The Enduring Legacy of the Running Air Marshal, Leadership, Grit, and the Spirit of the Indian Air Force

The Enduring Legacy of the Running Air Marshal, Leadership, Grit, and the Spirit of the Indian Air Force

Every institution is built not just on its machinery and protocols, but on the legends of the individuals who embody its highest ideals. The Indian Air Force (IAF), which celebrates its anniversary on October 8, is no exception. While the day is traditionally marked by spectacular aerial displays of cutting-edge fighter jets and helicopters, a different kind of legend—one of human endurance, inspirational leadership, and unwavering spirit—is etched into its history. Forty years ago, on Air Force Day in 1985, the skies over Delhi were not the only thing buzzing with activity; the roads leading to the capital witnessed an extraordinary feat of determination. Retired Air Marshal P.V. Iyer, then 55, led a contingent of 250 runners on a gruelling 220-kilometer run from Agra to Delhi, an event that remains a masterclass in leadership and a timeless testament to the IAF’s core values. The story of the “Running Air Marshal” is more than a nostalgic anecdote; it is a powerful narrative with enduring lessons for organizational culture, personal discipline, and the very meaning of service.

The Conception of a “Crazy” Idea: Vision Beyond the Conventional

In the mid-1980s, the concept of such a long-distance run was, as the Air Marshal’s son, Parameswaran Iyer, recalls, considered a “crazy” idea. Endurance sports were not the mainstream fitness phenomena they are today. For a senior officer of the rank of Air Marshal to conceive of, let alone participate in, a 220-km run was unprecedented. This was not an official directive from headquarters; it was a personal vision born from a deep-seated belief in pushing boundaries.

The objective was multifaceted. On one level, it was a dramatic and powerful way to mark Air Force Day, shifting the focus from solely aerial prowess to the terrestrial grit and endurance of its personnel. It was a statement that the strength of the Air Force lay not only in its machines but in the physical and mental fitness of its people—from the lowest-ranking airman to the highest echelons of command. The run was designed to be a great equalizer, where rank would momentarily recede in the face of shared physical ordeal and collective purpose. By inviting civilian celebrities like Asha Agarwal (India’s first woman marathoner), Professor Ranjit Bhatia, and Devapriya Lahiri, the Air Marshal also sought to bridge the military-civilian divide, showcasing the Air Force’s discipline and spirit to the wider public.

The Logistics of Grit: Meticulous Planning as a Metaphor for Leadership

The success of any grand vision hinges on execution, and here, the “Running Air Marshal” demonstrated that he was also a master logistician. The account by Parameswaran Iyer, who accompanied the run in a jeep, highlights the “meticulous preparation” involved. This was a military operation in its own right.

The planning encompassed a breathtaking scope:

• Personnel Mobilization: Selecting and transporting 250 Air Force personnel from across India to the starting point in Agra.

• Sustenance and Medical Support: Arranging for food, water, and critical medical aid along the entire route for a large, moving contingent.

• Accommodation and Morale: Organizing night halts and, ingeniously, arranging musical evenings to boost the spirits of “weary runners” after a day of immense physical exertion.

This detailed planning is a profound lesson in leadership. The Air Marshal did not simply issue an order; he immersed himself in the granular details of its fulfillment. He understood that to ask his team to endure extreme physical challenge, he had to first remove all ancillary obstacles. This preemptive problem-solving is the hallmark of a leader who leads with empathy, ensuring that his team can focus entirely on the mission at hand. It reflects the IAF’s operational ethos, where success in the air depends on countless hours of meticulous preparation on the ground.

The Crucible of the Run: Leading from the Front When It Matters Most

The true test of leadership is not in the planning but in the execution, especially when circumstances become arduous. The run quickly separated the determined from the dispirited. After the first 60-km leg from Agra to Mathura, 30 runners, “sore and weary,” dropped out. This was a significant blow on the very first day. The Air Marshal, “not a little shaken,” had to rally the remaining 220 for an even more daunting 80-km leg to Palwal.

By the end of the second day, exhaustion was universal. Even the elite athletes were “bone-tired.” It was at this moment of collective vulnerability that leadership became personal. The Air Marshal switched from being an organizer to a motivator. He joked that if an “old man” like him could continue, the youngsters should have no problem. This self-deprecating humor, coupled with his visible endurance, was a powerful psychological tool. He was not asking them to do anything he wasn’t doing himself.

When another 20 runners failed to appear for the third leg, the Air Marshal’s response was to “literally lead from the front.” This phrase encapsulates the entire ethos of the event. In a hierarchical institution like the military, a leader ordering from the rear is the norm. But the Running Air Marshal chose to embody the struggle, sharing every painful step, every blister, and every moment of doubt with his team. This act of shared vulnerability and resilience is what forged an unbreakable bond among the remaining 200 runners. They were no longer just following orders; they were following a man who was proving, step by step, that the impossible was achievable.

