Leadership in the RAF in the 21st Century
Leadership in the RAF in the 21st Century
Hi ya all
Im an Officer Cadet at Cranditz and have to complete a presentation entiltled "Leadership in the RAF in the 21st Century". I have discussed it in depth with a number of fellow cadets to get our ideas as we are (potentially at least)The Future of the RAF. However none of us have been on the sharp end to be able to have any qualified opinions, so I would appreciate the views of officers from the past and present. I am particularly interested in whether you think we are heading in the right direction... Are we recruiting the right people? Are we giving them the right skills and training? Is the new age, touchy, feely, tree hugging stuff the right way to deal with future challenges?
I would appreciate any (non DIOT) views, suggestions, recommendations or general humorous banter.
Cheers
Im an Officer Cadet at Cranditz and have to complete a presentation entiltled "Leadership in the RAF in the 21st Century". I have discussed it in depth with a number of fellow cadets to get our ideas as we are (potentially at least)The Future of the RAF. However none of us have been on the sharp end to be able to have any qualified opinions, so I would appreciate the views of officers from the past and present. I am particularly interested in whether you think we are heading in the right direction... Are we recruiting the right people? Are we giving them the right skills and training? Is the new age, touchy, feely, tree hugging stuff the right way to deal with future challenges?
I would appreciate any (non DIOT) views, suggestions, recommendations or general humorous banter.
Cheers
Look over your shoulder at all times so that, even if you can't stop it, you can at least see the knife as it decends towards your back! (see ATC thread for a clue)
I could go on, but it wouldn't give you the answers you're looking for I'm afraid! Try using words like synergy and real-time a lot, they like that kind of thing at Sleaford Poly!
I could go on, but it wouldn't give you the answers you're looking for I'm afraid! Try using words like synergy and real-time a lot, they like that kind of thing at Sleaford Poly!
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Don't wish to appear to chip-on-shoulderish, but...."the views of officers from the past and present. "
You do realise that leadership is not exclusive to Officers.....some, not I, would say far ruder things than that!
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I wouldn't call it leadership. Most of us follow out of idle curiosity.
If you read the chinook hitting back thread you will find out that a lot of us do not trust our leaders one little bit. They are out for themselves and don't seem to give a stuff about anyone else.
If you read the chinook hitting back thread you will find out that a lot of us do not trust our leaders one little bit. They are out for themselves and don't seem to give a stuff about anyone else.
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I think some of these posts are a trifle unfair and may give Aynayda a definitely cynical and discontented view (because that's what the RAF has made us!). Aynayda, some points to remember:
There are some good leaders in the RAF. It's just that the system tries to weed them out and prevent their promotion! As stated above, there are some good (and bad) leaders at all levels from JNCO up, but within the officer corps that your paper needs to address, only a handful ever get beyond Sqn Ldr, and only 1 or 2 beyond that. The RAF in peacetime promotes managers and self-publicists (politicians), not leaders, so although we have good leaders, they are not in leadership positions.
As for the tree-huggy bit - it boils down to a balancing act. Too tree-huggy and we can't do the job of war that we are meant for (no matter how you dress up peace-keeping etc, it comes down to dropping bombs and shooting guns.) If you don't address any of the tree-huggy aspects, we can't get people through the doors or to stay once in! Whilst people here (myself included) will complain about the over proliferation of touchy-feely going on in the Service, we actually mean the extreme bits, like IIP, the imbalance of the Equal Ops policies, the removal of ability to chop someone from professional training because they were crap, now it's a 'failing of the system' and we give them endless goes until they pass through luck! These are all bad aspects of tree-hugging, but you will find other legitimate complaints about a lack of the touchy-feely here as well. Too little in OOA welfare packages, too much time away, trouble with FQs, splitting of Service partners (see the thread on IOT & Relationships) etc. Whilst these gripes are understandable, they are demands for a level of support and balance between the service and family aspects of RAF life that would have been considered as tree-huggy 25 years ago. At that time, people put up with more unaccompanied tours, lower quality quarters, the same supply problems and the like. We have to be careful how we balance tree-hugging with service needs and it is likely that no matter what pans out, plenty of people will complain that it is too much/not enough - I reckon that when the griping is evenly split, the measures are about right!
