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On the 5th May 2018 the British Army and Royal Navy will compete in the 101st Army vs Navy rugby match at Twickenham. The match was first played on the 13th February 1878 and then has been played annually since 1909. This article will explore the idea of sport in the military, the role of leadership and team building in sport and how sport can be used in the civilian workplace.
But first, some facts (and rumours) about the Babcock Series.
Facts (& rumours)
In the history of the match the Army have won 61 times with the Navy winning 35 (and 4 draws in between). (Fact)
The Army vs Navy Rugby match draws the largest audience of any non-professional sports fixtures in Europe. (Rumour)
The 99th series in 2016 drew the biggest crowd of the series with a full stadium of 81,323 spectators. (Fact)
Twickenham sells more beer during the Army vs Navy game than they do throughout the rest of the year! (Rumour)
Since 1909 the match has been played every single year with the exception of the two World Wars (1914-19 and 1940-45). (Fact)
The largest victory was in 2009 when the British Army beat the Royal Navy 50-7. (Fact)
Sport in the British Army
According to the National Army Museum “The British Army has been responsible for establishing many of the sports we know and love today. It has also helped spread activities like football, polo and hockey throughout the world.” For example, a note was scribbled onto the back of the sketch below that said ‘Copied from Sketch done at the time by me. The 59th Regt. played 15 officers against 15 officers of the Candahar Garrison & beat them. I suppose that this was the first game of football ever played in Afghanistan’.
Football being played in Afghanistan for the first time.
This is just one of many examples, but why has sport always been so prevalent in the British Army?
A Joint Services Publication (JSP 660) identifies sport as contributing to:
Self-discipline & courage
Individual & collective resilience
Clearly all of the above go someway to increase our soldier’s operational effectiveness but it’s easy to see that these are all traits you might want from your team members or employees.
The Benefits of Sport for all (even civilian) Employees
To a CEO the idea of facilitating your employees to play sport to any degree might not seem cost effective. However when the previous points are each considered on their own merit the advantages are obvious.
Having a fit employee is tantamount to having a healthy employee. Countless studies have shown that employees who exercise regularly are more focused when at work and are off sick less!
Clearly the benefits here are obvious. When your employees play a team sport it makes them feel like a team and can even harbour a social relationship. This can help the team to understand each other’s strengths and weaknesses as well as encourage your employees to strive for team goals.
Leadership in sport is one of the most studied areas in which leadership is practiced. Rather than trying to summarise leadership in sport I would recommend to anyone in business or interested in leadership to read Legacy.
Self Discipline & Courage
Self discipline is what, when things get difficult, will keep your team doing the right thing. It’s what will stop your employees from cutting corners and self-motivate to work towards the common team goal. Courage is what gives your employees their confidence and, in the face of difficult decisions, it is moral courage that will ensure an employee acts in line with the team values. Read more about self discipline and courage in 2017’s Army Leadership Code.
Individual & Collective Resilience
Teams win together and teams lose together. When a team loses together, whether on a project or on a sports field, what’s important is how they react. Sport allows a team to understand different coping mechanisms with failure. These, then practiced in the workplace can lead to a team that is able to bounce back from set backs and continue to work to the end goal.
Can it Work for you?
When looking at companies like Google and Apple who encourage their staff to play sport in work time you might be thinking “I can’t afford to let my employees do that!”. But you’d be wrong. Not only can sport be free to play, it doesn’t even need to be played during work hours – the truth is that you can’t afford not to try if you’re serious about leading a team and not just managing a company.
Have Your Say
Is this a model that is really scalable for small to medium sized businesses or just an idealistic views that disregards the realities of running a company? Let me know in Your Thoughts or comment below and as always i’ll reply and may even elaborate on your thought in a future post.
In 2016 the British Army announced their New Employment Model (NEM) which outlined changes to, amongst other things, employee’s pay, pension and accommodation benefits.
I’ve been asked by several people to talk about what I thought about the changes and began thinking about how this could be relevant to the readers who are not employed by the British Army.
In this article I will explore the transparency of the British Army’s pay scale, how it differs to the pay scales of corporate enterprises and the pros and cons of both.
The British Army Pay Scale 2018
Below is a table that lays out the exact pay received by everyone in the British Army. Pay reflects the rank of the individual and the time served in that rank, this is achieved by the banding system.
Rank & Pay Scale of the British Army 2018
To understand more about the pay scale of the British Army you must also understand how promotion from one band or rank to another works. Promotion from one band to the other is automatic and happens yearly. For example if you spend 3 years as a corporal, you will be earning £31,017, as you’ll be in band 3.
Promotion isn’t as ‘automatic’ but if you’re relatively competent, in the majority of cases, you’ll know when you’re going to promote from one rank to another (within a couple of years). This is because there is a stipulated minimum amount of time everyone must spend in each rank. Once you become ‘in-zone’ i.e. you’re now eligible to promote, your reports will go to a board where they decide if you promote that year or not.
What Are the Positives of a Structured Pay Scale?
A system like this allows employees to predict, with a level of confidence, when they should expect their next pay rise. This clearly has benefits when trying to plan one’s financial situation. It allows employees to consider the affordability of babies, holidays and new cars whilst considering what will and won’t be affordable in the future. This prevents employees from ‘hedging their bets’ on that big promotion or pay rise that they might just not get.
