Customer Reviews

The very concept of leadership revealed. - By: Ned Middleton, 19 Sep 2007
General Sir Peter De La Billière ranks amongst the greatest of post-World War Two British military commanders. He servedin every conflict from Korea to the first Gulf War & ended that career as a full General with two Knighthoods (Knight Commander of the Bath & Knight Commander of the British Empire - the latter of which superseded the CBE awarded previously) a DSO, two MCs & a Legion of Merit. He wasin charge of the British special forces who so successfully stormed the Iranian Embassyin Londonin 1980 bringing swiftly to an end that very public siege. In 1990 he was the British Forces commander under General Norman Schwarzkopfin the first Gulf War. It is interesting to note that he failed Staff College (a pre-requisite qualification for higher military office.) at his first attempt.

In this book, which has caused something of another storm - if only because the SAS do not like people writing about their activities (especially former members of the Regiment), the General tells it exactly as it was. As another reviewer said "it should be essential reading for anyone seeking to lead people" - & not just military personnel.

Leadership & responsibility are, by their very nature stressful activities - especially for those who care. Whilst not wishing to belittle -in any way whatsoever!, the stress associated with civilian occupations, stress under fire is probably the greatest stress of all. As General Norman Schwarzkopf said when being interviewed on television; "It doesn't take a hero to order men to their deaths!" It was that single statement which revealed "his" own caring nature.

Of course, there was a time when British (and other) generals did order men to their deathsin their hundreds of thousands. Today, that particular carnage is remembered as the trench warfare of the First World War. From this book, we are able to learn & understand the intricacies, professionalism & technical detail of how the SAS approach specific problems, how they deal with matters - even those which do not require soldiers operatingin covert situations, and,in so doing, we learn how being a general has evolved since those unforgivable times of 90 years ago.

Having once been attached to the SAS, I can certainly say that no state secrets are betrayed here. Instead we have an understanding of how & why certain people, with a certain background, adopt a very different approach to certain problems. It's allin the training, it's all a matter of understanding the principles involved & when those leaders of people from non-military occupations read this book, they too will begin to understand the very concept of leadership itself.

I thoroughly recommend this book. It is written by a great man who will always prefer the background to the spotlight for that is his nature.

NM
Retired British Army Major