In this episode we speak to Doctor and CAL Senior Research Fellow, Lieutenant Tess Morris-Paterson PhD, about what we can learn from her experience in the selection, training, and preparation of astronauts for space flight, and how some of those skills can be applied in a military context to her experience as a Troop commander with 135 Geographic Squadron Royal Engineers.

Lt Morris-Paterson joined the Army Reserve in 2018 and completed trade training as a combat engineer before commissioning as an officer at the Royal Military Academy Sandhurst. In her civilian career, Tess has worked in elite and professional sport for twelve years, working with Olympic and Paralympic athletes as well as those, in the Premier League and Formula1. In 2019 she began working in Human space flight, culminating in a stint at NASA's Ames Research Centre. Tess obtains a PhD in aerospace physiology, and founded her own company, AstroPerform, which specialises in the selection and training of astronauts for space flight.  She draws on her experience to highlight the importance of attacking difficult conversations, as soon as possible, and the significance of efficiently providing emotionally intelligent feedback at all levels. 

In this episode we speak to former England cricketer, coach and now performance psychologist, Jeremy Snape. Jeremy's cricketing and coaching success at the highest levels proceeded a career which has branched out into performance psychology in other sports and the business world to. He offers a captivating perspective on how leadership is about doing the right thing, which is well aligned to the Army's perspective of leadership, grounded in our Values and Standards. Jeremy's moment of inspiration, driving him on to the path of leadership development and performance psychology actually came from a moment of failure on his part, from a mistake on a single ball during a high-profile match. Jeremy also spoke about the value of when to analyse difficult moments and when to rely on instinct to get you through, and the skill involved in recognising which approach to use when - something the Army recognise as situational leadership; matching the right leadership style and skills to the people that need leading in a particular moment.

To follow Jeremy on LinkedIn: https://uk.linkedin.com/in/jeremysnape Explore Sporting Edge: www.sportingedge.com                                          For his podcast: https://shorturl.at/iKPS3 

In this episode Captain Ash Bhardwaj speaks to Lieutenant Colonel Liz Kagoda of the Queen Alexandra Royal Army Nursing Corps. Lt Col Kagoda trained and qualified as an emergency nurse in the National Health Service, prior to commissioning in 2005 and has since worked at roles 1-4 across the medical support spectrum. She has delivered everything from immediate life-saving measures in the field, through to long term care at military hospitals back in the UK, as well as deploying twice on Op TELIC in Iraq and three times on Op HERRICK in Afghanistan. Her experience spans from roles such as team leader to officer in charge of the emergency department. She was promoted to Lieutenant Colonel in 2020, and has since focused on governance and assurance for both firm-based and deploying unit personnel. She is currently SO1 Clinical Operations at 2 Medical Brigade, in Yorkshire. This episode outlines how individuals switch between leadership and followership dependent on context, and how leaders require trust and communication to occasionally step back and allow their teams to deliver a task. 

In this episode, we speak to US Army Major Ben Ordiway and Lt Colonel Kevin Cutright, based at the United States Military Academy at Westpoint. We discuss their developing concepts of Moral Terrain Coaching and how to consider empathy towards our adversary to gain an operational advantage. Both concepts are fundamentally important when the stakes are high, and for leaders to make time to engage with, train and practice the practical execution of morals, ethics and empathy if we are to prevail against our enemies, but also to protect our own forces. At its most basic level, there can be positive tactical advantages gained from being increasingly empathetic towards adversaries by understanding and anticipating them better, and being able to defeat them in more nuanced ways. 

In this episode, we speak to Major Chris Duncalfe and WO2 Adam Croucher about their experience during the Non-combatant Evacuation Operation (NEO) of Kabul - Operation PITTING, while in their respective roles of Officer Commanding (OC) and Company Sergeant Major (CSM) of A Company, 2nd Battalion the Parachute Regiment.

Op PITTING marked the end of 20 years of British military involvement in Afghanistan, fighting against the Taliban following the Al Qaeda attacks in the United States in September 2001. We explore how they prepared their Company in the lead up to likely operations, and speak about their insertion into the country and how the operation progressed. We explore the challenges of the operation from a junior leadership perspective, as well as how intent based leadership (or Mission Command) plays a major factor in fostering responsibility, judgement, adaptability and empowerment of others within the team. Finally, we explore the notion of leading by example, particularly when difficult moral decisions must be made, and the utility of responsible challenge and intelligent disobedience in the face of a dynamic and rapidly changing operational situation.

In this episode, we speak to Tony Adams MBE, a football icon renowned for his remarkable contributions to Arsenal and the England national team. Tony's career spans playing at the pinnacle of the sport, where he not only showcased his prowess on the field but also in his captaincy for England. Beyond his playing days, he undertook a coaching and managerial journey that transcended international borders.

