Commitment and Leadership

Excerpts from my book 'Indian Air Force: The Maintenance Paradigm' published by Knowledge World.

Any discourse on leadership by air warriors must begin with a salute to one of the greatest leaders of all time, Marshal of The Air Force Arjan Singh. He is a source of inspiration for all personnel, past or present. His towering personality infuses a special pride in belonging to this wonderful Air Force. Air Cmde Jasjit Singh's book 'The Icon' has so aptly reintroduced to the countrymen their Air Force through its icon. The Chairman of Centre of Air Power Studies, Air Chief Marshal OP Mehra (retd) was the Chief of the Air Staff when I was commissioned in the Air Force. Even today my day is made with a glimpse of him when he drops by. Leaders like these have indeed been made of special mettle. The Indian Air Force has been blessed with exemplary leadership providing an exceptional blend of professionalism and altruism.  

During the International Seminar on Aerospace Leadership in 2010, Air Cmde Jasjit Singh talked about "A Matter of Trust". He highlighted that a very small proportion of active manpower of the Air Force gets actually involved in combat. This in essence is the difference between Air Force and the other two services. Naturally then, the spotlight justifiably remains on operations while the maintenance man diligently keeps the inventory in shape. Pilots go to war and fly in peace relying on maintenance men with the utmost trust. The pilot-engineer bond of trust is the most visible reflection of the height of morale in the Air Force.

Most defence studies on leadership argue that military leadership is unique and distinctly more demanding than the civil. The singular reason for this distinction is the demand for self sacrifice to the extent of death. This puts the military leader on a pedestal untouched by his civilian counterpart. A somewhat similar distinction is also made between combat and non combat men when viewed from within. Should it mean that we, the support personnel need not endeavour to be leaders and be satisfied with being the proverbial managers? Some people have gone to the incredible extent of suggesting that the Air Officer Commanding a Depot should be renamed the General Manager. A few experiences recalled hereafter are intended to remind the maintenance man that "you may not go to war but you are a soldier first and you must aspire to lead like only a soldier can”.

An incident in the early 1980s on a Tropo Communication (hill) station flashes across my mind. At that time, the Air Force was not as well equipped with Motor Transport as it is today. Except for the CO, all officers along with airmen travelled to the unit up the hill together through unfriendly terrain by the 'Shaktiman' 3-tonner. On return to the base late one evening, the brakes of the vehicle failed landing us into a small ditch miraculously short of a bend beyond which we would have been thrown down 1000 feet. The repair team arrived in a Jeep along with a recovery vehicle. Our vehicle was winched back to level ground, brakes repaired and tested in about an hour and the whole team minus one climbed back into the truck. The senior most, having quietly informed the other officers, that he wouldn't be a fool to risk a ride back in the truck, had left with the repair Jeep. He had let go of an opportunity to be a leader! The example may indicate unintended support to the argument that only life threatening situations bring up leadership. Leadership is much more than just the readiness to risk life. Each one of us has our moments of opportunity whether we face war or support operations or, for that matter whether we are within the military or deputed to a civil agency like DRDO or HAL. Leaders just do it!

Leadership and learning are indispensable to each other
                                                                                    - John F. Kennedy

As my course mates and I stepped into the Air Force, AFTC groomed us. Our Commandant, Gp Capt SS Sahgal was exemplary in every way. The Commandant moved in a staff car while at work; drove his shining Fiat in the evenings and a two coloured Vespa scooter, especially to the tennis court. Trainee officers enjoyed his company in sports like Lawn Tennis and Cricket, each one also getting an opportunity to have a cup of tea at home with Mrs. Sahgal at least once. The Commandant knew every trainee officer by name whether he was a month or a year old in College. No one could enjoy the excuse of anonymity hoping to slip away from the watchful eyes of the Commandant. In the true sense of being a Guru, he seemed determined in his efforts to enable his pupils to go beyond the high benchmarks set for himself. Added to this Mrs. Sahgal’s affectionate and special charm had such an effect that new entrants could never imagine a better service could exist. Memorable moments of this wonderful beginning have stayed on with me forever.