As for whether the training etc is right, I personally believe that that's not the prime shortfall (although our training does come too late in the officer progression - see the average length of service of those on JOCC for a guide). I believe that the failing is in our promotion selection, in that we promote people who only give a damn about themselves! If we promoted the leaders and people who cared about those that they were in charge of, we would be a more effective and happier force. As it is, the majority of people promoted (and certainly 99.9% of all high-fliers) only care about how their bosses, and sometimes their peers, rate them, whereas they should be willing to fight for their subordinates. IOT will tell you that good leadership is not a popularity contest with your troops and you have to lead to be right, not popular - trouble is, they should also teach that your popularity with your bosses should be no more relevent and you should still do what is right!
There are some good leaders in the RAF. It's just that the system tries to weed them out and prevent their promotion! As stated above, there are some good (and bad) leaders at all levels from JNCO up, but within the officer corps that your paper needs to address, only a handful ever get beyond Sqn Ldr, and only 1 or 2 beyond that. The RAF in peacetime promotes managers and self-publicists (politicians), not leaders, so although we have good leaders, they are not in leadership positions.
As for the tree-huggy bit - it boils down to a balancing act. Too tree-huggy and we can't do the job of war that we are meant for (no matter how you dress up peace-keeping etc, it comes down to dropping bombs and shooting guns.) If you don't address any of the tree-huggy aspects, we can't get people through the doors or to stay once in! Whilst people here (myself included) will complain about the over proliferation of touchy-feely going on in the Service, we actually mean the extreme bits, like IIP, the imbalance of the Equal Ops policies, the removal of ability to chop someone from professional training because they were crap, now it's a 'failing of the system' and we give them endless goes until they pass through luck! These are all bad aspects of tree-hugging, but you will find other legitimate complaints about a lack of the touchy-feely here as well. Too little in OOA welfare packages, too much time away, trouble with FQs, splitting of Service partners (see the thread on IOT & Relationships) etc. Whilst these gripes are understandable, they are demands for a level of support and balance between the service and family aspects of RAF life that would have been considered as tree-huggy 25 years ago. At that time, people put up with more unaccompanied tours, lower quality quarters, the same supply problems and the like. We have to be careful how we balance tree-hugging with service needs and it is likely that no matter what pans out, plenty of people will complain that it is too much/not enough - I reckon that when the griping is evenly split, the measures are about right!
As for whether the training etc is right, I personally believe that that's not the prime shortfall (although our training does come too late in the officer progression - see the average length of service of those on JOCC for a guide). I believe that the failing is in our promotion selection, in that we promote people who only give a damn about themselves! If we promoted the leaders and people who cared about those that they were in charge of, we would be a more effective and happier force. As it is, the majority of people promoted (and certainly 99.9% of all high-fliers) only care about how their bosses, and sometimes their peers, rate them, whereas they should be willing to fight for their subordinates. IOT will tell you that good leadership is not a popularity contest with your troops and you have to lead to be right, not popular - trouble is, they should also teach that your popularity with your bosses should be no more relevent and you should still do what is right!
When I went through IOT, many years ago, they taught us that there were three strands to leadership. These being:
1. The needs of the task
2. The needs of the team
3. The needs of the individual (that does not mean you the leader, but your individual troops)
It seems to me that these days the RAF only pays lip service to number 3, although as stated above many of our leaders today think it refers to themselves and pay a great deal of attention to it! Lack of attention to number 3 is in my opinion the main reason why people leave the RAF.
I am sorry if almost all the replies you have had so far have been negative towards our current leaders, but that is because that is how we feel at grass roots level!
1. The needs of the task
2. The needs of the team
3. The needs of the individual (that does not mean you the leader, but your individual troops)
It seems to me that these days the RAF only pays lip service to number 3, although as stated above many of our leaders today think it refers to themselves and pay a great deal of attention to it! Lack of attention to number 3 is in my opinion the main reason why people leave the RAF.
I am sorry if almost all the replies you have had so far have been negative towards our current leaders, but that is because that is how we feel at grass roots level!
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During my time in Services (been on both sides of fence) I have seen some exceptional SNCOS and indeed NCOs. As an airman I saw some crap flt lts and sqn ldrs but never saw any wg cdrs really to pass judgement.
Anyway rather than pass judgment I went for a commission myself - it was not difficult, you read the papers and play some leadership games and pretend you know the Defence White Paper inside out and can name the SofS for Defence - game over you're in boy.
So after some trg I am now a leader of men, but not really, I am a manager and it is true about being one of the lads and being popular - uh uh leaders are not popular. But you can be fair or try to be fair, but you cannot please everybody - there are winners and losers.
