HOW LEADERSHIP IS TAUGHT AT SANDHURST AND HOW THESE LESSONS CAN BE APPLIED TO THE CIVILIAN WORLD...
-
Upload
grant-ryan -
Category
Documents
-
view
228 -
download
1
Transcript of HOW LEADERSHIP IS TAUGHT AT SANDHURST AND HOW THESE LESSONS CAN BE APPLIED TO THE CIVILIAN WORLD...
HOW LEADERSHIP IS TAUGHT AT SANDHURSTHOW LEADERSHIP IS TAUGHT AT SANDHURSTAND HOW THESE LESSONS CAN BEAND HOW THESE LESSONS CAN BEAPPLIED TO THE CIVILIAN WORLDAPPLIED TO THE CIVILIAN WORLD
RICK CHATTELL MBERICK CHATTELL MBE
ANDY ALLEN MBEANDY ALLEN MBE
FORMAT
• Introductions
• 5 Key areas to be covered:
1. Selection of potential Leaders2. How Leadership is taught at Sandhurst3. Qualities of a Leader (Our view and yours)4. The need for realistic training5. A universally accepted crisis management process
• Summary
1801 Estate purchased from William Pitt
1810-12 Old College built by John Saunders
1911 New College built
Sandhurst History
THE ART OF WAR
The conduct of war is an art, a skill requiring acombination of judgement to weigh up factorswhich can seldom be quantified precisely, insightto assess the value of information which may be inaccurate or misleading and flair to know whento be bold and when to be cautious.
Army Field Manual – The application of force
THE ART OF WAR
The conduct of business is an art, a skill requiringa combination of judgement to weigh up factorswhich can seldom be quantified precisely, insightto assess the value of information which my beinaccurate or misleading and flair to know when tobe bold and when to be cautious
(Replace war with business)
SELECTION FOR RMA SANDHURSTSELECTION FOR RMA SANDHURST
Regular Commissions Board Mission
“To select from the field of suitably qualifiedcandidates, those with the potential qualities
of character, ability and Leadership who should,after training, be able to command a sub-unit (platoonor troop) in the performance of common military tasks
in peace and war”
REGULAR COMMISSIONS BOARD
• Can you assess and solve problems?
• Can you make decisions under pressure?
• Can you adapt to changing circumstances?
• Can you communicate quickly and clearly?
• Can you get the very best out of yourself and the people around you?
REGULAR COMMISSIONS BOARD
• Mind – Mental aptitude profile – IQ
• Body – Fit and robust enough
• Soul – Personality and interaction - EQ
HOW LEADERSHIP IS TAUGHT AT SANDHURSTHOW LEADERSHIP IS TAUGHT AT SANDHURST
LEADERSHIP IS THE MOST IMPORTANT SUBJECTTAUGHT, LEARNED AND PRACTICED
AT SANDHURST
WHY?
Because Leadership is the key winning Ingredient in battle
…and Leadership is the key winningIngredient in business
ACADEMY MISSION
“Through Military training and education
to develop the qualities of Leadership
character and intellect demanded of an
Army officer”
HOW LEADERSHIP IS TAUGHT AT SANDHURST
The composite approach
• Qualities approach – What a Leader has to be as a person
• Functional approach – What a Leader has to do to lead
• Practical approach – Practice being and doing Leadership
QUALITIES OF A LEADER?
Task
Provide words or phrases which you considerare the qualities of a leader
Mahatma Ghandi
Winston Churchill
Martin Luther King, Jr. Adolf HitlerMother Teresa
Margaret Thatcher
What one leadership quality do these share?
PETER DRUCKER
The most advanced management thinker of our time
“THE WHOLE DISCUSSION IS A WASTE OF TIME!
MISSING INGREDIENTS
• Courage• Willpower• Initiative• Integrity• Self confidence• Enthusiasm• Ability to communicate.
Cambodia Missing
Ingredients
Essential
Courage WillpowerInitiativeIntegritySelf ConfidenceEnthusiasmAbility to Communicate
Cambodia Missing
Ingredients
Important Additions
Judgement CommonsenseHumanityFitnessFlexibility of mindPride in commandFaith
Essential
Courage WillpowerInitiativeIntegritySelf ConfidenceEnthusiasmAbility to Communicate
QUALITIES OF A LEADER
SANDHURST LIST
HOW LEADERSHIP IS TAUGHT AT SANDHURST
The composite approach
• Qualities approach – What a Leader has to be as a person
• Functional approach – What a Leader has to do to lead
• Practical approach – Practice being and doing Leadership
FUNCTIONAL APPROACH
Three elements:
• Functions of a leader
• Adair’s 3 circles
• Situational Approach
SITUATIONAL APPROACH
As the situation changes, a leader must have the ability to adapt their style of leadership
It is the environment of Adair’s 3 circles
HOW LEADERSHIP IS TAUGHT AT SANDHURST
The composite approach
• Qualities approach – What a Leader has to be as a person
• Functional approach – What a Leader has to do to lead
• Practical approach – Practice being and doing Leadership
500 1000 1500
Battlefield Technology
Tactics
Drill
PT
Academic Studies
Command & Leadership
Sport
Course Administration
Military Skills
Practical Leadership
Hours
(exercises)
Practical Approach
Course Summary
Realistic Training for Employment Role
Military => Train for war
(Train before promoted)
Civilian => Train for worst situation?
