Posts

I recently posted a number of content pieces that explained ‘The Principles Of War’, a set of broad and overarching guidelines that acted as a filtering system for the operational and strategic efforts we conducted within the Military. In response to these posts many asked me to collate the information in a central source so that they might apply more reasonably to their businesses and teams.

There is no point in providing a set of principles, guidelines or considerations unless we build a context behind them that establishes relevance.  This is my shot at doing that for the Principles of War in a corporate context.

The Principles of War are a set of guiding principles that act as considerations for military planning and strategy.  It has become apparent that there is some utility in using them in the corporate environment.  In this article, we look at the analysis and interpretation of the principles with that concept in mind.

Simply put, the principles exist to help frame ‘how’ to think and not ‘what’ to think.  This means that we are free to explore whatever is needed to solve the problem.  However, we must be careful to balance our priorities and resources to enable the best possible outcome.

These are the principles in order but not in importance.  Each plan or initiative will see a different prioritisation of each of these principles in order to achieve a different effects or outcome.

  1. The selection and maintenance of the aim
  2. Concentration of force
  3. Cooperation
  4. Economy of effort
  5. Security
  6. Offensive action
  7. Surprise
  8. Flexibility
  9. Sustainment
  10. Maintenance of morale

The situation will see each principle being utilised differently and should be weighted depending on the circumstances, what needs to be achieved and the priorities set out by the planner.  As an example, when developing a concept for client focused service (aim) we may need to bring in another organisation to cover an identified need (cooperation) which we could only build ourselves at a much higher cost (economy of effort).  This joint venture may necessitate an exchange of restricted information (security) to ensure the team is established, trust is built, and we can be demonstrating our ability to adjust to our client’s needs (flexibility/aim).

For this scenario, the client focused service has primacy.  It may look something like this.

Note – ‘the doctrine’ comments are excerpts from Land Warfare Doctrine 1 – The Fundamentals of Land Power 2014 – The Principles of War

THE SELECTION AND MAINTENANCE OF THE AIM

The doctrine – Once the aim has been decided, all effort must continually be directed towards its attainment so long as this is possible, and every plan or action must be tested by its bearing on the aim.

“ Times and conditions change so rapidly that we must keep our aim constantly focused on the future ” – Walt Disney

In broad terms, it means to keep the object/ end in mind at every level of the operation. The creation of the aim (end state/ outcome) takes time, energy, and some serious thought. This is true for military and corporate action.

When selecting and maintaining the aim:

  1. Ensure it aligns with your values
  2. Communicate it simply and effectively to those involved
  3. Reinforce the aim at all levels
  4. Resist the urge to ad hoc stray from the aim
  5. Maintain open lines of communication with key stakeholders
  6. Test any changes against its impact on the overall aim
  7. Bring subject matter experts in for objectivity

Know where you are heading before you start. It allows you and your team to align to a common outcome and make decisions as well as maintain momentum in your absence. From CEO to a jobseeker, selecting and maintaining your aim provides the purpose to make sound decisions.

CONCENTRATION OF FORCE

The doctrine – Concentration of force is the ability to apply decisive military force at the right place, at the right time and in such a way as to achieve a decisive result.

“ The talent of the strategist is to identify the decisive point and to concentrate everything on it, removing forces from secondary fronts and ignoring lesser objectives. ” – Carl von Clausewitz

To be successful we need to be able to concentrate our capabilities, at the appropriate time and place, to achieve success. This means knowing what we have, what it can do and where it is going to have the most impact.  Then doing it.  This principle is about be deliberate and even more so, decisive.

In a corporate context this would mean:

  1. Having the funding to support a new project or capitalise on an opportunity
  2. Aligning staff, capital and messaging at a key point to achieve and outcome
  3. Defining areas that are irrelevant for expenditure
  4. Having a surge capability to reinforce success
  5. Knowing the strategy and communicating key locations and times for action
  6. Making decisions within the time to be effective
  7. Building alignment, momentum and energy to decisive points in the plan

We cannot spend everything on anything.  Prioritise those actions that will have the highest impact and align to the strategy.  Then build up the required resources, staff and capital to seize an opportunity.  This is a deliberate and defined process.

COOPERATION

The doctrine – Cooperation within joint combined arms interagency teams, allies and coalition partners is vital for success. Only in this way can the resources and energies of each be harnessed so as to achieve success.

” It is the long history of humankind (and animal kind, too) that those who learned to collaborate and improvise most effectively have prevailed. ” – Charles Darwin

Vital to success is the ability to bring together multiple agencies to achieve an overall effect.  What this means in a practical sense is to build teams that cover each other’s gaps.  We cannot know or be great at everything, so we join forces with others to create something better than our own individual capability.

What cooperation looks like:

  1. Admitting that you are not strong in an area
  2. Aligning with a team that is
  3. Leaving your ego at the door and being prepared to be led depending on the priority
  4. Acknowledging a greater purpose
  5. Sharing information freely and in a timely fashion
  6. Synchronising the efforts in space, time, and priority to create the best impact
  7. Putting the team needs first
  8. Protecting each other and representing them in areas where they don’t represent themselves

Combining efforts takes a great deal of trust, authenticity, and respect.  It may be for a short period or an enduring strategic partnership.  The vulnerabilities of your joined team must be protected at all costs.

ECONOMY OF EFFORT

The doctrine – Economy of effort is the prudent allocation and application of resources to achieve the desired results.

“ The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency. ” – Bill Gates

Economy of effort.  This principle deals with ‘playing smart’ and making the full use of available resources. It is in this space that we create a balance in priorities and what we can realistically achieve and sustain.  Appropriate allocation must be nested with the strategy as they are finite.  Priority allocation must go to the main effort that and supporting efforts will be created to enable it.

In a corporate setting this might look like:

  1. Priority resourcing to finding new opportunities
  2. Supporting effort in retaining and consolidated current projects
  3. Reserve resources segregated for identified contingencies

A changing environment requires adaptability and if the main effort/ supporting efforts evolve then the priority of resourcing will change.  At all times maintaining your economy of effort must be nested with the other principles like sustainment.  Appropriate allocation of effort can mean the difference between success and failure.

SECURITY

The doctrine – Security is concerned with measures taken by a command to protect itself from espionage, sabotage, subversion, observation, or surprise. It is of basic concern during any campaign or operation. Security is required to operate effectively with minimal interference from the enemy.