This ties in to the previous point to a certain extent. Unlike bonuses or unpredictable pay rises, having a system such as the British Army’s assures employees that they’re guaranteed a certain wage, which at least within their rank, is guaranteed to go up for between 5-7 years.
This system means that both the employer and employee are being open and honest about employee’s pay. It eliminates the risk of salary based rumours and reduces the risk of employee dissatisfaction. As a public service organisation transparency, especially concerning finance, is of course imperative.
A system like this means that the risk of inequality of pay is reduced significantly. 2 people doing the same job in the same rank with same experience (time served) will earn the exact same salary regardless of gender, race or religion. Read my recent article about The British Army’s Policy on Equality and Diversity to understand why this is so important in a work place.
Of course, one could argue that there is still a possibility for inequality due to the subjectivity of the promotion process – but even this is very unlikely!
Equality in the British Army
When everyone’s salary, from the newest recruit to the Commanding Officer, is public knowledge it forces the people at the top of the chain who set the pay scale to ensure the pay of all employees is justifiable and appropriate. This prevents the high ranked employees (CEO equivalents) from being paid astronomical salaries and bonuses whilst those at the bottom are suffering.
It is my opinion that when those lower down the ranks can clearly see the salaries of those above, and see that the salary of the CEO is not over 10 times that of someone new to the company (which can often be the case in civilian organisations), it allows those in charge to communicate with their subordinates in a much more empathetic way. This reduces any resent for the Chain of Command and allows all employees (regardless of rank) to focus on the team goals. More can be read about The British Army’s 2017 Leadership Code.
The British Army’s Values and Standards
What Are the Cons of a Structured Pay System?
When your salary is set in stone and has limitations on it based on time served and qualifications held, it leaves little opportunity for an employee to excel in the workplace in the hope of a pay rise/bonus. Admittedly, if you excel in the British Army you’re more likely to gain a promotion and subsequently receive a better salary but there are still limits.
Likewise if you know that whilst you may not promote, your salary is guaranteed to increase by up to £1,500 a year for the next 5-7 years, it could breed complacency in the work place.
Highly ranked officers in the British Army are frequently in charge of over 400 people. With regards to the ‘Appropriate Pay’ point above, it could be argued that a structured pay system does not allow enough of an incentive to remain in the organisation when their peers (managing over 400 people in a civilian environment) could expect to earn over £200,000.
Could a Civilian Company Adopt a Similar Pay Structure?
In short, my opinion is that they couldn’t, although they’d be better people orientated organisations if they could. The reason I don’t think they could is the fundamental differences in a public sector organisation compared to a capitalist one. In an ordinary company you need to be profitable, this might mean paying above the odds for the right person for the job, freezing salaries because you’ve had a bad year, giving someone a pay rise because you don’t want to lose them or a bonus to reflect the money they’ve made for the company.
In the British Army, we all knew the pay structure and what we could expect to earn before we joined up – so we can’t complain! Similar systems are used in other public sector organisations such as the police force and the NHS. Other not-for-profit organisations such as charities have also been known to adopt similar systems.
Have Your Say
If you work for either a public service or civilian organisation/company I’d be interested to hear your opinions on the pros and cons listed above and perhaps any that I’ve not considered! Let me know in Your Thoughts or comment below and as always i’ll reply and may even elaborate on your thought in a future post.
Reason 3 of ‘15 Top Reasons You’re Managing Not Leading‘ explains the importance of taking risks. Not only do you need to take risks for your business to be successful but you need to encourage your team to take risks too. A business that doesn’t take risks can become stagnant and very quickly lose to competitors in the market.
However before you can comfortably start taking risks you need to understand how to do it properly. This post will explain the differences between taking a risk and a gamble so that you don’t get caught out!
In the military it’s only by taking risks that we can gain the advantage over the enemy. But at what cost? It’s my job to make sure i’ve weighed up the cost vs reward. My boss says that he’ll always encourage us to take risks so long as we can justify our reasons. This should be the same in your team. As a leader you’re responsible not only for achieving results, but responsible for any consequences.
Don’t You Dare Take A Gamble – You’re Better Than That!
As a leader I never tolerate gambling and neither should you. Anyone can gamble, it requires no skill, no knowledge, no experience, only luck. Well you’re not a leader because you’re lucky, you’ve got to where you are because you have all the traits listed above.
Are you really going to rely on luck to get you to where you need to go?
Let’s consider 2 examples of a gamble. The first will be based on a business scenario and the second on my military experience . Later on in this post i’ll come back to these scenarios and explore how you could take a risk rather than a gamble.
Example 1: Investing in a new employee
Business has been going ok recently but as the leader you feel you’d benefit from a new member of staff. You’re not sure if the extra member of staff will increase your team’s productivity enough to pay their salary. But you ‘might as well take the risk’. This isn’t taking a risk, this is a gamble!
Example 2: Clearing an enemy village
I’ve been given the mission to clear (remove) the enemy from a village they’re known to have occupied. In this village there are 3 large buildings but the enemy are only using one of them as their headquarters. Now due to the size of the buildings i’ll need to use my whole team even to clear just 1 building.
The only additional complication is that if I attack the wrong building I will lose the element of surprise and would give the enemy a chance to prepare to defend their position. I need to catch them off guard!
If I were a leader that took gambles I can relax. No planning required! I’ll pick 1 of the 3 buildings and cross my fingers.
