Leadership for Impact: Insights from 17 Years in the Military
Reflections from my journey in leading soldiers and civilians to achieve success in both the military and private sector
In a career spanning 17 years in the military, I’ve had the privilege of gaining invaluable insights into leadership. These lessons transcend the barracks and operating environments and offered me learnings that can be seamlessly applied in the corporate world and beyond. Here are my leadership reflections distilled from my journey:
1. Focusing on Intent
In military operations, meticulous planning is critical to every mission. Yet, we are acutely aware that no plan remains untouched by the unpredictable chaos that may come our way. The core principle here is to be unwaveringly focused on the mission and commander’s intent, the overarching “why” behind every action. This intent serves as a beacon, guiding us when the path becomes obscure and requires us to make decisions without additional instructions.
Flexibility and resilience are the watchwords, for leadership is about navigating uncertainty while holding fast to the commander’s intent. In a corporate context, this means adapting to volatile markets and shifting landscapes independently without losing sight of the ultimate goal.
2. Empowering Your Team
Effective leadership is synonymous with empowerment. A leader’s role is not to micromanage but to translate intent to subordinates and empower them to operate autonomously. Trust in your team’s competence is the bedrock upon which leadership is built. Train your team up such that you trust them to do what’s required when you’re not around. When subordinates are equipped and entrusted to excel independently, it yields not only mission success but a sense of ownership and accountability among the team.
This empowerment creates a dynamic where individuals take initiative and make decisions in alignment with the overarching intent, liberating leaders to focus on strategic matters.
3. Grooming Subordinates
Grooming subordinates is not a mere luxury; it is the responsibility of a leader. The military invests significantly in the development of its people because it recognizes that their success is intertwined with mission success.
This principle, transferable to any organizational setting, cultivates a culture of constant improvement. A leader’s investment in grooming subordinates ensures that the mission thrives even in their absence, as the torch is passed to the capable hands of the next generation.
4. Breaking the Cycle of Bad Leadership
Your past misfortune of going through poor leadership should not be a justification for perpetuating the cycle. Leadership is the embodiment of a positive example, irrespective of past disappointments. A leader’s actions and conduct define the culture of their team or organization.
By courageously breaking the cycle of bad leadership, one fosters an environment characterized by trust, respect, and ethical conduct. This act of leading by example encourages others to do the same, nurturing a cascade effect that elevates the quality of leadership across the organization. The positive cycle of good leadership reinforcing better behaviour has a profound impact of the organisation’s culture and is enduring beyond your time in leadership.
5. Influence Over Authority
Positional authority can only carry one so far, whether derived from rank or title. Authentic leadership transcends formal authority; it hinges on the capacity to influence and inspire. This is particularly relevant in corporate contexts, where rigid hierarchies may be less pronounced than in the military, but can still create an impact on the culture of the organisation and team.
True leadership revolves around relationship-building, trust-building, and credibility-establishing. These traits, more than commands, enable leaders to guide through the force of ideas, vision, and character. An effective leader recognizes that influence is the art of persuasion, collaboration, and genuine connection with others.
6. Taking Initiative
Both within the military and in corporate environments, the onus is on individuals to seize the initiative. Waiting for problems to escalate before taking action shows a lack of responsibility toward the team and mission. Proactive problem-solving reflects a commitment to success to both the organisation and the team.
Subordinates need not adopt passive roles; instead, they should assume ownership of their responsibilities and proactively seek solutions. Similar to our previous point on non-reliance on positional authority, subordinate staff can also take on leadership roles in driving a better outcome without being formally told to if they take the initiative to solve the problem. By addressing issues early, they not only avert crises but enhance team efficiency and effectiveness. Initiative is a hallmark of an engaged, proactive team member.
Conclusion
These leadership reflections have been instrumental throughout my military career and continue to guide my civilian journey. Leadership is not confined to roles or settings; it’s about positively impacting those around you. Embracing these principles nurtures a culture of leadership excellence that transcends individual career paths.
Remember, we should manage resources and lead people, not lead resources and manage people.