“ Protection and security are only valuable if they do not cramp life excessively. ” – Carl Jung

To be able to continue to operate and/ or obtain opportunities we must first ensure that our own capabilities are as secure as required by the strategy.  Now in times of need, sacrificing security for speed may be that strategy but it must be a planned, deliberate, and precise decision.  Offensive strategies can also be a method of security as we stay mobile, maintain momentum and aren’t targetable.

In a corporate context, this could mean:

  1. Securing your information, strategies and plans from your competitors
  2. Ensuring you have consolidated resources to mitigate uncertainties
  3. Future proof your employee relevance by developing them
  4. Maintain quick and deliberate decision-making cycles to stay ahead of the competition
  5. Securing financial viability by maintaining cashflow
  6. Diversifying to create redundancy to secure operational viability
  7. Mitigating priority risks to reduce critical events

Security of our businesses in physical, financial, strategic, operational and resource-based decisions is important to enable us to operate effectively with minimal disturbance.  This principle allows us to analyse risk and mitigate it before crisis occurs.

OFFENSIVE ACTION

The doctrine – Military forces take offensive action to gain and retain the initiative. This has often taken the form of building momentum and fueling it to snowball the opposition. In most circumstances, such action is essential to the achievement of victory.

“ A little deed done very well is better than a mighty plan kept on paper, undone. Wishes don’t change the world; it’s actions that do this business! ” – Israelmore Ayivor

We need an offensive action (read, a bias for action in this case) to either regain or maintain initiative, or in a corporate context; maintain your competitive advantage, be first to market, launch on a project or create and seize opportunities.  This action must be deliberate and decisive and must be driven towards achieving the established aim.

To effectively implement offensive actions, we should:

  1. Empower people who have a bias for action (as long the strategy supports it)
  2. Consolidate and make use of adequate resources
  3. Ensure the action is sustainable to the end
  4. Be linked to other key stakeholders to support
  5. Use an element of surprise
  6. Make effective use of available resources
  7. Be deliberate and decisive
  8. Be oriented towards the overarching aim or strategy
  9. Be balanced with security of our own capabilities

In a military context this may necessitate combat however, it can also be the use of information actions and achieving influence as well.  Overall, it is important to understand the importance of having a bias for action as it creates momentum, speed in decision making and advantage over your competitors.  This bias will ultimately allow you to create opportunities not just be reactive to them.

SURPRISE

The doctrine – Surprise can produce results out of all proportion to the effort expended and is closely related to security.

“ In conflict, straightforward actions generally lead to engagement, surprising actions generally lead to victory ” – Sun Tzu

In a military term this might require deception or simply being able to disperse and concentrate rapidly, concealing your activity, appearing weak when you are strong etc.  The idea is to be where you are unexpected or where you are expected at a time when you are not, in forces that weren’t planned for.  In a corporate context, this may mean the release of a new strategy, software, market entry, product release in a time and manner that is not expected so that your competitors can’t mimic or get the inside track.

To achieve successful surprise:

  1. Be where you are not expected to be
  2. Appear vulnerable when you are in fact strong
  3. Appear strong when you are weak
  4. Approach markets from different methods
  5. Create strong allies who enable you to scale and disperse rapidly
  6. Know your environment in detail
  7. Understand the importance of timing
  8. Have a strategy and a plan
  9. Show the minimum amount of activity in an area people are expecting so that they don’t know what your actual aim is. It is called a feint.
  10. Be adaptable and ready to respond to your changing environment

This list is ultimately endless but, in a nutshell, utilising surprise not only keeps you and your team excited about new plans, it also enables you to capitalise on opportunities before others know you are even looking at them.

FLEXIBILITY

The doctrine – Flexibility is the capacity to adapt plans to take account of unforeseen circumstances to ensure success in the face of friction, unexpected resistance, or setbacks, or to capitalise on unexpected opportunities.

“ It is not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change. ”  – Charles Darwin

This is your ability to adapt to an ever-changing environment (your AQ).  I would also include your resilience to setbacks, ability to deal with friction, chaos and complexity and to make decisions in uncertainty.  The aim of flexibility is to maintain dynamic decision making across multiple lines of operation and still be synchronised.

To build flexibility:

  1. Identify and communicate the overall aim
  2. Understand your environment
  3. Build a redundancy or reserve of resources
  4. Empower decision making at the lowest level
  5. Simplify communication
  6. Provide realistic and relevant boundaries
  7. Create an environment of innovation
  8. Absorb risk, friction and anxiety for your team

Giving your team and organisation the confidence and capability to accept risk and seize opportunities is a deliberate process.  As leaders we have a responsibility to create the environment and set the conditions for success.  Build and train your teams to be able to understand intent and feel confident to take risks knowing that you have their backs.  Ultimately, gaps and opportunities will be found by them.  If they feel confident and capable, you will be able to pivot early and often.

SUSTAINMENT

The doctrine – Sustainment refers to the support arrangements necessary to implement strategies and operational plans.

“ You won’t find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics ”  – General Dwight. D. Eisenhower

The new executive with the grand ideas will often forget about the sustainability of a project or strategy.  Logistics and sustainability don’t just happen and can underpin an entire campaign.

Deliberate planning of time and resources for both offensive and defensive strategies should be a priority if you want an enduring impact.  The sustainability or logistical elements of are also those things that are easily targetable by a competitor who can bring more support to the game.

To be sustainable we must:

  1. Accurately plan the requirements of our missions
  2. Have a redundancy
  3. Identify the needs and requirements of our teams
  4. Be prepared to do more with less (should not be the ‘go to’ move)
  5. Be creative and use initiative
  6. Allocate resources to those areas with the greatest impact
  7. Prioritise resources (especially time and energy)
  8. Have a strategy and a plan

Sustainability of our initiatives is the life blood of enduring impact.  In change management, fatigue and obstruction are the result.  In projects, loss of capability occurs or a failure to meet scope.

Be clinical and decisive in your application of resources.

MAINTENANCE OF MORALE

The doctrine – Morale is an essential element of combat power. High morale engenders courage, energy, cohesion, endurance, steadfastness, determination and a bold, offensive spirit.

“ An army’s effectiveness depends on its size, training, experience, and morale, and morale is worth more than any of the other factors combined. ” – Napoleon Bonaparte

For those that know and understand the power of good morale, it is understood that this can be the power that turns the tide and make the unachievable…achievable.

