20 May BECOMING EXTRAORDINARY WITH SARAH
LAWSON
Care, choice and leading with intent
Sarah Lawson’s early ambition was to be a pop star.
A few years later, she was leading soldiers on deployment in Afghanistan as the only female troop commander in her squadron, responsible for high-risk operations supporting the safe removal of improvised explosive devices.
Her path into leadership developed through a series of decisions and experiences that demanded judgement, resilience and reflection. Today, her work with leaders and teams draws on that lived experience – combining a deep care for people with a clear understanding of what it takes to lead with intent in complex, high-pressure environments.
You didn’t grow up planning a career in the military. Looking back, what did those early ambitions teach you about yourself?
At the time, it didn’t feel like learning – it just felt like failure. I’d always been quite good at most things at school, and then I chose performing as the thing. And that was the thing I didn’t get into drama school for.
But when I moved to London, I realised quite quickly that it wasn’t actually the world I wanted to be in. I’d told myself for so long that that’s who I was going to be, but it didn’t really align with who I was. Looking back now, I can see I was answering questions as the person I thought I should be, not who I actually was.
I’m definitely an introvert with extrovert tendencies. I love being on stage when I’m prepared, but put me in a social situation and I’d much rather be reading a book. At the time though, I think I just felt like I needed to prove myself in some other way – which is what led me, unexpectedly, towards the military.
That wasn’t an obvious next step. How did that happen?
It really wasn’t planned. I was working on reception in London and teaching bootcamps on the side when my boss – who was ex-military – said to me, “I see a lot of potential in you. Have you ever thought about joining the army?”
I was incredibly naive to it all. I didn’t know the language or the structure, but I went to Sandhurst, watched a passing out parade, and thought, “Okay, I’ll apply.” At every stage, I assumed it probably wasn’t for me, and then I’d get through to the next round and just keep going.
Looking back, that one comment changed my life. Not because it gave me a clear plan, but because it opened up something I hadn’t seen for myself.
As a young officer, you found yourself leading a troop of around 30 soldiers, including on deployment. What did that experience teach you about leadership?
I’ve always been someone who cares deeply about others and wants to be liked. In the military, that’s tested quite quickly. As a troop commander, you’re required to formally rank your soldiers – there has to be someone at the top and someone at the bottom – and I found that really challenging. It brings home quite quickly that leadership isn’t about being liked by everyone, even when your instinct is to look after and support the people around you.
Over time, I came to see that care and responsibility aren’t in conflict. You can care about your people and make difficult, necessary decisions. In fact, the care is part of what drives you to think more carefully, to weigh things up properly and to take responsibility for the outcomes.
On deployment, that became very real. There are moments where you don’t have perfect information, and you have to make decisions that balance risk, judgement and intent. What stayed with me is the importance of being deliberate in those moments – understanding what you know, what matters most, and taking responsibility for the call you make.
It sounds like that balance – between care and challenge – has stayed with you.
Yes, definitely. And I also realised that you don’t do that alone.
I was fortunate to have a second-in-command who complemented my style brilliantly. We both cared about the team, but he brought a different perspective and a real clarity around how to land the mission with the troop.
That experience has shaped how I think about leadership now. It’s not about being everything yourself, but about understanding your own style, where your strengths lie, and who you need around you to complement that. When that balance is right, it’s incredibly powerful.
You’ve said leadership isn’t just about getting people to do something, but making them want to. What does that look like in practice?
For me, it comes down to ownership and buy-in.
If people understand why something matters and feel part of it, they’re far more likely to engage fully. Rather than just giving answers, it’s about creating the conditions where people can think, solve problems and take ownership themselves.
That might mean giving them the context, the tools or the space to figure things out. It also means being prepared to share accountability. If people know you’ve got their back – that you’re in it with them – they’re much more likely to step forward and take responsibility.
There’s something very motivating about solving problems and contributing meaningfully. As a leader, part of your role is to create the environment where that can happen.
What are you paying closest attention to when you’re working with leaders and teams now?
One of the things that continues to stand out to me is just how different people are – in how they think, how they learn and what gives them energy.
I love group discussion. I could happily spend all day in that space. But for someone else, that can feel uncomfortable or draining. That was something I hadn’t fully appreciated before.
Now, I pay much more attention to how to create an environment that works for everyone, not just those who naturally engage in the same way I do. Small adjustments in how you structure a conversation or a session can make a big difference to whether people feel able to contribute.
That awareness is ongoing. You’re constantly learning and adapting.
When you hear the phrase “becoming extraordinary”, what does that mean to you?
For me, it’s about showing up consciously.
At Sandhurst, we had a year to train as leaders before taking on responsibility. That gave us a set of tools, but more importantly, it gave us choice.
What’s the situation? Who are the people? Who do I need to be in this moment?
Sometimes that means being direct and decisive. Other times it’s about listening, supporting or creating space. It’s not about being inauthentic, but it is about being intentional.
Becoming extraordinary is recognising that you have that agency, and using it. Choosing how you show up, in a way that serves the people around you and what needs to be achieved.