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The best leaders and project managers I have seen are those that can differentiate between relevant and irrelevant information quickly, so time is not wasted unnecessarily. It is those individuals, whom through their line of questioning, determine from another person – ‘what is the thing you want?’.

Do not confuse what I am about to say as an excuse for poor stakeholder engagement, or buy-in. This article is geared towards organisations and teams which operate in high tempo environments, experience stressful positions and require streamlined communication in order to survive.

My previous role within the military was one characterised by high and low tempo periods. Due to the nature of high tempo periods, time becomes short to make accurate and well-reasoned decisions often concerning the allocation of resources, and judgements about personnel safety. But what struck me as odd was a phenomenon I can only describe as ‘rambling’. As people got stressed, they felt the need to justify their question prior to asking it. But why would you be saying more when there is significantly less time? – it doesn’t make sense. It only creates more stress. It took me a long time to realise what was happening, but after having reasonable time to deliberate on the phenomenon I think I have figured it out!

As people become stressed they internally perceive the stakes to be higher. In turn, people tend to transition into a self-protection mode (either physically or professionally) – this is seen particularly in the military where individuals are assessed routinely on their technical skills and their ability to operate complex/complicated systems under trying circumstances. As a result, people rearrange the way they ask their questions in such a way that they begin with the justification before asking the question. You might have experienced this before when someone opens with a massive preamble about a problem and all they really wanted was to ask for something simple like a signature for something you already knew about. This is the same issue on a graduating scale.

On one such occasion I was helping run operations in a large scale military exercise. A person (whom I have the highest respect for, particularly their technical ability and their integrity) was ten minutes into a ramble and unbeknownst to them – time from my perspective was very short! I had to ask directly:

“What is the thing that you want?”

They looked at me somewhat shocked as to the bluntness of the question, but I continued,

“If you had to describe in 50 words or less how I can help you best, what would you say? As I have to leave for a meeting.”

Their reply – priceless.

“Can I borrow your computer for a couple of minutes.”

My reply – and a quick pat on the back later.

“No worries”.

Our relationship since that time has never been better. There was no massive social blunder, no awkwardness, just professional courtesy. Since that time, it dawned on me – how many hours of other people’s busy lives I have needlessly wasted by asking questions in the wrong way.

In certain circles within Defence, a technique called Bottom Line Up Front (BLUF) is utilised. It directly addresses this problem – it formally requires the individual to rearrange their correspondence in such a way that the question is the first line read on the document, brief or presentation.

BLUF Example:

I seek approval to move item X to area Y?

Justification:

  1. The item needs to be serviced
  2. Replacement items are inbound
  3. The item will no longer work with system Z which will be introduced in June.
  4. Etc.

The result is the decision maker is queued towards the problem early, and can actively consider the justifications without getting lost in the data.

Please note, when I refer to direct questioning, I am not implying one has to be rude, or unapproachable – quite the opposite. I am suggesting that a strong team with well rehearsed lines of communication should be able to circumvent the need to talk unnecessarily in times of extremis, or high stress. Team members should be confident in asking questions directly, and leaders should be comfortable in their team members’ abilities. Those teams that can achieve this level of operational ability are routinely the same that outperform their competitors.

Now I am not suggesting that Nirvana can be reached in terms of perfect communication, but I would suggest that there are certain things we can do at our level to improve our communication when it counts the most:

  1. Think before you communicate – What is it you want? Be prepared to explain why if they ask. Rehearse your question and answer.
  2. Don’t be afraid to ask the direct question – ‘What is the thing you need from me?’ or ‘Please describe exactly what you see me doing to help you?’
  3. Train your personnel – Encourage people to be confident enough to ask direct questioning.
  4. As a leader, be approachable and explain your intent – If you have to ask someone to be direct with their question also explain that you are not being rude and you appreciate direct questioning as it helps you problem solve more efficiently.
  5. Reinforce the correct behavior.

In my own experience, I have seen this work very effectively. Not just within Defence but across a multitude of different agencies. By cutting out the white noise I think I have significantly improved the way in which I communicate. My team members have also adopted the same line of questioning, to a point where it has become habitual. Give it a try!

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

We’d love to hear your thoughts in the comments below.

