools to be a strong CEO able to balance business as usual whilst planning for a significant change programme.

Making connections

My programme syndicate group is now only ever a phone call away if I need support. But beyond that, I’ve kept up conversations with people I’ve met through the Windsor workshops. I’ve stayed in touch with fellow participants, sharing our leadership journeys and even exploring ways we might collaborate. I make a point of picking at least one person from each workshop to follow up with afterwards. It’s amazing how, even in such a short space of time together, you can make strong and meaningful connections.

Why Windsor Leadership?

People often ask why Windsor is different from other leadership programmes. For me, it’s because it isn’t about being ‘taught.’ It’s about conversations, reflection, and challenge. It’s about the right people, in the right cohort, with the right speakers.

I think of it as a ‘pick and mix’ taking the best traits, practices, and insights from a range of people and deciding what fits with my leadership. That’s what makes Windsor Leadership so powerful.

From growth to legacy

Windsor Leadership has changed me. It gave me the confidence to own my role as CEO, the strength to prioritise my wellbeing, and the inspiration to set a bold vision for my organisation. Most importantly, it has helped me focus on the legacy I will leave, by preparing and empowering others to lead after me. Since the programme, I have gone on to be appointed as an Independent Panel member for Judicial Appointments and Chair of the Community Relations Advisory Committee for RAF Croughton. I could have never envisaged achieving these prior to attending the Windsor programme. Both these opportunities arose through someone approaching me and inviting me to apply for the roles. The Windsor programme gave me the confidence to push myself outside my comfort zone and acknowledge I have grown into a much stronger leader.