This is a gamble!
How to Take Risks
Assessing risk is a calculated way of considering the threats or opportunities presented by doing something. When you take a risk you consider the benefits, the consequences and the likelihood of it going either way. In the military we like to turn the complicated process of considering risks into a simple formula.
You assign a numeric value to the consequence of something happening and to the likelihood of it happening. You can use any variety of values but I tend to prefer to use values such as those listed below.
It’s important to remember that a consequence can either be an extreme positive or negative – this works for both threats and opportunities! Once you’ve decided the values put them in to the formula (multiply them by one another) and you’ll have a value.
To keep things simple you could also use the table below.
Once you have your final ‘Risk Value’ you can use it to compare certain courses of action.
What To Do With The Risk
There are several things you can do once you’ve identified the risk which are listed below.
Tolerate – You may decide that the risk is tolerable and whilst you’ve noted it you will do nothing specific about it.
Treat – You may decide that the risk is too high and therefore put in mitigating measures to try and change the likelihood or consequences of something happening.
Transfer – If you feel that the risk is ‘above your pay scale’ then transfer it up. Ask someone senior to you to consider the risk. They can then decide to tolerate, treat, transfer or terminate the risk.
Terminate – If you decide the risk is too great then you can simply get rid of it. An example of this would be if you identified that a particular supplier is likely to miss a payment with you and the consequence of this is high, you could just find a new supplier.
In the military we use the final risk value to determine at what level that risk can be tolerated. For example to take an extreme risk (value 20-25) would need signing off at a very high level. More frequently however the severity of the risk will determine what ‘treating’ factors need to be introduced to limit either the consequence or likelihood of something taking place.
It’s important to frequently reconsider your risk assessment too! Circumstances can change which could alter your final risk value.
In a world that is changing quickly, the only strategy that is guaranteed to fail is not taking risks – Mark Zuckerberg
Let’s consider the examples from earlier and use this formula to assess the risk.
Example 1: Investing in a new employee
When considering employing a new team member there are a series of opportunities and threats presented by the option. When doing the risk assessment you find that the consequence of the employee doing well or badly is large as you only have a few employees in total. You also decide, based on your interview, that you feel the likelihood of your employee performing poorly is moderate. This has given you a total risk value which you could compare to other candidates. It also gives you the opportunity to:
Tolerate the risk (hope for the best – but at least it’s been recognised).
Treat the risk (assign a mentor to reduce the likelihood of poor performance).
Terminate the risk (don’t employ the candidate).
Example 2: Clearing an enemy village
In this instance I would try to gather as much information as possible about the enemy and about the village. By doing this i’m potentially decreasing the likelihood of me picking the wrong building. The point with this is that i’ve done everything I can to reduce the chance of me picking the wrong building. At that point I must then decide whether to tolerate the ‘residual risk’ or terminate the operation.
Have Your Say
I’m curious to know at what level you let your team or employees take risks? Is it encouraged? Is even the lowest subordinate free to take risks? And does it work for you? Let me know in Your Thoughts or comment below and as always i’ll reply and may even elaborate on your thought in a future post.
This article by The Military CEO will explore the new British Army Leadership Code so that you can try and apply it within your team. Developed in the Royal Military Academy Sandhurst the Army Leadership Code has been based on both experience and academic studies. With the work already done for you why not see if you can improve your leadership style and subsequently the team around you.
Since writing this article a great example of the British Army practicing what it preaches can be found when looking at their brand new advertising campaign!
The Army Leadership Code
General Sir Nick Carter is currently the professional head of the British Army as the Chief of General Staff. In September 2015 the CGS released the Army Leadership Code as a leadership guide for both soldiers and officers. The code consists of 7 behaviours that with a mixture of coaching techniques can create the ultimate team. This article will break them down so that you might be able to adopt them in your work place. Watch General Sir Nick Carter and the Army Sergeant Major talk about why the Army Leadership Code is important below.
Your leaders, junior or senior will be developed by following the code, so that they are supported and challenged to do the right thing every time. It helps all to be an outstanding member of a team that will succeed whenever and wherever called upon to do their duty.
Our Values and Standards
The British Army’s values have founded The Army Leadership Code. These values are:
Respect for others
The British Army’s Values and Standards
They represent what the British Army stands for and what set us apart from society. We apply our values through our standards which remind our Army to act:
These ‘Values and Standards’ of the British Army are not new. However the Army Leadership Code simply pulls together what has been proven to work throughout history and most recently on operations in Iraq and Afghanistan.
The New Army Leadership Code
The Army Leadership Code consists of seven leadership behaviours:
Lead by example
Apply reward and discipline
Demand high performance
Encourage confidence in the team
Recognise individual strengths and weaknesses
Strive for team goals
The Theory Behind It
The code has been developed from the concept known as ‘values based leadership’. For some years now this has been applied in British Army training establishments .
The Army Leadership Code draws from academic leadership theory with empirical evidence that proves it works. At the heart of the Army leadership Code are the 7 leadership behaviours listed above developed from the principles of transformational and transactional leadership theory.
The Army Leadership Code @ArmySgtMajor
Lead By Example
You cannot lead people beyond where you’re willing to go yourself. All leaders are role models and must demonstrate your team’s values in everything you do. Whether in or out of the team environment a leader must demonstrate behaviour that aligns with the team’s values. By consistently doing so, a leader will be considered an authentic leader who ‘walks the walk’ as well as ‘talking the talk’. Read my article that explores how the British Army pays its employees is a great example of leadership.