Yet, among the triumphs in both playing and management, we delve into the poignant moments of Tony's life - specifically, his challenges with alcohol addiction and mental health. Our discussion navigates the complexities of Tony's leadership approach, both on the pitch and throughout his personal life. We examine how he effectively managed the relentless pressures inherent in leading at the highest echelons of the sport, offering a profound insight into the resilience required to navigate such a demanding and spotlighted career.

In this episode, our host Captain Ash Bhwardwaj speaks to Sergeant Mo Faye about the importance of ownership over outputs and how soft skills in leaders are hugely valued by followers during periods of training and change. Sergeant Mo Faye was born and raised in Gambia and joined the British Army's Staff and Personnel Support Branch, the Adjutant Generals Corps (AGC, SPS) in 2001. He was then attached to the rifle companies of infantry regiments as a junior HR specialist and admin junior Non Commissioned Officer. As a corporal he administered Officer Cadets at the Royal Military Academy Sandhurst, before working with the Irish Guards and NATO in the Middle East. As a Sergeant Mo is now the systems coordinator at the Army Medical Service's support unit. Mo has deployed across the world on exercise and on operations and has been awarded the Queen's Commendation for value of service and the NATO Supreme Allied Commander Europe's Coin. He is also the founder of the Juwara Charity.

In this episode, our host Colonel Henry Llewellyn-Usher speaks with Commander UK Strategic Command, General Sir James (Jim) Hockenhull, KBE, ADC Gen. General Jim commissioned into the Intelligence Corps in 1986 and has extensive operation experience across the globe. His Staff experience includes role at the UK Ministry of Defence, and at the US Command and General Staff College. He has extensive experience working in and with multinational forces. He was Chief of Campaign Plans in Headquarters Multinational Force Iraq, and Chief Plans at Headquarters Allied Rapid Reaction Corps (ARRC) and subsequently deployed to Afghanistan. On promotion to Brigadier in 2009, he assumed the role of Director Intelligence, Surveillance, Target Acquisition and Reconnaissance (ISTAR) at Army Headquarters, and in Sep 2011 he returned to the Ministry of Defence as Head Military Strategic Planning. In June 2013, he was promoted to Major General, and deployed to Kabul as Director of the Ministry of Defence Advisory Group, before taking up his post as Director Cyber Intelligence and Information Integration in Mar 2015. In Dec 2018, General Jim assumed the appointment of Chief of Defence Intelligence on promotion to Lieutenant General. In 2022 General Hockenhull was appointed Commander UK Strategic Command.

In this episode, our host Captain Ash Bhardwaj speaks to Sergeant Dorian John about the importance of empathy and rapport in getting things done. Sergeant Dorian John was born in the Commonwealth of Dominica and enlisted into the Royal Signals in 2003 and served on OP TELIC 5 in Iraq and OP HERRICK 6 in Afghanistan as a Lance Corporal Dorian transferred to the Adjutant General Corps, Staff and Personnel Support Branch (AGC SPS). He was attached to 5 Rifles and served on OP HERRICK 15 as a linguist with one of the seven languages he speaks. As a Sergeant, Dorian served in the Joint Casualty and Compassionate Centre in Headquarters British Forces Germany before moving to NATO's Allied Rapid Reaction Corps' support battalion. He's now at Headquarters Allied Rapid Reaction Corps (ARC) and has been recently selected for promotion to Staff Sergeant.

In this episode, we speak to Lieutenant General Ian Cave CB, as he reflects on his imminent departure as Commander Home Command.

General Cave speaks about how he views leader development as a whole-career endeavour, and how his early leadership lessons continue to impact on his leadership style today. He speaks about the importance of self-awareness, and the ability to adjust his leadership style to the varied situations he has found himself in as a military commander. He also speaks about the strengths of young people in the Army today, and how he welcomes both the expectations they have of their leaders, and their modern approach to how they apply their own leadership styles.

General Cave notes the spirit of openness and the value of welcoming challenge in a leadership approach as a great start point, but that this needed to be routinely practiced and rewarded within the team if it is to become genuinely effective. He also shares his view that humility was the most preeminent trait in great leadership, and that humour, of the right nature, and at the right time, can go a long way in lifting the morale of a team under pressure.

Finally, as he describes how it felt to be leading the military contribution to Her late Majesty Queen Elizabeth II's funeral, and His Majesty King Charles III's coronation, he fell back on the value of wearing responsibilities lightly and using the Army's Values and Standards as the foundation for getting things right when under pressure.