Teams with high morale based on being highly trained, determined people with a shared value set, cohesion and trust will outperform even the best ‘qualified’ teams (on paper) with low morale. This is the secret force multiplier that changes the game.

Morale is built on:

  1. Trust
  2. Shared experience
  3. Open communication
  4. Success (short/long term) and performance
  5. Influential leadership (at all levels)
  6. A shared purpose and identity
  7. Commitment and conviction to succeed
  8. A genuine and authentic care for each other and the team
  9. Culture and a feeling of belonging
  10. A willingness to put the team above yourself

If you have worked in a team with high morale, you will understand the power and addictive nature of it. You feel indestructible and associate the impossible as the possible. However, it takes work and commitment to being a part of something bigger than yourself.

SUMMARY

The principles of war have been developed over the years as a set of factors and considerations for successful planning and implementation of strategy.

Depending on the environment, the adversary, experience, available time and any other amount of identifiable conditions will determine what weight is applied to each principle. We cannot achieve every principle perfectly every time. Sometimes we may have to sacrifice one to achieve another as a priority of circumstance. That means that careful consideration and analysis must be applied to each strategy and plan. The consideration itself will lead to a better plan than had it not been done at all.

Ultimately, having a set of principles that can help aid in planning and decision making helps you to create better outcomes.  The principles of war are one such set.

I normally write articles that address leadership, group dynamics, projects, resilience and communication. This article is unapologetically different. It is written for those people that feel as if they are losing their way and are inundated with life.

I am writing this because in recent time I have seen an incredible influx of people seeking help and assistance, in the form of individual coaching. This normally manifests with someone reaching out behind the scenes and asking for a chat or exploring the idea of private/customised executive-style coaching. It seems like there is a large number of people that need help and guidance.

In most cases, action on their behalf has been triggered by a LinkedIn post, podcast, or article. In these instances, the content piece has drawn to the surface a need for action. These people have culminated in their frustrations and are now at a point of doing something to fix it.

To quote Austin Powers, they have lost their ‘mojo.’

This often takes the form of:

  • A lack of personal goals and direction
  • An inability to maintain the relationships that matter
  • Frustration in determining what one’s priorities consist of
  • A subtle but consistent straying from one’s values
  • Resilience refocusing
  • Seeking a third party and objective source of truth in which to cross-reference their ideas

What rings true for all of these areas is that the individual has exhausted the depths of their self-rationalisation and analysis and now need a source of objectivity in order to provide the necessary circuit breaker in order to get out of their own head and start dealing in reality. In almost all instances the person has been operating with a suite of assumptions and beliefs that are not serving them (or the people around them) well. Simply put, whatever the person has been doing up until now has not worked – something has to give.

In the spirit of full transparency and supporting as many people as possible here are some recommendations that might serve someone who needs to hear it right now:

LIFE IS NOT ALL ABOUT YOU

Gandhi once said,

“The best way to find yourself is to lose yourself in the service of others.”

I hate to be one to say it, but life is not all about you.

Unfortunately, we live in a society that:

  • Frowns upon criticism (of any kind)
  • Encourages a victim mentality
  • Discourages objectivity or the thirst for the actual truth (not the watered-down politically correct version)
  • Promotes a scarcity mentality
  • Reinforces the ‘blame game’ approach instead of accountability and responsibility

The net worth equates to droves of people who are disaffected. They are without direction because all their energy is invested solely into themselves as if in a closed-off economy. In the Army, we had a term to explain things that lacked relevance or purpose… ‘a self-licking ice cream.’ It serves nothing but itself.

If you want to start finding purpose, find someone or something else to serve and commit to it!

If you want to distract yourself from your own annoying internal ramblings, invest that precious time towards solving someone else’s problem. Who knows, they might return the favour one day. In that case, they may even bring with them a level of objectivity that might pressure test or enhance your efforts?

LIFE IS FULL OF CHOICES

Everything you do has an element of choice in it.

“Life is the sum of all your choices.”
Albert Camus

Each situation will have different choices that will result in different outcomes. In some cases, our choices might include a physical action (i.e. take a new job or not, stay in a team or not, go left or right).

In other cases, we might not have control over the action, but we always retain the right to reframe how we perceive it.

Viktor Frankl was an incredible man. An Austrian neurologist and Psychiatrist who lived through the tortures of Nazi Concentration camps. He explained,

“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”
“When we are no longer able to change a situation, we are challenged to change ourselves.”
Viktor Frankl

Viktor Frankl had the perfect opportunity to be a victim and chose a distinctly different path.

The moment we feel we are without choices is the moment we become truly powerless.

Remember, you have with you always, the very tool you need in order to prevent this. Let’s be honest, this can be a truly scary proposition. It means that you are where you are because of your previous choices and moving forward is even more terrifying because it comes with unwavering responsibility. There is no-one else to blame.

As Jonathan Clark often says, “at some point the blame game stops and the accountability starts.”

BE WILLING TO GIVE SOMETHING UP TO GET WHAT YOU WANT

If you want significant changes to occur in your life you need to be willing to invest in a new outcome. You have to be willing to invest:

  • Time
  • Money
  • Energy
  • Vulnerability

This investment also takes commitment and dedication. If you don’t prioritise developing yourself, don’t expect other people to do it either.

“The price of excellence is discipline. The cost of mediocrity is disappointment.”
William Arthur Ward

Do not be lazy when it comes time to do the hard work.

You might have to prioritise your efforts, which might include turning some things off.

You might have to:

  • Do some physically or emotionally difficult things
  • Remove some toxic people from your lives or let them remove themselves
  • Learn some new skills
  • Invest your money into personally developing yourself
  • Let some unresourceful people down
  • Commit to late nights and early mornings
  • Be honest and vulnerable with others so that they might help you out of your rut.

But in any case, it is on you…

You are behind the driving wheel. Where will you take the vehicle?

What are you willing to give up in order to get what you want?

MOVING FORWARD

I have only touched the surface of the complexities associated with each of our lives.

The three areas I have mentioned need to be customised to every person’s circumstances, but I can say with confidence that this is a very good starting point to get someone moving in the right direction.

Other areas that often require significant attention include (but are not limited to): dropping resentment, prioritisation, learning how to build rapport with others, communicating with empathy, leadership skills and tools, and the list goes on.

