The Catalyst Leadership Programme at Canberra Grammar School in late 2025 served as a transformative experience for a diverse group of 13 staff members across executive, leadership, and management roles, who embarked together on a journey of growth and professional development. The Catalyst Leadership Programme was designed by Balance Partners, with co-founders Rupert Hoskin and Shilpa Limsay bringing their expertise to craft an experience tailored to the personal and professional development of the CGS leaders. This initiative stands as a testament to Canberra Grammar School’s enduring commitment to nurturing leadership potential and fostering continual staff growth within its community.
The journey started with an in-depth 360-degree feedback process. Each participant gathered perspectives from managers, colleagues, and direct reports, gaining valuable insight into their strengths as well as areas needing improvement. For many, it was an eye-opening experience to view themselves through the lens of others, laying the groundwork for genuine self-reflection and purposeful development. This honesty was not always comfortable, but it was profoundly valuable. In confronting such truths, the leaders laid a foundation for growth grounded in self-awareness and the courage to change.
From there, each participant entered into one-on-one coaching with Shilpa Limsay. Known for her candour, Shilpa created a space where avoidance had no place and growth came only through honesty. Her style was direct, at times confronting, but always underpinned by sincerity and deep care for the individual’s development. With her guidance, participants built Individual Development Plans that were both ambitious and grounded in reality. These plans were then refined through Development Council sessions, where Shilpa worked alongside line managers to align personal aspirations with the School’s strategic priorities. What emerged was not a set of abstract goals but living roadmaps, shaped through honest dialogue and shared accountability.
The programme unfolded further through immersive leadership forums under the twin guidance of Shilpa and Rupert. In ‘Lead Self’ and ‘Lead Others,’ participants engaged in storytelling, dialogue and challenging exercises that tested both intellect and character. Shilpa’s presence kept discussions honest, stripping away pretense to reveal the essence of leadership responsibility. Rupert, drawing on decades of global leadership experience, brought frameworks, models and a wider horizon, offering participants the ability to see their roles not only within the School but also in the context of broader organisational and human dynamics. These sessions delved into the nuances of personal influence, the art of decision-making, and the weight of leadership responsibility. Through practical exercises, and open dialogue, staff were encouraged to step outside their comfort zones and experiment with new approaches to leading both themselves and their teams. The collaborative environment fostered honest conversation about challenges and success. Each interaction was carefully designed to cultivate both self-awareness and practical skills, forming a solid foundation that would later support the application of these insights in School initiatives.
Catalyst placed a strong emphasis on translating theory into tangible outcomes through a signature initiative: the ‘Design of the CGS Experience’ project. This practical component challenged participants to apply their developing leadership skills in the School context, fostering collaboration and innovative thinking. Here Rupert’s methodical frameworks provided both structure and rigor, equipping staff with tools for collaboration, problem-solving and impact. Through these sessions, staff explored advanced problem-solving strategies, honed their ability to engage diverse stakeholders, and learned how to drive meaningful impact within complex environments.
As part of this process, the Strategic operations team developed the CGS Strategic Project Methodology Framework. This framework will provide a systematic method for identifying, planning, and implementing School initiatives to maintain alignment with overall School objectives. The Whole School Leadership Team is currently piloting the framework, which is intended to support the planning and execution of strategic initiatives at Canberra Grammar School.
Every component of Catalyst was connected – feedback led to development plans, which fed into coaching, which informed forums, which flowed into project work, all of which fed back into the Development Council discussions. This cohesive design meant that each element reinforced and built upon the last, creating a truly integrated experience.
Catalyst’s true legacy lies not only in the lessons it imparted but in the deeper consciousness it awakened, reminding us that authentic leadership begins with self-knowledge, grows through responsibility, and is sustained by a lifelong pursuit of growth. Although the programme’s chapter closes, its influence endures through the 13 participants who now carry its spirit into the fabric of the School. In their choices, collaborations and quiet acts of leadership, the insights gained will ripple outward, nurturing teams, inspiring colleagues and enriching the CGS Experience. In this way, Catalyst becomes more than a programme; it becomes a living force, an ongoing catalyst for personal evolution and the collective transformation of the CGS community.
Strategic Operations Office
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