Military Leadership skills: Powerful skills business can learn from the military

I, like a lot of others, are passionate and interested in studying and applying leadership in, hopefully, everything I do. Not just at work but also at home and in the various activities I volunteer for. 

I’ve written a few one-day management and leadership training sessions and find it easier to explain management than I do explaining leadership. 

If you are my manager, I have to do what you tell me to do, otherwise I may lose my job, but I don’t necessarily follow you. You can be promoted to management, but you can’t be promoted to leadership. Leadership is a decision you make personally, it’s not a seat you sit in. That’s why I find it fascinating. 

So, what can we learn from the military?

Firstly, a chain of command. 

The old structure of an organisation needs to be turned on its side. Most companies have the senior leadership and management at the top and then information filters down. If the direction of flow points down then, to me, that’s the direction of the team’s motivation too – down!

Within a business I managed I implemented a chain of command that is more military than old school, you can see it in the second picture.

I had around 55 staff which included 4 managers. Each manager (including me) had around 10 team members in their smaller team. One of the management's KPIs that I set was to have a monthly one to one with every person in their team and you’re right 10 thirty minute one to ones per month is too much to be quality. 

So rather than concentrate on the issue we (as a team) came up with a solution. We developed one team member as a supervisor, one as a team leader and another as a staff trainer, the latter two weren’t paid positions, they were development positions.

We then developed these team members to deliver the one to ones and the team manager did theirs and it fixed the issue. 

You’ll also see (in the second picture) that the information flows through the chain of command to the right, towards the vision which kind of makes perfect sense because we should all be heading in the same direction – to achieve the vision. 

Something I learnt from Lt. Col. Hal Moore who was played by Mel Gibson in the film “We Were Soldiers” and in his book “Hal Moore on Leadership” was to teach every direct your job. So, if I was going to have an uninterrupted day off or a two-week holiday, I needed to teach my 4 managers my job. Each manager needed to teach their supervisor their job, the supervisor needed to teach the team leader their job and when a manager left to manage their own business, within the company, everyone took a step up and the supervisor and staff trainer found a replacement for their position and trained them. Too many managers get involved in this decision when other team members can do it. 

Removing an over dependant team

The benefits of using this “Chain of Command” idea are:

• There is a greater respect for the management and leadership team
• The information flows better and removes the idea of “shit rolling downhill”
• Everyone is encouraged to make decisions and take initiative
• Everyone feels part of an empowered and self-directed team
• It prevents an over dependant team 

So, what is an over dependant team? At home it’s when parents give their children the skills to become competent, empowered and independent adults but don’t let them use them and at work it’s the same. I deliver a performance management training session and ask the groups what development happens during a year for example. Once they have drawn it out so the rest of the group can see, there is usually alot of activity in the first 3 months but nothing after – management and leadership teams are giving their team (children) the skills to work independently but not allowing them to do it. 

I coach senior leadership teams and management for all sorts of companies in the UK and mainland Europe. I remember one particular director I was spending some time with was struggling with her time management and achieving key tasks. My friend was the director of a multi-million-pound family business that had grown over the years. She had her office and operated an open-door policy (which always worries me). 

One day when I was in her office there was a knock on the door and a member of staff said “really sorry I can’t work next Wednesday because…. (whatever the reason was)”. And of course, being a supportive manager, my friend said “OK, don’t worry, leave it with me and I’ll sort it”. I know I’ve done the same in the past. 

As the day went on the same member of staff knocked on the door and ask if my friend (the director) had sorted out their problem. I of course was chuckling to myself in the corner and when the staff member had left, I asked, “Who’s managing who”. 

And there lie the issues. The director had no chain of command. She had managers or heads of departments but felt that her role was to be involved in everything which is why her time management was an issue and she could hit her own targets.  

Within the chain of command (I set up) if a team member had an issue they went to their supervisor or team trainer, if they didn’t have the answer the supervisor or team trainer went to the team leader. If the team leader didn’t have the answer, they would approach their manager and finally if the manager would come to me if they didn’t have the answer. To me it’s logical, it works and there is no reason why any organisation can’t implement the same – I’d love your thoughts – but remember, there are four diseases of non-performance:

1. Exusitis
2. Detailitis 
3. Blamalitis
4. Procrastination

Hal Moore's top principals of leadership was - “There is always one more thing you can do to increase your odds of success"

“Leadership at The Point of a Bayonet” (Hal Moore)

1. Strive to be a leader of character, competence, and courage
2. Lead from the front. Say, “Follow me!” and then lead the way
3. Stay in top physical shape - physical stamina is the root of mental toughness
4. Develop your team. If you know your people, are fair in setting realistic goals and expectations, and lead by example, you will develop teamwork
5. Delegate responsibility to your subordinates and let them do their job. You can’t do a good job if you don’t have a chance to use your imagination and creativity
6. Anticipate problems and prepare to overcome obstacles. Don’t wait until you get to the top of the ridge and then make up your mind
7. Remain humble. Don’t worry about who receives the credit. Never let power or authority go to your head.
8. Take a moment of self-reflection. Look at yourself in the mirror every night and ask yourself if you did your best
9. True satisfaction comes from getting the job done. The key to a successful leadership is to earn respect–not because of rank or position, but because you are a leader of character
10. Hang Tough! – Never, ever, give up

Powerful Leadership Skills Businesses can learn from schools