2. “Future leaders will need to be both more open to
new ideas and aware of their own limitations.
Creating the best culture to cope with disruption
requires that leaders be the students of change and
invite their teams to be curious with them.”
3. About Me
Former National Coach for GB Wheelchair Tennis Programme
Speaker & consultant, advising businesses on the performance
mindsets and systems used in elite sport.
Member of the Institute of Leadership and Management
Curious – about everything!
5. “Generation Alpha will be joining the workforce, and they will expect
purpose beyond salary.”
“They will need to be engaged differently and they won’t understand the
hierarchical approach to leadership as they will be used to their voices
being heard in a different way through social media.”
6. AI and Technology
When I asked CEOs what they viewed as the biggest trends impacting leadership, the
most common answer I received was the growth of artificial intelligence and
technology.
With the excitement of AI and new technology comes fear and uncertainty. It’s up to
leaders to assuage those fears by looking for ways to implement AI that adds to
employees instead of replacing their jobs.
Leaders need to be well-versed on AI and experiment with new technologies so they
can help others understand the potential impact on their jobs.
7. Pace of Change
How we live and work is drastically different today from what it was five years ago—let alone 20
or 30 years ago.
Change surrounds us in the form of climate change, globalization, diversity, and dozens of other
things. Change is constant and has always happened.
What’s different about today is the rate at which change occurs. To be successful, organizations
must be constantly looking forward, and leaders must lean in and embrace change instead of
shying away.
Future leaders need to be agile, easily adaptable, and comfortable challenging the status quo.
11. Extreme Ownership
Own everything in your sphere of influence
“There are no bad teams, only bad leaders”
Keep an eye on the man in the mirror
Loyal to the team and the mission
Total responsibility
12. Believe
What is the mission?
What is your Why?
Detach from the immediate tactical mission – overall strategic goal
Ask questions up and down the chain of command
13. Cover and Move
Teamwork
Alignment to mission
Remind team units of their importance to the overall strategic
mission
Remind team units how their work impacts upon and supports
other areas
14. Simplify
Keep the plan as simple as possible (but no simpler)
Simplicity gives flexibility
Ask questions of team members to gauge understanding
Brief to the lowest common-denominator
15. Prioritise and Execute
Relax, look around, make the call
Evaluate
Highest priority
Develop solution
Execute
Repeat
Plan ahead – contingency planning
16. Decisions Decisions
There comes a time when you have all the information you're going to
get!
Any decision is better than no decision
17. Decentralise Command
Manageable teams
Squads of 4 or 5 with a designated leader
Set allowable parameters – “left and right limits”
Empower!
Junior leaders are pro-active “Here’s what we are going to do”
not “What do you want us to do”
Maintain “Helicopter View”
18. Planning
Analyse the mission
‘Commanders Intent’
What does winning look like
Identify personnel, assets, resources and time
available
Decentralise the planning process
Empower key leaders
Look for contingencies
Ask questions of the plan – “What if?”
Mitigate controllable risks
Delegate to and brief junior leaders
Maintain Helicopter view
Continue to question the plan against emerging
intelligence
Brief the plan to all participants and supporting assets
Emphasise the Commanders Intent
Ask questions and engage in discussion
to ensure understanding
Conduct post-operation debrief
What did we learn?
What will we change for the future?