If you feel like you are losing your ‘mojo’, or your stride seek help and close the gap with reality.

You have more power than you choose to think.

If you need a friendly starting point for your journey, send me a message and I will see what I can do to personally support you. Failing that, reach out to someone in my team. They are ‘good people, helping good people.’

Until then safe travels.

I recently saw an amazing post by Ian Mathews which prompted me to write this article.

No alt text provided for this image

Before becoming a Management Consultant, I was an Infantry Army Officer within the Australian Army.

My early years within the Army were founded in an education into military strategy and tactics. Many veterans would have experienced this for themselves. I can say with absolute confidence, that the lessons I learnt during this time have significantly shaped the way I perceive the world, most notably those interactions between organisations in highly competitive markets. This is not to say that organisations cannot co-exist, cooperate, or operate with an abundance mindset, but it is to recognise the fact that the actions of one organisation can directly impact the operational effectiveness of another. And, if we agree that the interactions between organisations, coupled with unique approaches to market ultimately decide our own team’s fate, then I feel it is something worth learning about.

During my first four years in the Army, a number of fundamental lessons were taught regarding the different types of warfare and strategic approaches. These lessons were further investigated throughout my career and were regularly cross-referenced against our operational efforts at the time.

History has shown that the differences in strategic approach inevitably decide the outcomes of almost every major military and international effort. My observations accrued from working inside the commercial and corporate world as a relative outsider have shown me that there is a reluctance to change strategy or consider different approaches often at the long-term detriment of the organisation. Furthermore, there is often a lack of willingness to learn new more simplistic methods of operation or approach. Conversely, those organisations that are willing to consider different perspectives and approaches often leave their competitors in their wake as they seemingly glide their way to success. The most damning situation of all is the vast number of organisations that aren’t operating with any strategy at all…

For the companies that are doing well, the reason they seem to glide so effortlessly towards their goals is because they are able to answer one fundamental question:

“How can we best use our precious resources in order to achieve the strategic outcomes we seek?”

With this said, I want to take the opportunity to introduce a number of different military methodologies and in turn demonstrate their utility in a corporate and commercial context.

ATTRITION WARFARE

“Attrition warfare is a military strategy consisting of belligerent attempts to win a war by wearing down the enemy to the point of collapse through continuous losses in personnel and material. The war will usually be won by the side with greater resources (Military-SF, 2007). The word attrition comes from the Latin root ‘atterere’, meaning to rub against, similar to the “grinding down” of the opponent’s forces in attrition warfare (Merriam Webster Dictionary).”

World War 1 and many sections of World War 2 were prime examples of attrition warfare. During these campaigns, an enemy would simply try and saturate an enemy force by bringing as much force to bear on them as possible until their systems and team’s collapse. Attrition warfare unequivocally favours the larger force and requires less imagination and agility in order to conduct. The resource cost is immense but if conducted in the right context (with the right force offset) can result in decisive victory, whereby an opposing force can be completely incapacitated in one location and in one event. There is a catch though, when a decisive victory is not achieved it results in prolonged wars that can extend for years with organisation’s ‘digging in’ and are incredibly difficult to dislodge.

No alt text provided for this image
No alt text provided for this image

In the commercial and corporate context attrition takes the form of monopolised businesses that are so massive and occupy so much of the market, there is no practical way for smaller organisations to try and compete with them by using direct or overt methods. Examples would include (but are not limited to):

  • Certain types of paid advertising
  • Sponsorship of events
  • Undertaking certain types of legal action
  • Poaching high-end staff by way of salary incentives

Attrition as a practical commercial strategy is almost solely limited to those incredibly large organisations with huge resources on hand. The very same organisations that advertise during the Super Bowl as an example.

MANOEUVRE WARFARE

Manoeuvre Warfare refers to a strategy aimed at unbalancing, unhinging, or outmanoeuvring an enemy. It was developed in response to emerging middle-sized conventional armies that were adamant in avoiding the huge losses associated with attrition warfare. It pays particular attention to identifying and defining the root purpose of a campaign and finding different ways to achieve the same aim. It is commonly referred to as targeting an enemy’s ‘Centre of Gravity’, which is loosely defined as that ‘thing’ that gives them the will or the ability to fight.

https://www.google.com/imgres?imgurl=https%3A%2F%2Fwww.globalsecurity.org%2Fmilitary%2Flibrary%2Fpolicy%2Farmy%2Ffm%2F3-90%2Ffig3-15.gif&imgrefurl=https%3A%2F%2Fwww.globalsecurity.org%2Fmilitary%2Flibrary%2Fpolicy%2Farmy%2Ffm%2F3-90%2Fch3.htm&tbnid=il1keRMAQEy8aM&vet=10CMYBEDMoxAFqFwoTCKjUjpqQlewCFQAAAAAdAAAAABAC..i&docid=9wuHS7ELD_rPsM&w=479&h=292&q=manoeuvre%20warfare&ved=0CMYBEDMoxAFqFwoTCKjUjpqQlewCFQAAAAAdAAAAABAC

History has seen different militaries use Manoeuvre Warfare in different ways. Some armies have made use of:

  •  Physical Dislocation. Geared at removing the key assets or logistics that enable them to operate.
  •  Temporal Dislocation. Being faster to move than the enemy, particularly in achieving important terrain, milestones, or assets ahead of time.
  •  Moral Dislocation. Attacking the enemy’s will to win, or fight. This often includes a significant effort to get into the minds of the key decision-makers and shape their decisions.

Each of these different methods may be run simultaneously, and all of them have emphasis placed on surprise and making faster decisions than their competitors.

In the commercial and corporate context, we see manoeuvre characteristics in those organisations that are adept in prioritisation and channelling their efforts towards those outcomes that will have a disproportionate impact in support of their strategy. These organisations know their strengths and weaknesses and magnify their results exponentially by focusing their precious resources towards 2 or 3 outcomes. Manoeuvre in this sense allows organisations to start capturing market share from bigger competitors, and the market share they capture will be more tailored towards where they can have the highest impact.

GUERRILLA WARFARE

“Guerrilla warfare is a form of irregular warfare in which small groups of combatants, such as paramilitary personnel, armed civilians, or irregulars, use military tactics including ambushes, sabotage, raids, petty warfare, hit-and-run tactics, and mobility, to fight a larger and less-mobile traditional military (Wiki).”

