Big. That’s how Michelle Dowse describes her role as principal and CEO of Heart of Worcestershire (HoW) College. Not difficult or complex or stressful, though it must be all of those things at times. No, just ‘big’.
The description is apt. HoW College has around 6,000 students, ranging in age from 16 to well into their 80s – a truly diverse learning community that includes school leavers, adult learners, higher-education students and apprentices.
The college employs more than 550 staff, with around 425 full-time equivalents, working across campuses in Redditch, Bromsgrove and central Worcester, as well as a construction centre in Malvern.
“We support learners from all walks of life,” Dowse explains. “That could be high-achieving students aiming to go higher, and others who need encouragement to rediscover their love of learning and realise their potential.
“We’re deeply rooted in our community,” she says, “but we also cover a lot of the same ground as the UK government’s national missions. For example, I’m involved in championing its Safer Streets mission. We get involved politically to make sure that the voice of further education is heard and that people are aware of the impact that our learners have in the community after they leave us.”
Dowse truly sees the bigger picture.
Unexpected career path
After sitting her O-levels, Dowse didn’t imagine education would be her future.
“I didn’t do brilliantly in my exams,” she says, “but post-16 education changed everything… I know first-hand how transformative it can be.”
However, rather than choosing education as a career after university, Dowse spent the best part of two decades working in the private sector for organisations including Philips and Unilever, where she discovered a love for marketing. At 29, she became a company director.
“It was a huge milestone that shaped my leadership journey. I often felt out of my depth, but that experience taught me how to learn fast, adapt quickly and lead with confidence,” she says.
“I ran my own marketing consultancy while raising my children, which offered flexibility, but not fulfilment. I hit what I call my midlife career crisis. I realised I wanted to do something that felt purposeful and aligned with my values.’’
It was that ‘crisis’ that brought Dowse back to education. “I knew this was the world I wanted to be a part of – but as I wasn’t a teacher, I brought my marketing background into the sector.”
Dowse admits that taking on a first role in a new sector was daunting and a little intimidating, but exciting, too.
“I entered education at a senior level without deep experience of it, but like earlier in my career, I learned quickly. At these times you might wonder, ‘do I have it in me?’, but it can be the doubts that push you to grow. That early experience of leading outside my comfort zone at 29 proved invaluable. Even now, when challenges arise, I draw on those lessons and try to stay calm, curious and find a way through.”
Dowse joined HoW in April 2023, fulfilling a 10-year goal that she’d set for herself: to become a principal and chief executive of a further education college.
”That early experience of leading outside my comfort zone at 29 proved invaluable. Even now, when challenges arise, I draw on those lessons and try to stay calm, curious and find a way through”
Potential for change
HoW appealed because of its potential. Dowse recognised that there was a lot to do to make the college a success, but she also saw it had strengths and a dedicated team working there.
“From my first visit, it just felt right,” she says. “I love transformation and could see opportunities everywhere. I wanted to raise ambitions and ensure learners reached their full potential.
“Financially, the college was under strain, so a turnaround was essential. Added to that, there was significant cultural work to do. Staff were hardworking and committed but sometimes lacked clear direction. My job was to set that direction while providing support and care – because further education is tough.’’
Dowse’s early months were arduous – assessing what worked, what didn’t, and ensuring the right people were all on board with her plans. But over time, as trust built and the shifts in culture started to pay off, her team began believing that things could be different. That’s when real, beneficial changes began.
Connection, clarity, communication
One of the levers for that change was improved communication. “It was a big priority,” says Dowse. “Staff were making well-intentioned decisions, but without seeing the full picture.
“That’s where my marketing background came in handy: listening first, finding out what’s really happening, and making sure messages are clear and consistent.
“For me, effective leadership means clarity of direction… a shared purpose only works when everyone knows what it means for them personally – how their role contributes to that goal.’’
”We may be in education, but we face the same leadership, performance and wellbeing challenges as any other organisation”
Staying on track
When asked about how she keeps the team on course, Dowse finds some nuance is what’s needed. “It’s less about keeping things on track and more about keeping them relevant,” she says. “The world changes fast, and we need to adapt.’’
Again, accountability is embedded at every level. Targets are owned by teams across the organisation, not just by senior leaders. “When everyone understands and owns their part, collective success follows,” Dowse says.
“We’re all trying to achieve the same thing: to serve the people of Worcestershire.’’
Trust brings rewards
For Dowse, trust is the foundation of everything she does. “My team and I challenge each other, debate openly, and hold one another accountable, but that only works because it’s built on trust, and the cultural shift we’ve achieved here stems directly from that foundation,” she says.
“I feel incredibly fortunate to have had such a rewarding career and to have worked with so many brilliant people.’’
“People sometimes forget that our further education college is a £33m business with hundreds of staff. We may be in education, but we face the same leadership, performance and wellbeing challenges as any other organisation. Our ‘product’ is one that is truly transformative – it’s learning itself. That’s what makes it so deeply rewarding.”
Martin Bewick is a writer and editor at CPL One.
This article is shortened version of the Big Interview (An education in leadership) first published in the Winter 2025 issue of Edge. You can read the full version here
