Introducing Marc Wicks MBE, COO at Mission Inc.

Can you take us back to the beginning? What was your career path before you arrived at coaching, leadership, and mentoring work?

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My path into coaching, leadership, and mentoring began long before I recognised it. As a young man, I had a passion for nature and wildlife, and my first career was as a wild animal keeper at a local zoo.

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Looking back, I see that role as my first experience of leadership. Caring for and managing a team, albeit one that didn’t talk back, taught me accountability, observation, patience, and the importance of understanding behaviour. Those lessons continue to shape how I lead people today.

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I then joined the Royal Marines Commandos, serving for 32 years and progressing through the ranks to become the Corps Regimental Sergeant Major, the most senior Warrant Officer appointment in the Royal Marines. I was also selected by NATO’s Supreme Allied Commander Transformation as the first UK Warrant Officer to serve as Command Senior Enlisted Leader at NATO Headquarters in the United States.

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Throughout my military career, I led teams in demanding operational environments worldwide and specialised as a Royal Marines Physical Training Instructor. During an exchange posting with the United States Marine Corps at Quantico, Virginia, I delivered the physical training programme for Officer Candidate School, helping train more than 5,400 future USMC officers over nearly three years.

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The experiences that shaped me most were rooted in resilience, adaptability, accountability, and purpose-driven leadership. They reinforced the importance of clear intent, trust, and the creation of environments where people can perform at their best.

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Since leaving the military, I have applied these lessons across civilian leadership roles, including Executive Close Protection Chief Instructor, Operations Director, Apprenticeship Trainer, and Skills Director, delivering leadership development, coaching, and mentoring programmes internationally. Today, I serve as Chief Operating Officer at Mission Inc.

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Throughout my career, one constant has remained: helping people realise their potential. My approach is built on authentic, human-centred leadership and the belief that the best results come from creating trust, clarity, and purpose within teams.

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Was there a specific moment, person, or experience that made you realise this was the work you wanted to do?

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I cannot point to one defining moment that made me realise this was the work I wanted to do. Instead, it has been a culmination of experiences, challenges, and, most importantly, the influence of exceptional people throughout my career.

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There have been several individuals who shaped the way I think about leadership, but one person in particular has remained a constant source of inspiration and guidance for me, even today. I consider him a mentor, although I suspect he may not fully realise the impact he has had on me. His leadership style, values, and ability to inspire others profoundly influenced the kind of leader I wanted to become. Even now, in difficult situations, I often find myself thinking, “What would he do here?”

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Over the years, I have been fortunate to work alongside some outstanding men and women, and I learned something from all of them, including lessons from poor leadership and examples of what not to do. Those experiences helped shape my own approach and reinforced the importance of authenticity, humility, and self-awareness.

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One piece of advice that stayed with me throughout my career came from a senior leader as I prepared to take over from a highly respected Regimental Sergeant Major.

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He simply said, “Marc, wear your own shoes; that’s why you are here.” That advice taught me to lead authentically.

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People quickly recognise when someone is trying to be something they are not, and effective leaders remain true to their values, consistently build trust, and connect with others.The very best leaders I worked with, particularly at senior levels, shared several common traits. They remained calm under pressure, led by example, adapted quickly to changing environments, and connected with people at every level of an organisation. Importantly, they never became detached from the people they led. They listened, stayed engaged, and were willing to get into the trenches to truly understand what was happening on the ground.

Those experiences gradually shaped my passion for leadership, coaching, and mentoring. They showed me the lasting impact of good leadership on individuals, teams, and organisations, and ultimately inspired me to help others grow, develop, and perform at their best.

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Looking back, what's the biggest thing you wish someone had told you earlier about leadership, something you only learned through experience?

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Looking back, there is no single piece of leadership advice I wish I had received earlier. Instead, there are several lessons that I only truly understood through experience.

One of the most influential came from a leader I respected greatly, who told me, “Marc, wear your own shoes – that’s why you are here.” At the time, I was preparing to step into a role previously held by a highly respected leader. His advice was simple but powerful: be authentic. Don’t try to be the person who came before you or the person you think the role demands. People respond to authenticity, and trust is built when leaders remain true to their values and character.

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Another lesson was the importance of connection. Leadership is not about leading from a distance; it is about understanding the people you serve. The best leaders take the time to build relationships, listen, and understand the realities their teams face. By getting into the trenches and seeing things for themselves, they create an environment where people feel valued and heard.

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I also learned the importance of adaptability. Leadership contexts can change rapidly, whether moving from a small team discussion to briefing senior leaders or from routine business activities to high-pressure operational environments. Effective leaders adapt their style to the situation while remaining consistent in their values and standards. Perhaps the most important lesson of all is that leadership is not about having all the answers. It is about creating the conditions for good decisions.

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I have always found value in listening first, drawing on the experience and perspectives of those around me, and encouraging open discussion. Ultimately, however, leaders must be prepared to make decisions when required, as teams look to them for clarity, direction, and confidence, particularly in uncertain circumstances.

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Above all, I have learned that empathy, honesty, and leading by example are not soft skills; they are leadership essentials. When people know you care, trust your intentions, and see you living the standards you expect of others, they are far more likely to follow, contribute, and perform at their best.

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What's the most common misconception leaders have about coaching before they start, and how does that change once they're in it?

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One of the most common misconceptions I encounter is that coaching is a remedial intervention or simply another way of telling people what to do. In reality, effective coaching is almost the opposite. It is about enabling people to perform at their best by helping them think for themselves, explore possibilities, and discover solutions through thoughtful questions rather than providing all the answers.

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Many leaders initially believe they need to be the expert in the room to coach effectively. What often surprises them is that great coaching does not depend on subject matter expertise; it depends on creating an environment of trust, curiosity, and accountability. As a leader, you do not always need to have the answer. Sometimes your greatest contribution is helping someone uncover their own.

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Another common concern is time. Leaders often feel they are too busy to coach or that it takes too long. While coaching does require an upfront investment of time, the long-term benefits are significant.

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When people feel trusted, empowered, and psychologically safe, they develop the confidence to make decisions, solve problems, and take ownership of outcomes.

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Coaching then creates more capable, resilient, and self-sufficient teams, allowing leaders to spend less time directing and more time enabling others to succeed.

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Mission Inc. talks about aligning leadership intent, culture, and execution. Why does that alignment matter so much? What goes wrong when it's missing?

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Throughout my career, I have seen that even the most talented people and capable leaders can struggle to deliver results without alignment behind a common purpose. Aligning leadership intent, culture, and execution connects what leaders mean, how people behave, and what gets delivered. It starts with clarity. When people understand what the organisation is trying to achieve and why it matters, they are empowered to make decisions, take ownership, and adapt while moving in the same direction.

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Without alignment, organisations often experience fragmented effort. Good people work hard, but not always on the right priorities. Teams can become siloed, priorities compete, resources are wasted, and decision-making slows. In my experience, organisations rarely fail for lack of talent; they struggle because talented people are pulled in different directions. I often describe it as giving everyone the same map and compass before asking them to navigate difficult terrain. When intent, culture, and execution are aligned, organisations become more agile, more resilient, and far more capable of achieving their goals together.

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Interested in exploring how authentic leadership, coaching, and mentoring can help you and your organisation unlock greater potential?

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Whether you’re looking to develop your leaders, enhance team performance, or create greater alignment between strategy, culture, and execution, the Mission Inc. team can help you identify the right approach for your organisation.

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Contact the Mission Inc. team today to start the conversation, or connect with Marc Wicks MBE on LinkedIn to continue exploring the principles of purpose-driven leadership.

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