The concept of Guerrilla style tactics was heavily publicised in the works of Sun Tzu who suggested that a much smaller force could win against a much larger competitor if it made absolute use of all its available resources and was able to move faster before they could respond properly.

https://vietnamwarexposition.wordpress.com/2013/05/28/impact-of-guerrilla-warfare/

Guerrilla warfare is based on an idea that smaller teams can create significant issues for their enemies providing they stay under the ‘detection threshold’. They almost always have significantly sparse resources and they rely heavily on the use of supporters, partners, and sympathisers. Their support networks are often incredibly loyal and ideologically linked with their fighting purpose.

In the corporate or commercial context, it means that smaller more agile organisations can achieve huge proportionate impacts providing they are willing to remain agile, dynamic and are able to incentivise people behind their cause. It also means that smaller boutique agencies can provide highly tailored services to organisations who are not keen on paying premium prices.

In many ways, this has been one of the founding success features of The Eighth Mile Consulting as we endeavour to support areas of the market that are not detected by the larger players in the industry. This in turn with our support from partner organisations has meant that we can seize opportunities quickly, provide valuable services and maintain our loyal support network (providing we continue to give value regularly). With this as context our organisational values and ethos make sense:

  • Service – Client tailored service delivery
  • Initiative – Find a need, fill a need
  • Integrity – We do what we promise
  • Accountability – Actively seek responsibility

CONCLUSION

I have not even scratched the surface on the intricacies associated with each of these strategies or the myriad of other strategies available, but I am sure we can agree that there is a utility in their application within a corporate and commercial context.

Now it might seem counter-intuitive to suggest that these strategies do not always have to be adopted in an overtly aggressive manner against others. The more astute readers will recognise that in the corporate and commercial context that these strategies often speak more to how we operate our own teams and strategies and are less geared towards destroying your competitors. I firmly believe in the concept of an abundance mindset, but I also acknowledge that the actions of one organisation can have far-reaching implications on our own. So, this being said I would suggest that understanding of these strategies:

  • Helps us prioritise our efforts towards the effect we are seeking to achieve.
  • Reduces our scope of operations towards those things that will provide the most significant impact and effect.
  • Encourages us to recognise our strengths and weaknesses, and therefore assist us in finding our relevance.
  • Promote early adoption of detecting those routes that will provide the paths of least resistance.
  • Incentivise us to think outside the box instead of always reinventing the wheel.

‘The enemy’ in the corporate or commercial context might not be your competitors, but it might be your environment and its ever-changing conditions.

If we look at it from this angle, we open the door to huge opportunities to reinvent our brands, define our team’s purpose, and provide an enduring legacy.

For those interested in developing unique business strategies please feel free to reach out and discuss with me or my team. 

For other articles and daily posts please follow David Neal and  Jonathan Clark.

 

One of the most distinctive memories from my early days within the Army was one of my respected Sergeants suddenly and abruptly correcting one of my trainee peers.

My mate had mentioned the unmentionable…

We were discussing what we should do if we encounter an enemy that was larger or more dangerous than we had originally predicted, and someone mentioned the word ‘retreat’. The response from my sergeant was immediate, ‘Australians DO NOT retreat!’. He went on to explain that we might withdraw in the interest of finding a terrain that was more conducive and favourable for us, but we do not retreat.

This is a statement that has stuck with me since that time. It speaks of the importance of always moving forward and regaining the initiative. Of remaining focused and deliberate in everything we do. It accepts that at times we might have to take a step back, but this should only be done to regain our footing in which to be able to take more steps moving forward. Over the years this phrase has spread its utility into most aspects of my life such as:

The Importance of Strategy

But here is the catch, it is predisposed on an assumption that we know what direction we should be heading. What point is there moving forward if it is entirely the wrong direction?

This is why having a strategy is so incredibly important. A strategy is a framework which sanity tests our decisions in short time, in order to allow us to stay focused on heading in the right cardinal direction. I have seen so many people get this wrong at their detriment.

We need to ask ourselves does our strategy (personal or professional):

  • Detail what we are seeking to achieve (Mission)?
  • Explain what it looks like when we achieve it (Vision)?
  • Include a sequence of how we might actually transit there (Goals, pillars, objectives, measures of success)?
  • Contain an acknowledgement of what we are willing to invest (or give up) in order to achieve it (resource allocations)?

It is an area that is too often paid lip service, but it is this defining feature that separates good teams from the absolute best.

A strategy allows a team to make quicker decisions, allocate precious resources towards those efforts with the highest impact and effect, as well ignore those shiny distractions which enticingly seduce people off of the centre line of their success.

Stopping the rot

‘Moving forward’ all the time is extremely difficult. It requires consistency, dedication and focus. Traits that can be increasingly hard to come by these days.

Our world is full of ever-increasing distractions and information that act as ‘white noise’ to our concentration. This white noise can incrementally increase for some people to the point where it becomes debilitating to their decision-making abilities. Some teams can become so confused by the pressures associated with these distractions that they reactively overcompensate by creating more and more high priorities. Leaders become withdrawn as the idea of moving forward appears less and less tenable.

For these teams, a ‘circuit breaker’ is required. Something that can stop the spiralling confusion and provide some level of clarity. This often requires a combination of the following:

  1. Strong leaders & managers with clear roles and responsibilities. Kotter once described the distinction between Leadership and Management, explaining that leaders coordinate ‘change’ and managers coordinate ‘complexity’. I particularly like this description as it is a simple reference for teams to make in order to refocus and distribute their team’s efforts. It is a common observation that the teams that are drowning have not clearly identified the distinction in roles and responsibilities between key roles. Everyone is trying to do everything, and no one is doing it well.
  2. Objectivity. Sometimes people are so saturated in their problems that they cannot see the overall context. They are literally living minute by minute and the idea of popping their head about the parapet in order to refocus their direction is unimaginable. This is where objectivity is so key. A third set of eyes, from someone who is not so absorbed in the problem, can be invaluable in asking the right questions and assisting in resetting the focus.
  3. Horsepower. Some teams are under-resourced and under-supported – plain and simple. These teams have often been heading in the right direction but just do not have the horsepower or workforce to get their project over the line. They have been doing ‘more with less’ for so long that they have reached culmination, and they just need reinforcement. Jonathan Clark once said to me, ‘sometimes you don’t need more people standing around the hole telling you how to dig better, you just need them to jump in and help dig’.
  4. Prioritisation. It is common to see teams that have a massive list of ‘what to do’ they have forgotten to detail what they ‘do not need to do’. The list of what is not required is often more important than what need to do. It stops people being lured down the enticing trip falls we eluded to earlier…

Some of the readers might resonate with some of these observations. If you have, I would love to hear your comments, case studies, and ideas.

