Foreword
International organisations are a crucial part of our daily lives although we often do not even realise it. They are essential in ensuring that our mail is delivered across the globe, trade runs smoothly, citizens can fly safely, international crime is tackled across borders, international health and safety standards are applied and so on. What we need as citizens are organisations that are well run, accountable, and with good governance. This requires leaders that understand their role and the aims of the organisation they serve, master a variety of leadership competencies, and know how to operate effectively in a unique cultural and organisational context. It is a challenging environment in which to work and few – if any – receive adequate training to succeed. The result is that it often takes months for newly appointed leaders to find their way within their organisation and to master the skills they need to succeed.
At the Centre of Army Leadership, we have discussed how to support British Army leaders when they are posted to international organisations. Not surprisingly, the North Atlantic Treaty Organisation (NATO) and its subcommands are particularly relevant for us as many Army leaders are posted there every year. The training at the Defence Academy and in other international centres like the NATO Defence College in Rome or the NATO School Oberammergau already offer excellent training and resources. However, we often receive requests about the lived experience at the headquarters and subcommands and how to prepare to achieve the best outcome and perform at optimal capacity. This is of course a complex issue that cannot be solved in a short publication. However, we hope that this CAL Research Paper will be helpful in drawing out some important points to allow readers to plan and prepare for their new post.
Dr Jamie Shea, CAL Honorary Fellow, has a wealth of experience and advice to offer. He spent his entire professional life at the NATO HQ in Brussels. He started off as a minute writer and rose to the position of Deputy Assistant Secretary General for Emerging Security Challenges. Recently retired, Shea has had the opportunity to reflect on his own experience and to write down for us his personal advice to British Army leaders posted to NATO.
Shea’s views are from a civilian perspective and are informed by his own roles and experience. Not everything is applicable to or relevant for military leaders. However, any Army leader will find here several points of reflection, helpful advice, and useful insights into how the organisation works, how to prepare, what to look out for and how to thrive.
Dr Linda Risso
Senior Researcher, Centre for Army Leadership
Contents
- Page 5 - Foreword
- Page 7 - Leadership in International Organisations: The Case of NATO
- Page 7 - Overview
- Page 9 - Strategic Forecasting and Horizon Scanning
- Page 16 - Defence Planning and Capability Development
- Page 21 - Operations and Programme Management
- Page 24 - Political Consultation
- Page 27 - Public Diplomacy
- Page 29 - A Multifaceted Approach to Leadership
- Page 33 - Conclusion
- Page 35 - How Should a Civil Servant or Military Officer Posted to NATO Prepare?
- Page 39 - Resources
- Page 41 - The Author
- Page 42 - Illustrations
Shea, Jamie, Leadership in International Organisations: The Case of NATO. CAL Research Paper 01.23. (Camberley: Centre for Army Leadership, 2023). ISBN: 978-1-7394546-1-6. ©Crown Copyright
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