Now I am progressing up the ranks - play the game, do sec duties and all of a sudden I have ample spare capacity therefore must be a good leader - crap.
People get promoted because it's a game - we all know the score. Work hard, be fair, do some extra stuff, say yes 95% of time but 5% you are allowed to argue your case and convince your boss this is a bad idea but make him look good anyway.
But past wg cdr and beyond this is where policy, deceit and games, teddy's out of window time all takes place - because if things do not go right then it must be their fault and promotion is being hindered.
A good leader would communicate why it had to be done. This is easy on a sqn - there is a clear task. Similarly at second line there is a clear task to be done - we can guide, control, motivate etc.
But in Command, or Logs or in IPT - this is where it becomes a muddle. 30% or the work is briefs, so the big bosses know what the little bosses are doing. Very rarely will the big bosses tell the small bosses how to do it better - that is the job of the small bosses to think how and what saving can be achieved.
And ultimately the policy makers pass crap down to the Stn, and the mud in the muddle flows with it, but when the mud comes back up the chain of command - well we all know the crock of gold story where gold is made from pure poo - oh so true.
But no different in industry or other companies in UK - the RAF is in entirley the same boat. We can all moan about BR, the Transport System much of a muchness really. Don't believe that we are the creme de la creme and all that and therefore we have the best leaders in UK by default.
If I have one word to descibe leadership in RAF and in the UK
We could do better.
However - cadets on IOT - we have a question for you.
How big are you balls to tell it how it is - or are you all studing Alchemy - good luck!!
Ps some of this might be crap but they are my own views .
Anyway rather than pass judgment I went for a commission myself - it was not difficult, you read the papers and play some leadership games and pretend you know the Defence White Paper inside out and can name the SofS for Defence - game over you're in boy.
So after some trg I am now a leader of men, but not really, I am a manager and it is true about being one of the lads and being popular - uh uh leaders are not popular. But you can be fair or try to be fair, but you cannot please everybody - there are winners and losers.
Now I am progressing up the ranks - play the game, do sec duties and all of a sudden I have ample spare capacity therefore must be a good leader - crap.
People get promoted because it's a game - we all know the score. Work hard, be fair, do some extra stuff, say yes 95% of time but 5% you are allowed to argue your case and convince your boss this is a bad idea but make him look good anyway.
But past wg cdr and beyond this is where policy, deceit and games, teddy's out of window time all takes place - because if things do not go right then it must be their fault and promotion is being hindered.
A good leader would communicate why it had to be done. This is easy on a sqn - there is a clear task. Similarly at second line there is a clear task to be done - we can guide, control, motivate etc.
But in Command, or Logs or in IPT - this is where it becomes a muddle. 30% or the work is briefs, so the big bosses know what the little bosses are doing. Very rarely will the big bosses tell the small bosses how to do it better - that is the job of the small bosses to think how and what saving can be achieved.
And ultimately the policy makers pass crap down to the Stn, and the mud in the muddle flows with it, but when the mud comes back up the chain of command - well we all know the crock of gold story where gold is made from pure poo - oh so true.
But no different in industry or other companies in UK - the RAF is in entirley the same boat. We can all moan about BR, the Transport System much of a muchness really. Don't believe that we are the creme de la creme and all that and therefore we have the best leaders in UK by default.
If I have one word to descibe leadership in RAF and in the UK
We could do better.
However - cadets on IOT - we have a question for you.
How big are you balls to tell it how it is - or are you all studing Alchemy - good luck!!
Ps some of this might be crap but they are my own views .
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Leadership in the RAF - there's a rare thing!
As some 'players' have already alluded to, it may well be a lost art in the modern RAF but it is not as simple as 'follow me'- it never has been. A worthwhile subject for the hallowed halls of Sleaford Comp, nonetheless.
You may wish to consider the following:
1. In the RAF, it is mainly the officers that fly (FJs) and go to war (apologies to NCO aircrew) and it may be that leadership is not totally dead in this arena. However, it is a very, very different art to that of leadership on the army-type battlefield. At most a 2 person crew and formations of about 4 -8. They are well drilled and practiced, the tactics are well rehersed, SOPs are common and everyone knows who the designated leaders are, so perhaps leadership in the 'traditional' sense is not often required. Speak to FJ 4-ship leaders and Flt Cdrs for the latest thinking.