The Eighth Mile Consulting team has founded a reputation for helping teams navigate through this confusion. There is an amazing feeling of elation as a team steps over the line of success when things months prior looked dire and unachievable.

For those slugging their way through problems at this very time, remember:

  • We don’t retreat, we withdraw to more favourable conditions
  • We ensure the actions we are doing are working to an overarching strategy or design.
  • We don’t give up, but we do adapt our approach

 

 

Sometime back I posted this on LinkedIn, on the topic of leadership.

 

In response to this post many responded with a popular John Wooden quote;

“Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.”

I would like to pull this apart in a little detail because I feel for some it might add some significant value in their personal and professional growth.

Now I openly admit that John Wooden is a smarter guy than me, and he has raised an important point about the importance of once’s character as a significant precursor to developing a good reputation. In essence, Wooden is saying that by consistently adhering to strong personal values one can focus on the things that create a good reputation. To this end, you will get no objection from me, the maths adds up.

But there is something missing… Objectivity.

Defining Leadership

Forbes defines leadership in the following way:

“Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal. Notice key elements of this definition: Leadership stems from social influence, not authority or power. Leadership requires others, and that implies they don’t need to be “direct reports”.

I personally think that this is one of the most astute definitions of Leadership that I have read in a long time. It speaks of service to others, of influence, and a lack of reliance on formal structures and authorities.

Leadership effectiveness

So, if we agree that a Leader needs positive influence over others in order to be considered a leader then surely our reputation is an incredibly important indicator of how we are tracking. One could reasonably argue that our reputation is a social litmus test which gives us a reading on whether:

  1. Our communication is landing effectively with others
  2. People align with our values and intent
  3. Our teams want to work for, and with us
  4. We are adequately explaining the context behind our initiatives and proposed changes
  5. We are suitably prepared for progression into ever increasingly complex situations and problem-sets.

Objectivity

Now I will concede that people often develop reputations that are not aligned with their personal intent or values.

These people might have initially approached situations with a personal strategy that was misaligned with the organisation’s culture or strategy. On occasions, this has potentially resulted in people developing a poor reputation that is not accurate with their true character.

But looking at this objectively, I am sure we can all agree that their reputation, in this case, is still indicative of a problem, or breakdown, somewhere along the line. This problem might be due to:

  1. A breakdown in communication
  2. Joining an organisation that had a misalignment of values in the first place
  3. Making decisions that were not understood by others
  4. A lack of personal accountability

The specifics of our reputations might be factually incorrect, but the indication that something is wrong is 100% accurate. It is our job to find out what it is and fix it.

Influence

Personally, I believe I am fortunate to have worked alongside some of the most amazing and influential leaders in the world. Every one of these leaders held amazingly positive reputations – even when they had made decisions that others had professionally disagreed with, they were still respected.

People respected these leaders due to their consistency and authenticity, enough so, that others would give them benefit of the doubt and remain loyal and avid followers in pursuit of supporting a higher team purpose. These leaders were an incredibly valuable resource, particularly in environments characterised by uncertainty, confusion, and complexity. They were often dragged from one problem to the next, leaving a positive legacy wherever they went.

With this as context, this is what is meant by ‘your reputation is your real business card’.

It is also important to note that these leaders were very well represented in forums where they could not represent themselves. Simply put, they had people covering their backs and supporting their messaging, even when they were not being watched. This is the power of positive reputation and influence! People want to help your teams, even when you are not watching or listening to them.

Legacy

One of my personal life goals is to leave a positive legacy and be remembered for being a ‘good person’. I will measure this on the day of my death bed, with the people that surround and support me, and the stories of positive (or negative) legacy I leave behind.

My reputation is critical for me to measure my success as a leader in my family, my friends, and my teams. I cannot conveniently discount its importance or its messaging throughout the course of my life.

Closing

I personally believe that the best leaders are those that are committed in the pursuit of truth.

The truth about themselves, their performance, their teams, and their impacts.

As leaders, we cannot be so quick to discount the importance of one’s reputation. It is the universe’s way of telling you that something is right or wrong in the way you are delivering your messages and interacting with others. This is valuable information for those that are genuinely wishing to improve the way they lead others.

 

Over the years I have heard consultants get a pretty bad rap. When I worked on the other side of the fence, I heard consultants described on occasions as ‘vultures’, ‘sharks’, ‘idiots’, ‘morons’ and everything in between. Ironically, the organisations which I worked in at the time had felt the need to bring them in order to get momentum and horsepower in areas where they were significantly lacking. On other occasions consultants were brought in to provide objectivity and impartiality.

I have only been a consultant for a relatively short time, and I chose the profession as it seemed like a logical choice which would enable me to support different organisations in achieving their goals, as well as entwine myself in varying and complex problems.

When we launched The Eighth Mile Consulting, we created a mantra and ethos of ‘good people, helping good people’ and made sure it translated in our service towards ‘positive projects and people only’. At the time we felt the need to do this in order to demonstrate some level of separation from what some people see as a ‘dirty’ word.

Since our launch we have kept true to our mantra and have supported only positive projects taking the form of social support projects, scholarship programs, Veteran services projects, leadership & professional development projects, medical projects, and more. It has been a roller coaster to say the least but here are some of the observations from a ‘bloody consultant’.

I hope that in providing some objective observations it might allow people to learn from some of the consistent friction areas experienced by many organisations

Be very wary of a ‘Yes’ culture

Just because your staff are telling you everything is alright; it doesn’t mean it’s true. In fact, no organisation I have ever worked in is without its faults. It is impossible to have a perfectly oiled system and operation. If you cannot find areas for improvement, then you aren’t looking hard enough, or your staff aren’t raising it to your attention.

If your staff are always telling you what you want to hear, and not what you need to hear then there might be some significant issues with trust or rapport in the team. Either:

  • They don’t trust the information will be kept confidential and used for its intended purpose
  • They think you will react adversely against them or another member of the team
  • They believe its easier to just go along with whatever their manager or supervisor says than to raise issues.

