The Future Leaders Fellows Development Network is a programme designed to support the professional development of Future Leaders Fellows. The Network delivers specialised leadership training, access to networks and mentors, and collaborative opportunities, so that members can pursue world-class interdisciplinary, cross-sector research and innovation.

UKRI and the Future Leaders Fellows Development Network have created places for an additional 60 researchers across the UKRI community to join the Network through PATHWAYS, a tailored programme of workshops, networking opportunities, mentoring, community-building events, and one-to-one coaching with specialists.


About the PATHWAYS programme

Our online Town Hall meeting on 1 December explained what the programme offers, the application process and eligibility.



If you have watched the presentation and still have unanswered questions, you can get in contact with us at


Who can apply

PATHWAYS will support individuals on fixed term or open-ended contracts in eligible organisations who are either PI on an active UKRI award or employed by a UKRI-funded institute and are implementing their own research ideas for the first time.

If you have a fixed-term appointment, you are eligible provided that your contract extends beyond the end date of the proposed opportunity (end September 2024) and your host research organisation permits you to participate in this programme.


Apply to the PATHWAYS programme

Applications are to be submitted by 5pm on Thursday 12 January 2023. 


All applicants (successful and unsuccessful) will be contacted by the end of January 2023.


By Charlotte Bonner-Evans, Mentoring Partnership Manager

Four people of mixed races and gender sat talking animatedly around a table

Researchers and innovators face many distinct challenges, stemming from research projects, managing interdisciplinary teams, working with people across different organisational cultures, not to mention how busy everyone is, and the imposter syndrome that convinces us everyone knows more than we do! These themes are commonly identified by members of this network as shared challenges. Peers are uniquely able to relate to our context and experiences, offering understanding, support, and advice as a result. This is why we have designed a bespoke peer-led programme for the Future Leaders Fellows Development Network.

Peer group mentoring allows you to share your thoughts, experiences, and to collaborate with your peers. Through working with your peers, you can not only realise the value of discussing issues with those who are facing similar experiences, but also how much you can support others too. Peer group mentoring is based on the evidence that the value of mentoring is reciprocal, allowing space for multiple ideas and views to be shared, discussing problems, and reflecting on experiences (Heikkinen et al., 2020).

Knowing that peer support is available and that you are not in competition with others but instead working towards shared goals, helps to develop ‘meaningful interactions and a sense of relatedness’ (Baik et al., 2017 p. 18). This is an important networking intention in the wake of increased feelings of isolation and loneliness as a result of the pandemic. Moreover, the expectation for interdisciplinary working is increasing for researchers and innovators and finding common ground across disciplines is important.

In a blog for this Network, ‘Building a repertoire beyond advice’, our Mentoring Consultant, Dr Kay Guccione, emphasised that context and experience are important in how we resolve problems and plan our development. Working in peer mentoring groups allows you to work on shared challenges and experiences with others who are working in similar contexts.

The benefits of peer group mentoring include:

  • a space for sharing and reflection
  • problem solving
  • empowerment to take action
  • strengthening of professional identity
  • motivation and well-being.

Peer Perspectives, the Network’s peer group mentoring offer facilitated by subject area experts, is all about sharing personal experiences, solving genuine problems and answering questions alongside your peers, and constructing communities of Fellows engaged in common interests. In an environment with your peers and an expert facilitator in the subject, opportunities for development of yourself and others are rich.

Peer Perspectives takes place in just two meetings. In the first you set yourself some small actions and support your peers to do the same. Planning the second meeting date provides a timeframe for you to take action, as you meet again to review progress and report back on how it went.

Share experiences and challenges with your peers, you will find that they understand and have experienced something similar! (Huizing R.L., 2012)

Register to take part in Peer Perspectives

Our recent Research Encounter offered a rare opportunity to hear from three leading figures reflecting on their experience of collaboration and boundary pushing. They were:

  • The Right Honourable Helen Clark, formerly Prime Minister of New Zealand for three successive terms, and an administrator of the United Nations Development Program. In 2021, she was elected as president of Chatham House
  • Professor Tawana Kupe, Vice-Chancellor and principal of the University of Pretoria and Chair of the Australia Africa University’s network. His own research as an academic is in Media Studies and Journalism, where he’s widely published.
  • Mohit Bakaya, Controller of BBC Radio Four and Radio Four Extra. Mohit has had a long career in the BBC and before becoming controller for Radio Four he was the Editing Commissioner for Radio Four Factual.

The panel was chaired by the Future Leaders Fellows Development Network’s lead on Public Engagement, Professor Barry Smith.


We kicked off the conversation by asking our panel how they started collaborations and sought out the people they wanted to work with.

Helen Clark said that her time in academia in the 1970s was definitely not about teamwork, much more of a lonely, scholarly pursuit. Working with diverse teams only became the usual way to operate when she entered her political career and then worked at the UN. “The structure of the organisation can define the collaborations but, of course, you need to reach outside it to test ideas, get independent advice. I always like to hear independent advice, not just through official advice streams.”

Prof Kupe had a different experience. He went to university in Zimbabwe in 1980s, post-independence, where his University wanted to reach out, become less isolated, creating opportunities to allow people to study abroad. Prof Kupe did his PhD in Norway and has had what he describes as, “a career forged within collaborations and partnerships.” He added “as Vice-Chancellor, I now drive the University of Pretoria through collaborations and partnerships.”

