Reflections on Nia Upeoni, Leadership and Systems Change
Written by Henry Ngawoofah
Over two inspiring days, I had the opportunity to participate in the Ubele Leadership & Systems Change kick-off programme, an immersive learning experience designed to stretch our understanding of systems thinking, collaborative leadership, and the transformative power of collective action. It brought together leaders from across communities, each deeply rooted in their own local contexts yet united by a shared desire to tackle inequality and create lasting change.
The opening sessions introduced us to the core concept of systems and systems change how seemingly individual issues often sit within wider, interconnected structures. We explored how education, employment, health, housing, and justice systems intersect to shape the lived experiences of our communities. This system's lens helped me see more clearly how local initiatives, like those led by MEaP and GIFT, exist within much broader patterns of policy, power, and opportunity. Recognising this interconnectedness is a vital first step toward creating solutions that go beyond symptoms to address root causes.
We then moved beyond our local realities to examine different systems globally, reflecting on what community-led transformation looks like in other regions and cultures. These discussions reminded me that while every context is unique, many of the challenges we face from structural racism to economic marginalisation are shared. Understanding how others have mobilised networks, shifted narratives, and influenced systems offered both practical insight and renewed motivation for the work ahead.
A key takeaway for me was the emphasis on leadership decision-making within complexity. The programme encouraged us to embrace uncertainty, think adaptively, and engage with multiple perspectives when tackling problems. Leadership, in this sense, is not about having all the answers but about cultivating the conditions where the right questions can be asked and collective intelligence can emerge. Through interactive exercises, I gained tools for reframing problems, mapping stakeholders, and using reflective inquiry to guide more thoughtful and inclusive decision-making.
Perhaps the most powerful conversations centred on tackling racism and white supremacy, both personally and within our organisations. These were courageous and necessary dialogues acknowledging how systems of oppression are reproduced in everyday practice and exploring how we can actively disrupt them. It was both challenging and affirming to be in a space where honesty, vulnerability, and accountability were encouraged. Strengthening our capacity to confront these issues is essential for authentic leadership and systemic change.
Finally, the programme underscored the importance of collaboration and peer learning. We shared stories of struggle and success, learned new frameworks for community-led transformation, and began building networks of solidarity. The peer exchange reminded me that real change happens not in isolation, but in partnership when communities co-create solutions, share power, and hold systems to account.
Leaving the two-day session, I felt grounded, stretched, and inspired. The journey of systems change is neither quick nor simple, but this programme reaffirmed that by learning together, questioning deeply, and leading with purpose, we can begin to transform not only the systems around us but also ourselves.