There is a term I have picked up on my journey called ‘malicious compliance’ and it refers to a tendency for jaded staff to literally follow directions from their supervisors despite knowing that it will have significantly negative effects. When this occurs disastrous things happen, and what is worse is the leaders are left holding the ashes, not knowing how they could have stopped it. Rapport and respect are the weapons against evils like malicious compliance.

Many executives have called us in because they don’t feel they have a good understanding about an issue in the organisation. In this way consultants are gather in order to ground truth what is actually happening and provide truthful feedback for the executive or manager. This can be hard to deliver sometimes, as it takes a very courageous and well intentioned leader to open their doors to critique and objectivity. It also takes an equally courageous consultant to relay information that could be poorly received by their employer.

I have a lot of respect for those leaders and consultants willing to engage in open and honest conversation. It takes integrity, self awareness and professionalism to pull it off.

Plan to communicate

So many issues in the world are caused by miscommunication. In one of my previous articles I wrote that misinformation is worse than no information at all. At least with no information you can actively source data, but with misinformation it will corrupt your decision making and cause nightmares in your deliveries.

Many of the issues associated with the teams we work with are based around a distortion of information from the top to the bottom and back up again. There was a great scene in a Simpsons episode where Bart starts a rumor about another individual and by the time it gets to the end of a long line of people it has evolved into ‘purple monkey dishwasher’. Unfortunately this demonstration of information distortion is uncomfortably close to the truth for many organisations.

Here are some rules which I hope will serve some people in their attempt to tighten their communication:

  • More touch points or crossover points always equates to more errors. Ask yourself how many gates are required in order to get this information where it needs to go. Can we cut it down, or streamline it?
  • Translating information between systems and people dramatically increases the chances of errors.
  • Ensure your communication clearly answers an organisational question or need. Don’t create or collect content for the sake of it.
  • Too much information and no one will read it.
  • Less is more. Brevity is key in communication and stands out like a sore thumb in todays saturated environment.

Leadership will make or break teams

No brainer right? Wrong. I have been very fortunate to be mentored throughout my whole life by very capable and influential leaders. What I thought was intuitive and obvious is not. Leadership is learnt by seeing others and adapting it into a methodology that suits the individual and the circumstance.

People need to be trained and mentored if they are to become better at leading and managing teams. Worse yet, some people will have to be trained to drop bad or toxic habits. Unfortunately for people like myself, we cannot change someone else’s mind. All we can do is provide additional information and context that might lead them to another conclusion.

If your organisation genuinely wants leaders it needs to invest in them. This means (as a minimum):

  • Time
  • Resources
  • Executive and senior management buy-in
  • A strategy that they can understand and align to

One key mistake I see routinely is that people are promoted, or worse yet forced into leadership roles due to their tenure in an organisation. This is dangerous, particularly in technical or specialist streams. Someone might not want to be in a leadership role, or might not be suited to it. This opens a can of worms that can be very difficult to put a lid back on.

Luckily for me and my team, we love helping other organisations with leadership and management training. There is nothing more satisfying than supporting someone else to a point where they can support others.

Strategy reinforced by systems and processes allows you to scale

There is significant pressure placed on organisations who have scaled too quickly and are now forced into becoming reactionary and responsive to their operating environments. Their staff regularly feel like they are behind the eight ball (no pun intended). Over time this develops animosity against their teams and their profession. Scaling properly takes planning and preparation if it is to be done right. It also takes a concerted and deliberate effort in order to decentralise certain roles and responsibilities to other staff or capabilities. One person cannot do it all effectively.

Scaling a business should be leveraged off a unified strategy which can act as a compass during the confusion. When things get crazy and the operating environment becomes more complex, our staff need an agreed direction to head, as well as sanity check their decisions.

Companies that ignore the importance of a well communicated strategy do so at their own peril. Consultants are often well positioned to assist companies in developing a strategy as they are able to cross reference against market trends and other companies.

Resilience is not a buzzword 

Resilience is a serious issue in today’s society. With ever increasing psychological issues influencing our workspaces, it is becoming more relevant than ever to have teams that are robust, focused and unified. Without going in to my personal beliefs as to why this is occurring, I think we can all agree that a resilient team is often a key determiner in improving our chances of success.

Companies that invest in formal resilience training perform better overall, as they see benefits in their staff retention, leadership and their ability to respond to change. Companies that don’t take this seriously experience highly transient workforces, poor reputation, and numerous incomplete projects.

Change takes courage and commitment

The world is going to change whether you like it or not. The difference is whether you are leading it, or being led by it. Companies considering large-scale changes (structural, technological, product delivery, etc) need to seriously assess the implications on their staff, clients, profile and operational delivery. Being quick moving and agile is great providing you have a framework and team built to support such actions. Move too quickly and you will leave a wake of destruction in your path.

Good change management relies on strategic alignment, development of a ‘need’ (combined with an agreed sense of urgency), clear methods of communication, and responsible/accountable people who play a strong stakeholder game. Too light in some of these areas and the implications can be terrible.

Don’t wait until it’s too late

Many organisations wait until the damage is done in order to bring in consultants to support their work. This can be a tough gig for consultants as they are asked to achieve seemingly impossible results and are then chastised when it is not delivered. I believe this reflects poorly on the consultant in many instances, as they have not fully expectation managed their client and have then subsequently under-delivered. But in any case, we can probably agree that if issues are addressed early than we have an infinitely better chance of fixing it before it becomes a true detriment.

The key capability a consultant brings is objectivity, providing they are courageous enough to tell you what you need to hear, not what you want to hear – refer to my first point about ‘yes’ cultures. Having someone approach the problem without the same biases and internal politics can be the difference between bad, good and expert.

Conclusion

I love being a consultant! I love being held accountable for my work, and my team’s work. Our consultants at The Eighth Mile Consulting are focused, professional and experienced and it makes my job of managing the brand a breeze.

There is no more satisfying feeling that supporting a positive project or initiative and seeing it through to delivery. Our measure of success is when we get called in to the next positive project, based on the success of the previous one.

I hope these observations serve others well. Remember, it is just one man’s opinions…

If you are ever think you might need an objective and friendly hand on something. Give us a call. We are always here to help.

Safe travels.

Dave

When I joined the Australian Army as an Officer Cadet in 2006, my goals were to:

  • Lead soldiers into battle,
  • Positively influence their lives, and
  • Make a positive difference in the world.

