Posts Tagged ‘cohesion’

Here’s the link to my April 2017 column on Defence Leadership or download as PDF.

by Richard Martin

 

Leaders and managers must learn how to harness their teams for effective and efficient performance. In fact, we can only accomplish great things by mobilizing people, teams and organizations to create value and change. I’ve identified seven key principles of mobilization for teams and organizations. I call it the M7M model:

Morale

  • Morale is the willingness to persevere and fight until the goal is achieved. It’s not to be confused with the mood in your organization, although that is an important indicator.
  • It depends intimately on the intrinsic motivation of the entire team. Why are you doing what you’ve undertaken? Why is it important to you, to others? Do you believe in your goal and value its realization?
  • How is your morale, and the morale of your team or organization?

Mission

  • Do you have one?
  • Is it clear, concise and well-articulated?
  • Does it communicate your purpose, your raison d’être?
  • Does everyone on the team know it? Can they communicate it verbatim, or at least paraphrase it?
  • Do they believe in it? Are they inspired by it?

Markets

  • Do you focus on the needs and wants of your clientele or constituency, or on your own?
  • Are these needs, wants and goals well defined, understood, and part of the DNA of your company, division, or association?
  • Do your people know about them and act on them consistently and coherently?

Marks

  • Have you marked your organization’s targets clearly and concisely?
  • Have they been communicated throughout the membership?
  • Are they concrete or vague and imprecise?
  • Do you have control mechanisms in place and do you apply them?
  • Have they been articulated and adapted at all levels of the organization and to short, medium and long time horizons?

Mass

  • Do you have a realistic appraisal and understanding of your organization’s strengths and weaknesses, its centre of gravity, and its major vulnerabilities?
  • Do you consistently work to eliminate or mitigate non-productive or counter-productive activities, processes, and attitudes?
  • Do you focus your efforts relentlessly on your centre of gravity and your major goals and priorities?

Manoeuvres

  • Do you mobilize and mass your forces at the right time and right place to maximize their impact?
  • Are your plans fully developed and communicated with clarity and precision?
  • Have you identified who is responsible, for what, with what resources and authorizations?
  • Are your people and leaders accountable for results, behaviour, and morale?
  • Do your people and teams have the competencies to achieve their missions and goals? If not, have you built their acquisition and development into your plans and scheme of manoeuvre?

Messages

  • What messages are you conveying internally and externally?
  • Do they support your goals and mission and manoeuvres or are they in opposition to these?

New Testimonial

“Richard has been instrumental in getting me to draw on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get to the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc. 

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

By Richard Martin

The current flooding in southern and western Quebec, as well as eastern Ontario and NB is bringing out once again the critical importance of CRISIS LEADERSHIP. That’s right, not just crisis management and crisis communications, but crisis leadership.

Leadership Principles During Crisis

  1. Take charge of the situation.
  2. Recognize what is happening.
  3. Confirm information before reacting.
  4. Maintain situational awareness.
  5. Lead from the front while leverage individual and collective initiative and motivation.
  6. Implement contingency plans and procedures immediately while initiating deliberate decision-making about the next steps.
  7. Continue planning ahead.
  8. Act, assess, and adjust.
  9. Care for yourself and for your subordinates.
  10. Maintain morale and cohesion within your team or organization.

Techniques for Ensuring Welfare of Others and Yourself

  1. Be visible and present.
  2. Communicate and inquire.
  3. Provide creature comforts at least to survive.
  4. Force rest and recuperation.
  5. Establish routines and schedules.
  6. Establish clear chain of command.
  7. Watch for exhaustion, anxiety, distress.

Signs That Morale Is Good

  1. Optimism
  2. Realism
  3. Cooperation and mutual aid
  4. Hard work and sacrifices
  5. Constructive criticism
  6. Confidence in self and leaders

New Testimonial

“Richard has been instrumental in getting me to draw on my hard-won experience and ideas to turn them into marketable intellectual property and products. His disciplined, systematic approach has already led to several significant accomplishments for me. Whether you’re just starting out as an entrepreneur, or working to get to the next level, Richard can boost your productivity and organizational effectiveness. Be forewarned, though. There is no magic formula, just systematic thinking, disciplined execution, and… Richard Martin.”