The brain, like a muscle, develops through use. Leaders must encourage those they lead to think by giving them problems that stretch them. Individuals must be encouraged to ‘Think outside the box’, finding an innovative solution to problems is a fine quality. Giving people the opportunity to think and suggest ideas demonstrates respect for others, generates trust and confidence therefore building loyalty.
Apply Reward And Discipline
It is human nature to enjoy being praised, and reward recognises effort, inspiring further endeavour and motivation. Leaders must apply a full range of rewards, from formal recognition to timely and regular praise. You should never underestimate the value of a ‘Well Done’ or ‘Good Effort’. Reward should be constructive and support the individual or team in further optimising performance. The correct application of reward promotes loyalty and respect for others.
The application of discipline, regardless of seniority is crucial to correct failings and reprimand transgressions. Leaders must not shy away from discipline when required and do so in a timely fashion. Ensure that an appropriate process of discipline escalation is outlined within your team or organisation.
Demand High Performance
Any team will experience an amount of external competition. Whether it’s business competition for clients or contracts or sporting competition. Leaders should have high performance expectations and communicate them to their teams. This applies to every part of your organisation in order to support one another. A word of caution, performance expectations must be tuned to the team and achievable, otherwise they can be de-motivational.
Encourage Confidence in the Team
Leaders must inspire and motivate their teams to achieve. This is done by demonstrating confidence in their abilities, and talking enthusiastically about success. Reinforce the importance of teamwork, and show trust in the authority of the team.
Recognise Individual Strengths and Weaknesses
Every person has something to offer the team, and everybody has areas requiring development. Leaders must identify these individual strengths and weaknesses and address them accordingly, to ensure that the team fulfils its potential and achieves all it can achieve.
Strengths must be played to, and challenged to inspire confidence and motivate additional effort to stretch even further, always seeking to optimise performance.
Try and address and discuss weaknesses in an understanding and considerate manner. Focus on the root of the problem and the potential to improve rather than the current impact of the weaknesses.
Coaching techniques are extremely useful in addressing both individual strengths and weaknesses.
Strive for Team Goals
Teams will always achieve more than the individual, but the difference between good and great teams is usually the degree of team spirit that bonds them together. Challenging the team to accept and strive for shared goals will create shared purpose, bind them together and foster esprit de corps. The team should be inspired by a variety of goals whether they’re business based, sporting or otherwise (e.g. charitable).
Have Your Say
As explained this is the British Army Leadership Code, whilst i’m a firm believer do you think this particular code could be adopted in a business organisation? Let me know in Your Thoughts or comment below and as always i’ll reply and may even elaborate on your thought in a future post.
As an Officer in the Armed Forces I have a legal, professional and moral obligation to ensure I delegate responsibility but remain accountable. This requires great trust in your team but if achieved can lead to substantial results and ultimately success for you and your team! The age old question is understanding the differences between responsibility vs accountability.
You Need to Delegate Responsibility
In the Army as a young commander I have 30 men and women to achieve any task that might be required. In the future I will likely have a team of up to 200 men and women to achieve much more complex tasks. The point is, to be a successful leader and to complete the task to the best of my ability, I need to delegate.
The following list shows 5 top reasons it’s absolutely imperative to delegate:
It’s your job, you can’t do the work of a 30 person team.
Your team know more than you do in their own fields.
It will encourage team ‘buy in’, this will engage team members with tasks and motivate them to see the project’s success.
Let your team members develop from experience and the team around you will get stronger!
You need to focus your time else where on grand strategy etc.
The obligation of an individual or organization to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner.
I look at accountability as the residual responsibility. When you assign someone responsibility of a task they’re responsible for carrying out the task. But ultimately you’re still responsible for the outcomes of the task. That’s not to say it’s not the team member’s fault. But that fault must be shared by yourself because you’re the one who chose to give that task responsibility to that individual.
Lets consider 3 examples of the accountability vs responsibility debate with a professional, legal and ethical scenario. Some of these examples are based on situations I come across in my day to day job. However all these examples are also suitably relevant to a business scenario.
Example 1: Moral Responsibility vs Accountability
This example is particularly recent for me. As a commander within my platoon we get certain newspapers delivered to our brew room (staff room) daily. Now it’s the duty of one of my subordinates to organise the delivery and the payment for the papers (from platoon funds).
In a recent review of our funds I realised we hadn’t been charged for papers in over a month. I asked the individual responsible for our papers how this could be as we’ve still been receiving papers. The platoon member explained that the local shop that provides the papers has obviously been forgetting to charge us. This particular person therefore decided not to raise the issue for the benefit of the platoon.
As the Platoon Commander it’s my duty as the ‘moral compass’ to ensure that our team’s values are kept. The payments got backdated and the team were able to see our values being put into practice. If you can exhibit your own team’s values when it’s easy to do otherwise, then you will gain the respect of your team and hopefully encourage your team to work and live by those values also.
Example 2: Legal Responsibility vs Accountability
Let’s say that as a CEO you employ an accountant. Clearly you employ that accountant because you neither have the skill nor the time to manage your own books. Your accountant does your finances for the year and it gets audited. The next thing you know you have a letter from HM Revenue & Customs saying you owe tax.
