Leadership

Personal Perspective

Lessons Identified

at the

Military Operational

Planning Level

14 Feb 2012 CDO ENGLAND

Qualities of Leadership – Innate or Acquired

Leadership is such a powerful yet intangible property

that there have been an abundance of attempts to

define and quantify it.

We all recognise good and bad leaders, but

encapsulating its essence has proved elusive

14 Feb 2012 CDO ENGLAND

Military Leadership Quotes

14 Feb 2012 CDO ENGLAND

‘Leadership is the capacity and the

will to rally men and women to a

common purpose and the character

which will inspire confidence...but

must be based on a moral authority –

the truth’

Field Marshal Montgomery

Leadership is about the ability

to inspire, develop and reinforce

in ourselves and others the desire and ability to …..

‘Do the right thing on a difficult day,

when no one is watching’

ARTD – Training Manual

‘I would define it [leadership] as the

projection of personality. It is that

combination of persuasion, compulsion

and example that makes other people do

what you want them to do’

Field Marshal Slim

CHARACTER

• Values

• Empathy

• Ethos

• Discipline

PRESENCE

• Professional Bearing

• Confidence

• Resilience

INTELLECT

• Mental Agility

• Sound Judgment

• Innovation

• Interpersonal tact

• Expertise

LEADS

• Builds Trust

• Extends Influence

• Leads by example

• Communicates

DEVELOPS

• Prepares self

• Develops Others

• Fosters espirit de corps

• Stewards the Team

ACHIEVES

• Gets Results

COMPETENCIES

ATTRIBUTES

DO

BE KNOW

A Leadership Model for Healthcare?

14 Feb 2012 CDO ENGLAND

Principles of Good Leadership

in any environment

• Know your personnel and look out for their welfare - its not just HR!

• Set the example

• Know yourself and seek self-improvement

• Seek responsibility and take responsibility for your actions

• Keep your personnel informed

• Ensure the “mission and tasks” are understood, supervised and accomplished

• Make sound and timely decisions - own the decision

• Develop a sense of ownership and responsibility in your subordinates

• Understand your role as leader, let the managers manage….

14 Feb 2012 CDO ENGLAND

Leadership is the art of achieving more than the science of

management says is possible’

Gen Colin Powell

65th United States Secretary of State

Organising Staff and processes

Control and problem solving

Predictability and Order

Planning and Budgeting

Know The Difference Between Leadership and Management

14 Feb 2012 CDO ENGLAND

What are we setting

out to do?

How do we deliver

results?

How do we make it

happen?

What are the

outcomes?

Leadership is about coping

with change.

Management is about dealing

with complexity?

Establishing Vision &

Direction

Aligning People

Energy & Momentum

Change & Improvement

Theory into Reality

• Vision

It is a leader’s responsibility to provide a vision of shared goals so that:

• Individuals and the team are inspired,

• All have a shared sense of direction and

• All pull together to achieve results

In creating a common understanding allow staff to ‘get inside your mind’

Caution

‘exercise pessimism with intellect but optimism with will’.

14 Feb 2012 CDO ENGLAND

What are we setting

out to do?

Planning Tools

• Strategic Estimate

– Handrail - Universally understood – format, approach and process

– Clarifies Intent Upwards and Downwards - Auditable

– Determines:

What is to be Achieved

Specified tasks

Directed tasks

Implied tasks

Who is Supporting

Who is Supported

• Question Four Moment

– Contingency Planning - So What’s changed?

14 Feb 2012 CDO ENGLAND

Timeframe

Critical Capabilities

Critical Vulnerabilities

Constraints/Restraints

Measures of Success

Measures of Effectiveness

Vision into Action

Co-operative Planning

Plan with subordinates

Seek their opinions

Listen to them

Involve them in the decision-making process

Use Red Teams

Innovation

Encourage Free-Thinking & Open-Dialogue

People respond to being challenged; it motivates and stimulates.

Encouraging and recognising innovation at all levels can generate an organisation

where people strive to break the mould.

Planning Time

1/3 2/3 Rule

14 Feb 2012 CDO ENGLAND

Vision into Action

14 Feb 2012 CDO ENGLAND

Lines of Development

Training

Research & Evidence

Equipment & Infrastructure

Personnel

IM / IX

Documents Process & Policy

Communication

Commercial

Organisation

Influence

Logistics

Sustainability

OUTCOME

How do we make it

happen?

Leadership Skills

Observe, Understand , Decide, Analyse

•Rapidly grasping situations

•‘think the unthinkable’ - to establish the possible opportunities

•‘mastering the law of unintended consequences’.

•Be able to cast a critical eye over your own thought processes to betray bias or

wishful thinking

14 Feb 2012 CDO ENGLAND

Risk Appetite

‘A risk is a chance you take; if it fails you can recover.

A gamble is a chance taken; if it fails, recovery is impossible.’

Field Marshal Rommel

14 Feb 2012 CDO ENGLAND

Best pieces of advice Each leader’s style is their own - none should deny their own character - they will

soon be identified as a fraud and so lack credibility.

The situation and personalities involved will shape a leader’s style, as will the manner in

which control is exercised.

•Knowing this when assuming a new leadership:

– Determine what is expected of your unit

– Determine what is expected of you

– Determine the strengths and weaknesses of your subordinates

– Determine what other key people whose willing support is necessary to

accomplish your job

Big man, cold shadow

Consider the effect of your presence and involvement in a task.

Will it help or hinder?

Micro – Managing

Toxic Leadership

14 Feb 2012 CDO ENGLAND

Leadership of any organisation requires:

Intelligence, Trustworthiness, Humaneness,

Courage and Discipline

Sun Tzu 496BC

14 Feb 2012 CDO ENGLAND