“New business research led by the University of the Sunshine Coast has investigated how military veterans transition to self-employment, recommending it as a career option for other veterans.
USC researcher Dr Saskia de Klerk said that with 5,500 Australian Defence Force veterans moving into civilian life each year, the results indicated that veterans as entrepreneurs could be an untapped resource for the Australian economy.
“About 10 percent of America’s small businesses are owned by former US military and, while we don’t yet have an Australian statistic, our local sample showed the potential for individual success and positive flow-on effects,” said the International Business academic who headed the USC team collaborating with UNSW Canberra.
The research reports on the findings from interviews with 20 former ADF personnel and support organisations. These former ADF personnel started their own businesses in professions, manufacturing, training, and education services.
“While few veterans considered this an obvious career path, those who did used a combination of skills learned in the military and skills acquired through further education and experience,” Dr de Klerk said.
“Some of the difficulties faced include a lack of information or emotional support, financial adjustments, settling into civilian routines and structures, communicating skillsets, isolation or stigma.
“However, they overcame these by combining their existing technical, teamwork, personal, and management skills with new learning in marketing, sales and accounting.
“The benefits of self-employment extended to mental health, such as having the autonomy and flexibility to manage their own wellbeing and achieve that sense of satisfaction.”
Caloundra-based David Neal, who co-founded The Eighth Mile Consulting three years ago with his former Australian Army captain mate Jonathan Clark, participated in the USC study.
They provide leadership and personal development programs, keynote speaking, short courses, and services in executive coaching, leadership training, strategy development, project and change management.
Canberra-raised Mr Neal, who left the Army in 2017 after 13 years including a long tour of Afghanistan, said he also wanted to empower fellow veterans in their chosen fields through networking and showcasing their skills to the wider community.
“It was a leap of faith after leaving the Army but I’m now standing in our new office at Caloundra, with its recording facilities for training and broadcasting live, and I live down the road with my wife and three kids, and I couldn’t be happier,” he said.
“We have international and national clients in the food sector, mining, aviation and dentistry, and the Sunshine Coast’s booming economy has plenty of opportunities too.”
He said strategic use of social media was key to expanding the business, which made LinkedIn’s Top 20 Voices and won its category of the 2021 Sunshine Coast Business Awards.
Mr Neal, who completed two degrees in the military including management, said discipline and determination were important traits when founding a business with few resources.
With a staff of four and a network of specialist contractors, many also military veterans, the consultancy supports other businesses in changing their operations while minimising risks.
“Now, we employ veterans because of their strengths. They think outside the box and have a team mentality. They’ve led huge groups doing dangerous, complex work but sometimes don’t know how to communicate the potential of this in a civilian context. We help.”
The research team comprised USC’s Dr de Klerk, Professor Karen Becker, Dr Margarietha de Villiers Scheepers and UNSW Canberra’s Dr Matthew McCormack, a former Royal Australian Navy logistician of 31 years.
In their report to industry, they offered tips for future veteran entrepreneurs:
Do something you’re passionate about;
Collaborate, get a mentor, link with veteran support organisations;
Be realistic in planning and flexibility;
Outsource or use existing experience;
Go part-time first to test your idea, keep learning.”
https://eighthmile.com.au/wp-content/uploads/2022/04/Eighth-Mile-7-News-Seven.png528956David Nealhttps://eighthmile.com.au/wp-content/uploads/2020/01/eight-mile-logo-colour.pngDavid Neal2022-04-27 12:49:162022-04-27 12:51:56Eighth Mile supporting Veteran Business Research
Summary: This article explains the importance of finding the right type of leader for the right kind of team or problem. In doing so it makes an analogical link between athlete suitability for certain sports, and leader suitability for certain teams and situations.
When I was younger, I used to be heavily involved in a number of sports, one of which was Karate. During this time, I found myself in the Australian team for Shotokan Karate and would later represent my country in the World Championships. Years would pass and I would find myself in the Australian Army serving in the Infantry (foot soldiers). This too would prove to be a very physically challenging profession. After having a discussion with my father, the topic of what it meant to be ‘fit’ was raised. My father, who has always been involved in competitive sport and leadership, very aptly pointed out that the term ‘fit’ was a relative term and is entirely specific on the task to be completed. This contradicted my limited definition of the term ‘fit’ which I held at the time.