You dig a little deeper into the situation and it turns out your accountant hadn’t been particularly thorough and made some miscalculations. You as the CEO gave that responsibility to your accountant but it’s you as the CEO who may be fined. One could argue that you as the CEO isn’t to blame at all. But who employed that accountant? Who’s responsible for that accountant’s continual professional development and training?
Example 3: Professional Responsibility vs Accountability
In my Regiment we have frequent Military Transport (MT) checks to ensure our vehicles are in good working order. Last year, with a large check due, my Officer Commanding (my boss) told me to check my platoon’s vehicles. I was responsible for about 15 vehicles and was no where near qualified to conduct mechanical or electrical checks. However I was also command of a platoon of 30 men many of whom were qualified to conduct these checks.
I assigned the responsibility of these checks to my Section Commanders (my sub-team leaders) and explained that once they’ve supervised the men completing their checks to let me know. A couple of days passed and my Section Commanders informed me that all the checks have been completed and the vehicles are in good order. I walked around the vehicle park with my Section Commanders whilst they showed me any problems and gave me what we call a ‘warm fuzzy feeling’.
I compiled the report and sent it up to my boss. That was the end of it…
…Or so I thought. A couple of weeks later the Quarter Master (person in charge of all the kit) did a check and found an issue with my checks. Before I knew it I was in my boss’s office explaining why I’d failed to appropriately carry out the checks.
Now, was it really my fault? After all, I wasn’t the person even qualified to carry out the checks. The answer is yes, of course it’s my fault. Whilst I may have delegated responsibility of the task to one of my subordinates it’s impossible for me to delegate the responsibility for the outcomes of the task, in other words I was still accountable.
I had to take full responsibility to my boss and explain i’d fix the situation. I did not explain it wasn’t my fault and shift the blame to my subordinates. That would be the worst thing I could have done. Not only would my boss lose respect for me so would my team.
Deal with Accountability Don’t Just Accept it.
In all of these instances just because you might be ultimately responsible or accountable for the task doesn’t mean that your team members haven’t done anything wrong! Whilst you need to deal with the consequences of your team letting you down you also need to get to the bottom of what went wrong. This may allow you to highlight an issue within the team that can then be dealt with.
What To Do Next
The need to delegate responsibility to your team is inescapable if you wish to be successful. Therefore you must come to terms with the fact that the only answer is to invest in your team. Allow them time to train, try new things and develop personally and professionally.
Sometimes by making it very clear to what extent responsibility has been delegated to those within your team there is less chance of that responsibility being dismissed. In the Army when running projects we use something called the RACI Matrix.
The RACI Matrix
The RACI Matrix is basically a responsibility assignment matrix. It allows you to clearly show who is responsible, accountable, consulted and informed throughout the progress of a project.
The example RACI Matrix below shows an example of how it can be used.
R – Responsible
Who is/will be doing the task?
Who is assigned to work on this task?
A – Accountable
Who’s going to be the one in trouble if this goes wrong?
Who has the authority to take decision?
C – Consulted
Anyone who can tell me more about this task.
Any stakeholders already identified?
I – Informed
Anyone whose work depends on this task.
Who has to be kept updated about the task’s progress?
Have Your Say
I’m curious to know if you can think of an example when you as the team leader shouldn’t be accountable for your team’s actions? Let me know in Your Thoughts or comment below and as always i’ll reply and may even elaborate on your thought in a future post.
One of the ‘golden threads’ tying all of our leadership training in the Army together is understanding the differences between leadership and management. Of course, much of what we do in camp or in the office is management so how do we lead whilst managing?
Management isn’t a dirty word – Manager is!
Any CEO or team leader needs to manage, it’s part of the job. But how can you make sure you’re managing as a leader and not a manager? The first step is to understand some of the differences between a traditional ‘status-quo’ manager and a visionary leader.
1. Ethos vs Rules List
A manager will ensure that his staff work in the way he/she wants by laying out a set of rules. People understand rules so at a very basic level this will work. However a rules list lays out the things you’re not allowed to do. Immediately there’s a negative feeling surrounded around what the staff are required to not do!
A leader will focus on the positive things people can do! By creating an ethos or a team set of values the company can ‘live by’ you’re encouraging a great working environment. This will still achieve the required effect of having a list of things one can gauge whether an employee is working appropriately. Instead of saying “You did something the rules list says not to” you can say “You didn’t act in a way in line with our team values”. The Productivity Show by Asian Efficiency has a great podcast on How to Discover Your Own Core Values i’d recommend listening to!
2. People vs Process
A manager will focus on processes to achieve tasks or affect change. If you’re requiring your team to follow a process you might as well employ robots. This isn’t entirely true. Clearly processes are required for efficient working but be aware that it kerbs creativity and initiative. This could result in a team that struggles to find a solution to a new problem due to a heavy dependance on process.
A leader, when faced with a task or problem, will focus on the people they have. They will look at their team’s strengths, weaknesses and find opportunity for creative solutions.
3. Encouraging Risk vs Minimising Risk
A manager is afraid of risk. Risk is when their is an uncertainty to the result of an action that could either lead to success or failure. When a manager notices a risk they will try and minimise it to reduce the chance of failure. What this also does however is reduce the chance of success.