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:

  • Leadership
  • Understanding of Intelligence
  • Management
  • Processes
  • People
  • Strategy
  • Projects

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:

What does it mean to be 'fit for leadership'?

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.

Flexibility vs. Muscle Mass

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?

Endurance vs. Sprinting

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.

What particular skill are you great at?

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:

  • Additional education
  • 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 - "The definition of insanity is doing the same thing over and over and expecting different results."

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.

If you are interested in this topic, I would encourage you to read an article I wrote previously titled ‘It’s All About The Humans: Effecting Change Management’.

Conclusion

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.

If you enjoyed this article, I would encourage you to see some of our other professional development articles on The Eighth Mile Consulting blog.

The Eighth Mile Consulting officially launched in January this year (2019) and our team has been on an exciting roller coaster ever since. Modeled on a belief of ‘Good People, Helping Good People’, we have stepped out into the world seeking to find positive people and support community serving projects.

The purpose of this report is to provide a mechanism to communicate all of the lessons we learnt along the journey so far. In doing so, we hope that it serves other teams and removes the need to learn the same mistakes the hard way. We also hope that it helps them to capitalise on opportunities which we have identified.

This follows a six-month report which we published in August this year, called “Our no BS review of The Eighth Mile Consulting – 6 Months in”. It also includes many lessons that might be of merit to others.

Snapshot

  • Our team has grown from 2 to 11 people.   
  • We have achieved our first-year brand recognition targets. 
  • We achieved our financial targets. 
  • We exceeded our organisational growth targets by 30%. 
  • We have set all the conditions for our next phase in 2020.

Now that we have that out of the way these are the lessons we learnt or have had reinforced throughout our short journey…

Lesson 1: Only supporting positive projects is financially viable

We have conclusively proven that supporting positive projects is a viable business methodology, but it requires consideration of a number of factors to remain sustainable.

Project funding models need to be discussed early in scoping stages and need to be leveraged off of a Return on Investment (ROI) for the customer. The customer needs to feel that they are supporting something which will provide a positive legacy for them, the community and their brand. But, it needs to be clear that the project is ‘for profit’ as we have staff to pay and administration costs to attend to.

Many positive industries are still in the early stages of development. This means that they have not yet fully embraced the idea of consulting being used in support of their existing organisational structures. This can make conversations difficult when trying to find middle ground that will ensure value for both organisations, whilst also delivering positive projects.

The best approach is to be clear, transparent and upfront about everyone’s expectations.

Lesson 2: Plan to scale and grow quickly

All the strategies in the world will not determine how it plays out on the ground. Always have a reserve or something in the back pocket in order to deal with unforeseen contingencies.

We spent significant time preparing a methodology for scaling our services, based on a number of growth assumptions. As it turns out, what we thought were ambitious growth targets were only half of what was required in reality (a good problem to have). A rapid increase in demand required that our strategy be accelerated in areas in order to accommodate the number of projects which were required in a short time.

We are now in a great place with good projects and initiatives in the pipeline, supported by a proportionately growing staff pool. For the meantime we have found the right balance, but admittedly there were some late nights trying to figure out how we can ensure services were provided to the standard we hold ourselves to.

Lesson 3: Leave your ego & pride at the door. Don’t go down with a sinking ship.

It is not always clear what initiatives will land and which ones will not. Linking back to our military careers there was a popular saying among leaders, “time spent in reconnaissance is seldom wasted”. The same rings true in business.

The time spent conceptualising new ideas, creating a plan for market, and then probing out to determine its value is essential in ensuring your relevance with other client organisations.

This being said, do not put all your eggs in one basket, and do not keep whipping a dead horse. Probing, by its very nature, is used to confirm, validate or deny facts and assumptions. If the data comes back that it isn’t worth the continued effort in a certain area. Stop, learn/adapt, reorientate, and then move again.

Lesson 4: The Sunshine Coast is very difficult to establish in.

One of our aims has been to base The Eighth Mile Consulting out of the Sunshine Coast in Queensland Australia. The reasons for this were based around a growing economy, an acceptance of small businesses, lifestyle, community, technology advancements and great infrastructure.

