The Army is a culture of history, rituals, traditions and story telling. Soldiers tell stories of hardship, often using humour as a medium. Taking the piss out of one another, laughing when things get tough, keeping it real and connecting with each other. One of the things I loved about being a professional soldier and now as a Battalion Commander in the Army reserve is the camaraderie of being part of an Infantry unit. Like minded people, prepared to serve connected by common purpose, experience and at times hardship, overseas and in harms way.
In fact we as humans are genetically hardwired to tell stories. In ancient times in all cultures the art of storytelling was the the “google” of the time. This was how methodology, family history and lessons learnt were passed on to the next generation. It was human connection, the entertainment of the time, education of the time and the essence of tribe.
In the modern world this lives on in movies, youtube, games, the entertainment industry, book etc. In many ways things have not changed even if the methods of delivery might have. As a leadership tool the ability to connect people through stories is a skill that greatly enhances effectiveness. Telling a story is a great way to teach, inspire, influence and connect. The best CEO’s and leaders I know are the best storytellers. I love Tom Peters analogy “Manage by storying about”.
Here is 2 mins on the subject from a recent leadership panel I took part in;
I have just spent several days working with a large listed Australian company at an offsite in the Blue Mountains. They were taking their Strategic plan and consciously building their plan to executethe Strategy. Typically you should spend as much time planning the execution as you do making the Strategic plan and yet this is rarely done.
This is core business for Advisory.Works as our clients know & it prevents one of the biggest frustrations in business today: A lack of execution. Nothing happens…..a great plan is never realised, it sits on the shelf and gathers dust. This is total insanity & so often Business Leaders wonder why their fantastic Strategic plan never ever gets executed. How can it?
Here are a few thoughts on Disciplined Execution from a recent CEO Leadership Panel I was part of in Christchurch.
If a leader is action orientated, future focused, consistent, fair, has courageous conversations, coaches, mentors and cares about those they lead…………. a respect and a bond of trust will be established through shared experience. This leads to friendship over time. It does not mean things will always be happy.
I agree with the quote……..sell ice cream if you want to make people happy.
Recently I took part in a leadership panel with three other CEO’s. This is a short clip taken from the wider panel video (the link is attached).
The Leadership panel was held recently in Christchurch for a large group of CEO’s, their leadership teams and business leaders. The other CEO panel members were Shaun Maloney of ARANZ Geo, Lincoln Booth of Cookietime, Keith Jessop of EMDA.
Every day and every week our team of clever leaders are lucky enough to influence and support some iconic brands and high performance leaders. As a premium brand focussed on making a significant impact we work with selected organisations across New Zealand, Australia and the USA. This video outlines some of our recent work and I am proud to lead it.
One of the biggest challenges in business today is Executing Strategy which is critical if a business is to succeed in the future. I lead a business which is at the forefront globally of Strategic Execution and our team works with CEO’s and companies around the world each day as they actively seek to evolve and change by executing their strategy in a deliberate and disciplined way. This is a behavioural leadership problem to solve and one which requires a lot of courage. The courage to change, listen, make mistakes, make tough decisions, ask for help, get their people to change and to do what is right to move the company forward.
Business change is constant, fast and ever increasing so the challenge is very much about getting ahead of it because leaders who want their businesses to thrive in the future need to be able to effect change before it is needed. To be proactive instead of reactive. Whilst this sounds logical and achievable the reality is that it needs courageous leaders who are adaptable, emotionally aware and committed to getting better and better at this “behavioural leadership”. As this recent blog (Harvard Business Review) outlines: Strategic execution is a people challenge.
An simple executable plan is needed for sure, but this is the easy bit. Too often there is a great plan in place but the senior team executing it doesn’t buy into it & generally this is because they have not been involved in developing it and don’t understand the “people behaviour” skills needed. I see this play out time and time again. Leaders who are really frustrated at a lack of action but who have no idea why this is so & how they can practically overcome the problem. Here then are some practical ideas;
Take time to get to know your team and build trust. Trust is the foundation of any team and its future success. Get to know the personality’s of those you lead, spend time listening to them, get into their environment, understand where they have come from and where they want to go and set about making them as successful as you can. Profile them, share yours, share them as a team. Have fun, tell them about what you are seeing, learning and offer them feedback & guidance.
Force reflection. The best leaders constantly learn, evolve and iterate. Soft skills and the ability to self regulate behaviour through awareness is a very valuable skill and one effective leaders focus on mastering. Keep a journal of observations, key decisions and their outcomes, lessons learnt and make your direct reports do the same. Too often I find senior leaders who simply cannot reflect on what they are seeing and make observations or draw conclusions to make things even better.
