Military Leadership In The Corporate World: The Balance of Power Series

by GeneralLeadership

One of my findings whilst conducting research for my book, How Successful Leaders do Business With Their World, was that we all have a foundational assumption about the balance of power we have with our world.

In the second episode of my podcast series, the balance of power I met with lieutenant-general Ben Hodges. We discussed how his childhood lessons impacted his leadership methods in the military.

Going into this interview, I had many preconceived notions of military leadership. I had thought of the military as being largely hierarchical and unquestioning of its leadership. I couldn’t imagine junior officers seriously challenging their superior’s conclusions. And when you come to think of it, isn’t the military’s sole purpose conflict, opposition? Aren’t they, in fact, the epitome of the oppositional stance? 

Someone who I thought was ideal to answer that question was lieutenant-general Ben Hodges. Ben retired from the US Army in 2017. He is currently the Pershing Chair in Strategic Studies at the Centre for European policy analysis. Before that, he was commanding general of the US Army in Europe, a top adviser to NATO, and worked, and served, in both Iraq and Afghanistan. 

Here I’ll share a few of the topics Ben and I covered. You can listen to the full podcast “Battles, Balance and the Fasted Kid in Florida” for more details on how to be an effective leader. 

What makes a good leader in the military?

Ben:  “So my experience is that the expectation was for me to use initiative to take risks, to accept responsibility. The times I got in trouble were usually when I failed to do that, not when I failed to follow a specific order… So that’s always been the expectation. That does, in a way, seem at odds with the stereotypical you know, Prussian “we all follow orders, unquestioning obedience”, that sort of thing but actually, that’s the opposite of the training.

My favourite, Clausewitz quote is “happy the army where ill-timed boldness occurs frequently; it is a luxuriant weed that indicates the richness of the soil.” So even Clausewitz, the ultimate Prussian, advocated, you know, young leaders who were willing to take a risk, and you just had to help that mature”

How the military’s role within a nation can remind us of the importance of purpose and responsibility to be effective leaders 

Ben gives a more in-depth explanation in the full podcast, but here Ben shares what he saw as the role of the military within a nation. 

Ben: “The Trinity, of course, you know, the state, the people, and the military. It’s had a role for thousands of years to protect, of course, it can be misused as a weapon. And so, as a member of the United States Armed Forces, in our history, our founding, if you will, the army is actually one year older than the country. The army was officially started one year before the Declaration of Independence, and without an army, the Declaration of Independence would have been an empty political statement.”

The action of declaring an oath to the constitution is actually something we can carry into the corporate world. As leaders, we have responsibilities and duties. When we feel out-of-balance with the world, as I discussed in Episode One: The Balance of Power, we can feel at odds with the world, and those around us. We feel in direct conflict and unable to work with, or for, them. Keeping a focus on your true goal, whether to uphold the constitution or support your employees, helps you step out of the every day to focus on the larger picture.”

The importance of scenario planning in military leadership 

The military is well-known for its tactical planning and wargaming. I asked Ben to discuss it in more detail and how it helped him become a better leader.

Ben: “We were constantly Wargaming courses of action. As technology improved, for example, we were preparing for the invasion of Iraq in 2003, I was a Brigade Commander and by this time, we had a visual methodology that you could actually see the terrain. Now, this is 2003, obviously, it’s a million times better now. 

There’s a lot of potential for things to go wrong. The Wargaming, going through the planning process, was necessary to number one, figure out the timing, the logistics, what would be required? And then to figure out, you know, what do we want to do to have the best chance for success? 

At the end of the day, it was gonna be a lieutenant with a group of sergeants and soldiers that were going to be the key on the point so it had to be something, they couldn’t be long you know, obviously, they would rehearse multiple times but at the end of the day, it needs to be something that they understood when they get there and if the situation looks different from what we thought they still knew what the end state was.” 

The opportunity to train leadership from an early stage 

While I discuss the importance of a partnering start in my book; it is true that not all of us had what can be described as a partnering start. I am a firm believer though that we can learn these skills later in life. Ben explains the military’s focus on leadership development.

