THE HARROVIAN
Student Newspaper
Issue 6
Interview with General Sir Peter Wall
Leadership for a better world
by Madeleine Duperouzel (Y13, Ward), Zeli Wang (Y11 Nightingale)
The School was recently privileged to host General Sir Peter Wall who, until his retirement last year, served as the Chief of the General Staff, the professional head of the British Army. He was appointed Commander of the Order of the British Empire in 2002 and Knight Grand Cross of the Order of the Bath in 2013. General Sir Peter was educated at Whitgift School in South London and Selwyn College, Cambridge. He was commissioned into the Royal Engineers in 1974 after graduating from the Royal Military Academy Sandhurst. Among the many areas of the world in which he served in the Army, General Sir Peter spent a period of time in Hong Kong where his barracks were located on the site that Harrow Hong Kong now occupies. During his visit to Hong Kong to support the Gurkha Welfare Trust, he visited the Crossroads Foundation and the School, and he kindly agreed to speak to two reporters from The Harrovian about some of his recollections of Hong Kong and his leadership experiences. Z: What are your recollections of this site and Hong Kong? How do you feel about coming back, and what are your impressions? This area used to be the top half of what was a British Army Camp, called Perowne Barracks, which was occupied by our regiment from the early 1970s until it was vacated in 1995. The Head Master’s office is close to where our flat used to be. You used to be able to look out across Castle Peak Bay, as there were no high-rise buildings. There was no airport at Chek Lap Kok either. In fact, we used to take a boat across and visit the island. It was really very different, and it’s surprising how much Tuen Mun has been built up. It’s exciting to come back here, and nothing could be more fitting from the perspective of the British Army to have a fine school on the same site. Actually, army regiments and schools have lots of similarities.
December 2015
M: Leading on from that, the next question we have for you is how did your education prepare you for such an interesting and challenging leadership role in the Army? That’s a great question. I went to a school that put immense emphasis on academic work and sport. It was particularly good at team sports, but you could engage in any activity you liked, including music and the arts. The main thing I learnt there was work ethic. Despite having some slightly less spectacular years, people really encouraged me to pull my socks up, and I went on to read engineering at Cambridge. I realised that unless you apply yourself and work hard you’ll have a fairly miserable time! As far as leadership is concerned, inevitably you get opportunities at school to develop your leadership skills, to understand the values that go with good leadership, to understand the importance of forging the right relationships. School provides you with a foundation, but you learn a lot about leadership once you leave. The army has a particularly rigorous way of encouraging leadership, mainly through practical rather than theoretical situations. You learn about how to apply your skills, and everyone does it differently. It’s the sort of thing you can never stop learning about. Z: If everyone does leadership differently, what is good leadership? Good leadership is essentially getting individuals and teams of people to achieve things they didn’t know or believe they could. It’s about everybody raising their game collectively. It does apply to all walks of life; education, business, but it is most exacting in a military situation. The military does put such a premium on leadership, to a far greater extent than other jobs. Despite the Army’s technicality, they often select people solely on their leadership ability, and then gives them jobs afterwards. Most organisations find people with powerful analytical skills and teach leadership later. There are two exceptions to that in the Army, which are lawyers and brain surgeons – but it is useful if they have the skills first! The Army’s leadership model is a very strong one, but it does require people applying who have had a good grounding in leadership from their time at school. M: What is the most difficult decision you’ve had to make, and how did you go about making it. How did it impact your own personal leadership style? Good one! I think you always have to make awkward decisions, some are more extreme than others. When you’re confronted with these sorts of challenges, you’ve got to do the right thing, rather than the easy thing. I think that some people are very driven to appear decisive but they should seriously consider the choices first. You need to have the best