·                     The first Air Marshal I came across was to leave a lasting impression on me. Early in AFTC I was selected to represent Training Command in Inter Command Cricket Championship – the first match was with Air HQ. Air Vice Marshal IH Latif, positioned to field at mid wicket briskly moved with all attention to the commands of the skipper in slips Sqn Ldr VM Muddaiah (a former India player). The art of permitting oneself to be led in certain situations and assisting the nominated leader despite one's own towering presence is leadership. I had learnt my first lesson in leadership in that short half hour stay at the crease when unknowingly I attempted to play a lot of balls towards midwicket.

·                     As we practised the passing out parade for the senior course, our instructor decided to increase the pause between movements to bring in elegance. As an example, the usual timing for the right turn was enhanced from ‘one-left-right-two’ to ‘one-check-left-right-two’. For the next two days there was chaos on the parade ground as the timing went haywire. The typical Ground Training Instructors (GTIs) added to the confusion by shouting out louder than before and ordering the parade to do it together. On the third morning, amidst this confusion an elderly and friendly instructor Flt Lt Pramanik came up to the dais and took charge. He said "we will not practice any drill; we will only sing today. Come on, all of you sing with me: One-check-left-right-two-check. . . ".  We sang with him for half an hour gleefully having forgotten about ragging at the hands of GTIs when he asked "Guys, can we have just one practice before we pack up". And, to our amazement we were synchronized bang on time. Two lessons learnt: one, sing and work – be happy and the outcome will be synergetic; and two, look at the process tracing back to the cause rather than a symptomatic correction.

·                     Sqn Ldr Chatterjee was one of the most loved instructors especially by our course. He was fond of spending some quality time sharing his experiences with the trainee officers. As we approached our graduation, some of my course mates asked him for tips on leadership. His answer was simple "As you go out, you will see exemplary leaders and also unworthy examples. Follow good examples and avoid the bad ones. Be 'Ekalavyas'; learn from examples – no one can teach you leadership".

·                     One disappointment I have carried all through my career is that the rest of the Air Force called AFA their alma mater but we, the engineers couldn't. I felt the pinch of it first when I visited AFA from AFTC for Training Command Inter Area Cricket Championship. This has been set right a few years ago and the AFTC boy can now proudly identify with all others in recounting his initial training days at AFA. During my visit as AOC-in-C MC, the Commandant AFA Air Mshl PR Sharma, a thorough professional and a gentleman took me around. It was a delight to see AE officers immensely benefitting from the joint training environment while contributing handsomely to the environment.

I have been blessed by what I call 'the ideal script for leadership'. I began my journey in the Air Force at the 'Marut' base under the stewardship of the Chief Engineering Officer, Wg Cdr SS Ramdas and later found Air Mshl VA Patkar, the AOM to lead me to my destination. The following examples have been a source of motivation for me throughout my career

·                     It was all learning under Sqn Ldr AA Francis (Air Cmde retd as DMI) as my first STO; an engineer par excellence who was the permanent O i/c CR&SS. He must hold a record of sorts for the STO’s hours of ground running and the number of entries into the air intake where only the gutsy Airframe or Engine fitters usually ventured. When I was escorted by a senior colleague to be introduced to the STO, I saw him feet first as he pushed himself back and out of the Marut air intake. Association with him taught me the virtues of professional knowledge and hard work without attempting comparisons with other branch officers. The whole Marut fleet seemed to run on the CR&SS production by ‘Father’ Francis as he was fondly called. The trust between pilot & engineer couldn’t have been better demonstrated than the Flt Cdr – STO equation between Dodi Bansal and Father Francis. Wg Cdr KK (Joe) Bakshi, the CO was the happiest commander one could find. For me, the CO with Flt Cdr and STO duo were Gods giving me an exciting entry into the squadron life. At the first opportunity, the CO took me up in a Hunter trainer to indoctrinate me through a few combat manoeuvres. In a few months, the Flt Cdr followed when the first manufactured Marut trainer was allotted to the Sqn. Engineers were thus nurtured in a Sqn which was formally assigned the role of a Marut pilots’ training Squadron. The warmth of mutual appreciation and total trust built among Sqn mates is something I carried in my heart throughout my Air Force life and continue do so well beyond it into my years of retirement.

