Posts Tagged ‘Leadership’

By Richard Martin

The fundamental law of economics is that of supply and demand. The price for any commodity is set at the intersection of customers’ desire to acquire the commodity and its availability for purchase. The market price thus brings together sellers and buyers and is constantly adjusted to value which customers attribute to a commodity and the price which sellers are willing to accept.

What we are seeing right now in the Covid-19 pandemic is a breakdown, or rather the failure, of the natural workings of the market system. The pandemic has caused and continues to cause a surge in demand for medical care, especially acute care as represented by ICU bedspaces. Unfortunately, the medical supply system has failed to respond to those surges other than at the margins, by calling in retired medical professionals, converting some space, and deferring other potentially life-saving interventions (e.g., cancer and cardiac treatments).

To see how the market can respond in a rapid and effective manner, we only have to look at how private sector enterprises have been able to rapidly switch production lines to serve surging needs in many areas. Numerous manufacturers converted and ramped up production of surgical masks, respirators, nitrile gloves, clear plastic faceguards, medical garb, to name a few of the most needed items. While not instantaneous, the shift happened at light-speed by the standards of the medical community.  Private operators understood the commercial opportunity and reacted accordingly to meet an unfulfilled demand, without any prompting by ponderous government overseers.

The same has occurred in the field of DNA tracking, infection testing, contact tracing, and, most important of all, vaccine development. It is a wonder to behold how rapidly and effectively biomedical and IT companies have focused their efforts on developing treatments and counter measures. All is not perfect, but compared, once again, to the habitual inflexibility of existing medical care systems, the progress is nothing short of miraculous.

Except it isn’t miraculous. The adaptations that have successfully arisen over the last year are due to three key factors. First of the these is a new, unfulfilled demand.  The second is private initiative to satisfy that demand. And third is competition. Even public sector labs and research institutions have gotten in on the game, seeing who can come up with an effective treatment or vaccine first. A small manufacturer in Quebec came up with an innovative and elegant solution to filter out at least 99% of particles in the air. It was only the workplace safety bureaucracy in Quebec that was refusing to approve the new type of mask because it didn’t conform to antiquated and inflexible regulations, despite the proven effectiveness of the design by federal lab tests.

I present these various private and competitive initiatives to illustrate that the solutions for the surge in demand for acute medical care being adopted around the world are stuck in the past and completely incapable of adapting to the reality around them. Early in the pandemic, in the spring of 2020, there were signs of hope. Despite all the criticism he received, President Trump was the only head of government in the developed world to order the mobilization of military medical know-how. He despatched two massive hospital ships, one to New York and the other to Los Angeles. The Javits Center in New York was converted by the US Army Corps of Engineers into a multi-thousand-bed hospital. Trump also initiated the set-up of field hospitals throughout the US. As far as we know, none of these emergency facilities were used much as the first wave subsided over the summer, and we have heard nothing of them since.

We can criticize Trump’s political skills and incessant Tweeting all we want, but we cannot but acknowledge his response  in the manner of an entrepreneur. If the demand for your products is through the roof, you invest as quickly as possible in new capacity. The fact that he used the US military to do so also shows that the military approach to medical treatment is highly appropriate in a pandemic. Military planners are taught to anticipate and estimate casualties resulting from operations and to concentrate medical assets to absorb the shock.

What happened during the summer of 2020? Most of us deluded ourselves into believing that the worst of the pandemic was over. We thought we could go back to business as usual and just wait for a vaccine to be available. Our government and medical leaders instituted lockdown measures in the spring and early summer of 2020 to “flatten the curve.” Most of us accepted the logic of the decision as a temporary measure. The federal government and most of the provinces instituted financial assistance to those most in need. We can argue about whether either set of measures was effective and appropriate, but at least they tried to defend against the worst effects of the shutdown.

However, as any military strategist or entrepreneur will tell you, defence is only a temporary measure to reconstitute forces and plan for a counterattack. Eventually, all protective barriers are breached; all business success is undermined by competitors. Thus, when the going is good, or there is a lull in the battle, that is the best time for planning to go back on the offensive.

In the case of the pandemic, our governments should have done everything possible to go on the offensive. Vaccine development has led to the first immunization campaigns, but it’s still way too early to see if the strategy will be effective. The 2020 summer lull in the pandemic presented an opportunity to build up capacity in the medical system. No doubt there was trimming and tugging around the edges of the system, but nothing like what was already then being anticipated as needed.

