Posts Tagged ‘executive development’

By Richard Martin

I am frustrated at the obstinacy of Western apologists of Russian aggression, terrorism, and imperialism. This article provides responses to the most common “talking points” excusing Russia’s invasion and destruction of Ukraine and bullying of NATO countries.

I am tired of having to read and respond to uninformed and illogical statements concerning Russia’s destructiveness, aggression, threats, and coercion by individuals who can’t argue a point properly. I just can’t take these people seriously.

I admit it. I lose my cool sometimes, but that’s because claiming “moral equivalence” or spouting “what-about-isms” are a waste of time. Worse, they pollute public dialogue and debate because they are off topic, unethical, and play right into the hands of foreign powers seeking to undermine our national defence, security, and institutions.

Uninformed statements are put forth by individuals trying to debate with serious authors and experts as counterpoints to well-argued and evidenced arguments. The problem is that the so-called counterarguments or debating tactics are nothing more than rehashed talking points from Russia’s lies, threats, and misdirection. Those repeating them have not bothered to read any history by actual historians or reporting by credible, professional journalists. They just assume that what they have heard in a sound bite or a read in a tweet is true and worthy of debate. It isn’t.

For example, there is a popular, but false and uninformed “argument,” that NATO threatens Russia. It’s a pure Russian talking point. Another “debater” stated that the war in Donbas is a civil war. No, it isn’t. It was instigated by Russia in early 2014 in response to the Euromaidan Revolution in Ukraine and continues as part of Russia’s invasion and war against Ukraine since then, especially since 24 February 2022. Apparently, that individual had never heard of Russia’s “little green men,” a.k.a. Wagner Group, or the illegal and illegitimate annexation of Crimea by Russia in 2014.

These types of uninformed and false claims are easily refuted by doing a quick search on Wikipedia (or through other online sources, including mainstream media). For example, see Little green men: Russo-Ukrainian WarRussian occupation of Crimea; and War in Donbas (2014-2022).

At the very least, reading such articles should give one pause that the situation and historical background is much more complex than can be encapsulated in sound bites and tweets. Read my articles on why NATO is not the aggressor, but Russia is. I also invite you to read the works of Keir Giles on Russia’s aggression and coercion, specifically, his books Russia’s War on Everybody: And What it Means for You, and Moscow Rules: What Drives Russia to Confront the West.  It should also cause someone to think that maybe they don’t have enough background information to make a proper assessment of the soundness of pithy catchphrases and 10-second videos on YouTube™.

But that is apparently too much work for some people. After all, why try to develop a deeper understanding of the historical and political background of a social problem when you can just repeat something that sounds clever and feeds into your pre-existing biases, cynicism, fear, and anxiety about war and conflict? I get it. War is hell, but the fact that you don’t like war and fear it doesn’t make it disappear.

Another false claim I’ve read is that, somehow, “NATO invaded Afghanistan.” It is part of a wider trend of presenting “moral equivalence” statements as serious counterarguments. In logic this is known as the “tu quoque” fallacy: Literally, “so did you!” Anyone who has children knows that the go-to defence after being caught doing something wrong or dangerous is to claim that “He/she/they/you started it/did it too/did it first.” Can we see how puerile that is?

It is a logical fallacy because it doesn’t address the proposition, logic, or evidence that is adduced by the author of the original argument. In simple terms, saying that so-and-so does it too doesn’t counter the logic or content of the author’s position. It merely deflects it to hijack or confuse the debate. What started as a presentation of evidence and logically linked propositions leading to one or more conclusions becomes a discussion over something unrelated to the intent of the original author or one putting forth an argument.

If someone wishes to debate or discuss whether NATO “invaded” Afghanistan or not, or anything else for that matter, fine. Go ahead, state your starting position in your own article or post. Don’t contaminate others’ writings with your sophomoric tactics in an amateurish attempt at debate. Put it on your own website or blog! See if someone will take you up on it. On the other hand, if you wish to engage in genuine dialogue, debate, or commentary on an article or post with its author, you should at least try to be on point.