Caroline Salette, Owner and President, RE/MAX Royal Jordan Inc. and Salette Group Inc.

Richard Martin’s Business Readiness Process:

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

Contact me to apply the whole thing–or just a piece, as needed–to improve your strategy, your readiness… and your results!

Did you know that an infantry battalion only needs about 3 to 4 hours of prep and planning time to be battle ready? What are you waiting for to get the same benefits for your outfit?

Why Sunday and What Does “Stand To” Mean?

Sunday? I want you to get my insights and advice first and fast, so you can prepare and up your readiness and results before others even know what’s happening!

And Stand To? It’s the order used in the military to get forces to man the parapets and be in a heightened state of situational awareness and, yes, readiness, so they can face any threat or undertake any mission.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2017 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

Step 11 in the Business Readiness Process: Exercise Leadership

leadership-action-framework

I’ve developed the Leadership Action Framework to improve the understanding of the leadership environment and the roles of leaders before, during and after an event or crisis.

I make a distinction between a normal event (the lower, dashed curve) and a crisis (the higher, solid curve), because the former should in principle be much more frequent than the latter. A crisis is any event or circumstance in which you’ve lost control of your plan and its execution, or you’ve lost the initiative to the competition or opponents.

Crises can’t be completely avoided, but sound leadership before one occurs can help in preventing one, and then mitigating its worst impacts if it does come to pass. Risk management, contingency planning, and operational continuity are part of this equation, but these are directly dependent on the organization’s leaders exercising their leadership to good effect in normal conditions.

Before an event or crisis, the leader’s role is to prepare his or her organization or team for upcoming missions and operations. The key output of “before” leadership is high business readiness. The ideal is to avoid and minimize the likelihood of a crisis. If that can’t be avoided, then at least be ready to deal with one.

During execution, the leader must focus on directing from the front while letting team members to achieve their respective missions and tasks. The leader must provide moral and material support, including building and maintaining high morale and influencing team members to perform at their highest level. During a crisis, morale is dependent on the welfare of “the troops” and an effective leader will ensure that (reasonable) creature comforts, safety, security, and care of subordinates are taken care of.

After execution, the leader’s main role is to maximize individual and collective learning from the event, execution, or crisis. This is probably one of the most challenging aspects of leadership. It’s easy to motivate everyone when there is a crisis or when adrenaline is high because you’re starting to implement your plan. However, once everything’s over, or you fall into a routine, the natural inclination is to let off a heavy sigh of relief and quickly get back to business as usual. That is when the leader must get everyone together for after-action review to generate lessons learned for the team. Even more challenging is to maintain momentum in implementing changes so they become part of the organization’s DNA.

An organization can be at multiple points of the Leadership Action Framework for different projects or departments. Leaders must be flexible and recognize where they are for each one.

Recap of Business Readiness Process

  1. Ensure vigilance through situational awareness.
  2. Do preliminary assessment of tasks and time.
  3. Activate organization or team.
  4. Conduct reconnaissance.
  5. Do detailed situational estimate.
  6. Conduct wargame and decide on optimal course(s) of action.
  7. Perform risk management and contingency planning.
  8. Communicate plan and issue direction.
  9. Build organizational robustness.
  10. Ensure operational continuity.
  11. Lead and control execution.
  12. Assess performance.

My name is Richard Martin and I’m an expert on applying readiness principles to position companies and leaders to grow and thrive by shaping and exploiting change and opportunity, instead of just passively succumbing to uncertainty and risk.

© 2016 Alcera Consulting Inc. This article may be used for non-commercial use with proper attribution.

Hierarchy often gets a bad rap. Aren’t we all supposed to be equal and collaborate toward common objectives? Political and social equality are definitely good things, but in a business or organizational setting, someone has to be in charge and responsibilities, accountabilities, authority, and resources must be allocated in a rational manner.

Hierarchy enables a thoughtful balancing of tasks, functions, and resources. When allocated according to authority and competency, we can optimize organizational efficiency and effectiveness while maximizing individual initiative and accountability. This aligns everyone in the organization to the realization of its vision and the accomplishment of its mission.

© 2016 Richard Martin. Reproduction and quotes are permitted with proper attribution.

I’ve developed the following model to guide leaders in when and how to be decisive, delegative, consultative, or participative.