It took me many years to fully conceptualise the full utility of what my father had taught me. Furthermore, the concept of being ‘fit for purpose’ has now extended its efficacy into many other areas in my life including:
Understanding of Intelligence
What Does It Mean To Be Fit?
If I were to ask someone what it means to be ‘fit’ they will immediately conjure up an image of what it means to them. The only assurance we have is that the more people you ask, the more definitions of what fitness means will be provided. For example:
Some people might interpret fitness as being lean, thin and muscular. But what if I challenged that paradigm with an example of a Sumo wrestler, who aims to be as heavy as humanly possible in order to resist their opponent forcing them from the ring? Please note, in Japan Sumo wrestlers are idolised as sporting gods.
Some people might consider flexibility a key facet of being fit and will go on to envisage pilates & yoga instructors, and gymnasts. But what if we challenged this by using the example of body builders who aim to grow as much lean muscle and mass as possible at the expense of much of their flexibility. Are they not fit for their purpose?
Some people might consider endurance to be a key characteristic of fitness, but then we could go on to use examples of powerlifters or 100m sprinters in order to challenge that theory.
The term fitness is only relative to the task and scenario at hand and is completely different in each circumstance. The same can be said for other topics like leadership and intelligence.
The term ‘fit’ or ‘fitness’ in this context translates to suitability, utility and functionality.
Being Fit For Purpose – Leadership & Intelligence
My team at The Eighth Mile Consulting often work with organisations in developing their leadership and project capabilities. In doing so, one thing has become reinforced time again. Different tasks, environments and strategies require different styles of leadership. Now some of you are probably reading this and thinking ‘no duh’ but I would challenge you to think back through your professional career and remember how many times you have seen it go wrong. It might have manifested with:
The wrong type of personality being forcibly placed within a team resulting in poor morale, miscommunication and high staff turnover.
The decision to have a generalist leader in a role that would have been better supported by a specialist of some type. Or vice versa.
A risk averse or ‘move away’ styled leader being placed in a position requiring large-scale change management and strategy realignment.
The list goes on…
Suitability is a crucial point that is often overlooked. Too often we are building teams and focusing almost exclusively on people’s past experience or their tertiary qualifications, when history has proven that some of the most influential leaders of our time would never have received a look in had they been forced to go through the same process. Furthermore, many organisations are hiring leaders without having a good understanding of what it is they want them to achieve. This is often because time has not yet been invested into developing a longer-term strategy that will assist in the delivery of subordinating projects or expectations. Even the best leaders will struggle to get wins without a unified strategy or overarching direction. It is a battle that is arguably lost before it has even started.
It is quite often that we hear someone has been placed in a position because they are ‘really smart’ or ‘intelligent’. This topic opens up an equally complicated can of worms in so far that there are many different types of intelligence (IQ, EQ, Social intelligence, etc), further exacerbated by the next questions, ‘what do you need achieved by the position’, and ‘how do you measure it?’ Most people would agree that people who are intelligent in one area are often lacking in other areas. Many studies have been conducted in order to determine the exact correlation between IQ and EQ with varying conclusions. What we can say confidently in the interim is that most people’s strengths often lie towards a bias of one over another.
The point is that people are often very effective when placed in the right type of role, and terribly ineffective if placed in the wrong one. The effects when we get it wrong are teams that are disjointed, confused, unfocused, and ultimately ineffective.
The implications are disastrous when we have:
A poor understanding of the organisational problem we are aiming to fix
No communicated expectations for an incoming leader or important position
No overarching strategy or direction for them to align to
A willingness to hire a like-for-like replacement of the previous leader, without considering if it is an opportunity to test a new leadership style or approach
Unfortunately, this investment in determining what we want them to do, and how we want them to do it, is often an afterthought. It is like trying to cram a square peg into a round hole. One could reasonably argue that the time and resources could be better invested by finding multiple round pegs (candidates) and comparing which one is best for our round hole (our problem/need). But it all rests on an assumption that we have invested the time to determine it is a round hole in the first place.