For instance, say someone wishes to debate the author of an article that provides reasoned arguments, with propositions, logical links, and evidence in favour of his position. The way to do that is to address the content of the text and its logic. If the original author says that Russia invaded Ukraine and provides logical arguments and evidence in favour of that position, the correct way to debate or discuss these is to provide counterevidence and genuine counterarguments. Highlighting the original author’s faulty logic or reasoning is also fair game, so long as one has valid points to make.

But showing a map of Europe that indicates the year that countries joined NATO doesn’t prove or argue in favour of NATO aggression. It may be the case that the expansion of NATO as indicated by the map is evidence of anti-Russian sentiment. But it doesn’t follow that the sentiment proves that the countries involved, or the NATO alliance, are aggressive. The opposite is the case. The eastern European countries and their citizens were and remain so concerned about Russian aggression and coercion that they asked to join NATO and were accepted by consensus of then member nations. Moreover, defensive alliances are specifically mentioned as legitimate and inhering in the right to self-defence in the Charter of the United Nations, which the Russian Federation claims to uphold.

Furthermore, one must weigh any claims within a wider political, economic, and social context. NATO was in Afghanistan to lead the International Security Assistance Force (ISAF), under a UN Security Council resolution. Russia is a permanent member of the Security Council, and could have vetoed it, but didn’t. ISAF was thus the result of a wide international consensus that assistance to the Afghanistan government was needed for a variety of reasons. In addition, there were non-NATO countries that participated in the operation.

But even if that were not the case, even if NATO had “invaded” Afghanistan, that still would not constitute a sound argument in debating someone about Russia’s war of aggression against Ukraine. That’s simply a “non sequitur,” which translates as “it does not follow.”

The final point I wish to address is about qualifications and expertise. We live in a society where everyone’s opinion on just about any matter seems to be taken seriously. The problem is this: Not everyone’s opinion is valid. There is a psychological phenomenon known as the Dunning-Kruger Effect. It states that the less some people know about a topic, the less these same people claim expertise.

The most interesting aspect about the Dunning-Kruger effect is that most people, when learning more about a topic, develop less confidence in their knowledge and expertise. They obviously realize that their initial impressions and reactions were uninformed. Then, as they acquire more and more knowledge and experience, their confidence level rises again, but never to the levels of the ignorant who claim expertise with little or no real knowledge. 

Knowledge is a universal acid; it dissolves overconfidence born of misinformation and ignorance. It also gives us humility. Socrates claimed to be the wisest man in all of Greece, not because he knew a lot, but specifically because he realized that he didn’t know everything, or even very much. This type of humility would be valuable to anyone who wishes to debate well-informed experts, who have the knowledge and practical experience to make reasoned judgments.

© 2024 Richard Martin

https://www.diplomatinvestissement.com/fr/news/2598/academie-canadienne-de-leadership-et-developpement-du-capital-humain-canlead-au-service-de-lafrique

By Richard Martin

Source: Canadian Armed Forces

Leadership is the art of influencing others to get things done in the manner and to ends desired by the leader. The biggest challenge comes not in figuring out what to do, or even in how to do it, but rather in communicating your intent and actually getting people to implement it and achieve desired results.

Companies–small, medium, and large–can have this problem, even those with sophisticated, complex operations and processes. I call this the “disconnect problem”: There is a break between what goes on in a leader’s brain and what happens on the ground to achieve the mission and vision. The resulting gap leaves the organization open to distorted information transfer, mutual incomprehension, corrosive conflict, and other forms of friction.

How can a leader overcome this disconnect problem, and get from her intent to her desired outcomes? There are a few basics that have to be respected. First, there must be a clearly articulated mission with a concrete vision of the end state or desired outcome. This aim must be articulated into supporting objectives which are in turn broken into specific functions and tasks.

The resulting work hierarchy then becomes the framework for assigning responsibilities, authority and accountability, along with the resources and supporting structures and systems to get the job done. It isn’t enough to browbeat people or simply set goals and make compensation depend on their satisfactory achievement. This is a necessary but non-sufficient condition for attaining the aim.