·                     Air Mshl SS Ramdas has been one man who has influenced and inspired a whole generation of maintenance men. In fact I call myself belonging to the Ramdas ‘gharana’ of engineering officers, which incidentally raises my stock among friends. Memories of him as the Chief Engineering Officer are worth recalling for the benefit of future leaders and generations of CEOs to emulate.

o        The CEO had told us not to hang around outside his office with
F-700. When we required extension for servicing, we rang him up. He drove in promptly to check documents and sign extension.

o        As a routine the CEO visited each of the three Squadrons in the morning between 7 and 7:30 AM. We were relieved of problems needing his attention right in the morning, so we could to face the day with confidence.

o        He had a watchful eye for detail, which we could never match. Besides his routine morning visits (known to all airmen), if he drove in without notice, we could see big movement across the long tarmac. It was time for us to note how many air cylinder trolleys and starting bottles without proper reducer valves were being moved out by technicians.

o        When in trouble we dialled 210. Before the telephone bell rang twice, there was a click of the receiver being picked up and a familiar voice answered “Ramdas”. All our problems were taken care of instantly –there was never a PA between Ramdas and his men anyway! He connected with all officers most naturally. Many came to know the first names of colleagues because of the CEO. Years later when he was the SMSO at HQ WAC, he had a PA, but no staff officer. And the PA did not have any say in the matter of officers’ entry into SMSO’s office, the door to which was open at all times.

o        A few years later, when I attended Junior Commanders’ Course (JCC), we had a scientist from NASA (an Indian on sabbatical) to deliver a talk. He introduced to us, the astronaut as a man who was an ace pilot, a PhD in engineering, and at least a MBBS in medicine. The first thought that flashed across my mind was of then Gp Capt Ramdas. He was as good as a PhD in everything he did; way ahead of everyone else in professional knowledge, commitment and vision. He slogged the most, socialized the best and had a lot of time for his people.

o        Another event is most worthy of being an organizational lesson. The centralised servicing org structure had just been promulgated where the Chief Engineering Officer (then called S Maint O) was given supervisory authority over all maintenance activity including work in the squadrons. As per AFO, we had a morning meeting of all tech officers of the base at SMaintO's office. This led to great professional understanding and social atmosphere among tech officers to an extent that the Sqn Tech officers’ farewell parties were also duplicated under the aegis of the SMaintO.  When Wg Cdr Ramdas took over, he stopped the practice of duplicate farewells for Sqn tech officers. We, as youngsters took a little time to understand the deeper meaning of his action; an action that avoided unintended damage to the honour of Squadrons by a branch of officers grouping together socially.

·                     On the pathway of Air Force life, Aircraft & Systems Testing Establishment (ASTE) has played a vital role in character building for many. One exceptional aspect of the ASTE experience that one gathers is the professional respect across branches. There have been great ASTE Commandants through history who have defined this special character worthy of emulation by the rest of the Air Force. Software Development Institute (SDI), the baby of ASTE was also fortunate to inherit a great measure of this ASTE character. A unique experience came my way when after raising the unit and commanding it for nearly four years, I became the 2 I/C at SDI. That being the 2 I/C was even more satisfying than the command was solely due to the leadership of Air Cmde RK Batha. All officers, airmen and civilians of SDI were immensely motivated by the fatherly figure for his professional integrity and compassion for all. “Own your organisation and give as much as you can without bothering about returns” was the simple leadership style which had all personnel backing up the Commandant with total trust.

