Dr Jo Salter MBE is a pioneering force in both aviation and leadership. Best known as the first female fast jet pilot in the Royal Air Force, Jo earned her wings in 1992 and flew the Panavia Tornado with 617 Squadron, rising to prominence in a field historically dominated by men. Her trailblazing career didn’t stop there — she has also been a leader of an all-male squadron, a passionate advocate for women in STEM and defence, and a Trustee of The Royal Air Force Club. Her journey from military service to the world of business is a testament to her resilience, courage, and commitment to excellence.
Following her RAF career, Jo transitioned into the corporate sphere, where she has continued to break new ground. She is currently the Director of Global Transformative Leadership at PwC and a Global Advisory of GenAI, having also held senior roles in technology, operations, and strategy. As a high-performance public speaker, Jo draws on her experiences of leadership under pressure, team cohesion, and authenticity to inspire audiences worldwide. Recognised by Harpers & Queen as one of the 50 Most Inspiring Women in the World, she continues to motivate individuals and organisations to perform at their absolute best.
In this interview, Jo shares powerful insights on building high-performance teams, navigating transformational change, and the vital role of inclusive leadership in driving business success. With her signature blend of warmth, clarity, and strategic thinking, she discusses the emotional intelligence required to lead effectively, the impact of corporate culture on wellbeing, and her personal guidance for women thriving in male-dominated industries.
Q: “How can businesses foster high-performance teams?”
Dr. Jo Salter: “We talk about teams a lot, and I think everybody knows what it is like to be in a really good one. When we consider high-performing teams, I believe the key difference lies in emotional investment. It is about feeling responsible not only for your own tasks but also for the success of those around you. It involves giving real-time feedback that’s shared and received positively. This creates a virtuous cycle of continuous improvement and shared achievement. For me, that mindset comes from experiences with structured debriefing processes, which really reinforce team cohesion and learning.”
Q: “How can leaders successfully manage transformational change and re-engage a demotivated team?”
Dr. Jo Salter: “If you are leading through transformation and facing a demotivated team, the first step is getting to know your people and understanding the root causes of their dissatisfaction. What is at the heart of their disengagement? I am a big fan of the Ted Lasso style of leadership – there’s so much to learn from that approach. When it comes to change, people often feel uncertain about how it affects them personally. As humans, we are not naturally drawn to change, yet it is something we constantly face. So, strong communication, genuine engagement, and empathy towards what people are experiencing is absolutely essential to re-energise a team and lead a successful transformation.”
Q: “What role does inclusive leadership play in driving business performance?”
Dr. Jo Salter: “Inclusive leadership, for me, is about really understanding your people and approaching them with humility – respecting who they are and what they bring to the table. It is also about being aware of your own impact and recognising that your lived experiences aren’t universal. The business benefit of this is enormous: when people feel safe, seen, and valued, they can show up authentically, focus on their performance, and contribute more effectively. That psychological safety is a key ingredient in high-performing teams and sustainable success.”
Q: “How does corporate culture affect employee wellbeing and productivity?”
Dr. Jo Salter: “When we come to work, we do not leave our life experiences at the door. We carry with us stress, memories, and sometimes anxiety. The culture we work in – how safe and supported we feel – has a profound impact on our wellbeing. And that, in turn, affects how well we perform. Culture isn’t some abstract thing; it is created by the people in the business. If that collective environment fosters respect and safety, it leads to better outcomes both for individuals and the organisation.”
Q: “What guidance would you offer to women navigating male-dominated industries?”
Dr. Jo Salter: “Having worked in a highly male-dominated environment myself, I would say to other women – be yourself. It can be tempting to adapt or shift your identity to fit in, and I certainly tried that early in my career. But ultimately, being authentic is vital. Be honest about who you are, put your brave boots on, and don’t tolerate things that are not right. We are all just trying to succeed in our own ways, and it is that diversity of thought and background that strengthens teams and drives performance.”
This interview with Dr. Jo Salter was conducted by Roxanna Farthing.