A leader will embrace risk and even encourage team members to take it. Taking calculated risks can lead to new successful strategies and shows the trust a leader places in their team. Read 5 Reasons You Need to Make Mistakes to be Successful to learn more about the importance of taking risks. Which successful company do you know that hasn’t taken risks along the way?!
4. Soft Targets Vs Hard Targets
A manager is focused on numbers, “how many have we sold?”, “what is this quarter’s growth?”. A manager’s obsession with figures naturally leads to targets based on hard data such as gross-profit or growth. How inspiring really are these targets to your team? I’d suggest not especially! There is no doubt that these clinical targets are important but the point is that they don’t inspire or motivate.
A leader might try to focus on some softer targets. Whether that’s a focus on employee welfare, implementation of company values or making the office a better working environment. It’s much harder to assess the success of these targets sat behind a desk with a spreadsheet. How about a bit of team input then? Get the team together before and after and see how people ‘feel’ progress has been on the soft targets. Improving some of the soft examples above will lead to greater profits or quarterly growth anyway!
5. Job Satisfaction vs Financial Incentive
A manager will try to superficially incentivise their employees. Believe it or not this does work – shock! However study after study shows that financial motivation is a short term fix. As a manager do you really want money to be the only reason people work hard for you?
A leader will nurture an environment where team members work because of the job satisfaction they’ll get. They’ll get satisfaction from doing a job well, for having a positive impact on the team and for developing themselves professionally. In order to create such an environment a leader must focus on softer parameters. In some instances a leader may have to sacrifice getting a job done as quickly as possible by letting a newer team member gain experience. This can also be achieved by giving the team responsibility for not just the outcome of the target but how to achieve it too!
6. Delegation vs Micro Management
A manager who’s telling you how to do your job or constantly peering over your shoulder is someone we all find it difficult to work for. Managers are professionally competent, clearly, however they find it hard to let people do it their own way.
A Leader will give people an outcome they require, set the parameters, freedoms and constraints and let the team get on with the job. When a team is left to their own devices you’ll be amazed at the ingenious solutions they’ll come up with. You’ll also have a team that has ‘bought in’ to the project. Read 5 Reasons You Need to Delegate Your Way to Success to find out more on the importance of delegating.
7. Breaking Walls vs Building Walls
A manager will put up barriers that will generally hinder the team’s ability to be creative. Whether it’s providing the funding, time, resources or simply approval for a new idea. Anything that deviates from the existing procedures set out by the manager will likely be terminated. This could be for many reasons including reluctance to take risk and their ‘process over people’ attitude.
A leader will do their best to facilitate the needs of their team. Not only is a leader likely to help resource a new idea the leader will likely coach the team through the development of their plan. This is great for the team but also means that the leader is nurturing creativity which has the potential to lead to huge organisational success!
8. Morals vs Money
A manager isn’t necessarily amoral but their morals certainly isn’t what drive their business decisions. A manager is focused on bringing in the money, beating the competition and making the most efficient organisation possible. That could mean employees are fired only because they’re not making as much money as their colleagues. On paper that employee wasn’t ‘cost-effective’ but what the manager won’t have on their database is the strengths that employee brought to the team. They could have been a fantastic people person or was the main source of creativity in meetings.
A leader is much more likely to make decisions based on their morals and the teams values. This comes down to a saying used a lot in the Army:
A leader will do the right thing on a difficult day
This could mean that the leader turns down a lucrative business deal because that business doesn’t exhibit the values of an organisation you want to be associated with. Doing this can command a lot of respect from your team further increasing their allegiance to the team under your leadership.
9. 360 Feedback vs Top-Down Feedback
A manager will be very happy to give feedback to their employees. Whilst ‘constructive’ feedback is important a manager is unlikely to allow many opportunities for feedback about themselves from the team. This may be due to a superiority complex but either way a manager is kidding themselves if they think they’re the best they can be.
A leader will create avenues to enable what we call in the Army 360 degree feedback. This basically gives everyone in an organisation the opportunity to give feedback to one another including the ‘boss’. Whether you decide to do this in a forum or via anonymous means (of which there are pros and cons to both) this allows for personal development of every member of the team. Importantly it gives the leader a chance to professionally develop. Not only this but it allows the leader to recognise any ‘soft issues’ within the team and presents an opportunity for them to be talked through by everyone. For more information on 360 degree feedback read What is 360 Degree Feedback? by Custom Insight.
10. Long Term Goals vs Short Term Fix
A manager will deal with an issue as quickly and cheaply as possible before moving on. Whilst throwing some money at or having a meeting about a problem might deal with the symptoms, they might not deal with the source of the problem.
At work a colleague of mine was having a problem with 2 men fighting in ‘the block’. My colleague moved these 2 men (that I won’t name) from next door to one another to opposite ends of the block. That was the end of the fighting but 2 weeks later my colleague noticed a project he had tasked his men with wasn’t finished on time. After a bit of investigation it turned out that the 2 men wouldn’t talk to each other whilst ‘on the job’. Clearly my colleague had dealt with the symptom of the issue but the problem still remained!
A leader will look for the source of the problem and try and reach a solution with the rest of the team. In the situation mentioned above my colleague finally got the 2 men together to have a discussion. When the source of the issue was discovered a solution to which both the men agreed would help was reached. To this day the working and even social relation of the men has improved drastically so much so that they’ve requested to be moved back to next one another!
