Posts Tagged ‘crisis leadership’

Step 11 in the Business Readiness Process: Exercise Leadership


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.

Monday STAND TO!

By Richard Martin, Expert in Business Readiness and Exploiting Change

“Stand to!” is the order given to put troops in a high state of readiness. It comes from the trenches of the First World War, when forces on both sides would stand ready for action at the parapets just before dawn and just after dusk in case of surprise enemy attack. The practice continues to this day, although adapted to the realities of modern warfare and conflict. The order to “stand to!” encapsulates the whole theory and practice of military readiness, which is about awareness, anticipation, and preparation before, during, and after operations, in war and in peace.

It’s time for a change. My book Brilliant Manoeuvres came out in the fall of 2012 and since then I’ve been issuing Brilliant Manoeuvres just about every Monday morning to help, you, my faithful readers manoeuvre successfully to achieve outstanding growth in your business and leadership capacity.

I’ve decided to change my focus to generating and building your business readiness. This is also in line with my latest writing project, tentatively titled, Stand To! Military Readiness Principles to Thrive in Business and Propel Your Growth.

Why is military readiness relevant for business? In my practice as a business consultant, I’ve noticed that many, if not most, executives and entrepreneurs are well prepared to fight the last war, but not well positioned to fight the current one, much less the next one. They frequently have limited situational awareness, poorly adapted decision-making, planning, and communication processes, and are sluggish in leveraging opportunities, responding to threats, and mitigating risks. After all, change is permanent; the real question is whether a business can exploit it and shape it to its advantage, whether it is positioned to seize and maintain the initiative or to reel from successive blows of evolving markets and competition.

From Awareness to Robustness–What Is Business Readiness?

Business readiness is the capacity to exploit change by maximizing opportunities and minimizing risks and threats in order to grow and thrive.

The first level of business readiness is situational awareness, which I define as the ability to discern an organizational shock or environmental change that may lead to crisis, and to take a measured approach to avoiding, leveraging, or resolving it.

The second level of business readiness is preparedness. A well prepared organization is one which has identified a number of risks and threats beforehand and has taken measures to mitigate or even eliminate some of these through active prevention. Many organizations have contingency plans to deal with various disasters, emergencies, and crises due to technological or natural hazards. The quintessential ready organization is the fire department, which has a well-defined set of threats and risks and is structured, trained, and equipped exactly for that purpose. There are others, however, such as airports, hospitals and other health-care facilities, law enforcement agencies, etc. Firms such as builders, manufacturers and mining companies also must have plans and procedures in place to deal with accidents, technological hazards, competition, and socio-political opposition.

The highest level of business readiness is robustness, which I define as the ability to absorb change and shocks by shaping the environment and leveraging the inevitable risks, threats, and uncertainty. Not many organizations operate at this level of readiness. Military forces come to mind as singularly robust and they can be used in a number of areas beyond combat because of their built in resiliency, flexibility, and access to logistical and human resources anywhere, at any time. While they can provide a useful example of what is possible, the reality is that most organizations are currently not very capable in this regard.

What all of these levels have in common is a certain level of resiliency, the ability to bounce back from adversity and shock and to continue functioning adequately. Further to that, however, situational awarenesspreparedness, and robustness are functions of increasing flexibilityredundancy, risk-taking, resourcefulness, and individual/collective initiative. All of these capabilities can be built into an organization and inculcated into its leadership and employees.

I hope you’ll join me as I develop this theme over the coming weeks and months. Feel free to contact me at any time with suggestions, questions, or comments.

And remember… STAND TO!!!

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

We seem to live in an era when words are more like bullets—a way to injure and defeat others, to get one’s own way—than a way to communicate in a genuine manner, seeking understanding, insight, and mutual respect.

As I write this, the Paris climate summit is underway. We have just about all the countries in the world represented and we’re told this is the “last chance” to “save the planet.” Last chance. Really? Save the planet? I would think the planet doesn’t need us to “save” it. But, like the gospel inspired song said of That Lucky Old Sun, the earth will surely go on rolling around heaven all day. We may be in danger of disrupting our habitat or of damaging it beyond repair (that remains to be seen), such that we, as a species might be endangered. However, a cursory review of earth’s evolution over geological eons will show that it’s been through much worse before and life has gone on.

The zeal with which enviro-enthusiasts (or should I say fascists?) are claiming that it’s our last chance to keep the planet’s temperature from rising by more than 2 degrees is more religious than scientific. The same can be said of the attempts to claim a scientific consensus, as if scientists all agree with everything that’s claimed about environmentalists.

There may be a scientific consensus about the law of gravity, or evolution through natural selection, because the empirical evidence is overwhelming in favour of those theories. I doubt there is even close to the same level of agreement within the climatological community, which is really the only one that counts scientifically. And yet we keep hearing that 95 % of scientists, or whatever the figure is, believe that global warming is a reality. That may be the case, but being a scientist doesn’t automatically qualify someone to judge the validity of scientific theories outside their field of expertise. Just talk to medical doctors with different specialties to see how divergent the knowledge, skills, and judgment are on any particular illness or condition to realize how important these specialized competencies are to coming to a proper diagnosis and prognosis, much less the best treatment plan.

I’m not necessarily a skeptic about climate change and human-caused warming. However, there has been too much environmental change over the eons on earth to claim any kind of stasis in the matter. After all, what caused the end of the most recent ice age 10 or 12 thousand years ago? Perhaps the woolly mammoths and giant ground sloths were expelling too much methane as they chewed their cud. And what caused the planet to plunge into a deep freeze 130 thousand years ago when the current ice age started?