When I went through leadership and command and staff training the army, we had to learn how to “assign troops to tasks.” We were taught–and realized through experience–that things only get done when you have a reasonably good understanding of the mission and effort involved, but also when the work is actually assigned to real people, along with the weapons, vehicles, equipment, ammunition and combat stores to achieve assigned tasks. Otherwise, it’s all just wishful thinking.

Are you just browbeating people into implementing your intent, or do you have a clearly articulated plan, with specific assignment of responsibilities and enablers? If the former, then start now to be more specific in transforming your intentions into actionable direction on the ground. If the latter, then refine your approach and ensure that all levels in your team are doing the same. Also, seek to apply “troops to tasks” to all areas of endeavour within your organization.

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

By Richard Martin

There has been a lot of chest thumping and ink spilled in recent days about the announcement that Airbus and Bombardier Aerospace have agreed to transfer control of the new C Series airliner business from the latter to the former.

There are important implications from this transaction in terms of politics and economic policy. My goal here, however, is to focus on the readiness and strategic implications for the two companies involved. In a nutshell, both Bombardier and Airbus saw a window of opportunity open and jumped through it at the right time.

© Sergey Ilin|123RF Stock Photo

For Bombardier, Airbus brings financial, commercial, and industrial know how and credibility. If you want to be a global player in the market for commercial airliners, then you have to have a global network with a strong backbone, including the robustness and resilience to batten down the hatches during storms, absorb shocks, and bounce back when the weather turns. Bombardier, while technically able in terms of innovation and development, didn’t have the wherewithal to compete against the big boys: Airbus and Boeing. As a business decision, this opportunity makes eminent sense and I’m sure will be a long-term success.

For Airbus, the opportunity was just too good to pass up. Airbus acquires a brand-new design with huge commercial potential, especially in Asia and the Far East. Talks between Airbus and Bombardier had apparently been ongoing for two years or so, but had broken down more than once for undisclosed reasons. The biggest advantage for Airbus, though, is that the tie-up with Bombardier’s C-Series deals a blow to Boeing. Airbus no longer has to continue developing an aircraft in the same size-class as the C-Series, while acquiring new capabilities and geographical reach.

The big loser in this manoeuvre is, however, Boeing. The latter was evidently trying to destroy the C-Series by lobbying for punitive tariffs on the planes if sold in the US. However, Airbus already has facilities in the US to assemble the aircraft. Delta Airlines, Bombardier’s lead customer for the C-Series in the US, has already declared that they will wait for the planes that are assembled in Airbus’s Alabama factory.

The biggest difference between Boeing and Airbus when faced with Bombardier’s competition is the fact that Boeing chose to view the C-Series antagonistically, as a threat, whereas Airbus viewed it positively, as an opportunity. The same goes for Bombardier. Claims and counter-claims of “illegal” government support are overblown. No one is blameless in that regard, and Boeing is probably the most hypocritical of all.

Regardless, from the standpoint of business strategy and business readiness, Airbus and Bombardier have shown that exploiting opportunities are just as important, if not more so, than trying to prevent or mitigate threats, as important as these may be.

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

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

Voir mon premier article pour le magazine Diplomat Investissement.

https://www.diplomatinvestissement.com/fr/news/2068/le-capital-humain-richesse-ultime-de-lafrique

by Richard Martin

An engineer employed by Google—James Damore—was recently fired for writing and circulating an internal memo criticizing aspects of Google’s diversity policies, specifically corporate goals regarding the ratio of women and men in software work. I won’t go into the details of the arguments for and against, except to illustrate how the selection of the aim has an impact on the scope and validity of the ways and means of achieving it.

My purpose is to look at the structure and logic of the problem to show that the objective conditions and delineates the analysis of the problem, how it is resolved, and what are considered acceptable and unacceptable questions and factors for consideration, planning, and decision-making. This newsletter is longer than usual because I think a failure to understand the logic of arguments and reasoning underlie most social and organizational conflict. This can in turn have a major impact on performance and readiness.

Google’s objective appears to be (approximately) equal numbers of men and women in software development, programming and engineering. It follows that only options which have a realistic chance of achieving that aim should be developed and considered for implementation. Anything that questions that objective should not be considered any further as it may undermine its achievement and take resources from better uses.

