The purpose of the Crosby Enrichment Learning Topics:
The Crosby Enrichment Learning Topics encompass a wide range of subjects and topics that are selected to enhance the apprentices learning experience beyond the apprenticeship standard curriculum. These subjects and topics can include academic enrichment, cultural experiences and capital, personal development, current affairs, the exploration of British Values and UK Law and statutory legislation.
Key points for discussion:
Acknowledge Sensitivity: Some topics and subjects selected for discussion may be sensitive and controversial and will require a thoughtful approach.
Clear guidelines: Clear guidelines for respectful and considerate communication will be expected, such as active listening, avoiding potentially offensive remarks, using appropriate language, providing relevant context, applying critical thinking to stay focused on the topic and subject being discussed.
Research: Gather information and understand different perspectives relating to the topic and subject to be discussed.
Prepare for Emotions: Anticipate potential emotional responses and be prepared to address them with empathy and understanding.
What is planned happenstance?
Have you ever considered the different skills we need, and challenges we face, at different stages of our career development? Would it be true to say that we do not always plan our next steps, but rather we capitalise on unexpected opportunities when they arise – known as happenstance? While these play a significant role in our career development, and it is always important to stay open to unexpected opportunities, there is evidence to show that combining openness with strategic career planning – termed as “planned happenstance” – leads to greater career satisfaction and success. How we plan for the next stage in our career will differ depending on our chosen specialism, but here are some commonalities.
6 Career Transition stages:
Transitioning from education to your first job is a major step—exciting but often challenging. It means applying what you’ve learned in Education, adapting to workplace culture, and proving your value.
Bridges’ (1988) Transition Model (Ending, Neutral Zone, New Beginning) offers a helpful framework: leaving student life, navigating job search uncertainty, and starting your career. Earlier work experience/internship can support, alongside:
- Developing greater self-awareness – of needs, strengths and limitations – can enhance career navigation skills and provide for equity.
- Reflecting on educational results, particularly maths and English as a foundation for all learning, paves the way for consideration of new approaches to learning key subjects, e.g.: through apprenticeship schemes.
- Taking initiative in learning and actively seeking feedback are key drivers of early career success.
- Engaging in mentorship programmes can greatly enhance workplace adaptation and help clarify career direction.
- Establishing a professional network early – both in person and through social media channels such as Linked-In and Instagram – can fast-track your career development.
A first promotion marks the shift from excelling at individual tasks to becoming a key driver of team and organizational success through a combination of management and leadership. High performers at this level consistently deliver quality work and contribute through strategic thinking, cross-functional collaboration, and influence without authority. As Peter Drucker (1967, cited in Dublino, 2023) said, “Efficiency (management) is doing things right; effectiveness (leadership) is doing the right things.” Consider that:
- Leadership readiness relies heavily on, and builds upon, self-awareness, reflective practice, and emotional intelligence.
- Ongoing feedback helps maintain a healthy balance between confidence and modesty.
- Peer mentoring supports skill growth and encourages accountability.
Transitioning from individual contributor to first-time manager is a major career milestone that requires a shift in mindset and skills. Known as “crossing the threshold” (Watkins, 2012), this move means shifting from doing the work to leading the work of others. The Centre for Creative Leadership (2022) notes that setting expectations, providing feedback, and motivating others are among 12 key early challenges. Success is no longer only about your own performance but about enabling others to excel. As Simon Sinek (2022) says, “The hardest part about becoming a leader is learning to talk less and listen more. You will need to:
- Delegate effectively to boost team output and sharpen your managerial focus.
- Undertake leadership training to ease the stress of transitioning into management.
- Develop strong conflict resolution skills which are key to maintaining team harmony.
- Manage budgets effectively, achieving return on investments for business performance and sustainability.
Moving from Manager to Head of Department/Executive is a major transition that demands a new level of leadership. It means expanding your influence, thinking strategically, and leading across multiple teams or functions. Delegation becomes even more critical as, to quote an African proverb, “If you want to go fast, go alone. If you want to go far, go together.” Harvard Business Review (Wilding, 2025) confirms that this often comes with broader scope, bigger expectations, and influence on strategy, culture, and the organisation’s performance at the highest levels. Your input carries more weight, and you will need to start setting direction and solving business-critical problems. Consider how:
- Developing strategic thinking helps leaders align team efforts with the organisation’s vision.
- Collaborating across functions fosters innovation, cost-effectiveness, and eliminates silos.
- Executive mentorship offers support for navigating complex leadership challenges.