(Promoted then possibly trained?)
Universally accepted Crisis Management ProcessUniversally accepted Crisis Management Process
The 7 Questions
The 7 Questions
Why?
In a crisis, effective analysis of the situation and options for resolution are key
The 7 Questions (Crisis Management Process)
• Process
• Underpins The Functions of Leadership - for everyone
• Planning
• Briefing
• Controlling
• Supporting
• Informing
• Evaluating
The 7 Questions (Crisis Management Process)
Q1 - What are the “enemy” doing and why?
Q2 - What have I been told to do (or want to do) and why?
Q3 - What effects do I want to have on the enemy and what direction must I give to develop my plan?
Q4 - Where can I best accomplish each action/effect?
Q5 - What resources do I need to accomplish each action/effect?
Q6 - When and where do the actions take place in relation to each other?
Q7 - What control measures do I need to impose?
Note these Questions for your trial understanding and implementation
GERMANS(infantry and short-range bowmen)
FOREST
ROMANINFANTRY
ROMANARCHERS
ROMANARTILLERY
ROMANCAVALRY
GERMANY - AD 8
GEN MAXIMUS
The 7 Questions (Crisis Management Process)
Q1 - What are the “enemy” doing and why?
Q2 - What have I been told to do (or want to do) and why?
Q3 - What effects do I want to have on the enemy and what direction must I give to develop my plan?
Q4 - Where can I best accomplish each action/effect?
Q5 - What resources do I need to accomplish each action/effect?
Q6 - When and where do the actions take place in relation to each other?
Q7 - What control measures do I need to impose?
Q1. What are the enemy doing and why?
Trying to defeat Roman force in order to drive Romans out of Germany.
Trying to draw Romans into the forest where he can bring his strong infantry to bear without Romans being able to use superior tactics and weapons.
The 7 Questions (Crisis Management Process)
Q2 - What have I been told to do (or want to do) and why?
Q2. What have I been told to do and why?
Defeat the militant German tribes
in order to enable diplomatic and economic pacification measures to be implemented in the northern region
1. Higher Intent: Caesar has devised a package of military, diplomatic and economic pacification measures. My part is to defeat the militant German tribes so that the other measures can be implemented without interference.
2. Tasks.
Specified: Defeat militant German tribes
Implied: Kill or capture the leader - Rout the German force - deter any resurgence (take hostages?)
The 7 Questions (Crisis Management Process)
Q3 - What effects do I want to have on the enemy and what direction must I give to develop my plan?
Q3. What effects do I want to have on the enemy
and what direction must I give to develop my plan?
I intend to use our superior tactics to FIX the enemy and STRIKE at (kill) the enemy commander from an unexpected direction
This will cause fatal damage to the enemy cohesion and lead to his defeat.
Q4. Where can I best accomplish each effect?
• Start with ME effect = STRIKE enemy commander
• STRIKE against enemy commander best done by cavalry in the open
• To achieve this, must DENY him the use of the forest and DRAW him into the open ground
• New list of effects: DENY - DRAW - FIX - STRIKE
• FIX can happen in open (Roman infantry work best in formations)
The 7 Questions (Crisis Management Process)
Q5 - What resources do I need to accomplish each action/effect?
Q5. What resources are required to accomplish each effect?
• DENY - artillery and archers
• DRAW - infantry stopping short in open to lure enemy out of forest
• FIX - infantry close formation fixing enemy in open - but cannot do this for long
• STRIKE - ideal task for cavalry
The 7 Questions (Crisis Management Process)
Q6 - When and where do the actions take place in relation to each other?
Q6. When and where do the effects take place in relation to each other?
• Indirect fire denies forest to the enemy
• Infantry then advances and goes firm to draw enemy into open and fix him there• Cavalry strikes through forest at rear of enemy• Wargaming reveals potential synchronisation problems:
• Infantry not being able to fix for long enough for cavalry to achieve strike. Therefore cavalry must be pre-positioned and start when indirect fire starts• Potential of cavalry being hit by own indirect fire• What if enemy do not come out of forest? Cannot stop cavalry. Therefore must stop indirect fire. Cavalry strike anyway; infantry assault into wood.
Q7. What control measures do I need to impose?
• Signal from cavalry when ready - burning arrow
• Lookout for cavalry to stop indirect fire when cavalry approaches
The 7 Questions
a Crisis Management Process
Why?