Damore’s memo didn’t question gender equality in itself, rather the wisdom of Google’s goal in service of that aim. His questions and skepticism weren’t addressed at the ways and means of achieving the aim, but rather at the goal itself. In other words, Damore’s memo was at a different logical level than the stated Google policy. If you set the goal as a 50/50 split of men and women in engineering and other technical jobs, and that’s non-negotiable, then it follows that you must, of necessity, consider only alternatives that can achieve that. On the other hand, if the goal is gender/sexual equality in general, then aiming for 50/50 split may or may not be a realistic or desirable way of achieving that.

This is where values and underlying beliefs come into play. In terms of beliefs, there are three big assumptions leading to the Google objective of 50/50 split. IF men and women have equal capabilities (in any meaningful and statistically significant sense), and IF there is no coercion (explicit and/or implicit), and IF there is no stereotyping (subtle or not so subtle) in hiring and managerial practices by Google or any other employers, then it follows that aiming for an equal split (or close thereto) between men and women is a desirable and achievable goal.

All three of these IFS are empirical questions that can be answered through rigorous research and analysis. For the record, my personal belief is that any statistically significant capability and performance differences that are demonstrated scientifically between men and women are merely of academic interest IF AND ONLY IF there is no coercion and no stereotyping. With that said, capability, coercion and stereotyping can be slippery concepts. Ideology can influence all three, especially coercion, as it is related to power and hierarchical relationships.

So much for the underlying assumptions and beliefs. What about values? In a culture that values well-defined sex roles, it follows that sexual/gender differences, coercion, and stereotyping won’t even be questioned. They will simply be assumed and justified, usually based on what is viewed as common sense and custom. We on the other hand, live in a society that values sexual and gender equality. Why? Because we have an even higher level value which we call freedom of choice. We believe that anyone should be allowed (and even encouraged) to choose whatever education, job, and career that they want. And what someone wants should be defined by whatever mix of challenge, interest, satisfaction, pleasure, ease, investment, and compensation they find most appealing at any specific time, so long as there is demand for that work, and it doesn’t undermine someone else’s goals through coercion or stereotyping. All this follows necessarily from our western values of individualism and self-actualization.

If we value freedom of choice, then it follows that people should be allowed and encouraged to choose whichever career they deem most acceptable and satisfactory to them. However, this may or may not result in a 50/50 split, either within any specific organization, or society in general. It could be 10/90, 60/40, 49.999/50.001, or another other ratio. And that’s only in one specific work area, in this case software-related jobs.

I have no doubt that Google’s senior managers believe firmly in sexual and gender equality. I would also bet that most, if not all, its leaders and employees hold deeply to the values of non-coercion, non-stereotyping, and freedom, at least as regard career and occupational choice. Google has apparently chosen to pursue a 50/50 split between men and women as the means of achieving the goal of gender equality and diversity. From that perspective, the Damore memo can undermine its implementation and achievement.

On the other hand, Damore raises some interesting questions. Can Google’s stated policies and goals generate coercion and stereotyping of men? Can the 50/50 goal lead to a kind of affirmative action where capable men are being sidelined by less-than-capable women? Could this undermine the company’s long-term viability, sustainability, and culture of performance? By adopting a quantitative goal, is Google trying to solve a social problem that it didn’t create and for which it may not be well adapted?

I don’t have the answers to such questions, and I suspect no one else does either, at least not in the short term. But aren’t they worth asking and examining? By firing Damore, Google has sent a clear message that the decision to pursue literal sexual/gender equality is taken and will not be undermined. Management has taken a stand will not brook internal opposition or questioning. The train has left the station. On the other hand, Damore raises valuable questions from the standpoint of corporate governance and societal change. It’s not Google’s job to solve all of society’s problems, but nor can the issues be ignored by such a big and influential economic player.

My purpose here has been to analyze the logical structure of the problem and the goals these lead to. I chose the Google-Damore case because it allowed me to highlight what I consider to be the most salient aspects of decision-making and management. I’ve shown how goals are conditioned by values, assumptions, and beliefs, and that goals then limit or expand the problem space. We must choose our goals judiciously and calibrate them to our underlying beliefs and values, as this directly influences the scope and validity of our plans and readiness to implement them.