The Culmination and the Legacy: More Than Just a Run

The final 30-km leg to Palam was, by comparison, “child’s play” for the battle-hardened contingent. Their entry into the Air Force stadium, to “huge applause,” was a moment of pure triumph. The simple exchange between Air Chief Marshal Denis Lafontaine and Air Marshal Iyer—”Well done, Iyer!” followed by “glad to be able to finish on Air Force Day, sir”—speaks volumes. It was the respectful acknowledgment of a monumental effort by a peer, a feat that perfectly honored the spirit of the day.

The legacy of this run extends far beyond that single Air Force Day. Firstly, it set a towering example of personal discipline. The article reveals that the Air Marshal, now 96, still engages in “three hours of running and fitness a day.” This lifelong commitment to health is a powerful message in an era of sedentary lifestyles, demonstrating that the peak of one’s physical potential is not confined to youth.

Secondly, the story serves as an antidote to the often-toxic narratives of leadership that prioritize charisma over substance and authority over empathy. The Running Air Marshal’s leadership was earned, not appointed. It was earned through meticulous planning that showed he cared, through shared hardship that showed he was human, and through unwavering perseverance that showed he was committed. This model of “servant leadership”—where the leader’s primary role is to enable and empower their team—is as relevant in corporate boardrooms and public institutions today as it was on the road from Agra to Delhi.

A Bridge Across Generations

The story beautifully bridges generations. The young MS officer in the jeep, Parameswaran Iyer, is now India’s Executive Director at the World Bank. The 89-year-old Air Marshal had the privilege decades later of meeting Prime Minister Narendra Modi, an interaction that thrilled him so much he celebrated with a well-deserved whisky. This narrative arc connects the past to the present, showing how the values of discipline, perseverance, and joy in service are passed down.

On this Air Force Day, as the nation watches the technological marvels of the IAF streak across the sky, it is worth remembering the story of the Running Air Marshal. His run was a different kind of flight—a ground-level journey that soared on the wings of human spirit. It reminds us that the true strength of any institution, especially one as vital as the Indian Air Force, is ultimately measured by the character of its people. The legacy of Air Marshal P.V. Iyer is a challenge and an inspiration: to lead from the front, to plan with care, to persevere with grit, and to always, always keep running forward.

Q&A: The Legacy of the 1985 Agra-Delhi Run

1. What was the primary significance of the 1985 Agra-Delhi run led by Air Marshal P.V. Iyer?

The run was significant for several reasons. It was a powerful, non-traditional way to celebrate Air Force Day, emphasizing that the IAF’s strength lies in the physical and mental fitness of its people, not just its technology. It served as a massive team-building and leadership exercise, breaking down hierarchical barriers through shared hardship. Furthermore, by including civilian athletes, it helped bridge the military-civilian divide and project the Air Force’s values of discipline and endurance to the Indian public.

2. How did the meticulous planning for the run reflect the principles of effective leadership?

The meticulous planning—organizing transport for 250 personnel from across India, arranging food, water, medical aid, accommodation, and even entertainment along the route—demonstrated empathetic and servant leadership. The Air Marshal understood that to demand extreme performance from his team, he had to first remove all preventable obstacles. This proactive problem-solving ensured the runners could focus entirely on the physical challenge, mirroring the IAF’s operational ethos where success in the air depends on flawless support on the ground.

3. What does the phrase “leading from the front” mean in the context of this event, and how did the Air Marshal embody it?

“Leading from the front” means a leader actively participates in the most difficult aspects of the mission alongside their team, rather than directing from a position of comfort. The Air Marshal embodied this by running every step of the 220 km himself. When runners dropped out from exhaustion, he didn’t just command them to continue; he motivated them through humor and by his own example, proving that the goal was achievable. His shared vulnerability and resilience forged a powerful bond and cemented his credibility.

4. Beyond being a historic event, what enduring lessons does the “Running Air Marshal” story offer?

The story offers timeless lessons in:

• Personal Discipline: The Air Marshal, now 96, still maintains a rigorous fitness routine, showcasing a lifelong commitment to health.

• Empathetic Leadership: True leadership involves understanding your team’s challenges and empowering them to succeed.

• Vision and Perseverance: A grand vision requires not just conception but the grit to see it through, especially when faced with setbacks like the runners dropping out.

• Organizational Culture: Building a strong organizational culture often requires symbolic acts that unite people around a shared, challenging goal.

5. How does this story connect the past and present of the Indian Air Force and the nation?

The story creates a living bridge between generations. The narrator, Parameswaran Iyer, who watched the run as a young officer, is now a senior official at the World Bank. The Air Marshal’s later meeting with Prime Minister Modi connects his legacy to the modern Indian leadership. This narrative shows how the core values demonstrated in 1985—discipline, perseverance, and service—remain relevant and are carried forward, influencing not just the IAF but the broader Indian ethos.