I would argue that it is morally difficult to get angry at a leader who has been placed in a position, but then be hamstrung by a lack of direction, expectations, and resources. This is not fair or reasonable on the leader, or their teams.
The Way Forward
Understand the problem and the need
What is it you are trying to solve? Why?
Is this a people, processes, product or profile problem? Or a mixture of all of these issues?
What are the expectations of the leader in terms of the organisation’s time, cost and quality outputs?
Understand the leadership effect you are after
What type of leader are you after? And, why?
Someone who jumps in the trenches and can get stuck in the detail?
Someone who can re-link back with strategy?
Someone who has a high level of technical, governance and risk experience?
Someone who will gel with other members of the team and focus on raising morale?
What is the priority personality trait we are seeking?
Do we want someone who is not afraid to challenge the way we have always done things? Or maybe not…
Professionally develop your staff
No one is perfect. Even the best leaders have gaps in their knowledge or approaches. It is the responsibility of an organisation to work with their leaders in order to professionally develop and mitigate against known and agreed upon deficiencies. This can look like:
Time designated for professional development or informal education
Allocation of a mentor or coach
A budget allocation designated for education gaps.
Note, that professional development should not always be geared towards what an individual wants to do, but towards what the team needs. I remember having completed many courses and qualifications that I would rather have not done because the team needed me to do so in order to cover an organisational capability gap.
Be careful to not recreate the same conditions and expect a different result
Albert Einstein once said, “The definition of insanity is doing the same thing over and over and expecting different results.”
If the reason you are hiring a leader is because the last one was unsuccessful in achieving the desired results, be careful before:
Hiring someone with the same characteristics, traits or style.
Hiring someone because they remind you of yourself.
Hiring someone and then providing them with the same limited resources and investment you provided the last leader.
Hiring someone because they are less likely to push back against the hierarchy. Sometimes you might need this in order to fix the root cause of the original issue, which might in fact be the senior leadership of the organisation.
Do not confuse technical problems with people problems
Many organisations make the mistake of confusing system or technical problems with people problems. What looks like a technological issue may in fact be a communication issue between sub-organisations or individuals. This in turn, has implications on the way we hire in response to the business need, resulting in the wrong type of leader being inducted into the wrong team and situation. Companies can spend millions of dollars trying to implement software solutions whilst avoiding the actual people-based problem.
In closing I would like to reference a term we regularly used in the military which I believe rings true to this topic, ‘time spent in reconnaissance is seldom wasted’. Meaning the time spent understanding what the problem is and what/who we need to address the issue is time well invested. Do not underestimate the significance of conducting timely and accurate analysis, and then translating it into a viable and deliverable plan for execution.
https://eighthmile.com.au/wp-content/uploads/2020/01/Athlete_Body_Types_-_Source_Bored_Panda-q8b2d.jpg365880David Nealhttps://eighthmile.com.au/wp-content/uploads/2020/01/eight-mile-logo-colour.pngDavid Neal2019-12-30 15:38:002020-04-11 18:34:29Are You Fit For Leadership?
Congratulations to the envision-D team for its amazing work and the release of its new website.
envision-D is shaping up to be an amazing solution for the Dental industry by pooling together subject matter experts from across the industry and bringing them into one highly relevant workshop. The workshops is designed to be a one stop shop for dental practice owners, and multi-practice owners ( dental franchises).
The workshop also brings top talent, with Michael Sernik (creator of Prime Speak) joining the team to deliver lessons learnt from his extensive experience.
This team is well equipped to help a number of people in making informed decisions regarding dental practice operations and procurement! Well done!
We publicly thank the amazing Red Eye Apps team! Amazing people, amazing venue, Incredible Solutions! Red Eye Apps is continuing to achieve amazing results for their clients. There is no doubt it is Red Eye Apps up and up from here! Buckled in to take the SaaS industry by storm.