Posts Tagged ‘readiness’

by Richard Martin, founder and president, Alcera Consulting Inc.

What risks (or opportunities) are staring you right in the face? Are you doing anything about them, or are you just hoping that they will go away (in the case of risks and threats) or that they will miraculously come to pass (in the case of opportunities)?

Just off the top of my head, I can think of some major events and changes in conditions that could be risks or opportunities, depending on your perspective, needs, objectives, and readiness to defend them or exploit them:

  • An incipient refugee crisis in Canada: Think I’m being alarmist? Hundreds are crossing the border now and it’s winter. What might happen when the weather changes, literally and figuratively? I’m sure many in Europe didn’t anticipate how things could turn so quickly in the last two years. Forewarned is forearmed, but only if you think things through and have contingency plans do deal with the possibilities.
  • Global upswing in populist demagoguery and politics: This can lead to reactionary policies, official identity politics, closed borders, intrusive searches and surveillance, economic protectionism, et j’en passe
  • “America First”: This goes beyond Donald Trump as president. He isn’t the cause of the wave of nativism, protectionism, and bellicosity in the U.S., but he sure is riding it!

No matter what your role or mission, whether you’re a company, a government organization, a health care provider, educator, or non-profit, these events may affect you, your objectives, your profit, your revenues, even your viability and existence. You must assess these types of changes seriously and determine the nature of the risk and whether it’s a threat or an opportunity.

I’ve started working and putting out a new type of situational awareness and briefing document. I’m calling them Strategic Readiness Bulletins. I’ll be putting them out on an as needed basis to highlight events and changes in the global environment that can impact businesses and organizations in all sectors.

However, nothing beats actually thinking for yourself and putting brainpower into seeing how such changes can be absorbed or exploited, avoided or mitigated.

Oh, and I can help you with this process, any time, any place, quickly and efficiently. But you must contact me first…

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.

 

 

I learned a valuable tactical lesson as a young infantry officer in the Canadian Army. We were on exercise in northern Norway, training to defend against a Soviet invasion (or incursion) as part of Nato’s deterrent stance.

My platoon was in a company that had to adopt a defensive posture against the forces simulating the enemy. As we rode into our positions in the company commander’s jeep, he told us that a quick and dirty technique to reconnoiter a defensive position was to drive into the area on the route we believe the enemy will take. That way, we get a view of the terrain from the enemy’s perspective and can incorporate that into our own positioning and planning.

It was a valuable lesson which I used throughout my military career, whether on the offensive, the defensive, or in peacekeeping and internal security. Always look at your situation from your enemy’s point of view. What is his objective? What is he trying to achieve? How is he likely to move and manoeuvre? What are his concerns and weaknesses? What are his strengths? You can apply this not only to an enemy, but also to a potential ally or any of the numerous stakeholders and bystanders on the modern battlefield.

When you think of it, though, this wisdom is just as applicable in business and management in general. I’ve been working as a volunteer with a non-profit to organize an upcoming event. I’ve been applying a similar logic to the people we want to attract to our event, as well as the potential exhibitors we want involved. What is their likely goal? What are their interests, concerns, values, and fears? What will make them comfortable in committing to participating or attending?

A colleague and friend of mine has had a long career in marketing, promotion, selling and business development. He says the key word in marketing and selling is “other.” What does the other person want? What are his goals and interests?

If we put ourselves in the other person’s shoes and look at the situation or the transaction from their point of view, we can gain a lot of understanding (and even empathy) and that will help us formulate better plans, strategies, and communications to reach them–and achieve our ends!

Remember Richard’s Business Readiness Process in 2017!

  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.

Call me for a Business Readiness Briefing in 2017!

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?

Feel free to contact me at any time to discuss your objectives and needs.

And remember… STAND TO!!!

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

Readiness is the ability to anticipate and absorb changing conditions so you can come out on top, or at least maintain your position or objectives.