2. Multi-Engine/Rotary ac may have numerous officers and NCOs but they also tend to work as a well-drilled team , so ME/RW 'leadership' in the air may be overidden by their place in the crew. Furthermore, the captain (an officer and, normally but not always, a pilot) usually has the last word by right! Leadership by default, you might say but the crews do get a voice and a good captain listens to his crew and assimilates all inputs to come up with a workable solution - but it is his call ultimately. The modern term for this is CRM (Crew Resource Management) - yuk, there's the 'M' word - but its nearer to leadership I think. The captain has to do this while operting the ac/formation/trail etc, so you could argue that this even more difficult than the FJ case - speak to E3, Nimrod, or Tactical C130 Sqns for more gen.
3. A large (but shrinking) majority of the RAF is ground-based and doesn't go anywhere near the things that go 'bnag'. But these people are in nearly all cases, very well educated and intellecual - we are a very technical force. These guys and girls should not need to have squaddie-type discipline - they should have enough 'nous' to self-motivate and focus on the military output - the aircraft and crews. Those that can't do so are in the wrong job. Unfortunately, they are not helped as they have slowly had their military ethos whittled away by the expansion of the civilization of roles within the Service and by the acceptance of new 'management' techniques from civvie street. Management of budgets and people is not leadership and it encourges people to know the price of everything and value of nothing and worse still, to 'look after No1'. Ask any Stn WO, Chf Tech/FS or old hand.
4. Even more worryingly, there is an increasing trend to promote good managers and not good leaders (I have gained promotion but would count myself in the first group, so don't call me a sad old t*sser with a chip on my shoulder).
This is especially pronounced in the officer corps where staffwork and paperwork is the b-all and end all, no-one seems to care for their subordinates and any actions are designed to impress the boss. If you don't believe me, ask around. Also, managers are the kind of people who go around saying "I'm in charge, just do as you're told". This approach would be absolutely necessary in combat as a Platoon Sgt to a squaddie on the streets of Kabul with bullets flying - but in a non-hostile environment or at home base, leaders have to take the troops' hearts and minds with them. Then, when the sh*t hits the fan in combat, the troops at least have a modicum of confidence their leaders' decision making. Outside of combat, the rank and file of the RAF deserve to have an input and to know why things are done. Carrying on the Kabul analogy, a good Platoon Cdr would try to obtain the advice/input of his Platoon Sgt before taking a course of action! I believe this is called 'communication' which is integral to leadership - it is also something else the RAF is not good at!
5. Communication and leadership take a finite amount of time and they are not helped by the RAF being under-staffed and over-stretched - ask PMA how many posts are 'gapped' at all levels. We have been at 'surge' for years now - starting with Bosnia, Kosovo, Sierra Leone, SSII, Afghanistan not to mention NI and now GWII. We have done this while our numbers dwindle and people are running out of time to be good leaders and communicators and then end up being cr@p managers!
6. You might think its all doom and gloom and all senior officers and SNCOs are w@nkers - far from it - there are a lot of good ones. The good ones learn from their mistakes and get better. But unfortunately, mistakes get you noticed, so the ultimate result of this is that few take the responsibility of making bold decisions - they just go with flow and don't make waves. I would rather we encouraged people to take bold decisions for the right reasons - not just saving a paltry sum on some minor budget or maybe losing a bloke off the team to save a bit cash while shafting the rest of the unit! Additionally, there's a lot of b#lls talked about the threat of litigation - I believe many people use this as an excuse not to take responsibility.
7. However, there are still a few people willing to stand up and be counted over a major issue. A previous CAS and CDS did so - and not to their own advantage but I'm sure they knew they were morally right to do so and took the knock. I believe that we will see less and less of this as the back-stabbers and self-promoters rise to the top and it will only get worse - only my opinion mind you!
In sum,
Leadership in the RAF is intrinsically different from that on the battlefield.
We do it in the air (ie in combat) but not on the ground.
We have become a peacetime airforce with littlle military ethos and focus, especially many who stay on the ground.
We do not communicate well which is compounded by overstretch.
We do not encourage people to take responsibility and bold decisions.
We have trained and promoted managers who look after their own interests and who not leaders of men - we will reap what we have sown.
But hey, who said it would be easy You can get a massive sense of achievment if you can hold things together despite the many distractions and inadequacies in the system and its definitely worth the hassle because people's lives and livelyhoods count on it - especially in combat. If you are up for it - all the very best.