As Mohit Bakaya pointed out, the BBC does not need to approach others when externally engaging because, simply put, people come to them. “One of the things we must do when choosing to collaborate is to not go for the usual suspects. It’s the same as when you’re recruiting people for jobs, you’ve got to avoid cultural cloning. It’s very easy to work with people who look like you talk like you, are of a facsimile of yourself. Actually, those are often the least useful collaborations. The really important collaborations are the ones where someone really brings a very different set of skills, experiences and expertise to the table.”

Our speakers advised people engaged in research to be outward facing and easy to connect with. The University of Pretoria (UP) approaches this by partnering with The Conversation Africa, an organisation that seeks to translate academic knowledge to the public, on a free platform where the media can pick it up. Academics at UP are required to train with The Conversation to be able to translate their complex ideas into information and knowledge, that is publicly available. They are trying to change the paradigm by asking the big questions: What are the mutual interests? Where do we have strengths? Where do we have opportunities to build capacity? Prof Kupe suggested a research collaboration needs four drivers: developing new academic programs; developing capacity; creating interesting research projects in partnership; producing policy relevant, interesting, critical analytical research.

The BBC, like everyone else, shares the same of issue operating in a very fast changing societal landscape, where the technology can seem overwhelming. Mohit Bakaya sees Radio 4 as filled by ‘other people’s knowledge and expertise. It’s our currency.’ For this to work and represent modern Britain, they need to work with as wide a range of people as possible. They have contributors and are constantly looking for academics to be their experts. The challenge can be to make it mutually useful. Mohit talked about this project with the Wellcome Trust arising from conversation at a party where Mohit asked how the researchers planned to reach a wider audience. This turned into a really fruitful collaboration which gave the BBC a series of programmes on unusual topics including rest, touch and loneliness. The win for the Wellcome Trust was a sample group of Radio 4 listeners, with 55,000 people filling in their research questionnaires.

As with all research collaborations, there needs to be an understanding that academics are not a ‘cheap R&D option.’ Helen wanted to expand this thinking beyond the usual university/industry approaches. ‘The emphasis on what is it that universities do and contribute to, in particular economic growth, tends in my opinion, to lead to a devaluing of the Humanities. For example, and I think we’re a much poorer society if we devalue the study of Humanities and Arts. I think universities have to be about more than how we design public policy. They also have to be about, the fulfilment of individual potential, they have to be about enlightenment, they have to be about the exchange of ideas.’

So do we always have to think of ourselves as commercially oriented or business attracting in our research? Tawana thinks not. “No, because I think that if it’s just narrowly conceptualised in that instrument, I doubt that that knowledge would even be worth with it. The best of knowledge thrives in an intellectual environment. The enlightenment dimension is also connected to having democratic societies that cannot be just subjected to the printing of the cash register for the paycheck today, democracy requires more robust discussion and debate. You discuss with more people so it is not just a of a cacophony of opposing voices that polarise, but ones that seek to produce some degree of understanding about what it means to be human, and what it means to actually relate to other human beings. That is the basis of the kinds of human rights that we actually enjoy and those cannot simply be commercially determined.”

Our speakers were sharing their insights from positions of influence, and one questioner asked how Fellows can engage with these types of organisation when they are starting out?

Helen Clark had some sound advice. “If at first you don’t succeed, try, try and try again because you can run into brick walls, right? People would write to me all the time, ideas, suggestions, and from time to time, if it looked to me like it had merit, I would meet people myself and then bring in the officials then I’d suggest they went away and worked on that, and see what we they could develop. So don’t dismiss the idea of trying to go as high as you can because that will force a kind of discussion and debate in an organisation. If you’re really convinced that what you’ve got is important, then policy makers and the media need to know about it. Just keep at it, you’ll find a way in one way or the other.”

Prof Kupe added, “I think many people tend to have self-doubt. Actually, you are the experts now and your confidence is based on that. Not many people are comfortable talking to new partners and are naturally self-effacing. Even today as VC, I often say to academics, you are the expert. Do not try and justify why you are the expert. Instead, be honest and truthful about what you are expecting from collaborations it will help you gain confidence and give partners confidence.”

And finally, Mohit, gave some clear advice to participants. “Really think about what kind of questions and what kind of research you can bring. What feels like it’s breaking new ground, then find a production company. It’s not too difficult to work up an idea with them. We commission thousands of programs a year, so there’s real scope, and those programs often come from people who know about something that they think needs wider examination/exploration.”

Ideas on how to collaborate:

  • Look at the strengths and weaknesses in what you are trying to do and try and look for places where the opposite thinking prevails – it can you get into corners of the landscape.
  • Establish shared goals and a shared vision with collaborators from the outset.
  • Make sure you explore how this can be mutually beneficial.
  • Look for people who compliment you rather than replicate.
  • Don’t second guess what an organisation might want. The BBC sees researchers as their eyes on the world: people who can tell us all the things we don’t know. That’s really valuable.

This blog reports only a small part of what our brilliant speakers conveyed. For a greater understanding, please look out for the recording. Mohit Bakaya emphasised the need to engage with media for mutual benefit and we will be running a session on this on 21 March with Prof Barry Smith. And finally, Prof Kupe spoke a lot about equitable partnerships which deserves its own blog, so that we are working on that with him and it will follow soon.