Dyslexia is my superpower
I grew up in Yorkshire and school was a struggle because I was dyslexic. I was told at time that I was stupid or lazy and it was humiliating. But it gave me an interest in understanding people properly and treating them accordingly – because I never wanted to humiliate anyone as I had been. What I’ve learned since then of course is that there is a beauty to dyslexia: it gives you the power to solve problems in multiple layers and identify connections. Strategic work is easy for us. The trick you learn as you get older is how to better articulate your thinking, steady your mind and explain it better to sequential thinkers i.e. most people.
Fighting in a war taught me the importance of good leadership
I survived a year at university trying to do economics before training at Sandhurst and joining the Royal Artillery. Aged 21, I went to fight in the first Gulf War commanding a troop of about 40 men. I learned quickly how vital it is to stay in the moment and balance authority with personability. But most of all, I learned how critical successful leadership is. When we look at why things have failed, it usually comes down to a lack of leadership and focus on the key objectives: understanding what you’re been asked to do, recognising your limitations and working out how you can achieve your target. Often, when you see a failing organisation, you see a failing leader and a toxic culture.
The accepted way of doing things isn’t always the best way
I coached kids rugby at a time when the RFU had just identified that 80% of the players in top school teams were born in the first six months of the academic year. To get more kids into the game, they introduced a policy of mixed ability teams. There was a lot of opposition to this but it proved successful. It showed me the importance of being open to new thinking and recognising that accepted systems can limit certain sections of people. Diversity is a commercial imperative. A mix of viewpoints and perspectives only makes you stronger. It’s a fact.
