The society's head of access, Will Steele, says the claim began with historical evidence found by one of its volunteers.

This route actually may well not have been ridden by equestrians for some time, but there are lots of routes which are regularly walked and ridden today.

which are still not properly recorded, and they are at risk.

So it really does require somebody local to think, right, these are the routes that we use and we value, and to go and check that they are recorded on the definitive map.

So that's held by Dorset Council, a document that they look after and maintain.

Most rights-of-way are shown on ordnance survey maps, the Explorer maps that you can buy in shops.

and indeed view online these days.

But for riders, it could provide valuable ground away from traffic because much of the existing rights-of-way network is closed to horses and the available stretches often don't join up.

And kind of as I alluded to, you've got a heck of a story, uh, you know, so why don't you just take the first five minutes here and just tell us, how did you get to where you're at?

Yes, very good question.

I mean, I...

There's past beyond Royal Air Force College Cranwell, right? So, you know, I, I left school 'cause I didn't think I was very smart book-wise, so I did an engineering apprenticeship.

I thought that was-- That's grounded, that's solid.

Uh, I started an engineering apprenticeship, mechanical, and then they said, "Will you do electrical? But not switch.

Will you do both?" So I did two apprenticeships as a technician and then figured out I could go to university if I got the sufficient grades, and I go into university, and I was studying electronic engineering and then found out about the Royal Air Force.

Like, but how does somebody start to put a process into their life to recognize things like that, change them to what they want 'em to be, start to live from, from true choice and, and reach their f- true potential versus kind of being held back from, you know, programming from the past in a way?

So let's... let's see the video and hope i will not do some damage with it

hi there my name is will steele and i am the author of free to lead unleash your hidden leadership genius i'm very excited to introduce you to the book welcome to the page here where you can get information about the book you can download a video of me working with people so you can get an idea of how to, as you go through the book and get the exercises, you can work through them for yourself.

If you need any additional support, there's email addresses and links on this page that you can press on and contact us and we'll do our best to get back to you as soon as possible.

This book is, it's taken me 14 months to write the book.

I've been doing this work for 27 years.

I didn't want to just write a book.

I wanted a book that people could use for years.

the

Yep.

Yeah, how did I get into leadership? Well, it's quite a checkered story.

When I was growing up, I got awarded, unbeknownst to me, a three weeks outward bound holiday, right? program or course or whatever you want.

I used to deliver milk as a kid with my mom and one of the customers, you know, noticed we were delivering milk.

He said, how would you like to go on an out of bound holiday? I said, what? That'd be amazing.

And I won this, whatever it was, it must've been several people in it.

And it was all about, you know, leadership and hiking and climbing and canoeing and water sports and stuff.

Obviously being a pilot and the pressure you must have been under, i'd love you to share some ideas of how do we deal with the pressure that is is currently around us and what we can do

So in your book, what's a chapter that people need to know about that kind of moves leadership forward, where it's like new ideas, new thoughts that really help humans perform better in teams and organizations?

Well, I'll go back to what we were talking about earlier, which is having a vision, having a vision that inspires you, which is different from a purpose.

And people get purpose, my purpose and vision mixed up.

So I realized that, and that's a whole chapter to rewrite because I'm getting it mixed up for people, and I want to get it really simple, really clear.

My purpose, why am I doing what I'm doing? I mean, I could be doing any job.

I happen to be doing this one.

Why this one? What had me do this one? What is it I love about this? Or what is it I like about this? An example I use in the book is I had a...

So once you've got that, how do you make it contagious so not only the leadership team but the rest of the organization kind of goes, we get this because there's lots of companies where the leader has clarity in what they're doing leadership team somewhat but the rank and file are like i don't know so how do you get it to uh permeate through the organization