Episode 14 - Lt Gen Richard Nugee CB CVO CBE

In this episode we speak with Doctor Victoria Carr, Primary School Head Teacher, Army Reservist in the Intelligence Corps, and Centre for Army Leadership Senior Research Fellow. Combining her experience in leading in the education sector and as a military leader, Victoria provides a unique insight into how teams can benefit from leadership skills and experiences that transcend notably different environments. We discuss the importance of personal resilience, and the part it plays in fostering and nurturing emotional and psychological safety among teams. Importantly, we discuss how the display of 'love' by leaders for their teams is not a too strong of a word to use, even in a military context.

In this episode, we speak to Major David Love, Royal Military Police (RMP), in his role as SO2 Army Leadership at the Centre for Army Leadership (CAL). We discuss how the CAL are developing the concepts and theory of leadership into tools that the Army can use. He focusses on the importance of understanding your people, and how by taking a human-centred approach to leadership enhances unit and team cohesion, as well as drawing upon the strengths of each individual to achieve greater operational outputs. We also discuss the role of unit identity and the importance of creating the feelings of belonging to forge a cohesive team. Underpinning all of this was understanding the role that empathy plays, firstly by reflecting on examples of where he had been led poorly and being able to evaluate that to shape how he would lead when he was given that responsibility.

In this episode we speak to Sir Alex Younger KCMG, the former Chief of the Secret Intelligence Service. Prior to his six-year tenure as ‘C’, Sir Alex was the Head of Counter Terrorism and obtained many operational roles worldwide. His time at MI6 was preceded by a stint in the British Army - first as a private soldier and later as a commissioned officer in the Scots Guards.  We discuss Sir Alex’s captivating and varied career experience, which gives him a unique insight into leadership across a plethora of roles and responsibilities. All of his experiences are underpinned by his advocacy for values-driven leadership as a foundation for success, with his definition of vales being ‘a common set of moral expectations’. He emphasises that trust and empowered delegation, to those that know a situation best, is fundamental to collective success, and he comments on having a bias for action, where leaders must generate and use their agency to make things happen, with self-leadership acting as a foundation to be able to do so. He anticipates a future where a combination of complementary human and technological skill will be required by leaders in order to succeed, and that speaking truth to power is, and will remain, central to the success of the UK’s intelligence agencies.

In this episode we speak to Lieutenant Colonel Ed Fraser of the Duke of Lancaster's Regiment, formerly the 1st Battalion The King's Regiment, which he commissioned into in 2001. He served in Afghanistan on Op HERRICK, and twice in Iraq on Op TELIC. Away from regimental duty, Lt Col Fraser instructed as a Platoon Commander at the Royal Military Academy Sandhurst, was a Staff Officer in the Army HQ Operational Training and Advisory Group and served as a Military Assistant to the Commanding General US Army Europe. He also led a Mission Support Team for the African Union Mission in Somalia on Op TANGHAM. He attended the Advanced Staff and Command Course at the Defence Academy before his tenure as Commanding Officer of the 4th Battalion The Duke of Lancaster's Regiment, which saw him oversee their contribution to Op INTERFLEX.  We discussed Lt Col Fraser's self-awareness of his leadership style and how it has developed over time, drawing on two particular examples from training prior to Platoon Command. He comments on competency, the ability to do your job from a technical perspective and knowing your your craft entirely, and the necessity of pairing it with human understanding - knowing your people and what makes them 'tick'. Lt Col Fraser recognises the significance of identity and creating a shared purpose, and references to the experience of creating sub-unit identities which aligned with the purpose of training Ukrainian soldiers, on Op INTERFLEX, to facilitate operational effectiveness across the whole team. 

In this episode we speak to Brigadier Jaish Mahan, who commissioned into the Royal Army Medical Corps (RAMC) in 1994 and has served in roles spanning the medical profession. He has deployed on seven operational tours, including Kosovo, Sierra Leone, the Iraq war and Afghanistan three times. Brigadier Mahan has been an Army Reservist since his transition from the Regular Army in 2016, and was Deputy Commander (Reserves) 7th Light Mechanised Brigade Combat Team, before taking up his current position as Deputy Commander (Reserves) 1st UK Division.    Drawing from his experiences, Brigadier Mahan emphasised the importance of consistent and stable values and highlighted integrity as the pre-eminent one, due to the importance of creating trust between leaders and their teams. He also comments on how a leadership intervention can be pivotal in altering the dynamic of a team and the situation, and how establishing relationships with teams wider than your own, early on, can increase support later. He acknowledges the power of facilitating cognitive diversity in teams, allowing individuals and teams to find their own way using empowered delegation - a concept that the British Army recognises as Mission Command. 

In this episode we speak with Lieutenant Colonel Simon Farebrother MC. Simon commissioned in 2001 into the Queen's Dragoon Guards (QDG) - a light cavalry regiment that specialises in reconnoissance. He served on operations on Op BANNER in Northern Ireland, on Op HERRICK in Afghanistan, and on Op TELIC in Iraq. His troop was attached to 3 Commando Brigade during the initial invasion of Iraq in 2003, for which Simon was awarded the Military Cross (MC) for gallantry. Away from regimental duty, he was a Troop Leader at the Army Training Unit in Winchester. He later taught newly promoted Majors on the Intermediate Command and Staff Course (Land) at Shrivenham, before attending the Advanced Command and Staff Course himself. He later commanded the Army Foundation College at Harrogate throughout the COVID pandemic, and is now Deputy Chief of Staff at the Royal Military Academy Sandhurst (RMAS).   In this episode we learn how the partnership between officers and non-commissioned officers is vital to the Army's performance, and how the organisational culture we create as leaders determines the way people integrate and behave.

In this episode we speak to Major Daljinder Singh Virdee MBE. Major Virdee commissioned into the Royal Army Medical Corps in 2015 as a pharmacist Professionally Qualified Reserve Officer. Following regimental duty with 256 Field Hospital, he re-roled as a Medical Support Officer and went into full-time Reserve service (FTRS). He has since worked in staff roles at Headquarters Regional command, generating forces for deployments and policy and guidance to aid in community engagement and recruiting. Along the way, he developed engagement guides with certain British communities, and codified the dress code for Sikh soldiers.  This episode explores the power of staff work in cultural change and the challenges of teamwork and leadership in the policy environment. We also consider the opportunities for the learning of leadership in the British Army, which is otherwise omitted based on assumption of understanding in some civilian occupations.

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.