Observation
‘Plus ça change, plus c'est la même chose’
In mid-May I headed south to the warmer climes of Sicily. Great food, wine, sun, culture and wonderful people - what’s not to like about the home of Inspector Montalbano?
I was there with two good friends and my cousin John, a battlefield tour guide. We were following the progress of Operation Husky, the Allied invasion of Sicily in the summer of 1943. As the son of a pacifist, albeit who talked fondly of his National Service, my feelings about the armed forces are complex. Yet after five days immersed in an historic campaign, I could not help but reflect on:
the capacity of human beings to be brave way beyond my comprehension
the sadness of so many lives cut brutally short but also the need to put that in the context of a ‘just war’
the levels of ingenuity and stupidity demonstrated, which often had a much wider impact on society, long after the final guns had ceased firing.
As leaders in a Post Pandemic world, I suspect we will also need to respond to what have been seismic shocks, including:
the societal and organisational challenges of remote working
the accelerated use of digital services
the changing cultural expectations, often with a significant generational divide
a rapidly developing and painful recession.
These shocks will not cease coming, in fact there seems to be compelling evidence that their frequency is increasing. We need to respond and adapt and though one battlefield tour certainly does not make me a military historian, I can’t help thinking that as leaders we can learn much from the lessons of the past.
PS since writing this shortly after my return; I have gone down with Covid, Boris has resigned and the recession (which I correctly predicted – albeit 5 years ago!) has become even more real – the world does not stay still!
Challenge
‘The first duty of a leader is optimism.
How does your subordinate feel after meeting with you?
Do they feel uplifted?
If not, you are not a leader.’
General Bernard Law Montgomery (‘Monty’)
Leader British 8th Army
Operation Husky – Sicily 1943
From the many insights so eloquently shared by John, these are my favourites:
Leadership Does Not Develop Overnight
At the beginning of the war the German fighting units were better led and more effective than the Allies, which is not surprising when you consider:
Since the Napoleonic Wars, Germany had conscription. Generations of Germans had experience of leadership and being led.
The German Army had a robust officer selection and training process which lasted 18 months. The British selection process was virtually non-existent (except for class) and the training lasted 6 weeks.
The German Army had a very clear leadership philosophy:
- Follow orders
- Act out the drills which you have practiced many times
- Take personal responsibility for the mission (so even if there are not officers present, complete the mission).
How seriously do you take the performance of your leaders, especially in terms of their selection, development, and behaviour?
Morale Matters
The British Army had a clear view that morale mattered and what they needed to do to maintain it ie:
Evacuate casualties – if you were wounded you knew your chances of survival were higher because of the considerable efforts to get you to a safe field hospital as soon as possible.
Deliver the post – significant investment, which could have been used on tanks, transport or fighting troops, was put into ensuring the British soldier received regular mail from their loved ones.
Have a sense of humour – no sane person could deny the awfulness of what was happening but by maintaining and encouraging a sense of humour, the soldiers could keep a sense of normality and humanity about their situation
In a world where most colleagues have just come through two very tough years (including isolation, loss of purpose, struggling with mental wellbeing etc) are you and your leaders clear on what you can do to maintain and develop morale?
Ways Of Working Are Not Always Obvious
In the Second World War, artillery came in to its own (‘machinery not men’). This included laying down rolling barrages of fire which gradually drove the enemy backwards.
One of the images that most struck me was of NCO’s driving the infantrymen forward immediately behind where the ‘friendly’ shells were falling. Unless they did this, when the barrage stopped the enemy would be able to regroup and defend their position. Only by being right behind the exploding shells, could the attacking soldiers gain advantage otherwise they themselves would be shot down.
This seems entirely unnatural to me. I would want to stay as far behind the exploding shells as possible and yet that would significantly increase my chances of being killed.
In a changed world, what new behaviours are you getting your leaders to act on?
Symbolism Works
The newly formed British airborne forces, including The Parachute Regiment, were led by General ‘Boy’ Browning. He wanted to create an ‘Esprit de Corp’ which helped the group have a clear identity. Famously his wife, the novelist Daphne Du Maurier, chose the red beret which has subsequently become one of the most iconic symbols of any fighting unit.
Having a red target on your head is not necessarily the most rational of things to do and yet it helped create a great sense of pride and identity.
What can your teams rally around which gives them a sense of identity and something to be proud of?
There Is A Limit
For many who had fought with distinction and courage early in the war, there came a point where they could not, or would not, continue to fight with such intensity and indeed, some mutinied.
John talks about this in terms of having ‘a reservoir of courage’ which over time is drained away until there is little, or none, left.
In the present day, perhaps courage is not quite the right word, but I suspect that in the last couple of years, many individuals and leaders have been worn down and their reservoir of energy and belief needs to be topped up before they can perform again as they once did.
What are you doing to understand how your leaders and teams are feeling and equally importantly, what are you doing to help them regain their vitality?
Practical Action
‘At Sequoia we believe that the one who wins is the one who is most prepared.
This is not a time to panic. It is a time to pause and reassess.’
Founder All Hands
Sequoia Capital
May 2022
After lessons generated 80 years ago, here are the very current insights from Sequoia Capital who presumably know a thing or two, having been early investors in Apple, Google, LinkedIn and Zoom, amongst many others.
They believe:
Recovery will be long but those that survive will:
Adapt – ‘it is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.’
Act quickly – ‘companies that act quickly will have the most runway and are most likely to avoid the death spiral.’
Make the choices now – accept the pain of discipline before you get the pain of regret.
Recognise and make the most of the opportunity – “you cannot overtake 15 cars when it is sunny, but you can when it is raining.” – Ayrton Senna
Hire quality now – it is just about to get easier (recruitment freezes).
As a leadership coach I become nervous when using too many military lessons and yet, at this very moment in time, I suspect there is much to be learnt from the bravery, strategic thought, and sheer common sense of the great military leaders.
“Once more unto the breach, dear friends, once more;
Or close the wall up with our English dead.
In peace there’s nothing so becomes a man
As modest stillness and humility:
But when the blast of war blows in our ears,
Then imitate the action of a tiger;
Stiffen the sinews, summon up the blood.”
King Henry
Henry V
William Shakespeare
My next blog will be in October. In the meantime, I hope you enjoy the summer and get a good break!
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