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HOW LEADERSHIP IS TAUGHT AT SANDHURST AND HOW THESE LESSONS CAN BE APPLIED TO THE CIVILIAN WORLD RICK CHATTELL MBE ANDY ALLEN MBE.

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Presentation on theme: "HOW LEADERSHIP IS TAUGHT AT SANDHURST AND HOW THESE LESSONS CAN BE APPLIED TO THE CIVILIAN WORLD RICK CHATTELL MBE ANDY ALLEN MBE."— Presentation transcript:

1 HOW LEADERSHIP IS TAUGHT AT SANDHURST AND HOW THESE LESSONS CAN BE APPLIED TO THE CIVILIAN WORLD RICK CHATTELL MBE ANDY ALLEN MBE

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4 FORMAT Introductions 5 Key areas to be covered: 1.Selection of potential Leaders 2.How Leadership is taught at Sandhurst 3.Qualities of a Leader (Our view and yours) 4.The need for realistic training 5.A universally accepted crisis management process Summary

5 INTRODUCTIONS

6 The Royal Military Academy Sandhurst

7 1801Estate purchased from William Pitt 1810-12Old College built by John Saunders 1911New College built Sandhurst History

8 THE ART OF WAR The conduct of war is an art, a skill requiring a combination of judgement to weigh up factors which can seldom be quantified precisely, insight to assess the value of information which may be inaccurate or misleading and flair to know when to be bold and when to be cautious. Army Field Manual – The application of force

9 THE ART OF WAR The conduct of business is an art, a skill requiring a combination of judgement to weigh up factors which can seldom be quantified precisely, insight to assess the value of information which my be inaccurate or misleading and flair to know when to be bold and when to be cautious (Replace war with business)

10 SELECTION FOR RMA SANDHURST Regular Commissions Board Mission “To select from the field of suitably qualified candidates, those with the potential qualities of character, ability and Leadership who should, after training, be able to command a sub-unit (platoon or troop) in the performance of common military tasks in peace and war”

11 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?

12 REGULAR COMMISSIONS BOARD Mind – Mental aptitude profile – IQ Body – Fit and robust enough Soul – Personality and interaction - EQ

13 HOW LEADERSHIP IS TAUGHT AT SANDHURST LEADERSHIP IS THE MOST IMPORTANT SUBJECT TAUGHT, LEARNED AND PRACTICED AT SANDHURST WHY?

14 Because Leadership is the key winning Ingredient in battle …and Leadership is the key winning Ingredient in business

15 ACADEMY MISSION “Through Military training and education to develop the qualities of Leadership character and intellect demanded of an Army officer”

16 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

17 QUALITIES OF A LEADER? Task Provide words or phrases which you consider are the qualities of a leader

18 Mahatma Ghandi Winston Churchill Martin Luther King, Jr. Adolf Hitler Mother Teresa Margaret Thatcher What one leadership quality do these share?

19 What they must have? The Ability to Communicate What they must have? The Ability to Communicate

20 PETER DRUCKER The most advanced management thinker of our time “THE WHOLE DISCUSSION IS A WASTE OF TIME!

21 QUALITIES OF A LEADER NO universal acceptance!

22 Leadership in an operational scenario Cambodia

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25 NORODOM SIHANOUK

26 SALOTH SAR - AKA – ‘POL POT’

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29 DUCH ‘THE EXECUTIONER’

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42 MISSING INGREDIENTS Courage Willpower Initiative Integrity Self confidence Enthusiasm Ability to communicate.

