Leadership in military and civilian life

In a question and answer session at Manchester Business School, with an audience of military officers and business leaders, Admiral Lord Boyce explored his leadership experiences. He described leadership as the art of persuading people to do more than they think they can. He identified decision-making and communicating as general competences essential to effective leadership

Q: There are a multitude of ways in which leadership has been described and defined. How do you see it?

MB: I can tell you what it seems to be from my experiences. I like to say that leadership is the art of persuading people to do more than they think they can.

Q: What key differences have you experienced working in military and non-military environments?

MB: There are obvious differences. In military life you are trained to lead, and also on how to be led, until the principles become ingrained. I mean training, not education. You train for leadership, as you would train for a Marathon. Also, the military conditions are different. You need to be able to depend on colleagues for your mutual survival. Decision-making has more life and death consequences than in most other professions. But there may be need to show initiative when you may be in a position to consult more widely in civilian life.

Q But there are similarities [between military and civilian leadership]?

MB: I would say there are general core components of leadership. Two of them concern decision-making and communications. Good decision-making requires skills at assimilating information and applying analytic ability. These skills often have to be combined with decisiveness. Effective communicators have to demonstrate clearly and convincingly the logic of their approach. I must also mention strength of character, the ability to delegate and show initiative.

Comment from audience: We used to teach delegation to business leaders. Now there’s less emphasis, more on ’empowerment’. Perhaps we should revisit the importance of delegation skills …

Q Why are Women held back in leadership in the military? I left for that reason.

MB Times are changing. There is a very senior officer I can immediately think of in the navy for example, but she has succeeded on merit, not because of equal opportunities.

Q One of the most popular current television programmes is “The Apprentice”. From watching the programme there is a perception that successful leadership is developed through bullying. Do you believe you have to be aggressive to be a good leader?

Not aggressive. Historically you can point to contrary examples. One of my favourites is Shackleton. No, Not at all aggressive. I don’t watch much television, but what I’ve seen, you wouldn’t advance far in the Military today with that sort of bullying style. You would not get past Major, Lieutenant Colonel, maybe.

Q: How does leadership work in The House of Lords?

MB: The Conservative and labour Peers have a kind of ‘whip’ system [enforcement officers]. But managing cross-benchers … that’s like herding cats! [MB is a cross-bench or independent Peer]. Collectively though, it’s an excellent system. It wouldn’t work so well if there were elections when a constituency would vote for everyone. That would be different.

Q What do you look for when on an interviewing panel to select for a leadership position? Do the characteristics differ across different environments?

MB: Again there seem to be some general points you are looking out for. The successful candidate for any leadership job will be able to communicate clearly, show imagination and vision. The answers to interview questions give a pretty good indication of how honest he or she is being. Of course you have to do your homework. The references you get are a great help too.

Q: Finally, what advice would you give an officer taking up work in civilian life?

MB: Something that surprised me. Perhaps it should not have. You will meet far more individuals who seem to have no concern beyond their own self-interests.

Also you realize you have your own [military] jargon, you will have to learn another dialect to be accepted. And there is a lot of stereotyping about the military mentality.

There’s another difference worth mentioning: [Corporate]directors are increasingly becoming legally responsible for the conduct of their company. This is becoming more widespread, applying to charities and trusts as well as PLCs.

Blognotes

I am indebted to course director Jed Drugan of Manchester Business School for inviting me to participate in this event. My Q and A notes are reconstructed as faithfully as possible, but capture only part of the wide-ranging conversation. For those interested in following up the points raised in the discussion, I have added a few comments.

1 Leadership has been notorious for its multitude of definitions. There are even theories of why there are so many definitions. Lord Boyce has offered his personal perspective, and one close to the classical one from Stodgill with its characteristics of leadership as an act or process influencing others to achive some goal. It is also close to Yukl’s operational definition of leadership as influencing to understand and agree what is to be done and facilitating individual and collective efforts to accomplish shared goals. I assume that the Admiral’s characterization of leadership has been tested in many experiences in his distinguished naval career, and then in a range of political and corporate roles.

2 Cat herding. This cropped up in a recent taxonomy of leader/follower relationships by the British theorist Keith Grint. He suggests one of several versions of situational leadership, which result from different levels of commitment to community goals from leader and group (followers, subordinates, team members etc). The cat herding (cross bench independent mavericks) according to Grint will specialize in independence of spirit but arguably unproductive conflict.

2 Shackleton. An interesting leader in the ‘great explorer’ mode. His biographers (such as John Adair) suggest his leadership was consistent with MB’s perspective of leadership as inspiring others to achieve what they might otherwise have believed impossible.