On the other hand, I am a skeptic when it comes to claims that “the science is settled.” Moreover, I find the current climate (pun intended) against questioning this so called common sense consensus to be a dangerous trend. It’s also very convenient for those with a statist centralizing agenda who wish to restrain economic growth and capitalism, because they claim they are the cause of global warming, at least indirectly. How convenient that there be a such an apocalyptic menace for our collective well-being. Nothing less than total war is needed to combat impending doom. And in war, all manner of propaganda and control mechanisms are warranted to defeat the common enemy. Many of the poorest countries in the world are already clamoring for a transfer of wealth from the wealthy countries to pay for African wind farms and human scale solar power units. After all, nothing should be excluded in order to “save the planet,” because this is our “last best chance.” Once again, I’m not arguing against such a wealth transfer (although there are good arguments against one). But I don’t think that haranguing people into feeling guilty is the correct way to go about it.

The use of language as a weapon and words as bullets is just as pernicious in other areas. Activists—or should I say bullies—at the University of Ottawa have gotten management to discontinue free yoga lessons for handicapped people on the grounds that yoga is “cultural appropriation.” In other words, they claim that you can’t use any idea or activity that comes from another culture if that culture was at one time subjugated by another. Presumably, the reference is to British imperialism in India. Is it okay to have Indian cuisine, or Chinese food? Can we Zumba, or do the limbo? After all, they come from Latin America and the Caribbean, originally all slave societies.

Just to be egalitarian, I don’t think war mongers come off any better. The Islamist inspired attacks in Paris, the Middle East and anywhere else are horrible and the Jihadist threat must be met militarily and politically with appropriate means and strategy. But I don’t think we’re in a “war on terror” any more than we’re engaged in wars on inequality, cultural appropriation, climate change, or global capitalism.

Language and words should help us understand and think better, not separate us into sloganeering tribes with faith-based creeds and intolerant beliefs. After all, words aren’t bullets.

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’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.

Now is the time to get ready for battle!

And you don’t have to go in blind. Why don’t you call on the best strategist to give you the edge you need?

Richard Martin served as an infantry officer for 21 years in the Canadian Army.

He is the expert in applying military wisdom and know-how to winning business and organizational battles.

Richard shows you how to apply the fundamental principles of military strategy and leadership: manoeuvre and discipline.

Richard will lead a real, honest to goodness BATTLE PROCEDURE BRIEFING for you and your team that will propel you to victory!

“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?” – Richard Martin

Duration: 3 to 4 hours, at your location

Investment: variable depending on needs and objectives of client

Contact me right away to see if you have what it takes!

Richard Martin, The Leadership and Strategy Catalyst, Alcera Consulting Inc.

514 453-3993

Check out Richard on video:

Richard Martin is the author of Brilliant Manoeuvres: How to Use Military Wisdom to Win Business Battles

Brilliant Manoeuvres is Sun Tzu’s Art of War combined with Drucker’s The Effective Executive.”

— Alan Weiss, PhD, Author of the bestselling Million Dollar Consulting

The agenda and content may vary according to the client’s objectives, Richard’s professional opinion and experience, or the exact nature of the situation under assessment. While the procedure is important, it is also critical that strategic and tactical conditions guide the process. Richard has the expertise and discipline to keep the team on track with a systematic approach.

Note: Battle-dress not required… 😉

Pour mieux préparer vos troupes à votre prochaine offensive, faites donc appel à… un militaire !

Richard Martin a servi comme officier des Forces canadiennes pendant 21 ans et y a acquis une très grande expérience en matière de leadership et de stratégie militaire.

Il applique à l’entreprise les vertus essentielles qui font la force des armées : la rigueur et la discipline. Richard Martin forme et entraine les équipes de direction avec les méthodes qui engendrent des bons résultats et font gagner des batailles !

Il animera pour votre équipe de direction un véritable BRIEFING DE PRÉPARATION AU COMBAT qui conduira votre entreprise à la victoire…

« Sachez qu’un bataillon de 750 personnes peut se préparer et se positionner pour une opération de combat en aussi peu que 3 à 4 heures. Qu’attendez-vous pour en faire autant avec votre équipe de direction et mettre votre entreprise sur un pied de guerre ? » – Richard Martin

Durée : 3 à 4 heures, à vos bureaux

Coût : devis sur demande, selon objectifs à atteindre

Inscrivez votre entreprise IMMÉDIATEMENT !

Communiquez avec Claude Janet, pour Richard Martin, Président, fondateur, ALCERA, Conseil de gestion Inc.

T : 514 453-3993

Vidéos disponibles sur :

Richard Martin est l’auteur de « Brilliant Manoeuvres: How to Use Military Wisdom to Win Business Battles ».

Brilliant Manoeuvres is Sun Tzu’s Art of War combined with Drucker’s The Effective Executive.”

— Alan Weiss, PhD, Author of the bestselling Million Dollar Consulting

Les étapes et le contenu peuvent varier selon les objectifs de l’entreprise/organisation, l’avis professionnel et l’expérience de Richard Martin ou encore les besoins du moment. Il faut surtout se laisser guider par la réalité stratégique ou tactique et non pas juste suivre un procédé rigide. Richard Martin a l’expertise, la discipline et la rigueur pour vous guider dans cette opération délicate.

Attention! Le port de l’uniforme n’est pas exigé… 😉

The principles of crisis leadership:

  1. Take full responsibility.
  2. Be visible and in the forefront of action.
  3. Solve the problem.
  4. Make rational decisions.
  5. Lead by example.
  6. Take care of people.
  7. Carefully monitor morale.

Richard Martin is a Master Strategist and Leadership Catalyst. Richard 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.

© 2014 Richard Martin. Reproduction and quotes are permitted with proper attribution.