The Trump administration’s mobilization of military medical expertise is indicative of the type of campaign that should have occurred. In Canada, Quebec and Ontario asked for, and got, the temporary assignment of Canadian Armed Forces personnel to clean up the mess in nursing homes and long-term care facilities that had been neglected for too long. But that was only a stopgap measure. The premier of Quebec, François Legault, did launch an emergency campaign over the summer of 2020 to recruit and train 10,000 new caregivers for the province’s long-term care facilities. He did this despite resistance from within the provincial health department and unions. Part of the program involved offering much more enticing salaries. The program has not been perfect, but it has been largely successful and continues to fill out the ranks of the provinces long-term care facilities. Is it happenstance that Legault is a former businessman?

Instead of just mailing cheques to individuals and businesses, the Trudeau government should have ordered a massive campaign to mobilize the military to provide medical expertise and field engineers to the provinces to build standard field hospitals, complete with emergency facilities, ICUs, and casualty transportation and evacuation. The military was against using the armed forces in that manner, citing the need to maintain “preparedness.” However, this is like cutting off your nose to spite your face. The country, the entire world in fact, was engaged in a battle where time and resources were of the essence. The Prime Minister should have overruled the Chief of the Defence Staff and the Minister of National Defence. The war was happening, and the main resource that the nation has was busy practising manoeuvres in Wainwright Alberta. It reminds one of the joke extant within the professional officer class at the end of the First World War: “Now, we can finally get back to real [i.e., colonial] soldiering”.

Meanwhile, the most imaginative solution that anyone in government and in the medical system can come up with is to shut down society, by force if necessary. Thus, confinement, lockdowns, and even curfews are in effect everywhere, not just in Canada and the US. Instead of really going on the offensive against the pandemic and investing massively in upgrading and supplementing medical infrastructure, our leaders in government and medicine have chosen to blame the victim and make him/her pay by suppressing their liberty, freedom of movement, and right to earn a living and associate.

The population has by and large complied, at least in Canada and Europe. The only exception is the US, where the natural rebelliousness of the people and willingness to risk arrest and even death has meant that a large percentage of the population is actively resisting the lockdowns.  There is a logical argument to be made in favour of lockdowns and restrictions of movement and human contact. However, to the best of my knowledge, there is no scientific, evidence-based demonstration of their effectiveness to stop or resist the spread of the virus. The effectiveness of such radically disruptive and impoverishing measures is just assumed, apparently based on nothing more than common sense and that everybody is doing it.

I’ve proposed in this article an alternative solution, to be used instead of or in combination with any number of other measures. The lack of imagination of our health care and governmental leadership is breathtaking. On the other hand, we have seen what can be done when private initiative and competition are allowed to seek out solutions to obvious problems. Selective restrictions to contact and movement, as well as medical triage are no doubt needed and valuable. But they can’t be the only solution. We need to go back on the offensive, relaunch society and the economy, allow people to earn a living, and force our medical practitioners and administrators to stop dictating how to fight the pandemic.

We can see that the lockdowns and curfews are of dubious value while generating massive direct and opportunity costs for individuals, families, whole industries and countries. We will regret the restrictions because we’re not maintaining and upgrading the wealth and systems in a timely and effective manner. Moreover, we’re hoping that vaccination and immunization hold the key. But what if they don’t? What if in a year people are still dying and we still don’t know how to eradicate the disease? Shouldn’t our leaders, our governments, our doctors and medical administrators be looking for other options?

The author is an expert in crisis leadership and a former officer in the Canadian Army, with over 26 years’ experience in various missions around the world. He is currently the president of the Canadian Academy of Leadership and Development of Human Capital (canlead.org) and principal of Alcera Consulting Inc. (Alcera.ca), a firm that helps executives and organizations exploit change to grow and prosper. He is the author of Brilliant Manoeuvres: How to Use Military Wisdom to Win Business Battles.

© 2021 Richard Martin

By Richard Martin

© Rotislav Sedlacek | 123 Stock Photo

My study of military history has taught me that most soldiers and warriors throughout history have gone willingly, if not enthusiastically, into battle. They followed their comrades in arms, and they followed their leaders. They participated in behaviour that was downright counter to their survival and the wish to live a long and prosperous life. In many cases, they fought to defend themselves, their families, and their lands against hostile depredations. But in many other cases, perhaps most, soldiers and warriors have fought for conquest, glory, pride, courage, status, recognition, and booty.

 

On the other hand, the Canadians who have served and sacrificed for peace and security around the world present something of an outlier in this respect. Since the Boer War at the turn of the 20th century, Canadians have largely fought or operated oversees, taking on the forces of countries that have threatened Canada and its allies directly and indirectly, or endangered world peace and security. Over 116,000 have given their lives in these missions, and countless more have sustained debilitating mental and physical wounds. Of these, 158 Canadian soldiers died in Afghanistan between 2002 and 2011. Often forgotten is that approximately 130 Canadian soldiers have died in peacekeeping missions.

