Nicola Morris
Nicola Morris
October 16, 2025
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We speak with Nicky Lea, who, after nearly twelve years in senior Learning and Development roles at NFU Mutual, is reflective on what has been, and what will be the next chapter of her career. With a wealth of experience leading transformative learning initiatives and shaping people strategies, Nicky is exploring what comes next, whether that’s stepping into another senior permanent position or embracing the flexibility and impact of fractional work. We ask her the following:
I’d love to say I have some real ‘lightning bolt’ moments to share, but that is absolutely not the case for me! I grew up not really knowing what I wanted to do – I enjoyed dancing, acting and English, so thought maybe something in the media or TV. That led to joining my friend on a Communication Studies course at FE college, and that sparked my interest in humans – how we are, how we connect and communicate with each other.
If I could turn the clock back now, I would probably have explored psychology more, but at that time this wasn’t a subject offered or discussed at my traditional grammar school, nor was it promoted as an option by the FE college (they wanted us to study journalism).
My interest in human nature was, however, pushed to the back of my mind as the desire to buy a house and get a cheap mortgage led me to a job with a Building Society. It wasn’t glamorous, but it gave me a strong foundation in business skills, confidence, and progression into a Financial Adviser role. A move for my husband’s job brought a new chapter – working as a Compliance Consultant across the South West. That role built resilience and confidence, particularly as I was naturally shy, but I discovered my love for helping people learn. Coaching others and seeing those ‘lightbulb moments’ made me realise how much I enjoyed supporting growth and understanding.
That passion took me into learning and development, where I spent many happy years training and coaching financial advisers. Later, I completed an NLP Business Practitioner qualification with Sue Knight – an experience that fundamentally shaped me and my approach to leadership, learning, and human behaviour.
From there, I moved through roles in different industries – from building societies to pharma – evolving from trainer to leader, consultant, and coach. To this day, I thank my friend Claire for dragging me to that Communication Studies course, and Nationwide for investing in the NLP programme – two key moments that changed everything.
Training during 9/11: I was mid-course when the events unfolded. I took the sensible decision to pause the session and give people the space they needed to process the news. It was a reminder that humanity always comes first.
Restructures: I’ve been part of leadership teams guiding teams through major change, and each time has reinforced the importance of openness, honesty, and empathy. You’re dealing with people whose lives are being impacted – respect and authenticity are essential.
The menopause: This was one of the toughest personal challenges. Trying to hold down a senior role while surviving on three hours of sleep, losing words mid-sentence, or battling hot flushes in meetings was incredibly difficult. Eventually, I spoke to my GP and started HRT – it transformed my life. My advice is simple: don’t be brave, speak to someone, and support those around you.
Taking my team to an award ceremony where their work on revolutionising and innovating a corporate induction approach won 3rd place in the global Learning and Performance Institute Awards for ‘Best Onboarding Programme’.
From the outset, I encouraged the team to think like business leaders – focusing on impact, measurement, and alignment with company goals. Beyond the award itself, the true pride came from seeing the impact of their work on new employees’ experiences. Watching the programme come to life was a real career highlight.
It’s impossible to ignore the dual forces of skills and AI. Both topics dominate conferences and boardroom discussions alike.
The rise of skills-based organisations is reshaping how we design employee journeys, moving away from rigid job structures toward fluid, capability-driven growth. At the same time, AI is transforming how work is done - replacing some tasks, augmenting others, and creating entirely new roles.
The challenge, and opportunity, for HR leaders lies in helping people build new skills for this evolving landscape – critical thinking, adaptability, and emotional intelligence - and ensuring technology empowers rather than replaces the human experience at work.
Of course, there are the usual KPIs – attrition rates, performance metrics, business impact – but I’ve always placed equal weight on the growth of my team.
Most of my team members have progressed and moved on to new challenges under my leadership, and nothing gives me greater satisfaction than seeing them thrive. Watching their careers take off is one of the best measures of success I can think of.
Looking back, is there anything you would have done differently during your career?
Yes – I wouldn’t have stayed training financial advisers for as long as I did. I should have moved on and broadened my experience sooner. I got too comfortable.
Learn the language of business early. Talk in commercial terms, not just HR jargon – it’s how you’ll gain credibility and influence.
And remember that behind every decision are real people, not just data points. Act with empathy, and don’t hide behind emotional barriers. Learn to understand and manage your own emotions so you can lead with authenticity and compassion.
That’s a tough one – maybe a writer or journalist (not news), or perhaps a teacher. I’m pretty happy with how things have turned out though!
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