Posts Tagged ‘leadership’

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Voici mon premier article, intitulé « Le capital humain : Richesse ultime de l’Afrique », paru récemment dans le magazine Diplomat Investissement. Vous pouvez aussi le télécharger en version PDF.

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

Here’s the link to my April 2017 column on Defence Leadership or download as PDF.
  • There are three types of competence: knowledge, skills, and attitudes.
  • People want to follow leaders who are competent and able to lead them to victory and
    achievement.
  • The Leadership Competence Pyramid has three levels: management, inspiration, and change.
  • Management often gets short shrift or is seen in opposition to leadership, but it is an integral
    part of a leader’s competence toolkit.
  • The idea that you can be an effective leader while being a so-so manager is a myth. Leaders
    must be effective at planning, organizing, directing, executing, and controlling.
  • Knowledge is fairly easy to acquire, but what differentiates truly competent leaders is the
    ability to perform at and beyond expectations. This requires diligent and constant practice and
    skill development.
  • You need a growth mindset and a commitment to learning to lead and to develop your
    leadership competencies.
  • We can’t earn the respect and confidence of followers, peers, and superiors, unless we believe
    in ourselves and are truly committed to growth and improvement.
  • We need self-respect and self-efficacy to overcome the roadblocks to becoming truly effective
    leaders.
  • Confidence and respect are built over time by competent performance of our duties as leaders.

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.

Since the IS-perpetrated terrorist strikes in Paris there has been surge of “advice” and debate on the best strategy to adopt against the Islamic State in the Middle East. The problem is that most of the discussion confuses tactics with strategy and then presents these as mutual exclusive. Air strikes are not effective. No, air strikes are the way to go. No, we need to put boots on the ground. Actually, no. We need to concentrate on humanitarian action.

In reality, all of those approaches are needed in order to create dilemmas for IS and its operatives. You have to take the fight to the enemy by seizing and maintaining the initiative. Air power must be combined with ground forces in order to achieve maximum synergy and effect on the battlefield. You can knock out a command post, but that only creates a delay and temporary confusion. You can buy a bit of time, but it’s all much more effective when you can hit a command post and use the ensuing confusion to launch a ground assault. Moreover, you have to realize that a command post is a physical entity, but a headquarters with its commander and staff are a team. Command, control and communications (C3) can be degraded, but it is much harder to eliminate them entirely, especially if the enemy has a very decentralized structure with competing factions.

Here is a non-exhaustive listing of other thrusts in the strategy:

  • Economic warfare to disrupt the enemy “home front” such as it is,
  • Financial warfare to disrupt and interrupt the flow of funds, because gold is the sinews of war,
  • Humanitarian aid to support the non-belligerent population and refugees,
  • Psychological warfare against foreign and home-grown terrorist threats,
  • Information warfare to degrade the enemy’s psychological and media warfare capabilities and build up domestic and foreign support to fight IS, and
  • Numerous other aspects of combat, kinetic and non-kinetic.

The basic point here is that you need a strategy that attacks and “pinches off” IS wherever it tries to operate. IS combatants in a theatre of war must be treated as prisoners of war, while those who have perpetrated war crimes and crimes against humanity must be treated as such. IS and allied terrorists operating in other nations must be treated as criminals.

Another critical point is to realize that there is no such thing as a “war on terrorism.” You can fight an identified enemy, opponent or belligerent group. You can’t fight a tactic, much less a vague concept.

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.

12 techniques to boost your leadership competence:

  1. Set clear overarching objectives for you and your team.
  2. Analyze the internal and external environments, as well as the evolving situation.
  3. Consider multiple scenarios and courses of action before making a decision.
  4. Formulate a clear and direct mission and communicate it openly to your followers.
  5. Surround yourself with the right people and involve them as much as possible in analysis and decision-making.
  6. Ask for advice from followers, peers, and superiors and consider multiple perspectives in your analysis and decision-making.
  7. Break your plans into actionable steps and tasks and assign these to specific individuals on the basis of their competencies, talents, and developmental requirements.
  8. Ensure your subordinates have the resources needed to do their respective jobs and support them in their tasks.
  9. Communicate your plans and intentions clearly and directly.
  10. Question your followers frequently to know what they know, understand, and believe.
  11. Designate priorities and the focus of effort for all your plans and intentions.
  12. Follow up to ensure effective and efficient implementation of your guidance and direction.

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.

The recent resignations of Martin Winterkorn as CEO of VW and Marcel Aubut as president of the Canadian Olympic Committee highlight the continuing need for leaders to lead by example.

I learned this as an officer in the Canadian military, through minor incidents involving me and major ones involving others. Unethical conduct always catches up to you, no matter what it is. What’s more, the leader sets the ethical tone of the entire organization. I call this “giving moral license.” If the top boss and, by extension, the other leaders within the “chain of command” give ethically ambiguous direction or a downright bad example, this gives a license to everyone else to act in the same ethically questionable or ambiguous manner. As I wrote in Brilliant Manoeuvres:

“The leader sets the tone for the entire organization by how he or she thinks, acts, speaks, and decides. If the leader is weak and indecisive, the whole organization will often be of the same complexion. If the leader acts ethically and with integrity, then this attitude will tend to permeate the organization. The leader gives a licence to his or her followers to think and perform in a certain way; so all actions and words must be assessed for their impact on followers, superiors, peers, and those the organization is meant to serve. In the final analysis, the leader must be worthy of the loyalty, confidence, and respect of followers, because they will mimic the leader’s performance.”

If you think that’s hard and demanding, then you’re right. But that’s what it means to be a leader!

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.