It’s only by talking to combat veterans that we can gain a true appreciation for the sheer difficulty of combat and what is involved in military leadership. I was on a battlefield tour when serving in Germany. A Canadian veteran of the D-Day campaign had been a platoon commander during an operation to capture and secure Carpiquet Airfield, near Caen, Normandy. His recall of the engagement was of crawling uphill under the enemy’s grazing fire. Rationally, he knew full well that he had fought on an airfield, and that his memories of crawling uphill must be mistaken. On the other hand, he couldn’t shake the persistent impression of having to struggle against gravity. When he eventually visited the battlefield after the war, he could see that the ground was basically flat and even. It was an airfield after all. But still, the memory stuck with him, and it was only decades later that he could picture the fight in a more objective manner.

The leadership challenge in combat is singular. That soldiers under your command will follow you is not necessarily given, despite the weight of military discipline. Charly Forbes, a veteran infantry officer with the Régiment de Maisonneuve during the Second World War and the Vandoos in Korea recounted his baptism of fire. He had just taken command of a depleted platoon in a company that had been decimated only days before by friendly fire from Allied bombers. He had to lead his platoon to take out a German machine gun that was holding up the battalion’s advance. He did his combat estimate and came up with a simple plan and briefed his men. On his signal, they would run on the flank to assault the machine gun nest while his own machine gunners would lay down covering fire. As he gave the signal, he leapt up and rushed toward the German MG. After a few yards, there was so much withering fire that he had to take refuge in a shell hole. That’s when he realized that there was only one of his soldiers with him. Unflustered, the private said, “It’s okay sir; we’ll take ‘em out,” and the two of them completed the mission.

What does it take to lead soldiers and partake in combat? What makes your troops want to follow you? What makes you want to lead them in this dangerous and, frankly, irrational behaviour? It seems daunting, but it has been done since time immemorial. Coercion and punishment are always possible, but they only work to a certain point. In the final analysis, the best troops are the ones that want to fight, that have morale and cohesion, and who are willing to follow their officers and NCOs until the mission is done. This is what most sets apart the Canadian soldier, sailor, or airman.

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

Here’s the link to my July 2017 column on Defence Leadership. You can download a PDF version here: CDR Vol 23 Issue 4 July 2017 Times Have Changed

By Richard Martin

© Alexskopje | 123RF Stock Photo

The recent spate of natural disasters (hurricanes, earthquakes) have shown once again the need for readiness and resiliency for operational and business continuity. I’ve also been working with a client organization to review and upgrade its continuity programme. Here are some basic principles to keep in mind.

  • Readiness for business continuity is a leadership responsibility. It is a strategic concern and must be led by senior leadership and executed by the entire organization and its “chain of command.”
  • Business continuity is part of contingency planning and preparedness to respond and recover after prevention has failed. In other words, it’s part of your risk/threat mitigation strategy.
  • Insurance is needed to help recover and rebuild after a disaster or a crisis, but it can neither prevent nor mitigate the impacts as they unfold. That is where the entire preparedness and readiness programme come into play.
  • There are three phases to business continuity planning and management: preparation, response, and recovery. The preparation phase should always be in effect, and not just an afterthought.
  • Business continuity planning (BCP) must be conducted on a cyclical basis, for instance every year. It must be aligned with other normal management processes such as annual budgeting and capital planning so any required investments can be identified and adequately resourced.

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

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

It’s Saturday morning and I’m sitting in my hotel room in Dubai. I’m here to conduct courses in strategic and operational management and leadership. I’m pondering the power of a vision and the means to achieve it.

I first was in the United Arab Emirates in December of 2002, as I prepared to deploy to Kuwait as the Canadian Forces Liaison Officer to the Coalition Forces Land Component Command prior to the invasion of Iraq. I was able to get into the city of Dubai on a few occasions with some of my colleagues for some R&R. The city has grown a lot in just those 15 years, and even since I started conducting courses here in 2014.

It’s gaudy and slick, hyper-modern and traditional, avant-garde and retrograde, all at the same time. If you like cutting edge architecture in the most bizarre locations with basically nothing around it, then you must visit Dubai. The skyline looks impressive from the sea, but when you’re in the city, all you see during the day is buildings, roads, and a haze combining humidity and dust and the beige-grey desert merging into the same coloured sky on a horizon that you can never quite make out. At night, it’s lights everywhere, sometimes quite pretty. Not as gaudy as Las Vegas, but still extravagant.

What is it about cities in the desert that makes them so attractive to adventurers and admirers alike? There is really nowhere to walk, as everything is designed around roads and a superb metro system. But even if you could walk, you wouldn’t want to for most of the year, as it’s extremely hot and humid. As I write, it’s forecast to go up to 45 C today, but the humidex is predicting 81 C!

