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

INTRODUCTIONS

The Royal Military Academy Sandhurst

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?

What they must have?

The Ability to Communicate

What they must have?

The Ability to Communicate

PETER DRUCKER

The most advanced management thinker of our time

“THE WHOLE DISCUSSION IS A WASTE OF TIME!

QUALITIES OF A LEADER

NO universal acceptance!

Leadership in an operational scenario

Cambodia

NORODOM SIHANOUK

SALOTH SAR - AKA – ‘POL POT’

DUCH ‘THE EXECUTIONER’

MISSING INGREDIENTS

• Courage• Willpower• Initiative• Integrity• Self confidence• Enthusiasm• Ability to communicate.

IN SUMMARY

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

FUNCTIONS OF A LEADER• Planning

• Briefing

• Controlling

• Supporting

• Informing

• Evaluating

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

TaskNeeds

Team Individual Needs Needs

Environment

Military v Civilian view?

SITUATIONAL APPROACH

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

ROMANS v GERMANS

AD 8GERMANY

VideoVideo

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?

The 7 Questions (Crisis Management Process)

Q1 - What are the “enemy” doing and why?

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.

The 7 Questions (Crisis Management Process)

Q4 - Where can I best accomplish each action/effect?

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)

1-DENY

2 - DRAW

3 -FIX4 -STRIKE

DRAFT DECISION SUPPORT OVERLAY

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.

The 7 Questions (Crisis Management Process)

Q7 - What control measures do I need to impose?

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”

Question

s?

Question

s?

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