As a business leadership coach I can readily say that today, the tone of meeting, speaking and/or working with those at the helm of an organization or departments within is clearly changing. Frankly, it’s exciting and so very welcome. Today we are approached because companies want to accelerate their growth … determined to make up for lost time and opportunities. Surviving is in transition to thriving!
Coincidentally, I read an article written by Shawn Parr that has the potential of being a guide to the components that ‘thriving’ incorporates. It’s entitled “Taking Tactics from the War Room to the Board Room”. It begins by saying “As corporate leaders explore how to elevate the effectiveness and professional excellence of their working teams, there is a lot to be learned from the Special Forces (the Navy Seals).” The article emphasizes two key elements that account for success: Meticulous planning and clear expectations. Straight forward and simple!
This article lists what can and should serve as YOUR litmus test to determine how your company and you are positioned in the overall effort to create a most effective organization or … landing on your moon. It’s taken from the aforementioned article as written. Hopefully you’ll find it of interest and as pertinent as I have.
1. Teamwork is your top priority.
A mission cannot be successfully executed unless the team is functioning as one. The SEALs continual emphasis on teamwork corresponds closely with the daily requirements of the business world.
2. Early leaders are good leaders.
This opportunity is unparalleled in the corporate world, where an employee may need 10 to 15 years to reach a position of significant leadership and high level of responsibility.
3. Excel at ethics.
In the world of business, the ethical leader is sometimes a rarity, and truly esteemed.
4. Stay calm.
The military trains its team to be more comfortable taking risks with incomplete information. This is the daily function of a CEO, but it is rarely passed down to employees.
5. Hard times help you adapt–quickly.
Young executives who go through hard times should learn to appreciate them, recognizing that those times will not only strengthen them, but truly train them to properly and successfully lead their own teams when battling the competition.
6. Ambush the competition.
In an ambush, always take out the radio operator and the unit leader (usually the guy next to the radioman). Without leadership or good communication, the enemy is forced into disarray and can be picked apart … a good lesson for all leaders and their organizations.
7. Study Darwin.
Survival is not about who’s the strongest or fastest, but who can best adapt to change. Navy SEALs are masters of adaptation, being able to operate in jungle, desert, or artic conditions. In comparison, CEOs must adapt to the ever-changing market conditions they face daily and should train their staff to do the same.
Makes sense doesn’t it? Having leadership develop and utilize the full package is certain to speed up the escalation to your goals. What is important to emphasize is implementation of ‘the full package’ as being a critical component and one to which a person or team must willingly hold themselves accountable. Otherwise you are risking embarking on yet one more flavor of the month. This might well be the ideal place to consider the coached approach as your insurance. I suppose one could say it puts the SEAL on it?
Your comments always welcome! Mike Dorman