What business can learn from the military
I’ve spent the last three days running a course called ‘Leadership Matters’ at the Strategy and Security Institute at the University of Exeter for officers in the British armed forces. People take this course because they want to learn more about how the ‘civilian world’ regards leadership and gain some different perspectives on leadership. Their view is that the world of business, in particular, has much to teach the army, navy and air force.
That may be so, but after three days working with these men and women, I am convinced that business leaders also have a great deal to learn from the armed forces approach to leadership. Here are some of the thoughts that came to mind; see what you make of them.
First, the British armed forces have a very strong system of values, and good officers live those values to the full. A lot of companies claim to have a strong system of values, but don’t really do so. In the armed forces those values are real. The people on the ‘Leadership Matters’ programme knew how important those values were, for reminding their services of their real purpose and ensuring everyone concentrated on getting the job done.
Second, the armed forces are very good at change. A big company might have one or two change programmes going on at once; the army and navy might have as many as twenty. Also, units, and individual officers and men, move around constantly on deployments to all parts of the world. People are used to change and ready to deal with it; change is part of the culture.
Third, the armed forces are resilient and bounce back quickly when faced with adversity. That is part of the training that every officer receives.
Fourth, and related to this, leadership permeates down through the organisation to the lowest levels. In business, there is too often a tendency to separate managers and leaders, and to assign leaders lofty roles at the head of the organisation. In the forces, everyone leads, and there is little if any distinction between management and leadership.
Fifth, the armed forces are very good at focusing on the task in hand and getting it done, often with meagre resources. One officer with experience of civilian organisations described the difference like this: ‘In the military, people decide what to do, get the job done, and then have a cup of tea. In the civilian world, people decide what to do, have a cup of tea, and then get the job done.’
Sixth, officers in the armed forces have a duty of care to the men and women who serve under them, and take this duty very seriously. They help their soldiers and sailors and airmen, and look after them when they are in trouble. They don’t send them links to counselling services and leave them to get on with it. The forces look after their own. The result is greater loyalty and greater trust between everyone.
There of course differences between business and the military. But some lessons and ideas can be transported across the boundary between them. Both sides can learn from each other.
