Wing Commander (Retd.) Umendra Kumar Tripathi combines the discipline of a soldier with the vision of a social thinker. A postgraduate in Sociology with management expertise, he spent years in the Indian Air Force, managing critical responsibilities in logistics, budgeting, financial planning, and human resources.

Now serving as the Zila Sainik Kalyan Officer in Muzaffarpur, Bihar, he continues to dedicate himself to the welfare of servicemen and society at large. Beyond his official role, he takes a keen interest in reading and writing on national and social issues, always striving to spark meaningful conversations for change.

An active member of the “Let’s Inspire Bihar” movement and other community-driven initiatives, he believes that the true strength of a nation lies in the meaningful utilisation of its people’s potential.

In an Exclusive Interview with Jyoti Jha; Sr. Editor, Today Magazine the decorated Air Force Officer talks about his journey along with the various aspects of leadership and social change.

Q.1 What inspired you to join the Indian Air Force, and how did that journey begin?

UKT: To be honest, my journey with the Indian Air Force began more out of necessity than choice — but over time, it became the most meaningful chapter of my life. It was the year 1987. I was pursuing my studies when destiny offered me an opportunity to join the Indian Air Force. Coming from a modest background, with my father being a Hindu priest and the sole breadwinner of our family, our financial condition was far from comfortable. My foremost mission then was simple — to find a job as early as possible and support my family with dignity.

I had always been good at studies and carried the confidence that I could make my way through. One of my cousin brothers was already serving in the Air Force, and his sharp personality, fluent English, and disciplined way of life left a deep impression on me. I remember him saying, “The Air Force not only gives you a living, it gives you a life of purpose — where you serve your country with pride.” Those words stayed with me.

So, my journey began with a humble dream — to earn a livelihood while contributing meaningfully to my nation. The day I wore the Air Force uniform for the first time; I felt an indescribable sense of pride. What started as a means to support my family soon transformed into a lifelong calling.

The Indian Air Force not only gave me a career/livelihood — it gave me an identity, a sense of purpose, and values that continue to guide me.  Integrity, excellence, and service before self. Looking back, I realise that joining the Air Force was not just a turning point in my life — it was a journey of transformation, both personal and patriotic.

Q.2 How did your time in the Air Force shape your sense of discipline, leadership, and decision-making?

UKT: The training pattern of the Indian Air Force is designed in such a way that from the very first day, you are placed in a living laboratory of discipline and leadership — one that prepares you to take firm decisions in the most challenging situations. As days pass, this environment shapes your instincts so naturally that discipline and responsibility become a larger part of one’s DNA.

 Every year on Air Force Day, all personnel of the IAF reaffirm their pledge to uphold the motto “Service Before Self” — a principle that transcends beyond uniform and time.  It reflects in every aspect of our lives — from maintaining physical fitness to handling critical responsibilities, managing men and material, etc.

Leadership in the Air Force is unlike anywhere else. Leadership here means being accountable not just for tasks and targets but for people — their welfare, morale, and motivation. People First Mission Always – That’s how the Air Force looks to you as a leader. This combination of discipline and leadership naturally strengthens decision-making. The constant need to find the best possible solution within available constraints sharpens your analytical thinking and brings out the very best in you.

Q.3 Could you share a challenging experience from your service that taught you a lasting life lesson?

UKT: Every chapter of life in the Indian Air Force comes with its own challenges and learning, but one particular period that left a deep and lasting impression on me was during the Kargil conflict. Those were tense and testing days. I was part of communication, and the atmosphere was charged with urgency, precision, and purpose. Every movement, every decision, and every piece of coordination mattered.

Working round the clock, with limited resources, machines have to be kept operational by all means. There was no margin for error. It was in those moments that I truly understood the meaning of teamwork, accountability, and mental resilience. The experience taught me how to stay calm in a panic situation, keeping morale high, mission-focused, no matter what.

Another unforgettable experience came years later, during the COVID-19 pandemic. It was a different kind of war — this time against an invisible enemy. As part of the Air Force’s humanitarian role, we were engaged in ensuring logistics, medical support, and coordination during one of the most testing times in history. That phase reminded me that the core spirit of service never changes — whether in war or peace, uniform or beyond it, the mission is always to serve.

Both experiences reinforced a life lesson that stays with me even today. Challenges will always come in different forms, but what defines us is our response. If you stay disciplined, compassionate, and focused on the larger goal, you can navigate through any storm.

Q.4 What are some of the key challenges Air Force veterans face during their transition to civilian life, and how do you help address them?

UKT: Transitioning from a uniformed life to a civilian environment is one of the most significant challenges any veteran faces. In the service, life is structured, disciplined, and purpose-driven — every day has a task, every action has a collective meaning. Once that environment changes, many veterans find it difficult to adjust to civilian life, where systems are less structured, decision-making is slower, and hierarchy is less defined. Thus, psychological adjustment, i.e. moving from a strong team culture to a more individualistic setup. Veterans often miss the sense of camaraderie, clarity of purpose, and the instant recognition that comes with service life. Another big challenge is employment. Many have excellent managerial, technical, and leadership skills, but the lack of awareness in the civilian sector about how these competencies fit into corporate or administrative structures sometimes limits opportunities.