As it turns out the vast majority of our clients are based in Brisbane. It has been very difficult to break into the cliques associated with the Sunshine Coast despite many efforts to find relevance in the community. In many ways we have found it easier to provide services to other countries such as the USA.

Our company is very keen to support The Sunshine Coast in a more formal capacity but something is going to have to give. It might be a matter of time and pressure making diamonds, but it also might be a venture which is not viable long term. Time will tell.

Not known for stalling, we have a number of initiatives we will test. Depending on the viability of the outcomes we will make decisions whether to officially base our efforts out of Brisbane or Sunshine Coast.

Lesson 5: Build a high performing team, and clients will magnetise towards it.

We are fortunate in that we have access to a unique pool of extremely high performing leaders in which to create our staff base. We have made a deliberate choice to grow the team, prior to knowing all the problems. In doing so, we have actively sourced people which we trust, and we know can deliver incredible services to organisations that need it the most.

The beauty of having access to such people is that they are able to remain flexible and adapt their style, approach and methodology to suit the client and the target audience. The second advantage is that the more high performers we draw into the pool, the more appetising it is for other candidates who may have been fence sitting prior. In essence, it generates its own momentum and energy.

Lesson 6: We remain methodology agnostic

From our inception we have been, and remain, project methodology agnostic.

Due to our tertiary qualifications and history of project management we have developed a strong understanding of different project methodologies. We can use them if requested/required, but you will not see us heavily pushing a specific approach.

Instead, we are strong advocates on developing customised solutions for clients after listening intensively to their stories and determining their needs. We do not subscribe to a one solution fits all approach and we will continue to work under this design. It works for our clients, and it works for us.

Lesson 7: Keep having fun

Throughout this journey we have grown our team, fought through the challenges and have done so with a big smile on our faces. We revel in the complexity and the uncertainty and it has only served to cement many of our friendships in even stronger foundations.

We enjoy going to work and being around our team. We learn and professionally develop from each other and we are good at what we do. I can’t wait to bring in some more equally positive people to the company.

Lesson 8: Continue removing single points of failure

Until now there has been a misconception that The Eighth Mile Consulting team is the ‘Dave and Jono’ experience. This is a perception we need to rectify, as we feel it directly undermines the amazing work being provided by our ever-growing team.

Significant effort will be placed in the next cycle to demonstrate the amazing and unique skillsets which our team provide on a daily basis.

The plan moving forward

Keep trying to find good people by teaming up and partnering with more like-minded and motivated individuals, teams and organisations. 

Continue to scale our services into new industries (watch this space). 

Continue to find our relevance in the Sunshine Coast until it becomes overtly obvious that it is no longer viable. 

Continue supporting veterans, emergency services and first responders as part of an enduring effort across multiple projects. 

Continue to organically grow our follower base on Linkedin without the use of sending requests from the Company page. We believe in creating a community of people who want to be involved, not those who felt pressured to join us. 

Continue growing our team at a rate commensurate with our service demand. 

Continue providing value for free online platforms like LinkedIn, websites and Business magazines in order to help other people, whilst concurrently demonstrating our team’s knowledge base. 

Leadership 101

Leadership is NOT about you. Leadership is about trying to write yourself out of a job by EMPOWERING others to take over and head towards success.

Leadership is:

  • Helping the team understand the strategy
  • Enabling them to operate in your absence
  • Empowering them to make decisions and take risks, protected by your influence

Leadership is not:

  • Witholding information or techniques
  • Isolating individuals
  • Building a team around you for the sake of ego

Leadership 101 Infographic

Leadership Infographic by The Eighth Mile Consulting

My father is one of the most intelligent people I know, blessed with a highly analytical brain, and an ability to simplify the complex. He once challenged a younger version of myself, when I was massively overthinking about an issue. During one of my lengthy rants he stopped me abruptly and asked, “what is it you know?” Not paying much attention (as I hadn’t yet learnt to listen) I went on listing hundreds of pieces of what I thought were truths. He asked again, “What. Is. It. You. KNOW?” Upon further analysis it became evident that all but one or two pieces of information were assumptions, fabrications or guesses at best. This second challenge caught me off guard and has induced a healthy skepticism that has aided me to this very day.

