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Justin Hughes Speaker

Justin Hughes

Expert on building high-performance cultures

As a former fighter pilot and Executive Officer of the Red Arrows, Justin Hughes is no stranger to high performance in the most demanding of high-risk environments. And after a further 15 years as a consultant on building high-performance cultures, he is uniquely placed to both inspire and offer practical insights into the drivers of excellence.

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Justin Hughes's videos

What Justin Hughes's clients say

Here is some of the feedback from audiences and clients who have worked with Justin.
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Languages: 

  • English
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Check Justin Hughes's availability for your event

Complete the form below to check Justin Hughes's availability. If you prefer, you can also send an email directly to our head office.

How would Justin Hughes deliver their presentation at your event?
Please provide details of your budget for Justin Hughes's speaking fee, including currency.

Justin Hughes's 2024 biography

Meet Justin Hughes

As a former fighter pilot, Executive Officer of the Red Arrows, senior corporate executive and current biotech entrepreneur addressing climate change, Justin has ‘skin in the game’ when it comes to building high-performance cultures. He is a renowned speaker on a range of related topics including leadership, building high-performance teams (inc virtual), decision-making under ambiguity, and high-risk environments. Delivery options include keynotes, facilitation and workshops and he has extensive experience with diverse audiences in the US, Europe, the Middle and Far East, and China.

Justin brings an unusual combination of a highly engaging delivery style and clear, actionable insights based on first-hand knowledge of the most demanding operating environments. His passion for high performance evolved from his experience as a fighter pilot, flying in over 250 displays worldwide on the Red Arrows. Justin’s BETTUR (Better Understanding of Reality) model is based on personal learning of how you plan, execute and adapt in situations characterised by ambiguity, imperfect information, speed of change and pressure to deliver.

Since leaving the RAF, Justin has worked as a strategic adviser who partners with senior leadership teams to improve organizational effectiveness. Clients have included Microsoft, the United Nations and Mercedes Formula 1, and he is a regular contributor to BP’s global Leading in Operations programme.

Justin is the author of The Business of Excellence (Bloomsbury, 2016), has been profiled in the London Standard, Director Magazine, the Daily Telegraph and the Independent, and interviewed for BBC World ‘Talking Business’, BBC Breakfast and GB News.

Justin has an MBA with Distinction from London Business School and an MSt with Distinction in International Relations from the University of Cambridge. For the latter, he planned a thesis on pandemics but thought nobody would be interested (in 2017!), and instead analysed the threat posed by cryptocurrency to the financial order; he is currently sitting on a return of 1000%; unfortunately he only bought $30.

Justin’s latest books
Justin Hughes

Articles and podcasts

Justin Hughes's 2024 talks & topics

Building high-performance teams and organisations

Through over 25 years’ experience of operations, research and consulting, I have identified 4 simple factors which are invariably present in high-performance organisations:
– People: the primacy of attitude over skills
– Capability: building alignment before setting people free
– Delivery: operational excellence to close the gap between desire and outcome
– Learning: how to accelerate performance in real time
Examples and case studies from the military, sporting and corporate worlds are used to engage, inspire and offer tangible insights that can be applied the next day.

Decision-making and risk

Decision-making faced with ambiguity, uncertainty and complexity require judgement. If that judgement call is any of high-pressure, high-risk or in a high-reliability environment then the consequences of being wrong are potentially enormous. We are unlikely to be consistently right faced with the above factors but, it is always better to be approximately right than precisely wrong. Our understanding of cognitive bias has improved dramatically in recent years and a range of tools and methodologies are available to help equip individuals and teams for the situations they will face for which no perfect process exists. Whatever the outcome, proactive, fast learning is always key such as to maximise our deposits in the bank of experience.

Leadership

Leadership is often confused with seniority however, people form an opinion of you as a person and a leader, not based on your ‘rank’ or what you say, but on what you do. If one separates out intellectual ability (the ability to set direction) and delivery (the ability to organise and get stuff done), the thing you are left with is the ability to bring others on the journey with you. This can exist at any level of an organisation and is a moral and emotional activity. I identify 3 key factors in our ability to influence others through leadership:
– Role modelling
– Reward and recognition
– Consequence management
If ‘following’ is not through personal choice, then it’s seniority, not leadership!

Behavioural safety and safety culture

The historical approach to safety has been through regulation, process and compliance. By definition though, this ‘scientific’ approach only prepares you for repeats of previous events or other events which you can reasonably predict. The ‘art’ of risk or safety management is in building the resilience to cope with the unexpected through the pursuit of operational excellence, improving decision-making through human factors training, and most critically, leadership. Leadership drives culture drives behaviour. Behaviour will ultimately drive an organisation’s success in managing risk and safety.

Strategic ambiguity and agility

Given a choice, many large organisations would prefer to achieve their goals through exceptional disciplined process and compliance – to have control over what happens. However, apart from the demotivating aspect of this approach, it is irrational when operating in environments characterised by ambiguity, imperfect information and changing circumstances. Instead of control, the keys to success become:
– Clarity – in direction or end goal – a common purpose and centralised strategy
– Alignment – a foundation of common approach and language in how we work
– Empowerment – an approach to decentralise tactical decision-making to the lowest practical level
Agility is not a 21st-century issue – the issue is often not technology but mindset.

Justin Hughes's 2024 speaking fees

Justin travels from:
  • United Kingdom

Specific fees fall within the ranges shown. These are presented as a guide only and are subject to change without notice.

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