The Readiness Mindset depends on the following characteristics:

  • Don’t assume you know everything you need to know. As I learned on peacekeeping duty in Bosnia, first information is often, even usually, wrong, so don’t overreact!
  • You can never eliminate uncertainty and its attendant risks.
  • Keep your overarching objectives and purposes in mind. Momentary setbacks are normal and must be overcome.
  • If you try to defend or attack everywhere, you end up defending or attacking nowhere. Assess opportunities, risks, and threats in terms of their likelihood and potential effects and put your main effort on the highest priority items.
  • Always keep the morale of your team and self in mind. Morale is the willingness to sacrifice and persist despite setbacks and obstacles to achieve your aims.
  • Shape your competitive conditions as much as possible so you can seize and maintain the initiative. That is the essence of an offensive mindset and action.
  • There is always more than one way to achieve an aim. Strategy is about assessing and balancing ends, ways and means to come out on top.
  • Power people: Brief your people, get them in the loop, delegate responsibility, keep them informed on the changing situations, ask for advice.
  • Tell your people what you’re trying to achieve and let them figure out the best way to get there. Give them the “what and why,” let them find the “how.”
  • Use time to your advantage. Bring people into the loop early and often so they can anticipate and prepare.
  • Nothing is fulling sequential. Run things in parallel. For instance, you can activate your team for a forthcoming change or mission; while you plan, they can prepare and increase your overall readiness.

Remember Richard’s Business Readiness Process in 2017!

  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.

Call me for a Business Readiness Briefing in 2017!

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

Readiness can be reduced to this essential component: the intrinsic motivation to be ready, willing, and able to accomplish the mission no matter what.

My daughter Elizabeth works as a salesclerk in a men’s and women’s clothing boutique. She was telling me that the floor manager assembles the team at the start of each day and at shift changes to give them the day’s sales target.

Elizabeth tells me that this quantitative target is little motivation to her. She gets her drive from helping the clients find the right clothing and leaving the store satisfied. To her, the most important thing is the client’s experience and whether they will depart in a good mood, having achieved their aim and willing to come back and recommend the store to others.

As I reflected on this, I realized that it highlights the distinction between intrinsic motivation and extrinsic motivation. Sales targets are a form of extrinsic motivation. They may influence some people to perform, but most people don’t get their drive from such externally measured objectives.

The willingness to help clients and the satisfaction that comes from doing so is a form of intrinsic motivation. Intrinsic motivation is the stronger form of influence. It comes from within and gives people the inner strength to overcome obstacles and motor past resistance.

Remember Richard’s Business Readiness Process in 2017!

  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.

Call me for a Business Readiness Briefing!

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.

Monday STAND TO!

By Richard Martin, Expert in Business Readiness and Exploiting Change

Do you try to mould your future and create the conditions for your success, or do you instead remain passive while others seize the initiative?

The whole point of Business Readiness is to “take the bull by the horns” and shape your competitive battle space for you and your customers. This isn’t simple P&P (preparation and planning). It’s about vigilance, preparedness, and robustness so you see, assess, respond, act, and pounce on opportunities before others see them.
Situational Awareness
Step 1 of the Business Readiness Process (BRP) is…

Vigilance through constant Situational Awareness. Situational awareness requires systems, procedures, and mindset to be on the lookout for changes and trends at all levels–strategic, operational, tactical–of your business and organizational environment. This includes keeping eyes on:

  • Changing customer needs and wants
  • Changing political, social, demographic, cultural milieu
  • Technology, finance, economic factors, etc.
  • Competitors and other stakeholders, including changing alliances, support, and opposition to your goals and strategies
Think of how effective non-business opposition to Keystone XL,
Northern Gateway, and other pipelines has been.
Could this have been anticipated?
Could the companies involved have managed the situation better?
Could they have assessed their courses of action better?
You need…
  1. A consistent and constant watch and evaluation system.
  2. A method and the right mindset and motivation in you and your people.
  3. To decide if this changes your mission and objectives or whether you need to update them.
It starts at the top. If you’re not open to change and ignore signs of imminent disruption, how can you expect your team members to be engaged and motivated for it?
Business Readiness Process (BRP)
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.


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?
Feel free to contact me at any time to discuss your objectives and needs.
And remember… STAND TO!!!

© 2016 Alcera Consulting Inc.

This article may be forwarded, reproduced, or otherwise referenced for non-commercial use with proper attribution. All other rights are reserved and explicit permission is required for commercial use.