Lt Ali Booker combines military service, policing, dietetics, academic research, and elite sport. As a Ministry of Defence Police Fitness, Health, and Wellbeing Advisor, Ali brings a unique perspective on resilience and performance. In this edition of WEDAsks, she shares her insights on leadership, wellbeing, and sustaining excellence under pressure.

For readers who may not know you, could you start by telling us a little about yourself and your journey so far?

Thank you so much to the WED team for inviting me to share my story, what a privilege! My name is Ali, I am a proud Army Reserve officer, and a Registered Dietitian working in the Ministry of Defence Police. My career journey started as a fresh-faced 18-year-old joining my local police force as a young officer. I lived that fine balance between shift work, performing at my best in a physically and emotionally demanding frontline role, and finding the time (and energy) for my own fitness and wellbeing. I quickly became fascinated with the health of frontline officers, and after a short time delivering physical training sessions to my own police unit – I decided to step away from policing to pursue my strong interest in fitness and nutrition. In 2016 I began retraining as a dietitian, which included conducting nutrition research in military teams for my dissertation and securing a role with the Ministry of Defence Police. My career path brought me full circle back into the police service – it was as if it was meant to be. Alongside my policing career, I joined the Army Reserve, where I’ve learned a great deal about resilience and adaptability – and how my skillset can add value, whether that’s in-unit or on deployment.

You’ve worn many hats — Army Reservist, police officer, dietitian, researcher, and athlete. How do you approach leadership when moving between such diverse roles?

I suspect most of us can completely resonate with wearing many hats, and the challenges! Leadership for me is about listening and leading by example. Each role has required a slightly different approach; sometimes it’s about providing direction under pressure, other times it’s about quietly enabling others to succeed. Moving between environments has taught me humility and the importance of learning from those around me. Whether it’s a senior officer, a young recruit, or a fellow athlete, everyone has something to teach if you’re willing to listen.

As the dietitian for Force Atlantic, what did that experience teach you about performance, resilience, and teamwork in extreme environments?

Supporting Force Atlantic was an unforgettable experience. Working with the team through training, setbacks, and ultimately their ocean crossing showed me how tightly performance is linked to trust and preparation. In such remote, high-stress environments, food isn’t just fuel – it’s morale, routine, and topic of conversation. Seeing how small decisions on hydration and nutrition could affect focus and decision-making reinforced how vital teamwork and communication are to resilience.

You’re also the Fitness, Health, and Wellbeing Advisor for the Ministry of Defence Police. What are the unique challenges of supporting health in this high-pressure community?

Policing demands so much from individuals; physically, mentally, and emotionally. Many officers work long hours, often in unpredictable conditions, and that can make maintaining health and fitness a real challenge. My role is about meeting people where they are, understanding the pressures of the job, and finding practical ways to support sustainable change. It’s rarely about perfection; it’s about progress and consistency. The most rewarding part is seeing cultural shifts – teams starting to view health and wellbeing as essential to operational readiness rather than a luxury.

Your PhD research focuses on shift work and health in first responder populations. What are you discovering about the impact of shift work on wellbeing, and what changes could leaders make to better support their teams?

Shift work quietly challenges almost every aspect of wellbeing – from sleep and appetite to focus and mood. Over time, it can make recovery harder and increase health risks, even in people who are otherwise fit and motivated. What I’ve found is that small, practical changes often have the biggest impact. Leaders play a key role in that – leading by example, encouraging open conversations around health and wellbeing, and creating opportunities for their teams to adopt positive health behaviours. Changing cultures and beliefs requires buy-in at every level, and team leaders are often the lynchpin. Leadership that prioritises wellbeing isn’t “soft” – it’s strategic. It keeps people safe and effective.

Powerlifting and mountaineering are both physically and mentally demanding. How have these pursuits influenced your mindset, discipline, and approach to leadership?

You can’t rush a mountain any more than you can force a lift – both require preparation, respect for your limits, and trust in your team. Training and expeditions have also shown me the importance of mindset. There will always be difficult days, but a strong will to succeed, being a team player, and consistency carry you through. I think those lessons translate directly into leadership.

You are part of the UKAF Expedition Medical Advisory Group. How important is nutrition and wellbeing when it comes to ensuring the safety and performance of expedition teams?

The environments are unpredictable, the margins for error are small, and people are often operating under physical and cognitive strain. Good nutrition, hydration, and recovery are fundamental to keeping teams healthy, focused, and capable of sound decision-making. I am still very much learning and developing as a dietitian in the expedition space, and I have been very proud to support the EMAG conferences – combining my personal love for the mountains with my interest in performance nutrition. What I’ve learned through supporting the Force Atlantic team is the importance of preparation and education long before deployment. The best teams are those who approach wellbeing as part of their operational planning.

With your HCPC registration and professional dietetics background, what do you see as the biggest misconceptions around diet, resilience, and performance in high-demand roles?

When I tell military colleagues that I’m a dietitian, the common misconception is that I’m here to tell soldiers to stop eating chips. When I tell policing colleagues that I’m a dietitian the misconception is that I don’t understand the demands of shift work and frontline policing. In truth, dietetics is a complex field with many specialities beyond weight loss and aesthetics. There is a strong link between nutritional status and performance in high-demand roles – a capability that, in my opinion, organisations do not fully exploit for its military and first responder teams. This includes enhancing both physical and psychological resilience through use of nutrition to prevent or rehabilitate from injury, minimise the impacts of shift-induced or in-theatre fatigue, and promote recovery. I pride myself on providing practical and relatable support, and I hope that promoting the importance of nutrition through my PhD research changes how organisations prioritise and fund nutrition professionals in these areas.

Balancing a career in policing, military service, academic research, and elite-level sport is a huge challenge. How do you personally manage competing demands without burning out?

I don’t always get it right, but I’ve learned the importance of boundaries and recovery. I try to be intentional with my time – when I’m training, I’m training; when I’m resting, I’m resting. I’m also very lucky to have supportive colleagues and mentors who remind me that leadership isn’t about doing everything yourself. Sometimes the best thing you can do for your team is to show that rest and reflection are part of high performance.

Looking ahead, how do you hope to combine your expertise across military service, policing, research, and adventure to shape future approaches to health and leadership?

I’d like to continue bridging the gap between research and practice – translating what we know from science into practical tools for service personnel and policing colleagues. Whether that’s developing better support for shift workers or helping tactical teams perform safely under pressure, the goal is to make evidence-based health support accessible, realistic, and embedded in culture. Collaboration between defence, policing, and academia has huge potential, and I’d love to play a small part in that.

Finally, what one piece of advice would you give to emerging leaders who want to build resilience, both for themselves and for their teams?

Lead with empathy. Resilience isn’t built by pushing people harder; it’s built by creating environments where they can add value, feel valued, and grow. Take the time to understand your people – their pressures, their motivations, and their limits. Leadership isn’t about having all the answers; it’s about helping others find theirs.