I think I am a manager not a leader but I am only a product of the system - but I am trying to change - you would have to ask my chaps how well I am doing - but don't tell my boss!!!!!!!!!!!!
Send me a private email if you want to talk off-line.
As some 'players' have already alluded to, it may well be a lost art in the modern RAF but it is not as simple as 'follow me'- it never has been. A worthwhile subject for the hallowed halls of Sleaford Comp, nonetheless.
You may wish to consider the following:
1. In the RAF, it is mainly the officers that fly (FJs) and go to war (apologies to NCO aircrew) and it may be that leadership is not totally dead in this arena. However, it is a very, very different art to that of leadership on the army-type battlefield. At most a 2 person crew and formations of about 4 -8. They are well drilled and practiced, the tactics are well rehersed, SOPs are common and everyone knows who the designated leaders are, so perhaps leadership in the 'traditional' sense is not often required. Speak to FJ 4-ship leaders and Flt Cdrs for the latest thinking.
2. Multi-Engine/Rotary ac may have numerous officers and NCOs but they also tend to work as a well-drilled team , so ME/RW 'leadership' in the air may be overidden by their place in the crew. Furthermore, the captain (an officer and, normally but not always, a pilot) usually has the last word by right! Leadership by default, you might say but the crews do get a voice and a good captain listens to his crew and assimilates all inputs to come up with a workable solution - but it is his call ultimately. The modern term for this is CRM (Crew Resource Management) - yuk, there's the 'M' word - but its nearer to leadership I think. The captain has to do this while operting the ac/formation/trail etc, so you could argue that this even more difficult than the FJ case - speak to E3, Nimrod, or Tactical C130 Sqns for more gen.
3. A large (but shrinking) majority of the RAF is ground-based and doesn't go anywhere near the things that go 'bnag'. But these people are in nearly all cases, very well educated and intellecual - we are a very technical force. These guys and girls should not need to have squaddie-type discipline - they should have enough 'nous' to self-motivate and focus on the military output - the aircraft and crews. Those that can't do so are in the wrong job. Unfortunately, they are not helped as they have slowly had their military ethos whittled away by the expansion of the civilization of roles within the Service and by the acceptance of new 'management' techniques from civvie street. Management of budgets and people is not leadership and it encourges people to know the price of everything and value of nothing and worse still, to 'look after No1'. Ask any Stn WO, Chf Tech/FS or old hand.
4. Even more worryingly, there is an increasing trend to promote good managers and not good leaders (I have gained promotion but would count myself in the first group, so don't call me a sad old t*sser with a chip on my shoulder).
This is especially pronounced in the officer corps where staffwork and paperwork is the b-all and end all, no-one seems to care for their subordinates and any actions are designed to impress the boss. If you don't believe me, ask around. Also, managers are the kind of people who go around saying "I'm in charge, just do as you're told". This approach would be absolutely necessary in combat as a Platoon Sgt to a squaddie on the streets of Kabul with bullets flying - but in a non-hostile environment or at home base, leaders have to take the troops' hearts and minds with them. Then, when the sh*t hits the fan in combat, the troops at least have a modicum of confidence their leaders' decision making. Outside of combat, the rank and file of the RAF deserve to have an input and to know why things are done. Carrying on the Kabul analogy, a good Platoon Cdr would try to obtain the advice/input of his Platoon Sgt before taking a course of action! I believe this is called 'communication' which is integral to leadership - it is also something else the RAF is not good at!
5. Communication and leadership take a finite amount of time and they are not helped by the RAF being under-staffed and over-stretched - ask PMA how many posts are 'gapped' at all levels. We have been at 'surge' for years now - starting with Bosnia, Kosovo, Sierra Leone, SSII, Afghanistan not to mention NI and now GWII. We have done this while our numbers dwindle and people are running out of time to be good leaders and communicators and then end up being cr@p managers!
6. You might think its all doom and gloom and all senior officers and SNCOs are w@nkers - far from it - there are a lot of good ones. The good ones learn from their mistakes and get better. But unfortunately, mistakes get you noticed, so the ultimate result of this is that few take the responsibility of making bold decisions - they just go with flow and don't make waves. I would rather we encouraged people to take bold decisions for the right reasons - not just saving a paltry sum on some minor budget or maybe losing a bloke off the team to save a bit cash while shafting the rest of the unit! Additionally, there's a lot of b#lls talked about the threat of litigation - I believe many people use this as an excuse not to take responsibility.
