In this episode, we’re thrilled to welcome Professor Peter Hawkins, a distinguished figure in leadership development, executive coaching, and systemic team coaching. Peter’s career spans over four decades, during which he has made significant contributions to the field of organisational transformation. As an Emeritus Professor of Leadership at Henley Business School, University of Reading, and Chairman of Renewal Associates, Peter has worked with numerous organisations globally, co designing and facilitating major change initiatives and coaching executive teams and boards.

Peter’s work spans various sectors, including commercial enterprises, government departments, healthcare, and non-profits, and he’s also served as an honorary president of both the Association of Professional Executive Coaching and Supervision and the Academy of Executive Coaching. As an internationally respected thought leader, Peter has authored several influential books, including Leadership Team Coaching, Beauty in Leadership and Coaching, and his forthcoming book Team of Teams Coaching, set for release in the summer of 2025. This new book explores the principles of building and leading collaborative teams across organisations, drawing on Peter’s extensive experience in both the public and private sectors.

Beyond his theoretical contributions, Peter is a hands on practitioner in the field, balancing academia with real world coaching, which keeps him at the forefront of leadership development. His passion lies in transforming organisational cultures and fostering collaborative leadership, with a particular focus on the connections between individuals, teams, and organisations. Peter advocates for a collective approach to leadership that requires humility and collaboration, believing that leadership is co created by leaders, followers, and a collective purpose.

Peter’s leadership philosophy emphasises resilience, emotional intelligence, and systems thinking, encouraging leaders to look beyond individual skill sets and focus on the wider systemic relationships that drive success. In addition to his extensive work in leadership development, Peter also engages in environmental stewardship, running ecological projects that involve communities, schools, and young people.

Join us as we delve into Peter's extensive expertise in leadership, coaching, and organisational transformation, and learn how to apply these insights to build more resilient, adaptable teams and organisations.

Trigger warning: this episode contains discussions of death, suicide, cancer, and trauma, including adverse childhood experiences.

In this episode, we’re honoured to welcome Major Kate Page, an Army GP whose leadership journey has spanned operational deployments, trauma medicine, and long-term illness.

With years of experience as a Regimental Medical Officer (RMO) to artillery, infantry and EOD regiments, Kate brings rare insight into the emotional intelligence and empathy required to lead people in crisis, both physical and psychological.

From Iraq to South Sudan and everywhere in between, Kate has provided care in some of the most complex environments. She reflects on the unique role of the military doctor, not just treating illness and injury, but shaping culture, advising the chain of command, and transforming lives through trust and discretion. Her work demonstrates how medical leadership can create loyalty, cohesion, and mission readiness.

Kate also opens up about her personal journey with incurable metastatic breast cancer. From the patient’s chair as well as the doctor’s office, she explores the tension between the needs of the individual and the needs of the service, and what leaders can do to strike the balance. She offers a deeply human perspective on recovery, resilience, and the power of purpose.

This conversation is a masterclass in leading with empathy, navigating confidentiality, and fostering psychological safety. As Kate reminds us, “People will always remember how you treat them when they’re at their most vulnerable.” And that, more than anything, can define the strength of a team.

In this episode, we’re honoured to welcome General Sir Michael Rose KCB CBE DSO QGM, a distinguished British Army officer and renowned leader. General Rose is best known for his leadership in special forces operations, peacekeeping missions, and military strategy, with a career spanning over three decades. His notable roles include commanding the SAS during the Iranian embassy siege, playing a critical role in the Falklands War, leading UK special forces in the Gulf War, and commanding the field army. He also served as the UN Protection Force commander in the Balkans, where his leadership significantly impacted peace efforts.

A highly decorated officer, General Rose has been awarded the Knight Grand Cross of the Order of the Bath, the Commander of the Most Excellent Order of the British Empire, and the Distinguished Service Order for leadership. He has also received the Queen's Gallantry Medal and has been mentioned in dispatches for gallantry on operations.

In addition to his military career, General Rose is an author and an outspoken commentator on military strategy and ethics, particularly modern warfare. His leadership philosophy is grounded in leading by example and fostering cohesion within teams. He has a deep understanding of how leadership shapes success on the battlefield and beyond.

General Rose’s career includes pivotal experiences in high-pressure situations, where his decisions and leadership had lasting effects on both military and peacekeeping operations. His commitment to clarity in command structures and his focus on building strong, supportive teams in crisis situations has made him a respected figure in leadership circles, both within the military and in the civilian sector.

He is a passionate speaker on leadership, resilience, and strategy, and shares his extensive experiences to guide leaders in various fields.

General Rose’s career continues to inspire, and his lessons on leadership are invaluable to those seeking to understand the dynamics of effective leadership under pressure.