Decisive-Participative Matrix
I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

Richard Martin is The Force Multiplier. He brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

I was recently discussing different approaches to strategy formulation and implementation with my good friend Phil Symchych. Phil is an expert in wealth building for owners of mid-market enterprises. When I presented some of the military principles of strategy, Phil enthusiastically endorsed them and encouraged me to create an approach around the four most important ones.

As a result, I’ve just developed a quick and easy model for applying military principles of strategy and tactics to achieve business success. I’m calling this new model, MOME. It stands for Morale, Objectives, Mass, and Economy. Naturally, I’ve leveraged these principles with my near decade-long experience of applying this philosophy to help businesses grow and prosper in the face fierce competition and rapidly changing wants and needs. Let’s look at each in turn and then at some of the ready applications for the model.

Morale. Military strategists and leaders have long known that MORALE is THE critical human factor in war and conflict. However, it is also foundational for business and strategy. The simplest definition of morale is the “will to victory.” It is the willingness to make sacrifices, persevere, and focus on achieving one’s aims despite setbacks, obstacles, and opposition. Morale is driven by the quality of leadership, the mission, and vision of the organization, and the level of engagement of employees and members to its foundational principles and goals.

Objectives. All military strategists agree that selection and maintenance of the aim is THE most important of all the principles of war and conflict. You need a clearly articulated end state—what does victory or success look like—as well as a specific and concrete mission to get everyone aligned and working to the same end. Moreover, when you communicate these throughout the organization, telling people what outcomes to achieve and not how to achieve them, they become motivated to use their initiative and leadership to overcome obstacles and adapt on the fly to the inevitable changes in situation and conditions. This is why a business needs a concrete vision of where it is heading as well as an engaging mission for customers and employees. The important thing is to be as concrete as possible and to operationalize the vision into a hierarchy of subordinated goals and missions to maximize alignment and focus at all levels of the organization.

Mass. In the British and Canadian military, this principle is known as concentration of force, mainly because they are small forces. But in the US forces and other large forces, they simply come right out and talk about MASS. The fundamental point here is that you must put your money where your mouth is. You have to concentrate for the “big push” or main effort so you attain your objectives as quickly and efficiently as possible. Businesses must be aware of their strengths and weaknesses and focus them to out-manoeuvre competitors in order to offer greater value for targeted customers.

Economy. This is the flip side of mass and concentration of force. There are never sufficient resources to accomplish everything that you want. You have to prioritize. In fact, the best definition of economy is the one developed by economists: Economy is the allocation of scarce resources that have alternative uses. You may have to take a defensive or maintenance posture in some areas of your business so you can free up the resources to invest in the business lines where you want to be on the offensive. By the same token, you have support your objectives and lines of advance with adequate logistical and financial means. There is also the “economic” and financial aspect of your strategy. Whatever you decide to do, it has to be “economical” in the sense of presenting a strong and valid business case.

To see how the MOME model applies in practice, let’s look at the example of an acquisition:

  1. How will this affect MORALE and other group factors in the acquiring company and the acquired? Does this change the combined units’ fundamental mission? Who will stay on and who will be let go?
  2. What are the OBJECTIVES of the acquisition or merger? Have these been clearly articulated and communicated to all stakeholders? What outcomes are you expecting? Are they realistic or more like wishful thinking?
  3. Will the acquisition allow you to generate more MASS for high-growth opportunities or are you just throwing good money after bad? Is this just an ego trip or is it a viable opportunity? What is the main effort of the acquisition process and what are the supporting actions? What is your plan to out-manoeuvre and surprise your competitors, and to apply your center of gravity—i.e., your key strengths—to achieve your objectives?
  4. What are the ECONOMICS of the plan? Where do you need to ECONOMIZE in order to free up lower priority resources so you can create mass on the main effort? How will you prioritize these resources and what are the supporting functions and tasks?

These are just some of the specific questions your plan and strategy must answer so you can create the conditions for success and victory. You can’t leave anything to chance, and where there are uncertainties, you have to guard your flanks and rear areas with sound risk management.

How do YOUR strategy and plans measure up to the MOME model? How is morale in your company? What are your objectives? Do you have mass? Are you economizing in the right areas, and what are the economics of your business? I can help you answer these questions.

I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

Richard Martin is The Force Multiplier. He brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.