In a Crisis, effective analysis of the situation and options for resolution are key
SUMMARY
1. Selection of potential Leaders2. How Leadership is taught at Sandhurst3. Qualities of a Leader (Our view and yours)4. The need for realistic training5. A universally accepted crisis management process
Leadership and teambuilding at all levels
Public and Private sectors
The Military
National Sporting teams
LEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIP
““Leadership is the art of accomplishing Leadership is the art of accomplishing more than the science of art says is more than the science of art says is
possible”possible”
““Leadership is the art of accomplishing Leadership is the art of accomplishing more than the science of art says is more than the science of art says is
possible”possible”
General (Retd) Colin PowellGeneral (Retd) Colin Powell
US Secretary of StateUS Secretary of State
General (Retd) Colin PowellGeneral (Retd) Colin Powell
US Secretary of StateUS Secretary of State
LEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIP
““The will to dominate together with the character that The will to dominate together with the character that inspires confidence”inspires confidence”
MontgomeryMontgomery
““A leader is a man who has the ability to get people to A leader is a man who has the ability to get people to do what they don’t want to do and like it”do what they don’t want to do and like it”
TrumanTruman
““Leadership is a mixture of example, persuasion and Leadership is a mixture of example, persuasion and compulsion …In fact it is just plain you”compulsion …In fact it is just plain you”
SlimSlim
““The will to dominate together with the character that The will to dominate together with the character that inspires confidence”inspires confidence”
MontgomeryMontgomery
““A leader is a man who has the ability to get people to A leader is a man who has the ability to get people to do what they don’t want to do and like it”do what they don’t want to do and like it”
TrumanTruman
““Leadership is a mixture of example, persuasion and Leadership is a mixture of example, persuasion and compulsion …In fact it is just plain you”compulsion …In fact it is just plain you”
SlimSlim
LEADERSHIPLEADERSHIPLEADERSHIPLEADERSHIP
And finally…….General Sir Peter de la Billiere said:And finally…….General Sir Peter de la Billiere said:
““You can talk about leadership until you’re You can talk about leadership until you’re
blue in the face but that will not teach you blue in the face but that will not teach you
leadership. The only way to be a leader is leadership. The only way to be a leader is
by by getting out theregetting out there and leading people” and leading people”
And finally…….General Sir Peter de la Billiere said:And finally…….General Sir Peter de la Billiere said:
““You can talk about leadership until you’re You can talk about leadership until you’re
blue in the face but that will not teach you blue in the face but that will not teach you
leadership. The only way to be a leader is leadership. The only way to be a leader is
by by getting out theregetting out there and leading people” and leading people”
Leadership v Management Leadership v Management • Problem with definitions is that
there are NO universally accepted definitions of leadership and management (V. J. Bentz found 130 definitions)
• However in the military context, leadership is not the same as management!
• Problem with definitions is that there are NO universally accepted definitions of leadership and management (V. J. Bentz found 130 definitions)
• However in the military context, leadership is not the same as management!
Leadership v Management Leadership v Management FM Lord Slim:
“There is a difference between LEADERSHIP and MANAGEMENT. The leader and the men who follow him represent one of the oldest, most natural and most effective of all human relationships.
The manager and those he manages are a later product with neither so romantic nor so inspiring a history………………
FM Lord Slim:
“There is a difference between LEADERSHIP and MANAGEMENT. The leader and the men who follow him represent one of the oldest, most natural and most effective of all human relationships.
The manager and those he manages are a later product with neither so romantic nor so inspiring a history………………
Leadership v Management Leadership v Management “….Leadership is of the spirit,
compounded by personality and vision: its practice is an art.
Management is of the mind, more a matter of calculation of statistics, of methods, timetables and routine; its practice is a science.
Managers are necessary; Leaders are essential”
“….Leadership is of the spirit, compounded by personality and vision: its practice is an art.
Management is of the mind, more a matter of calculation of statistics, of methods, timetables and routine; its practice is a science.
Managers are necessary; Leaders are essential”
A good leader must be a good
communicator
Consider one famous
communication blunder which
costs numerous lives (10 min
video)
A good leader must be a good
communicator
Consider one famous
communication blunder which
costs numerous lives (10 min
video)
The Ability to CommunicateThe Ability to Communicate
PUTTING IT TOGETHER PUTTING IT TOGETHER Phases Achieve TASK Build/Maintain TEAM Develop INDIVIDUALS PLAN Define the task
Obtain information Make analysis & Plan
Involve team in planning Detail groups Appoint sub-leaders
Assess the skill potential of people Use knowledge and expertise of individuals to assist in making your plan
BRIEF State aim Issue Instructions
Give clear Instructions Explain reason for task Set standards/priorities
Delegate Check individuals understand the plan
CONTROL Ensure activity directed to aim Monitor progress & Re-plan if necessary
Co-ordinate Maintain standards
Maintain standards
SUPPORT Provide resources Maintain team spirit Encourage individuals & Criticise constructively Look after administration
INFORM Keep yourself informed of progress in all areas
Keep team in the picture on progress Ensure team communication
Thank and praise
EVALUATE Review tasking – Has aim been achieved?
Recognise success & Learn from failure
Listen to feedback & Assess performance