FOREWORD
Good leadership can sometimes be as hard to recognise as it is to provide. But the reason we’ve seen so many perspectives on the subject is because it is undeniably one of the most important qualities that any organisation or person can have. Good leadership makes the difference between mission success and mission failure.
When I was approached by Air Marshall Andrew Turner to ask if I would be willing to become a member of a small group of people who provide the RAF with an external perspective to challenge and support their thinking, I was intrigued. And when I was told that this might entail becoming a member of the Royal Auxiliary Air Force, I could barely contain my excitement.
But, the humility shown in inviting me and others to be an adviser to the RAF ironically fuelled a prejudice that the RAF would have much to learn from an outside perspective on the subject of leadership. But what I subsequently discovered from the inside is that the ‘outside’ has at least as much to learn from the RAF, and probably more. I was surprised to discover, for example, that lower ranks are at times expected to issue orders to those of a superior rank. How many senior corporate executives properly entertain that idea? RAF leadership ‘doctrine’ doesn’t just take account of the importance of leadership at all levels – it fully embraces it.
RAF investment in the development of its people is significant and while increasingly strained, puts most commercial organisations to shame. I’ve been struck, too, by the culture of meritocracy, self-challenge, humility and humour, which runs through the organisation like a stick of rock. And, of course, the idea that duty (or mission) is bigger than any individual, no matter how senior. These values enshrined in the acronym RISE (Respect Integrity Service Excellence) are visceral across all levels of the RAF.
After just a few months of working in the proximity of colleagues in the RAF, I felt that the leadership qualities that the RAF represents should be shared more widely. I am convinced that other leaders and aspiring leaders will benefit from exposure to them. After all, these are the qualities that delivered not just the world’s first air force, but perhaps its most admired.
So I was delighted when John Jupp, who has many years’ experience in the RAF, including leading the Tedder Academy responsible for RAF leadership ‘doctrine’ and training, agreed to write the definitive work on what leadership in the RAF means. I’d also like to thank the RAF for allowing this to be shared for the benefit of the wider world.