As a Zila Sainik Kalyan Officer, I see these issues firsthand. My approach has always been twofold — first, counselling and confidence-building, and second, creating opportunities for reintegration. I work to ensure that ex-servicemen are aware of government welfare schemes, skill development programs, and employment avenues. Many veterans only need proper guidance to realign their potential with civilian needs. My outreach programmes have helped a lot to shape up their thought process and their second career as well.

Equally important is the emotional support system. I encourage veterans to remain connected with their fraternity through associations and welfare events.  I do conduct family get together and family outing etc. It helps them regain a sense of belonging and purpose.

In my view, we may leave one responsibility, but the spirit of service should never fade. My constant effort is to help every veteran rediscover that sense of purpose in civilian life — to make them feel that even beyond the Air Force, their contribution to the nation continues in new forms.

Q.5 How do you think former Air Force veterans can play a role in social transformation at the grassroots level?

UKT: I strongly believe that veterans are an untapped reservoir of discipline, integrity, and leadership that our society deeply needs at the grassroots level. Having served in an environment where teamwork, accountability, and service before self are part of daily life, veterans possess qualities that can be transformative when channelled into community development.

Social transformation does not come only from policies; it comes from values, example, and commitment. Veterans, by their very nature, embody these attributes. They can play a crucial role in spreading awareness about education, health, cleanliness, civic responsibility, and national unity. Veterans’ credibility in society is immense — when a veteran speaks, people listen, because they see in him or her the embodiment of selfless service.

Moreover, veterans have exceptional organisational skills. Whether it’s managing relief operations during floods, assisting during elections, supporting local governance, or mentoring youth, they can contribute immensely to building stronger, more disciplined communities. If we can connect their experience with local needs through structured programs, we can create a powerful force for positive change.

I said during my farewell, “Service to the nation doesn’t end with retirement — it simply takes a new form.” The Air Force may have shaped us, but it is society that can now benefit from that shaping. Veterans can truly be catalysts of transformation, one village and one citizen at a time.

Q.6 You have a Postgraduate Degree in Sociology — how does that academic lens influence your view of society and leadership?

UKT: The question that how sociology will help air force was asked during my interview. My answer was – “As I understand, camaraderie, teamwork, and Esprit de corps are the hallmarks of defence forces.  People come to the Air Force from different society/background. As a student of sociology, I can understand people — their motivations, behaviours, dynamics and the social structures that influence their actions. Thus, Sociology is going to complement my professional journey”. Later on, it proved correct. While the Air Force taught me discipline, precision, and leadership under pressure, Sociology helped me balance the human and the professional sides of leadership.

It also shaped my belief that leadership is about understanding people — their strengths, limitations, and aspirations. In my current role, this lens allows me to view veterans not just as beneficiaries of welfare schemes but as social assets who can contribute meaningfully to community development.

Sociology deepened my conviction that leadership is both a science and an art — science in strategy, art in empathy. It helped me see that true strength lies in understanding and inspiring people toward a shared purpose.

Q.7 What advice would you give to young Indians aspiring to serve their country — whether in uniform or through social service?

UKT: Message is very clear — service to the nation is not limited to wearing a uniform; it is a way of life. Whether you serve in the Armed Forces, in administration, in education, as an engineer or a doctor or through any social initiatives, what truly matters is the sincerity of your intent and the honesty of your effort.

If aspiring to join the Armed Forces, remember this service is more of a commitment rather than a career. It demands discipline, sacrifice, and integrity of the highest order. The uniform gives us immense respect, but it also expects responsibility in equal measure.

Even otherwise in social, professional, or civic roles — your contribution is no less significant. Every act that uplifts a person, a family, or a community adds to the strength of the nation. You do not have to be in uniform to prove yourself patriotic — you just have to carry that spirit within you.

The youth today are full of energy, ideas, and compassion. Let’s channel that power toward nation-building. The country needs young and purpose-driven people. Let's be the changemakers and see the difference in our lifetime itself.

Q.8 How would you like people to remember your contribution — as a soldier, administrator, or social thinker?

UKT: Very difficult to classify and put a finger on one, because all three roles have immense contributions in making me what I am today. The journey from a soldier to an administrator and then to a social thinker has been more than a professional path — I call it a spiritual evolution.

As a soldier, I learned that duty is not a mere responsibility; it's prayer in action. As an administrator, I realised that true governance is not about authority, but about seva — (Service before self-Air Force values). During my interview for Zila Sainik Kalyan Officer, I said- “I have to act not as a Kalyan Officer but as a Kalyan Mitra to deliver more optimally”. When policies touch lives with compassion, when systems become humane, that is where administration turns into a spiritual act of service.

And as a social thinker, I’ve come to believe that real transformation begins within. A society changes only when individuals awaken — when they recognise their higher purpose beyond material success.

If at all I am remembered, let someone remember me by values rather than achievements. In my opinion- integrity, empathy, and humility are greater decorations than medals or titles.

Life has taught me that service, in its purest form, is a form of worship — and every honest act, however small, becomes part of the nation’s prayer for progress. Real victory is not in being remembered, but in having lived meaningfully — with gratitude, faith, and peace.