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The Apprentice

My curmudgeonly view of The Apprentice is largely focused on the view that it presents a distorted and undesirable role model for would-be business leaders. However, it can be argued that the series exposes dubious business practices, and that subsequent debate can be healthy.

Why should the owner of a large corporation risk public ridicule while seeking high-profile visibility for himself? In the news at the moment has been Sir Alan Sugar, and his BBC TV show The Apprentice. That other knight, Sir Richard Branson, has an even longer tradition of self-publicity, and would probably also be tempted into TV stardom given the opportunity.

One difference may be that Sir Richard’s publicity stunts have, mostly, been associated with his beloved Virgin Brand. By and large, the restlessly innovative brand and the image of RB seem pretty compatible.

So what about Sir Alan and his business interests? He has stated that he is doing the show because he enjoys it, and because he thinks it worthwhile to communicate the excitement of the world of business.

I note this without recalling the original source, but I can’t recall that he says he is taking part because it’s good for his business interests. On the other hand, it’s a pretty safe bet he doesn’t consider it to be harming his commerical net value.

What’s happened to Amstrad?

AS a matter of record, as Sir Alan’s public visibility has grown, so has the share value of Amstrad. Significantly. Over six times their quoted value in early 2002.

So Sir Alan’s show has helped Amstrad?

Well … it’s not as clear-cut as all that. A few years ago in 2002, the shares had plummeted to a price of 20p, suggesting that the company was a near basket-case.

At present, financial analysts see Amstrad’s main business is in the highly competitive one of selling set-top TV boxes. There is no evidence of great growth there. The vitality and entrepreneurial flair brought to the company in its early days by Alan Sugar seems have disappeared. My scanning of the financial press suggests that the company’s future prospects are not rated highly. [This is a personal view, and not, repeat not advice from a successful share-tipster.]

As part of a strategic response to corporate difficulties, the TV exposure hasn’t worked.

Is The Apprentice a good showcase for business?

Sir Alan says so. The BBC have commissioned another two series, and have increasingly talked-up the status even of those would-be apprentices ejected from the house (I meant, those fired from the programme). As each is evicted (sorry, ‘fired’) he or she has another brief period of celebrity.

By and large a consensus seems to be emerging beyond the vested interests of the BBC that The Apprentice throws as much light on Business as earlier and better-scripted series such as Steptoe and Son, Are You being Served, and Only Fools and Horses.

One article highlighted some undesirable elements if the show was intended to mirror business life.

“I think I would be very uncomfortable being Sir Alan Sugar’s solicitor now,” says Nicholas Lakeland at London law firm Silverman Sherliker. “I wouldn’t say his approach is consistent with what employment lawyers would advise.”

Although at interview you are only protected against discrimination after a year at an office, you can claim constructive dismissal, and where bullying is really bad, protection from harassment. If Sir Alan behaves in his company like he does on TV, warns Lakeland, he could find himself in hot water.

Bullying can prove very expensive for businesses. Last year Deutsche Bank had to shell out £800,000 to workplace bullying victim Helen Green. In 2003 Steven Horkulak was awarded nearly £1m in damages by the courts after months of abuse by his boss, president of brokerage firm Cantor Fitzgerald International. Employers be warned.

My case is, that the omnipotent boss as acted out by Sir Alan Sugar in The Apprentice, is a poor role model for much of today’s business. He illustrates many of the characteristics that have helped him achieve success for a self-made multi-millionaire. The vital ingredients of determination, resourcefulness, energy, single-mindedness are not so obvious as a kind of unthinking and gratuitous bullying. The style is by no means universal among successful business leaders. I have suggested elsewhere that such tyrannical behaviors are most often found concentrated certain industries including the media.

These objections have been raised elsewhere.

Steve Carter, head of recruitment firm Nigel Lynn, condemns the unrealistic “brutality” of the show’s recruitment process. “The idea that people should set about stabbing each other in the back to succeed is not good business,” he says.

To that I would add another misgiving. The episodes are followed by tired radio productions which remind me particularly forceably of the culture of Celebrity Big Brother.

The Case for the Defence

I have been inclined to rant a bit about a programme which I have trouble watching for more than a few minutes. So let me have a go at defending The Apprentice. It has revealed one example of muscular leadership. Wannabe leaders can discuss what they have seen. In pubs and workplaces this is already producing discussion. Maybe this in turn will allow people to figure out ways of coping when they come under fire from a bullying boss. Even better, some bosses may perhaps review their own leadership behaviors towards employees, and consider alternative patterns.