When I stopped and thought about it, I really didn’t know anything. I had jumped to numerous conclusions based on my emotions, my perceptions of individuals (and their behaviour), and subjective observations which if had been seen or experienced by someone else would have ultimately led to very different conclusions. My father, on this day, changed the very way that I look and analyse problems. It has kept me more grounded through a combat military career, as a project manager, and as a consultant.

In 1997, Men in Black (MIB) was released, but there was one quote that really resonated with me. Kay, an experienced MIB operative is attempting to recruit Edwards and has just confirmed conclusively that humans are not alone on Earth.

Edwards: “Why the big secret? People are smart. They can handle it.”

Kay: “A person is smart. People are dumb, panicky dangerous animals and you know it. Fifteen hundred years ago, everybody knew the Earth was the centre of the universe. Five hundred years ago, everybody knew the Earth was flat, and fifteen minutes ago, you knew that humans were alone on this planet. Imagine what you’ll know tomorrow…”

Assumptions Vs Fact

An assumption is ‘a thing that is accepted as true or as certain to happen, without proof”. A fact is defined as, ‘a thing that is known, or proved to be true’.

When I was in the Army, we often conducted planning in preparation for complex emerging issues, conflicts and situations all around the globe. Planning under these arrangements was often characterised by:

  • Limited planning time
  • Very restricted resources
  • Scarce information
  • A complex and confusing operating environment
  • A need to gain early momentum on whatever it was we were committing to.

Our planning methodology was commonly referred to as, ‘assumption-based planning’. In doing so, we would spend numerous iterations of planning identifying a lengthy list of assumptions. These assumptions would become the premise to whatever plans we were simultaneously developing, allowing us to get early preparation and movement. Data collectors and different organisations would push significant time and resources towards confirming whether the assumptions we were using to form the foundation of our rapidly developing plans were factual, or not. It was not uncommon for assumptions to be disproved and would suddenly change large aspects of the plan, at short notice. But when the assumptions were proven correct, it would inevitably have given us the jump on our enemy or would have allowed us to get significantly ahead of schedule.

During my time in the Army we never, I repeat, NEVER made the mistake of thinking that our assumptions were facts.

There is one key difference between the commercial industries and the Army. The Army is deliberately geared towards effectiveness and capabilities, and less towards efficiencies and cost reduction (although effort is still invested into cost reduction). This approach is what largely separates the two communities, as a business that is not continuously reducing cost is likely going to encounter significant survival problems later.

Since my transition from the Army to the commercial sector, I have observed a common mistake for businesses to make sweeping generalisations and assumptions and use them as the basis for an organisation’s overarching strategy. This can be very dangerous! It’s okay to use assumptions, provided there is adequate time invested in proving, or disproving them later.

Misinformation Is Worse Than No Information.

In today’s world we are constantly barraged with information. Information that directly disagrees with other reputable sources. Technology in all its forms has now saturated our brains with so much content that it can be very confusing where to turn, who to listen to, and which medium to approach.

If I could invite you to consider one thing; Misinformation is so much worse than no information. Conclusively knowing we do not yet have factual information about a topic affords you the opportunity to conduct targeted analysis in order to prove or disprove assumptions. Misinformation on the other hand, only offers the opportunity to run down rat warrens, poorly invest resources, and waste time.

Misinformation itself is often manifested by our own personal biases, our aversion to collecting accurate and contemporary data, our available sources of data collection.

“Before the invention of printing press, the problem was, lack of information, and now due to the rise of social media, it is too much information – the former leads to mental starvation and the latter to mental obesity.”

Abhijit Naskar

My recommendation to those teams conducting strategy planning is to spend the time confirming the following:

  • What do we conclusively know?
  • What don’t we know?
  • What do we need to know more about?
  • What assumptions can we make at an early stage in order to get things moving?
  • How do we scale or rate the assumptions?
  • How will we prove or disprove these assumptions later? By when? For what purpose?

This should provide an opportunity to streamline your data collection and ensure that you are only collecting information that you need, and not wasting time and resources unnecessarily.

These are some of the lessons I have taken with me in my current capacity as a Director at The Eighth Mile Consulting

We hear a lot of positive stories, and the ‘how to’ of successful leadership scenarios. This is not one of those. Let me tell you about the time when I got it completely wrong.