The United Arab Emirates, of which Dubai is the most famous state, was founded in the early 1970s under the visionary leadership of Sheikh Zayed, ruler of Abu Dhabi. Abu Dhabi has most of the oil, but Dubai has the chutzpah and international reputation. The current ruler of Dubai is Sheikh Mohammed, who acceded to the post upon the death of his older brother in 2006, but who was also the de facto ruler for a decade before that.

It’s hard to believe, but as late as 1965, the city had a population of only 20,000. Most of these were huddled close to the Dubai Creek, a small inlet from the Persian Gulf. It was a marketplace, but the majority lived off fishing and pearl diving! Now, it’s a global trade and financial centre, and increasingly a manufacturing location and tourist destination. People from around the world come here to work, to make money, and to play.

Most of what Dubai is today, from Emirates Airlines (based in Dubai), the Burj Khalifa (the tallest freestanding building in the world), to the Palm Jumeirah (artificial islands shaped like a palm tree), is a result of the vision and leadership of Sheikh Mohammed. One of his many books is available for sale everywhere, appropriately titled My Vision. As prime minister of the UAE, in 2010 he issued a long-term federal vision for the country, called Vision 2021. Not many countries are led this way—essentially as an integrated organization.

It’s an interesting study in the power of vision combined with the resources to achieve it. Contrary to expectations, though, the city isn’t built on oil money. Exactly the opposite; it’s designed to avoid dependence on oil and natural resources. A possible example for many other jurisdictions around the world.

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

by Richard Martin

It’s common to provide rewards and (occasionally) punishments to inflect behaviour. For instance, my daughter works on telephone sales. When they reach their weekly goals, they receive a monetary incentive. There’s nothing wrong in principle with that, but judging by the fact that she’s gotten the reward just about every week since she started the job indicates to me that the reward is actually part of the basic compensation.

The problem is that people start to expect the reward. It’s like that scene in Christmas Vacation, where Clark Griswold (Chevy Chase’s character) learns that the annual Christmas bonus, normally given every year, is not forthcoming. He was so sure it was that he put money he didn’t have on a down payment for a pool. Much hilarity ensues.

It’s much better to motivate people from the inside out, through intrinsic motivation and transformational leadership. It’s essential to find what makes people tick, and what will truly motivate them emotionally, from the gut. That’s what I mean by leading from the inside out. Instead of finding ways to reward them or, much worse, punish them, look for what they’re passionate and truly care about. Create an emotional connection that goes to the heart of their concerns… and interests. Alternately, create an enticing vision and give them outcome-based goals that let them use their intellectual abilities and are stimulating and engaging.

You can always provide rewards after the fact for a job well done or performance beyond expectations. But it you go into the mission with a pre-ordained reward for a set level of achievement, that’s all you may get. Leading and influencing others from the inside out will get you much further than anticipated.

© 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

OK, this week I’m going to go out on a limb and be deliberately provocative: I’m going to talk about politics, but as it pertains to strategy, manoeuvre, and readiness.

The more I observe Trump’s behaviour, the more I discern a certain method in his apparently mad approach to politics and communication. Let’s leave aside his policies and decisions, whatever you or I may think of them, and focus purely on the form of his communications and manoeuvres.

I think Trump is demonstrating masterfully the strategy of misdirection. This is purportedly how magicians entrance the audience so they focus on something innocuous while they perform their slight of hand, thus creating convincing and mystifying illusions.

Misdirection is also a fundamental tenet of military strategy and tactics, the aim being to get the enemy to concentrate or watch in a certain area or direction while friendly forces manoeuvre to bring their strength to bear against the opponent’s key weakness or vulnerability.

Consider the following. Trump regularly sows confusion and sends the media and his political opposition onto wild goose chases. Trump may have personality problems, but I can’t believe he’s so maladjusted as to be stupid. In fact, I think his Machiavellian instincts are a result of his intelligence. His tweets are illustrative of how he attempts to manipulate issues by sowing false scents, confusion, and bloviation.

One of the deception tactics used in the Second World War in North Africa, by both sides, was to mimic columns of armoured vehicles by sending trucks to drive around and kick up dust clouds that could be seen rising beyond the horizon. My gut tells me this is what Trump is doing most of the time. What his ultimate aim is, I’m unable to fully discern at the moment, but it may not be completely in line with his public statements. Or not. That’s why his strategy may be having an effect.

It would be wise therefore, for allies and opponents to take his strategies and tactics seriously, if not for their content, at least for their form. They may be hiding something solid or truly substantive behind a facade of obfuscation and subterfuge.

Military tacticians are taught to beware of the easy path over the battlefield. If you’re advancing too easily and quickly, it might be because the enemy is luring you into an ambush.

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.