11. Coach vs Direct
A manager will take the easiest ‘most efficient route’. They believe that when addressing an employee an order like direction is sufficient. For some employees this will be enough to get the job done but there is no opportunity for that individual to learn and grow from your own experiences.
A leader will take the time to coach and mentor their team members. As a leader not only will you likely have a huge amount of professional knowledge but you’ll have the ability to pass it to others effectively. A leader should make a conscious effort to develop their team with soft targets for each member to aim for. This should always be agreed in a discussion with the member and with structure. In the Army we use a model known as the GROW model which allows a great opportunity for contribution from the person the target is for. Read here for more on the GROW model.
GROW model of performance coaching
12. Relationships vs Clients
A manager will consider many of their clients to be just that, clients. This is possible when there is a mutual benefit to the business and client but is only based on convenience and need. This can lead to termination of contracts or business once the client no longer requires your service or can find it somewhere else cheaper.
A leader will build relationships with their clients. You might be surprised to know that conversations I have with many of my soldiers start off with a chat about ‘the holiday the soldier has just had’ or ‘their new dog’. Whilst this isn’t always appropriate it shows a relationship built on more than just services. It encourages trust and respect which are the pillars to any long lasting relationship.
13. Care For Welfare vs “Leave it at Home”
A manager will ask you to leave all of your social baggage at home. As far as the manager is concerned bringing your issues to the work place will distract you from your work. Well in this instance the manager is correct, bringing your baggage to work will distract you. Where the manager fails to lead is by suggesting you should just leave it at the door. This is a ridiculous suggestion, if you’re able to flick the switch like that you’re in the minority.
A leader will understand you might have this baggage and invite you to deal with it. You might not feel comfortable expressing your issues to your boss but a good leader will at least give you the opportunity to. Furthermore the environment of the office, through your team’s and leader’s values will if not make you feel comfortable sharing, at the very least make it easier to forget what might be going on at home.
One of the greatest differences I experience as a leader in a military environment is that whilst i’m a leader in a task orientated sense, many of my team will also come to me as a marriage councillor, financial advisor and agony aunt. Whilst many of these tasks will require what we call ‘sign-posting’ to an expert, I have to be available to understand and care!
14. Personal Relationships vs Working Relationships
A manager will understand the requirement for their employees to get on and work together. What a manager won’t do however is have any relationship with his/her employees out of the work place. If this is the stance of the manager rest-assure this will be the stance your employees will take.
A leader will understand that one of the best ways to nurture a great working relationship is for people to understand one another on a personal level. Whether that’s understanding each others interests, hobbies and things the team members might have in common. This is easily achieved by team building sessions or simply a work meal out or other social event. It’s worth mentioning now that this can’t be forced on a team because ultimately it’s not in their job description. But if that ethos is encompassed in your team values then you’re much more likely to attract the right people.
15. Encourages Ambition vs Fears For Their Job
A manager will encourage ambition to the extent that it benefits their business. As soon as that ambition gets the better of the manager’s insecurities you may find yourself either fired or put in a dead-end job.
A leader understands the value in creating a team of the best possible individuals they can. Whether this is through development from within the business or employing great people. Either way a leader will understand the benefit of having great people. If someone starts to show leadership potential, a leader won’t fear a mutiny. A leader will nurture the talent and most likely put that person in a position of leadership responsibility. Yes, there is always a chance that you might be usurped but with the right team and the right values, the risk is manageable. After all, only by taking risk can we succeed!
Have Your Say
I will admit i’ve been quite black and white about the differences between a manager and a leader. I’m curious to know if you feel there are any good examples of times when a purely managerial style is most appropriate? Let me know in Your Thoughts or comment below and as always i’ll reply and may even elaborate on your thought in a future post.
In the Army as a young commander I have 30 men and women to achieve any task that might be required. In the future I will likely have a team of up to 200 men and women to achieve much more complex tasks. The point is, to be a successful leader and to complete the task to the best of my ability, I need to delegate.
This post will explain 5 reasons that you need to let someone else do the job. My old Commanding Officer once said to me:
In order to lead you must delegate, delegate until it’s uncomfortable and then delegate some more
1. Delegate, It’s your job!
People don’t mind doing their job. In my experience, when ‘the guys’ are sat around not doing anything and I have a job for them they’ll always complain. But, and it’s a big but, you must realise people are going to complain about anything. If you don’t give people work to do they’ll very quickly become bored, unmotivated and uninspired. There’s a lot of studies that suggest when you work hard your brain stimulation can lead to a healthier body and social life.
But ultimately as a CEO you simply can’t put in the work hours your staff can. As a young commander i’d need to be working 30 hour days to match my platoons potential even if everyone only worked 1 hour a day!
2. Delegate, you’re not the subject matter expert!
It’s impossible to know everything your employees know. This doesn’t make you a less professionally competent person, it makes you normal. Do you think that Richard Branson knows how to drive one of his trains? I certainly don’t know how to operate half the vehicles my team can.
Your value as a leader isn’t knowing how to do everything, it’s knowing who can do what and getting them to do it! This boils down to something we call the SWOT analysis.If you can identify who is good at what in your team you can efficiently achieve the goals required whilst giving your employees purpose.
Don’t be shy about it either. If there’s something you can’t do, or someone can do better, tell them! Not only are you building their confidence but you’re showing humility. Reason 4 on 5 Reasons you Need to Make Mistakes to be Successful explains the importance of being humble.