I thought as a junior officer I knew the intricacies of leadership and command. I didn’t know at the time how much I had left to learn, and still do to this day. Specific to this incident, was my lack of E.Q. understanding of stressor impacts, and conflict resolution skills.

Do not mistake my lack of experience for a lack of willingness to do good. I cared about my team, their families, their prospects and life goals but, the in-depth knowledge of how they all interconnected to either support or undermine the team was limited. Retrospectively, I believe that in this instance, I subscribed too heavily towards a ‘mission’ first mentality, at the expense of the team.

The Scenario.

For the purposes of this article let’s call the other person Bill.

On return from an Army exercise, a piece of very important equipment couldn’t be located. It was Bill’s responsibility. He was in a position of leadership at the time, and not being able to find it meant that my team was still working, when the rest of the unit had been home for hours. A terrible outcome for the soldiers and their families desperately craving to be reunited.

In this instance, I was unaware of the life stressors occurring in Bill’s life. Bill was always so cool, calm and collected at every turn that, it never occurred to me that his life was literally burning down around him. I had known Bill prior to us working together and he had a reputation for being a strong, fit, competent and professional man. However, I was focused on preparing the team for operations, fixing the overt issues and working on ensuring the team was at a ‘high performance’ level. I was thinking about the group as a whole and did not make the crucial connection of the group being made up of individuals.

Once the item was found, in his kit, I was livid. I counselled the person in a fashion completely contrary to my character. There are no excuses. Stress from a pending deployment, embarrassment from the counselling I received from my commander or even the disappointment that my team had missed out on even more time with their families, were no reasons for my behaviour. 

My counselling of Bill was aggressively vocal. It was completely uncharacteristic of me and shameful. An interaction that wasn’t lost on my team. Bill also did not take it very well and it had a lasting impact on him. It took time to gain the trust of my team back.

Lesson 1 – Provide clear vision and intent, the mission will happen.

If I had looked after Bill, provided a clear vision and intent, I would have enabled him to a way to tell me what was going on outside of work. Then, I could have worked with him to fix it and ultimately, set the conditions for him to succeed. Instead, I undermined his faith in me as a leader.

Lesson 2 – Stick to your values.

My response at the time did not align with my values (accountability and service). Where was my service to this man and how was I being accountable to him? It was my job to protect him and ensure that his faith in me as a leader was paramount.

Lesson 3 – Find space between the stimulus and the reaction. (Bram Connelly in his Warrior U podcast, Episode 01: KC Finnegan – USSF Major, he explains this well.

When the incident occurred, I should have taken the time to analyse and decipher the variables and considerations. The equipment had been found, that was a positive. While the team was the only one left, they were together and all unified in their search. This was uncharacteristic of him, what is wrong? If I had taken the time to absorb all the variables, I may have found out something that could have prevented a greater impact on Bill later.

Lesson 4 – Make the best decision you can with the information you have.

At the time, with the information I had, this was not the best decision I could make. I knew this man extremely well and I knew it was out of character. Instead of confirming information, I sought to transfer anxiety from my Commander to him.

Lesson 5 – Know your people, they are not their behaviours.

I didn’t find out until later that the interaction had a long term and devastating impact on him. It impacted his Afghan deployment and contributed to some long-term issues. To his credit, he reached out. He explained how the incident had impacted him and it was something that he had never really let go. I had no idea that the interaction had hurt him. It hadn’t registered to me as something that would have. 

Lesson 6 – If you are wrong in your approach, own it, TRY TO MAKE IT RIGHT!!

After he told me the impact the event had on him, I was gutted. So, I did the only thing I could and owned my mistake. There was an explanation of my thought process at the time and how with the benefit of hindsight and experience, I would have done things differently. Now, I am doing what I can to make it right. I keep in contact with him regularly and it is a constant reminder to stick to my values.

Dave and I have unpacked this a hundred times so that we can learn from it and never make these mistakes again. So, feel free to take a free one from my error. We use our experiences and lessons like these at The Eighth Mile Consulting because it keeps us accountable to ourselves and the good people we work with.

Dont be a jerk and never underestimate the impact your actions have on other people.