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53 IN SUMMARY

54 Cambodia Missing Ingredients Essential Courage Willpower Initiative Integrity Self Confidence Enthusiasm Ability to Communicate

55 Cambodia Missing Ingredients Important Additions Judgement Commonsense Humanity Fitness Flexibility of mind Pride in command Faith Essential Courage Willpower Initiative Integrity Self Confidence Enthusiasm Ability to Communicate QUALITIES OF A LEADER SANDHURST LIST

56 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

57 FUNCTIONAL APPROACH Three elements: Functions of a leader Adair’s 3 circles Situational Approach

58 FUNCTIONS OF A LEADER Planning Briefing Controlling Supporting Informing Evaluating

59 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

60 Task Needs Team Individual Needs Needs Environment Military v Civilian view? SITUATIONAL APPROACH

61 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

62 50010001500 Battlefield Technology Tactics Drill PT Academic Studies Command & Leadership Sport Course Administration Military Skills Practical Leadership Hours (exercises) Practical Approach Course Summary

63 Realistic Training for Employment Role Military => Train for war (Train before promoted) Civilian => Train for worst situation? (Promoted then possibly trained?)

64 Universally accepted Crisis Management Process The 7 Questions

65 Why? In a crisis, effective analysis of the situation and options for resolution are key

66 The 7 Questions (Crisis Management Process) Process Underpins The Functions of Leadership - for everyone Planning Briefing Controlling Supporting Informing Evaluating

67 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

68 ROMANS v GERMANS AD 8 GERMANY

69 Video

70 GERMANS (infantry and short-range bowmen) FOREST ROMAN INFANTRY ROMAN ARCHERS ROMAN ARTILLERY ROMAN CAVALRY GERMANY - AD 8 GEN MAXIMUS

71 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?

72 The 7 Questions (Crisis Management Process) Q1 - What are the “enemy” doing and why?

73 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.

74 The 7 Questions (Crisis Management Process) Q2 - What have I been told to do (or want to do) and why?

75 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?)

76 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?

77 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.

78 The 7 Questions (Crisis Management Process) Q4 - Where can I best accomplish each action/effect?

79 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)

80 1-DENY 2 - DRAW 3 -FIX 4 -STRIKE DRAFT DECISION SUPPORT OVERLAY

81 The 7 Questions (Crisis Management Process) Q5 - What resources do I need to accomplish each action/effect?

82 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

83 The 7 Questions (Crisis Management Process) Q6 - When and where do the actions take place in relation to each other?

84 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.

85 The 7 Questions (Crisis Management Process) Q7 - What control measures do I need to impose?

86 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

87 The 7 Questions a Crisis Management Process Why? In a Crisis, effective analysis of the situation and options for resolution are key

88 SUMMARY 1.Selection of potential Leaders 2.How Leadership is taught at Sandhurst 3.Qualities of a Leader (Our view and yours) 4.The need for realistic training 5.A universally accepted crisis management process

89 Leadership and teambuilding at all levels Public and Private sectors The Military National Sporting teams

90 LEADERSHIPLEADERSHIP “Leadership is the art of accomplishing more than the science of art says is possible” General (Retd) Colin Powell US Secretary of State General (Retd) Colin Powell US Secretary of State

91 LEADERSHIPLEADERSHIP “ The will to dominate together with the character that inspires confidence” Montgomery “A leader is a man who has the ability to get people to do what they don’t want to do and like it” Truman “Leadership is a mixture of example, persuasion and compulsion …In fact it is just plain you” Slim “ The will to dominate together with the character that inspires confidence” Montgomery “A leader is a man who has the ability to get people to do what they don’t want to do and like it” Truman “Leadership is a mixture of example, persuasion and compulsion …In fact it is just plain you” Slim

92 LEADERSHIPLEADERSHIP And finally…….General Sir Peter de la Billiere said: “You can talk about leadership until you’re blue in the face but that will not teach you leadership. The only way to be a leader is by getting out there and leading people” And finally…….General Sir Peter de la Billiere said: “You can talk about leadership until you’re blue in the face but that will not teach you leadership. The only way to be a leader is by getting out there and leading people”

93 Questions?

94 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!

95 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………………

96 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”

97 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 Communicate

98 PUTTING IT TOGETHER


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