7. However, there are still a few people willing to stand up and be counted over a major issue. A previous CAS and CDS did so - and not to their own advantage but I'm sure they knew they were morally right to do so and took the knock. I believe that we will see less and less of this as the back-stabbers and self-promoters rise to the top and it will only get worse - only my opinion mind you!
In sum,
Leadership in the RAF is intrinsically different from that on the battlefield.
We do it in the air (ie in combat) but not on the ground.
We have become a peacetime airforce with littlle military ethos and focus, especially many who stay on the ground.
We do not communicate well which is compounded by overstretch.
We do not encourage people to take responsibility and bold decisions.
We have trained and promoted managers who look after their own interests and who not leaders of men - we will reap what we have sown.
But hey, who said it would be easy You can get a massive sense of achievment if you can hold things together despite the many distractions and inadequacies in the system and its definitely worth the hassle because people's lives and livelyhoods count on it - especially in combat. If you are up for it - all the very best.
I think I am a manager not a leader but I am only a product of the system - but I am trying to change - you would have to ask my chaps how well I am doing - but don't tell my boss!!!!!!!!!!!!
Send me a private email if you want to talk off-line.
Last edited by flipster; 23rd Feb 2003 at 21:13.
"Anyone who wants to be a politician is not a fit person to be one". The same could be said, perhaps, of senior officers. About 20 years ago, I heard it said that anyone above the rank of Air Commodore was a politician. As the years pass by the principle remains the same but the relevant rank becomes ever more junior!
One of the problems of a military (or any other) hierarchy is that senior officers are responsible for promoting those junior to them. They understand, and are impressed by, those similar to themselves in terms of leadership (management?) style, career aspirations, etc. Therefore, if you want to get promoted you have tick the required boxes and impress the right people (get a sponsor). Sadly, positive leadership that commands respect and gets the job done professionally does not appear to be a requirment. Nor is flying ability (not to be confused with being given the required write-ups to get promoted!).
I have strayed a bit onto promotion aspects but I feel it is the inherent principles in this system which prevents good leaders reaching the upper echelons of the RAF. No, I do not have a chip on my shoulder as I joined the RAF to fly and managed never to do a ground tour in 25 years. But I often became quite bitter about good leaders who were forced out by incompetent personnel management. As has been said before, this is not just an RAF problem; the ethos which gave us "Tony's cronies" is everywhere in the UK.
One of the problems of a military (or any other) hierarchy is that senior officers are responsible for promoting those junior to them. They understand, and are impressed by, those similar to themselves in terms of leadership (management?) style, career aspirations, etc. Therefore, if you want to get promoted you have tick the required boxes and impress the right people (get a sponsor). Sadly, positive leadership that commands respect and gets the job done professionally does not appear to be a requirment. Nor is flying ability (not to be confused with being given the required write-ups to get promoted!).
I have strayed a bit onto promotion aspects but I feel it is the inherent principles in this system which prevents good leaders reaching the upper echelons of the RAF. No, I do not have a chip on my shoulder as I joined the RAF to fly and managed never to do a ground tour in 25 years. But I often became quite bitter about good leaders who were forced out by incompetent personnel management. As has been said before, this is not just an RAF problem; the ethos which gave us "Tony's cronies" is everywhere in the UK.
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Aynayda, there is a very consistent theme running through this thread, but I will warn you that it is not the answer that will go down well at Sleaford Tech unless you position the arguement in a very positive way! Avoid saying what is wrong with leadership/promotion/the system and instead, concentrate on how this can be improved and what the Service should be heading for without slagging off the current system. Otherwise you'll end up being flagged for an attitude problem and find yourself doing extra time there!
As ever, you can get away with saying honest things as long as either a) you phrase things very carefully to well chosen audiences or b) you don't give a tinkers cuss as to your own advancement. I'm glad that as I leave, I will still be able to look at myself in the mirror - albeit at the cost of a larger pension.
As ever, you can get away with saying honest things as long as either a) you phrase things very carefully to well chosen audiences or b) you don't give a tinkers cuss as to your own advancement. I'm glad that as I leave, I will still be able to look at myself in the mirror - albeit at the cost of a larger pension.
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I have seen outstanding leadership in the RAF. On all occasions it has been in the air when, to put it mildly, things are going to r***sh*t. However, in peace time good management is the key and the RAF has many good managers.