Ben: “The training that we did all the leader development was based on that. My goal was always that lieutenant sergeants and captains would say “if Colonel Hodges was here, and he knew what I knew, and he saw what I saw, he would probably tell me to do X, so I’m going to do that.””

How to nurture a future leader by removing yourself from the center of attention

I asked Ben the practical ways in which the military helped to develop leadership skills in younger recruits. 

Ben: “In modern warfare, you have to be able to conduct distributed operations. You’ve got young leaders all over the place. They’re out interacting whether it’s with the local populations, their own soldiers, Allied, or in partner formations… And, of course, the enemy. And so they’ve got to be confident. Able to act independently. Which means you’ve got to communicate to them in such a way that they feel confident. So that they can make decisions and take risks in order to carry out their assigned purpose. 

The Importance of Investing time

Now, of course, they don’t come in a box like that. You have to invest time in that. And so one of the things that I think the leader has to be conscious of and prevent is the gravitational pull of his or herself.

The norm in a headquarters, when you issue the order, the staff would always set up the briefing room where you, the commander, are sitting right in the middle, and you’d become the focus. 

And I remember looking at that, like, wait a minute, I’m the one issuing the order. This is my order to my subordinates. Why is the room, or if when we do it outside on a training model, why is it set up so that I’m the centre of attention?”

So by a simple technique of putting everybody, my subordinate commanders, in the front row, and I would sit off at the end, would number one, it would cause the staff to brief them because they’re the ones that have got to execute it. And then also I can kind of look down the row and watch their faces, and I can see… Mark, he doesn’t get it, or she doesn’t see what it is that’s expected, or okay, they got it. And it was a completely different dynamic and made us, I think, much more effective and, and also these guys, I mean, they were all now on it. I mean, I’ve just been told what I’ve got to do. I’m the centre, I’m the centre of attention and I own it. And those are simple techniques.”

Listen to the full podcast to learn more about Ben and military leadership. We discuss how Ben’s childhood readied him for military life. The importance of freedom at a young age. Plus, a more in-depth look at the purpose of the military within the US. 

Are you interested in learning more about power or are perhaps interested in leadership training? You can contact me, or learn more about my consulting services & speaking engagements.

Listen to all of the Balance of Power Series:

Let’s Talk About Power: Episode One

Battles, Balance and the Fasted Kid in Florida: Episode Two

Episode Three: Readings from ‘How Successful Leaders to Business with their world?”: Episode Three

What Makes A Good Leader: The Balance of Power Series

by GeneralLeadership

Many of us can explain what makes a bad leader. But if asked to explain what makes great leaders, it seems much harder to defne. The qualities of a good leader seem somewhat more intangible, perhaps because they are less about individual qualities and more about a relationship with the world around them. 

My late in life doctorate was in how successful leaders manage power which informed much of my book  ’How Successful Leaders Do Business With Their World’. 

My new podcast series, The Power of Balance, discusses exactly this topic. It is a series about power, and why it, and more importantly, what we have learned to believe about our relationship with it, affects every aspect of our daily lives. I’ve spent most of my working life with power and leadership. I’m a coach-mentor of leaders, and I used to be a corporate leader at one stage.

Here you’ll find extracts from Episode One: Let’s Talk About Power.

What is power in regard to becoming an efficient leader?

We deal with and talk about power every day. Most of the time, it’s about power over, whether somebody or something has less or more power than we have. Whether the government has the power to arbitrarily lock us down, whether the boss has the power to force us to do something we don’t want to do.

But also those everyday incidents, like how you feel when an overly boisterous bunch of kids gets on your carriage on the train, or when a driver changes lane in front of you, without indicating. They’re all about power too.

And until we understand that, and until we understand our own assumptions about our own power, we’ll be half-blind in our relationships. 

How does power affect how we view the world as leaders

Our ability to act, to do in the world, is regulated by what we have learned to assume is the nature of our relationship with our world. It’s a bit like ballroom dancers on a dance floor. Your ability to move is going to be affected by the number of other dancers on that floor.