·                     Some of my greatest learning moments arrived when I commanded SDI under the direct (although distant) command & control of ACAS (Plans). For about a year the previous ACAS had communicated with me only through the ASTE Commandant. Within three days of his taking over, there was a direct call to me asking “What’s happening” – From there on,   SDI never looked back under his leadership! He seemed to know everything on earth better than all of us. On closer association, I realised that such high professional acumen hadn’t been built by chance – intense hard work and commitment were the reasons for that exceptional ‘personal mastery’. Despite the fact that he genuinely liked to bring up ‘Ustads’, he had time for everyone who worked sincerely.

·                     It is surprising that maintenance men have generally been fearful of AOMs more than anyone else. When I first entered the office of the AOM I was an Air Cmde posted to Air HQ as PDGL. This AOM was something special. Air Mshl VA Patkar had the unique charm of affability and simplicity combined with excellence. Any matter related to engineering or logistics, finance or administration, and especially the link to operations, were at his fingertips. He was never short of time for his subordinates who did not have to seek appointments through staff officers. The AOM not only listened to the staff, but also participated in discussions finally making arduous attempts to explain the reasoning for his decisions. A leader is one who passes knowledge and values to bring up leaders – AOM’s weekly meetings were a genuine source of learning for all.

·                     Two separate scenarios with one leader are especially telling. The first is the Air Force Day ceremonial parade. The daredevil Air Chief skydives over the parade ground, reviews the smart parade and at the end marches along the 150 yards of the front row to salute and greet each and every retired senior officer. Every air warrior is filled with pride for the demonstrated regard for elders. The second scenario is the IT Think Tank meeting, a new initiative to invite eminent academicians and industry champions to discuss and advise the Air Force on the way ahead. For a cup of tea before the meeting, Air Chief enters the hall and meets distinguished guests with great cordiality expressing indebtedness for their participation. Without losing a moment thereafter, he steps back to affectionately shake hands with junior Air Force officers who have come from outstation. A small step goes a long way to demonstrate that the leader cares!

Naturally, many leadership examples that come to mind are about those placed organizationally above me. But, many of those placed below me have been equally inspiring. I wish to recall two of them:-

·                     Wg Cdr PS Samuel has been one of the tallest professionals I have been blessed with as associates. He joined us at the start of SDI. Professionally most upright, knowledgeable and contributive, he constantly shared his vision with me as well as the juniors as he trained them on the job. So plainly aligned to the organisational goals was he that subordinates and superiors alike accepted him with equal ease. The coming of age of SDI is owed in great measure to the foundation laid by him. We lost an exemplary leader when after significant avionics software contribution in SU-30 Project, Gp Capt Samuel left the Air Force prematurely. The reasons for his decision included unfamiliarity with aircraft maintenance. Alas! I couldn’t convince him enough to stay on and that made me realise the strong need for a separate ICT stream.

·                     Some things happen naturally – like the assumption of leadership by the Flight Sergeants (Flt Sgt fondly called Chiefy). This was especially true if the man happened to be a Fit-I, which was a great combination of Airframe and Engine Fitter trades so useful at the supervisory level. In my first squadron posting I had the privilege to see the extraordinary leadership qualities of Flt Sgt Govindrajlu. Diligence, hard work, professional vigour  and above all, the courage to assume responsibility without fear of failure were some of his outstanding traits. He truly inspired not only airmen, but all officers as well. Pilots were hugely assured of quality if the Chiefy had attended to their aircraft. On discharge, Honorary Flying Officer Govindrajlu opened an auto workshop on HAL Airport Road Bangalore and ran it with aplomb as only the Chiefy could.

AVM Harjinder Singh has been the most legendary maintenance man in the history of the Air Force. He rose through the ranks being an airman for an appreciable period of his service before commissioning and envisioning the maintenance philosophy for the Indian Air Force. Warrant Officer Harjinder Singh’s taking charge of the train, carrying No. 1 Sqn detachment in Burma when the driver and firemen ran away because of Japanese strafing, and driving it for 50 miles is a legendary story and remains an unmatched example of leadership. His extraordinary vision and commitment besides professional excellence made the IAF the only Air Force in the world to undertake manufacture of aircraft.