Have a simple and clear framework for leading. Prioritise meetings, get the agenda, frequency and content right. Use key numbers and ensure there is an action log. Seek feedback, let others run them, do more of them if the pace is increasing. Avoid the tendency to cancel you functional and leadership meetings when things get too busy. This makes for more confusion, lack of alignment and inefficiency. Use one on ones, reviews, full team (town hall) meetings, social media, internal comms and stand ups to get messages across many times. Get the mix of weekly/monthly/quarterly and annual reviews mapped out and in the diary a year in advance. Make sure professional development, technical and leadership training are conducted regularly to keep people engaged.
Have fun. Too often life and business is all a bit serious. Take every opportunity to hang out, socialise, tell stories & make it something everyone looks forward to. Bank the wins both big and small & recognise those who do the right things.
Provide clear expectations. Team rules, meeting rules, constant feedback and observations all make for better clarity. The role of a modern leader is to coach and mentor and guide alongside the traditional “management” role. Clarity and simplicity make for a better and more efficient team environment.
Be consistent. One of the biggest mistakes leaders make are they are not consistent. This undermines trust. People want to know where they stand, want familiarity, and to be able to rely on not only colleagues but their leader to be there for them. Consistently confronting issues early, giving frank and honest feedback etc will build high levels of trust.
Be deliberate. Too often the important components of teamwork and leadership are left to chance. Be transparent and open in your communications. Ensure the team reviews meetings, decisions, projects, client feedback, financial/sales results. Ask for input and draw lessons learnt. Have the soft conversations about issues, things that went wrong and commit to getting better. The important things in life are easy to do. They are also easy not to do.
Be courageous. Have the ongoing tough discussions as they are needed. Don’t wait, dive in and shape thinking and outcomes to keep things on track. If you have a decent sized team then it is important everyone keeps moving in the right direction and stays aligned. This will be constantly needed. Be humble, ask for help, discuss when you got it wrong and lead the way to show others in your team how to get better in this space with their team.
Be prepared to fail on this stuff. People are all different. You can’t & won’t get it all right. There will be times you push too hard, not hard enough or simply get it wrong. On the people stuff you have to be 100% accountable for your actions but also understand that how others react will be up to them. Be open and honest and when you get it wrong admit it & share it with your team so you reflect and learn. Don’t beat yourself up but do regroup and recommit to improving.
Too often CEO’s try to outsource many of the important things that drive a high performance culture. These skills are ones which must be developed in order to lead a growing thriving business that can change ahead of competitors in an increasingly complex business environment. This means they must be consciously developed and worked on to stay at the top of the leadership game.
We are passionate about disrupting Business Advisory.
In fact our Company Mission is to totally disrupt Business Advisory by 2020 as we continue to evolve a premium Advisory Brand focussed on Disciplined Execution and High Performance Leadership.
Lets face it the current status quo really has to change to meet the demands of modern business leaders who seek support in solving complex problems. Problems created by the increasing pace of constant change and disruption.
Too often conservative middle aged men sit in judgement, dispensing advice backed by education and professional development that ended in the 1990’s and talking about solutions that have worked historically.
At its worst traditional Advisers expect to charge a premium for this advice and yet they have never walked in the shoes of those they seek to influence. They have never led a business, never risked all as an entrepreneur and they don’t have the scars, stories and lessons learnt from experiencing failure, success and from practical application. They are not people leaders and yet they seek to advise, develop & influence leaders who are.
Worse still they don’t typically ask their clients for any feedback nor ensure that what they are doing is effective & of value value. They struggle with practical application of theory & struggle to get clients to execute their advice. Often there is constant muttering & frustration as to why this happens.
I personally have worked with many professional services companies who openly state they are client centric and yet they seek no client feedback. Their fees are dropping so they finally forced to react and seek change.
In one case it had been 12 years since a company had completed any feedback survey of their clients. Think about the arrogance of that. They assume they know what it is their clients need but never go beyond individual opinions.
When surveys are finally deployed they discover to their horror that their current reality does not match their assumptions and that they have a huge training, R & D and leadership development gap to close. Too complacent and comfortable to really care about their clients needs.
Many times I have challenged an absurd desire to spend time refocussing on their client relationships prior to measuring client loyalty or engagement because they fear the results.
Business Advisors of the future must;
Be experienced leaders who lead by example with their own Business practices and actively see themselves as leaders and influencers. Advisors who make things happen, can influence people through real stories of practical application and who can coach, mentor and guide other clever people. They must have people skills (EQ) and empathy.
Own the voice of their customer. They must have an up to date (& data based) understanding of what their customers really want and need. In fact the top advisers are pro-active and bring solutions to their customers before they know they need them. They anticipate needs rather than react to immediate situations.