If everyone is doing their bit and gliding around, then everything should go smoothly, and nobody bumps into anybody else. However, if you see one couple start to knock into other dancers, you might start getting a little alert and avoid them. But gradually, you notice that a lot of couples, the majority, in fact, are jostling and forcing the rest of you into a corner of the room.

You could assume that what’s happened is that a majority of dancers have decided to push the others into a corner of the room, deliberately, so that they have a bigger space or force the minority to dance badly for the judge’s sake. Or you could assume that the disruption happened when that original duo deliberately or accidentally bumped into another couple setting off a chain reaction that resulted in everybody being off-kilter.

In the first assumption, you’re fighting against a superior power, the majority. And the latter, you and your fellow dancers are in it together, you’re all out of balance. In the former, your choices are: you either have to get out of the room, or you push back, or you surrender.

Are leaders born or made? 

I conducted an academic research study over four years, and then expanded it in my practice, as well as in my book How Successful Leaders do Business With Their World. 

Very briefly, through their explorations and interactions with their parents, their families, peers, and communities children progressively build up a blanket assumption about how much space they can make for themselves. What they can and can’t do, in and with their world. In other words, they build up an assumption about the balance of power between themselves and their world.

Put very simplistically, they come to the conclusion along the spectrum that ranges from “whatever I do, my world always has the upper hand”, “I have less power than it has”, “I have no power all”, or right at the other end, “I can do what I want, I have more power than my world, I am all-powerful.”

Or “I can work with this world of mine, I can do business with it. And if I partner with it, we’re reasonably balanced.” There’s your spectrum.

And of course, they learn to behave differently according to that underlying assumption.

What are the qualities of a good leade

If your assumption tells you that you will always lose against the world, then you’re either going to try and beat it or surrender, or even avoid it altogether. If you believe that you can do anything you like, you will eventually discover that to be untrue. The world will inevitably in the form of someone or something get in your way.

But of course, your assumption will still insist that you really do have more power and that the blockage is an anomaly.

So, where your assumption is that you and the world have a reasonable power balance, you’ll know that the best way to behave is to partner with it, work with it, these are true leadership skills. Anything else would be a waste of time and energy. Why would I oppose it or manipulate it when I can just work with it? And, in fact, the combination may be even more powerful.

Can our perception of the world make us better leaders?

Einstein is reputed to have said later in his life, I think the most important question facing humanity is, “is the universe a friendly place?” This, he said, is the first and most basic question all people must answer for themselves.

Why did he think that?

I believe because if the universe is your opponent, you will build up defenses and weapons to control it or keep it at bay, and eventually, you will destroy it and it you. And if you think it’s friendly, your partner, you will work to preserve it, so that you can flourish together.

So in this series, I’ll be talking about how our assumptions of the balance of power between us and our world affects all our relationships. My purpose is not to uncover old bones but to hopefully help us all to find ways to better manage ourselves in our world. At work, in the family at the polling booth, in hospital, at the supermarket, or when we ourselves have power because here’s the good news, those assumptions are learned and what is learned can be unlearned.

I’ll be drawing on much of my own research, as well as the book that I’ve written on the subject but I will also be talking to others. Leaders, writers, victims, and victimizers and I will ask all of them the same opening question

“For you, is your universe friendly?”

Listen to the full podcast: The Balance of Power

Episode Two: Battles, Balance and the Fasted Kid in Florida

Episode Three: Readings from ‘How Successful Leaders to Business with their world?”

Are you interested in learning more about power or are perhaps interested in leadership training? You can contact me, or learn more about my consulting services & speaking engagements.

Trust the Process of the Heart

by CoachingGeneralLeadershipMultiple intelligencesRelationship managementself managementValues

We worry so much about the future that we fail to manage the present. We build artificial visions of the future and then expect life to match up to them. And when they inevitably don’t, we burden ourselves with disappointment and a sense of failure. We use our heads and our gut – but not our hearts, the most formidable organ of them all.