The above paragraphs are intended to respectfully remember exemplary leadership known to me. When I shared experiences of leadership among friends I found innumerable motivating examples. The likes of Air Mshl TR Janakiraman, Air Mshl DC Nigam and Air Mshl PK Desai have come into the lives of many of us. The important thing is to learn from these examples and then extend our learning naturally through emulation to be an example to others.

Example is not the main thing in influencing others, it is the only thing
                                                                                    - Albert Schweitzer

One of the most elegant and expressive portraits of leadership has recently been penned by Subroto Bagchi in his book “The Professional”. At the end, he has ranked the top 10 attributes of a professional, placing “integrity” right at the top. He has also aptly distinguished a professional from one merely professionally skilled. He has explained professionalism through the example of a man called Mahadeva who grew up as an urchin to adopt a profession of burying unclaimed dead bodies. Mahadeva's professionalism is described in the lines “The cops do not supervise Mahadeva. He is not an employee of the hospital; he is an outsourcing agency the hospital has engaged for disposal of all unwanted cadavers. He does not have a boss who writes his appraisals.” . . . . “Between the dead and the living there is no one to question him.”

Air Chief Mshl PV Naik, after a healthy debate among his Commanders, articulated Mission, Integrity, and Excellence as the Core Values of the Indian Air Force. He further urged the leadership to set examples to promote Core Values. Leadership is not confined to the levels of Commanders alone. Therefore I recommend to every air warrior to stand up as a professional of the kind described by Bagchi.

“Tomorrow’s professional must have a beacon-like presence in a world that will ask for memorability. Because being ordinary will no longer be considered professional.”

-          Subroto Bagchi

While almost all of us instantly remember the names of Wright brothers who made the maiden flight on 17^th December 1903, few if at all any would recall the name of Charles E. Taylor who designed and manufactured the first engine that made the flight possible. This anonymity exemplifies the work of a maintenance engineer and logistician. The maintenance man has to be comfortable with this reality. He has to lead his men towards operational objectives where he himself remains backstage as the combat image of the Air Force is projected. Through all these years of association with my fellows, I have been immensely proud of the airman – he is a brand by himself who can match the best in the world in military or industry. He needs me, the leader to just be by his side. The thought has occurred to me repeatedly – everyone has to work for the boss anyway, but if we just learn to work for our subordinates, there would be no more leadership lessons necessary.

To lead people, walk beside them …

As for the best leaders, the people do not notice their existence.

The next best, the people honour and praise.

The next, the people fear; and the next, the people hate …

When the best leader’s work is done the people say, ‘We did it ourselves!

                                                                                    - Lao-Tsu

In service, as we ascend the levels of authority, there is a risk that we begin to believe that the norms for us are now different. While I wanted my boss to keep his door open for me, I now believe that I am too busy for my staff to walk in. Like a club golfer I begin to interpret rules of the game depending upon where my ball lies. Therefore, finally, a true leader is one who can stand the self test with 'The Man in The Glass'.

The Man in the Glass

When you get what you want in your struggle for self
and the world makes you king for a day,
Just go to the mirror and look at yourself
and see what that man has to say.

For it isn't your father or mother or wife
whose judgment upon you must pass.
The fellow whose verdict counts most in your life
is the one staring back from the glass.

Some people may think you are a straight-shootin’ chum

and call you a wonderful guy

But the man in the glass says you're only a bum
if you can't look him straight in the eye.

He's the fellow to please-never mind all the rest,
for he's with you clear to the end.
And you've passed your most dangerous, difficult test
if the man in the glass is your friend.

You may fool the whole world down the pathway of years
and get pats on the back as you pass.
But your final reward will be heartache and tears
if you've cheated the man in the glass.

-             Peter "Dale" Winbrow Sr

                                                          Air Mshl PV Athawale PVSM, AVSM, VSM (retd)