For the last year Jonathan Clark and myself have been intimately involved with the implementation of a large scale Information Technology (IT) project which influenced almost all aspects of the broader organisation’s finance, sub-projects, customer data, product information, operations, manufacturing capabilities, retail centres etc. Prior to this project we were involved in numerous technology based projects within the Military, as both a deliverer of projects, and as key users. Our experiences have surfaced a number of significant recurring themes and lessons which we wanted to take the opportunity to share with those who had the time to listen.

Systems And Technology Alone Will Not Save You

We have observed an over reliance on technology, and a misconception that new digital systems will fix poor processes. They won’t! They never have, and they never will! Technology is not a silver bullet.

There is no doubt that technology can enhance an organisation’s productivity, capabilities and efficiencies; no one would argue otherwise as history has continuously proven this point. But technology without the right people to control it, guide it, quality check it, align it to strategic direction will almost always inevitably fail. By in large, people operate machines and computers, or at least as a minimum set them in the right direction. If people do not understand the strategic direction, the machines and technology will only seek to provide additional friction. Furthermore, changing a system for the sake of it costs money, time and resources. Too often organisations want to appear to be making changes in order to be seen moving, often very little time is spent on determining the actual reason for the change and the return on investment.

Change Management Is Not An Afterthought

Change Management is not a joke. It requires significant investment and analysis at all levels of an organisation. It is not the responsibility of a single agency or individual to promote change within an organisation. For large-scale change to be successful it requires leadership, champions, preparation and context. Too often, an organisation decides it wants a change but is not willing to give anything up to achieve it. Worse yet, no one is aware as to why the change is necessary or how it will occur. Change within organisations too often starts with the word ‘just’, and doesn’t fully comprehend the gravity of a problem, e.g. ‘justreplacing capability A with B’, ‘just absorb/move another organisation’, ‘just re-train group A into role D, etc.

Money, time and resources will be wasted if this is not taken seriously. The worst case scenario sees an organisation having to undo or regress its efforts. This can be so significant that it can destroy an organisation.

Leadership Is Not A Scary Word

You can change software interfaces and technologies, but unless you have user buy-in and ownership, the user will fight it to the bitter end. Furthermore, if there is no leadership to explain the context, facilitate the time for acceptance, provide a buffer for mistakes, then users will never see the need to make it work.

Jonathan and myself have been blessed with the privilege of having worked for, and alongside some truly amazing leaders in a plethora of different organisations (Military, government, commercial and non for profit). Very often we hear blasé comments about the differences between Leadership and Management, but often when people are asked if they consider themselves to be a leader they balk at the last minute and describe themselves as a good manager. Do not do that. Aspire to be a leader (if that is what you want), do not shy from the responsibilities associated with it and enjoy the privilege of providing meaningfulness to others, and effecting good changes.

Change Is Inevitable, Make Sure It’s The Right Change

“Change is inevitable; Progress is a choice”

Dean Lindsay 

Organisations will experience change, either voluntarily or due to the environments they operate in. Simply put, a business that doesn’t change or evolve with its industry will eventually be left behind. As a result of this many businesses appear to make reactive and impulsive changes instead of forecasted or deliberate changes that will posture them for future eventualities. This often leads to overcompensation and therefore an increase in costs and resources. Secondly, they are often very hesitant to align with realistic and achievable timelines and instead attempt to rush the change and hope for the best. Our experiences have reinforced the following rules regarding change:

  • Determine the direction of the organisation (what does good look like?) – Do not just start making changes!
  • Determine multiple ways to achieve the outcome – Take the time to analyse the problem.
  • Analyse what is not required to change – This is very rarely done correctly.
  • Communicate early and accurately with staff once a decision is made
  • Champion the decision – Enforce leadership at all levels.
  • Plan and sequence the change
  • Enact the change
  • Provide ongoing support to ensure success

There is significant benefit to be realised by enacting appropriate change management. Conversely the risk of getting it wrong can be monumental. Large scale changes (particularly technology based) will not work without alignment from all levels within an organisation. Do not assume the problem will go away with wishful thinking, and do not think you, or your organisation will not fall victim if you choose to ignore it.

It’s not about the technology, it’s about the people.

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