Have humility and respect always.
Be future focussed and have a passion for lifelong learning. If you are as good as you will ever be it’s just not going to cut it. Academic qualifications are table stakes and the start point not the end game. They must provide clarity and inspire confidence for those they serve by constantly up skilling and learning.
Bring researched frameworks & networks of like minded people. The day of the individual guru with all the answers is gone. Business today is simply too complex to know everything. The best Advisors will connect customers to other leaders, professional advisors and collaboratively bring unique solutions to complex problems.
Measure and manage & clearly demonstrate massive value. This will not always be financially driven either, rather it will vary from customer to customer.
So thats why we do what we do. These are but some of the reasons we are on a mission to disrupt Business Advisory. Business leaders expect and need more and this is not opinion….. we ask them regularly and have done for many years.
I hate that word “benchmarking” and all it stands for around industry or competitor norms. Sure it is head and shoulders above the term “best practice” which reeks of theory & academic know how. It is very useful to know what others do, what industry norms are & what the theory is but too often this is what leaders and their businesses settle for. Average. Mediocre. Knowing they are on track because they deliver the same or slightly better than competitors or other leading brands.
I was recently in an interview situation where I was continually asked how this or that could be better benchmarked.
“How could that be better benchmarked?” I was asked many times. In the end I had to say we are just not in the game of better benchmarking. “To be honest we are in the game of excellence and all of our clients are generally performing when they become clients & they are seeking to get even better. We measure their financial performance, their growth, their staff engagement and their client loyalty and we help them build fantastic metrics that predict outcomes & we know their industry norms but we are not a company that develops and focuses on benchmarks, we help them to achieve much more.”
I have previously written about the “Pivot” or consciously changing and executing a strategy to stay ahead of the crowd before they catch up. This is hard to do and takes very strong and focused leaders who actively disrupt the “business as usual thinking” of the business in a positive way to get different and better outcomes.
In professional sport the All Blacks are a living example of this. The culmination of ongoing succession planning, investing in the future (what could be), strong leadership, a culture of humility incremental excellence and disciplined execution on the field has allowed them not only absorb the loss of many experienced players, but to take things to a whole new level. To go beyond past performances and to deliver better outcomes in different ways and in doing so staying ahead of their competitors.
I am lucky enough to work with many high performance Chief Executives and their teams and they all have two things in common;
“Restlessness” : A hunger and passion for continually getting better and better as leaders, at execution, at trying and iterating new ways of doing things, and
“Grit”: The toughness to carry on, to push past the comfort of status quo and to lead change with certainty to lead the way.
None of them have ever been happy to settle and accept that what is being currently done will ensure success in the future. Some actively start from a position that the “status quo” is broken (even when benchmarking shows they currently significantly out perform their competitors and industry) and challenge the senior leaders to lift it another level.
This summary shows what our clients have collectively achieved over the last financial year and whilst does offer several benchmarks, the real success story is in their ability to execute their Strategic plan. To be nimble, disciplined and to stay far ahead of their opposition.
Much of my working life has been spent as an Army Officer, initially as a regular and later in the Reserves. I have found that the skills I learned and applied leading soldiers are very relevant and transferable for leading teams and driving business execution; especially in this increasingly dynamic and ever changing marketplace.
As you can imagine, the challenge of leading men and women who are working in dangerous roles in challenging environments requires a high level of trust, empathy and teamwork.
The Army places great emphasis on leadership skills and invests heavily in leadership training and development at all levels. Training courses to enhance leadership skills continue right through to those at the very highest ranks of the Army.
Here are six key things that the Army teaches their leaders in order to “fight to win”:
1. Remain calm under fire.
That’s not to say that fear is not present, in fact it is. However, to “keep calm and carry on” regardless of the situation is something you can learn. It is the golden rule for keeping your head and working through a logical process in order to respond to a hostile or changing situation. Being calm and thinking clearly are essential requirements to evaluate what is happening and to make effective decisions.
2. Any plan is better than no plan.
Without a plan you cannot inspire others to follow you. Having a plan is the starting point for successful execution. Even if the plan is not the right one, making a decision and creating a plan will save lives and generate positive activity. A good team will back itself to quickly adjust a plan so that it is effective.
3. No plan survives the start line.
The Army recognizes that in every situation there is another party that can influence the situation. Not just the enemy, but terrain, equipment, weather, civilian populations, and even animals can influence a plan. All the various scenarios that might happen should be considered and planned for so that the plan can be quickly adjusted if required. The fact a team has planned and engaged together allows it to quickly iterate the plan as needed.
