Plans fail. People freeze. Information is incomplete. That’s when leadership stops being a theory and becomes a decision.

I sit down with Paul Nanson, former Infantry Officer, Major General, and a previous commandant of the Royal Military Academy Sandhurst, to talk about what actually holds a team together when the night does not go to plan.

We start at the beginning: why he joined, what Sandhurst felt like in the moment, and what he learned the hard way after failing early selection and coming back stronger.

If you’re preparing for AOSB, thinking about Sandhurst, or weighing the graduate versus non-graduate route, you’ll hear a grounded view of what matters most: purposeful preparation, fitness without self-inflicted injury, and trusting a system designed to identify potential rather than perfection.

From there we get into operational leadership and mission command. Paul shares how rehearsals and wargaming are not box-ticking, but a way to create shared understanding so that junior leaders can act decisively when chaos hits. We also unpack how leadership changes as you rise through the ranks, why senior leaders must work harder to stay connected to reality, and how Army leadership doctrine and the Centre for Army Leadership help make development consistent across all ranks.

We close on life after service: the shock of losing daily military community, what surprises him about civilian leadership development, and why veteran mental health support must make it easier to reach out early. If you take one thing away, let it be this: do the job in front of you well, build habits of excellence, and the next step tends to follow.

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