The problem comes when the two systems clash, leadership and management cannot be mixed. Unfortunately, to gain promotion in todays RAF requires both officers and airmen/women to demonstrate a high level of management skill.
I say unfortunately, because when the fighting starts these managers are generally ill-equiped to cope effectively and find it hard to let go of the comfort blanket that is management.
Overall, the stress of combat and operational flying will produce good leaders through necessity. Kind of Darwinism if you will.
Talk to a cross-section of flt cmdrs to get their views on leasership and management in the RAF. I suspect they will have a lot to say, if they are honest that is!
The problem comes when the two systems clash, leadership and management cannot be mixed. Unfortunately, to gain promotion in todays RAF requires both officers and airmen/women to demonstrate a high level of management skill.
I say unfortunately, because when the fighting starts these managers are generally ill-equiped to cope effectively and find it hard to let go of the comfort blanket that is management.
Overall, the stress of combat and operational flying will produce good leaders through necessity. Kind of Darwinism if you will.
Talk to a cross-section of flt cmdrs to get their views on leasership and management in the RAF. I suspect they will have a lot to say, if they are honest that is!
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If you want an example of good RAF leadership in the 21st Century, take a look at the recent Op Fresco Essex Detachment, which was set up and manned by the RAF at very short notice:
1. Lean chain of command.
2. Minimal red tape.
3. Proper delegation according to rank.
Went like clockwork.
1. Lean chain of command.
2. Minimal red tape.
3. Proper delegation according to rank.
Went like clockwork.
Inter Arma Enim Silentius Lex Legis
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Anya
You only have to look as far as your own gates at Cranditz to
see just how bad our leadership is today. The IOT cadets are now doing something that was unthinkable weeks ago.
Why? because our leadership responds to crises only. There is no forward planning or common sense any more.
You only have to look as far as your own gates at Cranditz to
see just how bad our leadership is today. The IOT cadets are now doing something that was unthinkable weeks ago.
Why? because our leadership responds to crises only. There is no forward planning or common sense any more.
Last edited by The Gorilla; 24th Feb 2003 at 16:26.
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To take up a point made earlier, many of you may have seen good leadership in your cockpits and formations, but most of the poor leadership that is currently on display can be traced back to our lords and masters - who are almost exclusively aircrew! Who was it that (on one of these threads) recently pointed out the proportion of aircrew stn cdrs and air ranking officers versus other branches?
Most aircrew officers do not get to lead or manage (beyond formation leads etc) until already promoted to sqn ldr. Indeed many junior aircrew actively avoid the responsibility, discounting anything other than flying as 'trivia'! Your average RAF Regt, Supply or Engineering officer will probably have been in command of a flt consisting of 50+ personnel by their 3rd tour. Will they have had to show leadership? I think so.
Don't get me wrong, I am not anti-aircrew and have many very close friends among the aviator community. But please don't confuse the ability to fly and operate FJs/Rotary/whatever type with the strong leadership required in these difficult times. It doesn't get awarded with the wings or brevet!
(Ducks behind berm for cover....)
CV
P.S. To all those deployed (as am I), stay safe chaps
Most aircrew officers do not get to lead or manage (beyond formation leads etc) until already promoted to sqn ldr. Indeed many junior aircrew actively avoid the responsibility, discounting anything other than flying as 'trivia'! Your average RAF Regt, Supply or Engineering officer will probably have been in command of a flt consisting of 50+ personnel by their 3rd tour. Will they have had to show leadership? I think so.
Don't get me wrong, I am not anti-aircrew and have many very close friends among the aviator community. But please don't confuse the ability to fly and operate FJs/Rotary/whatever type with the strong leadership required in these difficult times. It doesn't get awarded with the wings or brevet!
(Ducks behind berm for cover....)
CV
P.S. To all those deployed (as am I), stay safe chaps
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Management is doing things right; leadership is doing the right things. - Peter F. Drucker
If you don't understand that you work for your mislabeled subordinates, then you know nothing of leadership. You know only tyranny. - Dee W. Hock
Leadership is action, not position. - Donald H. McGannon
Leadership is the art of getting someone else to do something you want done because he wants to do it. - Dwight D. Eisenhower
You do not lead by hitting people over the head-that's assault, not leadership. - Dwight D. Eisenhower
Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy. - General Norman Schwarzkopf
The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. - Lucille Ball
If you are guided by opinion polls, you are not practicing leadership - you are practicing followship. - Margaret Thatcher
Consensus is the negation of leadership. - Margaret Thatcher
I start with the premise that the function of leadership is to produce more leaders, not more followers. - Ralph Nader
True leadership must be for the benefit of the followers, not the enrichment of the leaders. - Robert Townsend
You don't manage people; you manage things. You lead people. - Admiral Grace Hooper
General Norman Schwarzkopf's Eleven Commandments for Managers
You must have clear goals. - You must be able to articulate them clearly to others.