4. Maintain momentum.
In any situation there needs to be swift action, and momentum needs to be maintained to ensure successful execution. Slowing or stopping any operation means it is difficult to get going again. It reminds me of the saying “When going through hell….keep going!”
5. Teamwork is a defining factor.
A group working together and supporting each other to achieve the defined goal will greatly lift the chance of success. Training together, working together, getting to know one another, and building trust all help to build teamwork. Good teams keep going when the going gets tough, and they overcome blockages in order to win.
6. Time is seldom wasted in planning or recon.
Taking the time as a leadership team to plan ahead for future operations, alternative scenarios, routes to be taken, areas of interest, and likely courses of action is seldom wasted. Planning and reconnaissance actually saves time, saves resources, and in many cases, people’s lives.
There are many situations in business where these skills can be applied. Strategic thinking, strategic planning, working together to build teamwork and trust, as well as incorporating a planning cadence that allows a business to quickly alter a plan and then change direction as required – are things a smart business leader does.
Influencing and inspiring people gets stuff done. That’s called “business execution” and by applying these six lessons from the Army you too can inspire your team to “fight to win.”
How do the top performing teams in the world stay at the top of their game? Sports teams, racing teams, leading brands, innovative teams, military teams and many others? What do leaders at the top of their game do to stay at the top? What does this mean for business?
Right now things in business are going pretty well. There is uncertainty in the medium and longer term as to what is going to happen in money markets, commodity markets, the Chinese/US or EU economies. There is a lot of technology disruption starting to show up on the fringes of even the least tech savvy industries. Change is coming and whether it is disruption, a softening economy, a total global meltdown or even a major political event we will all need to navigate it.
The RESULTS Group work with good companies and proactive leaders who want to get better at what they do. Our clients tend to be the long term brands that over decades have performed exceptionally well. They are actively seeking to stay at the top of their game.
In the next 5-10 years all of us leading (me included) are going to face more change than the world has seen in the last century. It will be fast, ongoing and relentless and will be an exciting and challenging time to lead. Some commentators say we are in year 2 of a 35 year technology disruption. How true is this and how will it affect our own business is open to interpretation but we are all starting to see the wave of change.
To stay at the top in any professional environment there is a need to develop a culture of continuous learning. If we look at the All Blacks (the most successful global high performance professional sports team/brand with a winning record of 86%, two back to back world cups & recently voted the best team in the world across all codes). In James Kerr’s book “Legacy: What the All Blacks can teach us about the business of life” you will see Chapter 2 is entitled “Adapt”. In essence the commentary is all around “When you are at the top of your game, change your game.” This is about changing consciously before you need to, in order to stay ahead of the competition and to remain the best of the best. To keep an edge or a sustainable point of difference.
I like to refer to the term “pivoting”. I saw this in action during some work I recently did at the University of Florida, assessing entrepreneurial engineering teams and the projects they were completing for private business. They were presenting what they had achieved and were seeking feedback so they could iterate and improve their project. They were seeking a “pivot” through good insights and application of ideas.
The best leaders and companies we work with are already pivoting at a time when they are performing well. They know through experience that the good times won’t last. To stay ahead of their competition and to navigate change they must understand what success continues to look like. How do they do this?
Those CEO’s proactively keeping ahead of the crowd prioritise the following;
They invest in their own development and leadership skills so they can lead smart innovative people in a collaborative way.
They spend time in strategic and operational planning with their teams, senior leadership teams and functional teams. They continuously define the priorities and focus of action.
Actively build an aligned plan to execute continuous change and constantly reflect on it, revise it and iterate it to make it better. They empower their people to lead parts for the execution.
Focus on execution and getting the important things done.
Seek the best advice on technology disruption, the economy, competitors, new entrants and possible substitute products and services.
Stay very close to their clients and know what they value, expect and want improved. They build collaborative and close relationships through many channels including social media.
Invest in leadership development (and education) and focus on increasing staff engagement to build resilience and an ownership mentality. This aids the change process and brings innovative and collaborative thinking to the fore.
Focus on the numbers. What gets measured can be managed.
Actively disrupt the companies “business as usual” in a positive way so as to build capacity and capability in a continuous way. This allows the organisation and the team to scale up in a long term sustainable way.
Make the tough decisions early.
Learn the lessons of previous economic downturns and change projects so as to ensure the same mistakes are not made again, and
Recognise success and continue to have fun along the journey.
This all sounds simple (and it is) but it is not easy. It takes focus, good strong proactive leaders committed to ensuring the important things happen and not just the urgent things of modern business. It is about going beyond reactive firefighting and consciously picking & executing the plan for/route to success.
Staying at the top of your game is about changing before you are forced to change. This means having a good team committed to getting incrementally better at what they do.