3. Delegate, encourage team member ‘buy in’
As a CEO it’s your job to make a project work as well as possible. Clearly your motivations for a project succeeding are obvious but what are your team members’ motivations? They are, after all, the people who will be carrying out the task. Study after study will tell us that if you have a vested interest in something you’re going to put tonnes more effort into seeing it succeed. This is where you aim to get your team members to ‘buy in’ to an idea, task or project.
Buy in is a term we use in the military referring to the process of getting your team members to run with a project like it’s their own. There are several ways you should do this. The easy one is a reward of some kind. Clearly if the employee knows that doing a good job will lead to financial reward they have a vested interest in the project’s success. This however is an unreliable win. It instills a selfish ethos in your team and can lead to spoilt team members.
A much better way of achieving buy in is to let your team plan the project. Clearly as the CEO you will set the parameters, the constraints, freedoms and target outcomes but if you let your team develop the plan themselves then they’re far more likely to want to see it succeed. This is a win-win situation. You have motivated employees but you also have the benefit of their creativity. In the long term this will lead to a much more reliable team with a great work ethic.
4. Delegate, let your employees personally develop
Unless you let your team take on tasks you think you could probably do quicker yourself, you’ll never have staff that can do it for you. That’s because people learn by doing and making mistakes. You have to let teams make their own mistakes! Read here for more on why it’s important to make mistakes. If you let your team do the trickier jobs you could do better, before too long you’ll have a whole team that’s better at doing certain jobs than you are – now that is how a team becomes successful!
5. Delegate, focus your time elsewhere
There’s a reason you’re the CEO, manager or team leader. It’s because you have a set of managerial and leadership skills that your team might not. By allowing your team to complete tasks within their remit, you allow yourself time to complete tasks that only you can do. Whether that’s planning grand strategy, having key engagements with clients or preparing a whole new business plan; these are the things that will drive your business or team into success – You just need to make sure you have time to do it!
Have your say
If you feel that these are strategies that you (or your boss) has successfully or unsuccessfully adopted and have real life anecdotes I’d love to hear from you. Let me know in the comments below or on Your Thoughts – as always i’ll reply and may even elaborate on your story in a further article.
Leadership is all about setting examples, developing yourself and those around you. Dealing with the insecurities we have is one of the most important steps when leading people around us. Once you have learnt to accept that people make mistakes and that making one doesn’t undermine your competency then you can really start to succeed as an individual and within a team.
One thing is certain in business. You and everyone around you will make mistakes.
This article will outline 5 reasons you need to make mistakes to be successful!
1. Creating an innovative and honest environment
When you make a mistake don’t try and cover it up, don’t even just deal with it, announce it! When those around you can see that messing up isn’t going to cost them their pride, or worse their job, people will start to be honest with their mistakes. Honest team members not only leads to better what we call in the Army damage limitation but people won’t be as afraid to push themselves.
Previously when i’ve allowed people to take risks without the fear of reprisal i’ve been astounded with the results my team have produced. For a business to succeed it needs a team of thinkers, not robots!
2. Everyone else can learn from your mistakes
Lets say a mistake costs you a deadline, a client or a load of money. Try and see that mistake as an opportunity to get everyone together, explain the mistake and work out a way to prevent it happening again. This could save your business a lot of money and associates a positive outcome from an otherwise negative action.
After every mission in the British Army we have something called an After Action Review (AAR). These present opportunities for the whole team to learn what worked well and what didn’t. The findings should always be recorded and slowly your business will develop a set of procedures referred to in the Army as doctrine.
If mistakes are made, learn from it and move on.
3. Failure fuels your ambition
Who was the last millionaire you’ve heard of that hasn’t had hiccups along the way? You’ll be hard pushed to find a successful person who hasn’t suffered knock backs and that’s for a very good reason. We all know what failure feels like, it sucks, so nothing is a better motivation than that disappointment. When you’ve been close to the precipice of failure you know what it looks like and suddenly realise how much you’re going to try to avoid it.
4. A leader needs to be a people person
For people to respect you and subsequently want to be lead by you, you need to be human. To an employee the CEO can be some godly figure not subject to the ordinary laws of life. Don’t start to believe it! When (not if) you make a mistake and you admit it, you humble yourself. Being humble allows those around you to perceive your human nature. Subsequently you’ve just allowed your team members to aspire to be in a position such as yours. Employee success is the key to business success. I’ll soon be releasing a post explaining why you shouldn’t fear ambitious employees, they’re not coming for your job!
5. No one got rich without taking risks
Whether you’re thinking about expanding the business, adopting a new strategy or pursuing a niche in the market you’re taking a risk. But in every case there is the potential for great rewards.
It’s important to distinguish between a risk and a gamble. A risk is a calculated decision informed by sound predictions, a gamble can be made without any information. In the Army we judge risk by the probability of something happening vs the consequence of it happening.
Ultimately however without taking risks you’ll just continue to tread water until you become irrelevant. Once you have come to terms with the fact you might make a mistake if you take a risk, and be comfortable with failure, you can start to take more risks.
Have your say
When was the last time you saw a boss or colleague make a mistake and it be dealt with in a way that you thought was either detrimental or positive to the team cohesion? Let us know in the comments below or on Your Thoughts – as always i’ll try and reply and may even elaborate on your story in a further article.