Give yourself a clear agenda. - Every morning write the five most important things to accomplish that day, and get those five done.
Let people know where they stand.
What's broken, fix now. - Don't put it off. Problems that aren't dealt with only lead to more problems.
No repainting the flagpole. - Make sure all the work your people are doing is essential to the organization.
Set high standards. - People won't generally perform above your expectations, so it's important to expect a lot.
Lay the concept out, but let your people execute it. - Tell them in the clearest terms what you want done, but let them suggest the best way to do it.
People come to work to succeed. - So don't operate on the principle that if they aren't watched and supervised, they'll bungle up the job.
Never lie. - Ever.
When in charge, take command. - Some leaders who feel they don't have adequate information put off deciding to do anything at all. The best policy is to decide, monitor the results, and change course if it's necessary.
Do what's right. - The truth of the matter is that you always know the right thing to do. The hard part is doing it
If you don't understand that you work for your mislabeled subordinates, then you know nothing of leadership. You know only tyranny. - Dee W. Hock
Leadership is action, not position. - Donald H. McGannon
Leadership is the art of getting someone else to do something you want done because he wants to do it. - Dwight D. Eisenhower
You do not lead by hitting people over the head-that's assault, not leadership. - Dwight D. Eisenhower
Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy. - General Norman Schwarzkopf
The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office. - Lucille Ball
If you are guided by opinion polls, you are not practicing leadership - you are practicing followship. - Margaret Thatcher
Consensus is the negation of leadership. - Margaret Thatcher
I start with the premise that the function of leadership is to produce more leaders, not more followers. - Ralph Nader
True leadership must be for the benefit of the followers, not the enrichment of the leaders. - Robert Townsend
You don't manage people; you manage things. You lead people. - Admiral Grace Hooper
General Norman Schwarzkopf's Eleven Commandments for Managers
You must have clear goals. - You must be able to articulate them clearly to others.
Give yourself a clear agenda. - Every morning write the five most important things to accomplish that day, and get those five done.
Let people know where they stand.
What's broken, fix now. - Don't put it off. Problems that aren't dealt with only lead to more problems.
No repainting the flagpole. - Make sure all the work your people are doing is essential to the organization.
Set high standards. - People won't generally perform above your expectations, so it's important to expect a lot.
Lay the concept out, but let your people execute it. - Tell them in the clearest terms what you want done, but let them suggest the best way to do it.
People come to work to succeed. - So don't operate on the principle that if they aren't watched and supervised, they'll bungle up the job.
Never lie. - Ever.
When in charge, take command. - Some leaders who feel they don't have adequate information put off deciding to do anything at all. The best policy is to decide, monitor the results, and change course if it's necessary.
Do what's right. - The truth of the matter is that you always know the right thing to do. The hard part is doing it
Last edited by BDiONU; 24th Feb 2003 at 19:33.
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Easy one to answer this,
Leadership in the RAF is about making sure all your subordinates have done their CCS training and fitness test.
Those amongst them that you consider may have a future in the RAF should be encouraged to take on some involving secondary duty such as running the local scout group or knitting circle.
Always wear clean shoes/boots, never make a decision in public and do not criticise the station commander's latest policy on wearing short sleeve shirts.
To ensure survival, get some body armour that has a reinforced back and get yourself a suitable device for stabbing others in the back. Have lots of dinner parties.
Hope the sleaford tech treats you well.
Leadership in the RAF is about making sure all your subordinates have done their CCS training and fitness test.
Those amongst them that you consider may have a future in the RAF should be encouraged to take on some involving secondary duty such as running the local scout group or knitting circle.
Always wear clean shoes/boots, never make a decision in public and do not criticise the station commander's latest policy on wearing short sleeve shirts.
To ensure survival, get some body armour that has a reinforced back and get yourself a suitable device for stabbing others in the back. Have lots of dinner parties.
Hope the sleaford tech treats you well.