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

by Richard Martin

That’s a quote attributed to Admiral David Farragut of the Union Navy during a battle in the U.S. Civil War. It’s a great quote for anyone who believes you always have to drive at full speed to get to where you want to go. The problem is that it’s only good in special circumstances, usually when you’re backed into a corner and have no other alternative.

I was reminded of this just this past week as I discussed the matter of deliberate planning and consideration of options with a client. She’s a very successful businesswoman who has mostly functioned on the basis of the “damn the torpedoes” approach to decision-making. It’s worked for her on many an occasion, but it’s also gotten her into serious jams that could have easily been avoided with a little rational consideration of her options at important decision points.

She’s one of those entrepreneurs who has always followed her gut and believes she has the gumption to achieve anything she sets her sights on. While this is no doubt true, there is also a cost to her decisions about which goals and courses of action to pursue. She might have a great vision for her business, but it might simply not be the best time to proceed. That’s where strategic patience and self-control come into play. She has to consider the key factors impinging on her decisions and her plans to implement them. Does she have a good chance of success? Are the right conditions there to support her undertaking? Is she paying the right price or is she barreling ahead, “damn the torpedoes” style? And the price isn’t always financial. It can be in time, effort, emotional engagement, physical presence, or any of a number of other commitments she will have to make to make her dreams come to fruition.

A key lesson I learned as an army officer was to try as much as possible to slow down my decision-making in order to consider the full ramifications of the situation and assess the critical factors affecting my decisions and the range of actions at that point. This is called the estimate process. Naturally, you sometimes have to make a quick decision under fire. But this doesn’t mean you act on instinct alone. Intuition can only be an adjunct to a rational decision process, what the army calls a combat estimate. On many occasions, though, no one is shooting at you (yet), so you must take the time to sit down and work out all the factors and options, both for you and the enemy, and then develop a well-thought-out plan. This is known as a deliberate estimate of the situation.

Interestingly, the greater the import of the decision, the more we all tend to rely on our instincts, when it’s exactly the opposite that should be the case. My client, successful as she is, has realized that she must put more effort and self-control into her critical decision-making and planning. She’ll only come out stronger, and so will you if you do the same thing.

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

I had a conversation last week with a former client of mine. Apparently, things are going extremely well for him and his organization. That’s a good thing. He seemed very confident of how well he and his management team were doing.

However, I got the impression that he was also a bit smug about it. I congratulated him on his great results. However, I also asked him what proportion of that performance was attributable to him and his team, and what proportion to an excellent business environment. While he acknowledged the outstanding circumstances and good luck, his body language told me a different story. It screamed “Why is this guy harshing my mellow?”

There’s a difference between confidence and smugness. Confidence is a belief in your abilities and experiences. It stems from self-efficacy, the knowledge that you can achieve certain things well, and have a command of certain skills and resources. However, it also incorporates a good dosage of humility and a questioning mindset. I listened to a radio interview with the new head coach of the Montreal Alouettes last week, Jacques Chapdelaine. He pointed out the same thing: Confidence must be counterbalanced by humility, the understanding that you are facing a thinking opponent whom you must respect, and that you might not have everything figured out. There is also uncertainty, and you can only deal with probabilities, never with inevitabilities.

Smugness, on the other hand, is the belief that you have it all figured out and that you are on top of the game now and for the foreseeable future. An important manifestation of smugness is the belief that you have gotten what you deserve, that your position and performance are the fruits of your efforts and that luck or particularly favourable conditions have little to do with your success. This means that luck (bad and good) are not on your radar screen. It’s all blue skies ahead.

The key to confidence is to build competency and to learn from experience. Don’t take things for granted. In a nutshell, prepare for the worst, but hope for the best. Even more important, though, is to appreciate the role of luck and uncertainty in all situations, whether you are the beneficiary or not. That’s where humility comes in. Humility isn’t self-deprecation–false or honest–it’s the genuine appreciation that you don’t know everything, and can’t know. It provides the only effective counterweight to smugness and false certainty.

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.