Throughout my time in the military my understanding of successful leadership techniques has dramatically evolved from a rigid, authoritative and top-down approach to a more inclusive, group-influenced and adaptive approach. But more importantly my approach to problem solving and decision making is what has potentially evolved the most, and that is what I would like to discuss in this paper.

I once read a book by a late Chinese militarist and philosopher named Sun Tzu, his most famous work being ‘The Art of War’, written to provide context to war and conflict. Originally written to consolidate some of the constants that define war, a large number of its themes can be applied to modern environments, organisations and situations. I found that one particular selection of his quotes stood apart from the rest:

“Military tactics are like unto water; for water in its natural course runs away from high places and hastens downwards. Water shapes its course according to the nature of the ground over which it flows; the soldier works out his victory in relation to the foe whom he is facing. Therefore, just as water retains no constant shape, so in warfare there are no constant conditions.”

Sun Tzu

This collection of references has colloquially been referred to, or summarised, as Sun Tzu’s ‘flow like water’ and is often loosely referred to in conversations everywhere. What is of particular relevance from this quote is its application to problem solving.

Throughout my life, I have observed leaders, managers and decision makers preach and assess others against throw away terms such as: flexibility, adaptability, initiative and effectiveness, however I personally do not believe that many individuals fully reach their potential in these areas, not through a lack of trying, but through a lack of awareness.

BYPASS OBSTRUCTIONISM

To apply Sun Tzu’s concept of ‘flow like water’ to problem solving we must first apply its relevance to our modern context by drawing a number of constants. Suppose, that an obstacle, hurdle or obstruction (or worse yet an obstructionist!) is likened to a rock within a flowing stream. Suppose further, that water (under Sun Tzu’s concept) is ever moving, constantly changing and reshaping, and is heading in one direction.

Every one of us has encountered a number of obstructionists throughout our own experiences. Characterised as that one irritable individual who has an inability to think laterally, who begins group conversations with ‘that can’t be done’, and lives happily in a world self-defined by boundaries and corporate governance. In the past I have likened such individuals to the’ Vogon Constructor Fleet’ from Douglas Adam’s ‘Hitchhikers Guide to the Galaxy;’ an officious group of aliens responsible for maintaining the bureaucratic processes of the universe, with no regard for innovation. Please note, when I refer to obstructionists, I do not refer to bureaucratic styled professions, in fact, adaptive thinkers within such job categories have the ability to transform whole organisations by streamlining processes and cutting red tape. I refer primarily to individuals who have turned to the dark side. A team of obstructionists can often lead to toxic relationships, and without fail will hamper an organisation or team’s competitive edge, particularly when delivering projects.

Leaders must be able to identify obstructionists, acknowledge their concerns, and then bypass them in order to ensure that momentum is maintained on overall task/project success. Many a leader has become unstuck by becoming bogged down in obstructionist detail, whilst losing oversight of the original task and purpose. In the Army a term known as ‘marking and bypassing’ is used to explain a procedure by which a team identifies an issue on the battlefield which is outside their scope and capability. This team will then promptly mark it and pass the responsibility to other more specialist teams in depth as opposed to dwelling on the problem. This term can also be applied to explain the process of identifying an obstacle in the workplace, marking its existence and then bypassing it in order to complete the task in time, on budget, and within specifications.

DEVELOP A POSITIVE CULTURE WHICH REJECTS OBSTRUCTIONISM

It is one thing to be able to apply Sun Tzu’s, ‘flow like water’ to your own practices, but how does one influence a team to apply the same forward-leaning, positive approach to problem solving?

Employ the right type of people

If organisations intend to recruit individuals long-term then employ those people that are right for ‘a task’, not necessarily ‘the task’. This meaning, that organisations need to ensure the longevity of their investment (their people), and ensure that when Project A is finalised, the same person might be able to easily transition onto Project B which might have an entirely different scope, stakeholder contribution and design. This is the true meaning of ‘flexibility’ when referring to planning. In practical terms, this might mean that organisations make an assessment on an individual’s potential as opposed to their qualifications. This might also mean that individuals are assessed on whether they are likely to fit the culture of the organisation based on personality, approach to problem solving, and their work ethic. If you have obstructionists in your team, find a way to negate their effects, re-train them, re-assign them (to a better suited role), or worse case remove them completely.

Publicly encourage adaptive and ‘out of the box’ thinking

Leaders must always encourage adaptive thinking by individuals who demonstrate initiative. Ideas and concepts from staff are simply that, nothing more, nothing less – it’s not personal! Furthermore, leaders must be able to identify those contributions that are obstructionist versus those that are complimentary or constructive to the planning process. Positive contributions must be acknowledged publicly to the entire team, and similarly, obstructionism must be identified and as such bypassed or negated. Just remember, you do not need to use everyone’s contributions, but you do need to acknowledge its existence and intent.

Leaders must take risks and accept responsibility

Leaders must apply the principle of ‘risk versus return’. A team which consistently adapts, evolves and adjusts to changing conditions needs to take risks in order to maintain pace with competitors. This ultimately results in higher risk for mistakes. Good leaders must accept the full responsibility for their team’s mistakes, and in return they will receive greater followership and continued involvement from their team. Remember, never blame your team! Also, a successful leader does not blame other areas or departments in order to shift blame and make a common enemy. The most successful leaders I have seen have demonstrated humility and have gone to extensive efforts to provide context as to why other teams within their organisation have made their decisions. Word travels quickly, and this positive gesture may be returned to your team at a later date.

Train your team to be able to plan in the absence of information

Successful and adaptive teams are those that get ahead of the game. They demonstrate the ability to plan in the absence of all the information. They make experience based assumptions that allow them to get to further stages of planning. These assumptions are then either confirmed or denied concurrently, or in subsequent stages of planning. In any case, the team maintains its momentum in the correct general direction. Obstructionists by their nature, feel extremely uncomfortable planning without all the information, and can be seen using it as a means to hamper/halt the planning process – do not let this happen!

In summary, do not be a Vogon! If people provide you with constructive ideas, first think how that information may practicably be utilised to better your cause, or your organisation. If you identify obstructionists, mark and bypass them, to find another way to win, and do not get caught in their detail. Remember, there is always a way to reach an end-state, it might just take a zig-zag path around multiple obstacles to reach it.

Flow like water – Avoiding obstructionism

We have taken many of these lessons and incorporated them into The Eighth Mile Consulting.