Moving from Department Head to Senior Leader (Business Owner – single site) is like upgrading from steering a yacht to a cruise ship — bigger scope, higher stakes. It requires strategic (longer-term) thinking, cross-functional leadership, and greater influence. Key shifts include driving change through creation of a clear vision for the future (Kotter, 1996), leading with emotional intelligence (Goleman, 1998), and adopting systems thinking (Senge, 1990). Strong networks and relationships across the organisation are also vital, alongside business and analytical skills. Build capability around:
- Systems thinking, to manage complexity and understand inter-dependence (of departments, functions, systems, divisions, etc.)
- Increased influence through stronger stakeholder engagement and communication skills.
- Use of analytics to drive sustainable performance, balancing people and business leadership.
Moving from Senior Leader to Executive Board Member (Business Owner – multiple/chain) is a major leap that involves guiding strategy and governance. It’s no longer one cruise ship – it’s an entire fleet. This role demands a broader view of the organisation, sector and marketplace, and deep knowledge of governance, shareholder relations, and compliance. Boards now focus on Environment and Social Governance (ESG), Human Capital, cybersecurity, digital skills, as well as long-term value (Bremen, 2024). Key skills include asking sharp questions and fostering open, constructive dialogue to drive reflection and support strategic direction, while leaving the detail to those in leadership and management. Consider that:
- Executive presence is cultivated through authenticity and clear communication.
- Strategic foresight involves anticipating market and organisational shifts through meaningful analytics.
- Board-level engagement demands political acumen and excellence in relationship management.
Recognise that the skills required at each step should stay with you and continually develop – so that, for example, the professional network you started when you transitioned into your first role is always building and strengthening, and there to support you throughout your career.
Reflection time on “planned Happenstance”
We ask our apprentices to reflect on the questions posed as these may be discussed during your next progress review.
- Which step is current/next for you in your career plan?
- Do you have a plan in place to acquire the necessary experience and skills to support you through that transition?
- Who can mentor you to reflect and build/review your plan, ensuring you have a strategic plan that optimises happenstance opportunity?
- Is there someone in your network or family that would find this valuable, along with your support in building their career plan?
REFERENCES:
Bremen, J.M. (2024). New skills for boards of directors and what it takes to succeed. [online] WTW. Available at: https://www.wtwco.com/en-gb/insights/2024/11/new-skills-for-boards-of-directors-and-what-it-takes-to-succeed [Accessed 27 Oct. 2025].
Bridges, W. (1988). Bridges Transition Model. [online] William Bridges Associates. Available at: https://wmbridges.com/about/what-is-transition/ [Accessed 27 Oct. 2025].
Center for Creative Leadership (2022). Understand The 12 Common Challenges of First-Time Managers | CCL. [online] Center for Creative Leadership. Available at: https://www.ccl.org/articles/leading-effectively-articles/first-time-managers-must-conquer-these-challenges/ [Accessed 27 Oct. 2025].
Dublino, J. (2023). What Your Business Can Learn From Peter Drucker. [online] business.com. Available at: https://www.business.com/articles/management-theory-of-peter-drucker/ [Accessed 27 Oct. 2025].
Goleman, D. (1998). Working with emotional intelligence. London: Bloomsbury.
Kotter, J. (1996). Leading Change. Boston, MA: Harvard Business School Press.
Senge, P.M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Currency Doubleday.
Sinek, S. (2022). Talk LESS, Listen MORE | Simon Sinek. YouTube. Available at: https://www.youtube.com/watch?v=4oK6-agsPaY [Accessed 27 Oct. 2025].
Watkins, M. (2012). How Managers Become Leaders The seven seismic shifts of perspective and responsibility. Harvard Business Review, 90(6), pp.64–72, 144.
Wilding, M. (2025). Navigating the Jump from Manager to Executive. [online] Harvard Business Review. Available at: https://hbr.org/2025/06/navigating-the-jump-from-manager-to-executive [Accessed 27 Oct. 2025].
FURTHER READING:
Brackett, M. and Elbertson, N. (2019). Emotional Intelligence. Character Lab Playbook. [online] doi:https://doi.org/10.53776/playbooks-emotional-intelligence.
Makoff-Clark, A. (2021). Five proven methods to achieve true self-awareness. [online] CMI. Available at: https://www.managers.org.uk/knowledge-and-insights/article/five-proven-methods-achieve-true-self-awareness/ [Accessed 27 Oct. 2025].
University of Cambridge (2025). Reflective Practice toolkit: Models of Reflection. [online] University of Cambridge. Available at: https://libguides.cam.ac.uk/reflectivepracticetoolkit/models [Accessed 27 Oct. 2025].