No . 132 The Trusty Servant knows what is around the corner ? This is challenging for any profession , but it is particularly so for the military where our business is about the violent and deadly interaction between people .
As our most eminent military historian , the late Sir Michael Howard , put it , ‘ No matter how clearly one thinks , it is impossible to anticipate precisely the character of future conflict . The key is to be not so far off the mark that it becomes impossible to adjust once that character is revealed .’ So , in the military we place a premium on adaptability . And this in turn emphasises the importance of our Servicemen and Servicewomen – who have always been and always will be our adaptive edge .
As you think about what career you might pursue when you leave , I would encourage you not to dismiss public service . It is not as fashionable as the private sector , but for me the clue is in the word ‘ service ’. Because service is inextricably linked to leadership whether it is in the military or the civil service . I have found that being given the opportunity to lead others is not only a huge privilege , it is also immensely stimulating . And the life skills and values you learn at Winchester are the best possible preparation to be a leader .
Leadership it is about getting others to do things – and getting them to do them willingly . And in the military , these will often be very unpleasant and dangerous things . Leadership is a very personal matter – but there are certain qualities that I have found to be more important than others .
First there is courage . As a leader you need to show more courage than your soldiers . You need to set an example ; to lead from the front , and never expect your soldiers to do something you would not do yourself . This requires physical courage . But there is another kind of courage you need as a leader .
You must have moral courage . Moral courage is a much rarer quality than physical courage . Moral courage means you do what your values tell you is right , and you are prepared to deal with the consequences . It ’ s about setting out your stall – even when that may be unpopular , or risk ridicule or danger – because that is what is right . Courage – both physical and moral – creates the strength upon which fighting spirit and success in war depend – look at what has just happened to the government in Afghanistan .
Second there is integrity . Integrity has a unique significance because it ’ s about honesty , not only with those you lead but also with yourself . Integrity is the critical foundation for earning the loyalty and trust of those you lead and those you serve . It is about doing as you would be done by . And the standard you walk past without taking action is the standard you accept – and how you will be judged .
Third there is judgement . Judgement means being able to assess a situation , to assess it quickly in relation to your values , and under difficult circumstances . And judgment is only learned by practice and experience . Imagine the difficult calls those Parachute Regiment soldiers were obliged to make in Kabul a couple of weeks ago . And much of this comes back to having the humility to listen and learn – for this is how you gain wisdom and the ability to exercise judgment .
Fourth there is knowledge . If you are to have the confidence to lead others , you must have knowledge . And that is why a culture that inspires lifelong learning is so helpful . It keeps your mind flexible and your attitude adaptable . When you lead your first command you should not be satisfied until you have more knowledge than any member of that command . And those you are leading will expect that of you .
And , by the way , I think my first command was the best command I ever had . I have commanded at every level from a platoon of 30 to an army of 100,000 , and a platoon is the only command in which I could claim to know properly all those under my command . When it comes to knowledge nothing is more important than knowledge of those you command . It is not enough to be the best soldier in your platoon , to be the strongest , the toughest , the most resilient , or the most intelligent .
You must be their leader , and this brings with it the absolute responsibility to put their care at the forefront of everything you do – that is why the motto at Sandhurst is ‘ Serve to Lead ’ – because it is through that sense of serving your soldiers , based on really knowing what makes them tick , and then genuinely caring for them – that real leadership is based . And I can think of nothing more rewarding than to be respected by those you lead .
There are many other qualities that make a good leader . But these are the four I would wish to commend to you that have served me well – courage , integrity , judgement , and knowledge . And these are all qualities that Winchester espouses . Inevitably Winston Churchill had an aphorism that captures the essence of my point : ‘ We make a living out of what we get , but we make a life by what we give .’
In salutem praesentium ; in memoriam absentium .
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