Effective Strategies for Inspiring and Leading Teams
If you think military campaigns are led by generals in high towers, you are wrong. The overall objective may be set at the top, but the detailed planning is done in the field, and the actual delivery of the operation is controlled at the lowest level possible. There is trust up and down the hierarchy—trust in the capabilities of the soldiers to make good decisions under fire.
The ultimate test of leadership is the battlefield, and the British Army has proved to be one of the most effective fighting forces in the world for over 700 years. This means that the British Army’s teaching on leadership must have value even in the most testing of situations.
In this course, Alistair Corrie and Ross Maynard discuss the leadership lessons from the British Army that can be applied in the workplace to help us become better leaders. These lessons include the style of leadership that army leaders are encouraged to adopt—and it’s not command and control! In the course, we also discuss the British Army’s values and how they support effective leadership; we review the three roles of leaders and the British Army’s behaviours for its leaders.
The course is presented in a discussion format with supporting materials. Join us for Leadership: Lessons from the British Army. We hope you enjoy it.
7 activities • 7 videos • duration: 1h 24m
Business author and consultant, specialising in performance measurement and improvement
I am a Fellow of the Chartered Institute of Management Accountants in the UK and work as an author of business courses and a process improvement consultant. I have over 30 years' experience and live near Stirling in Scotland, with my wife, daughter and Cocker Spaniel. I aim to make my courses accessible and understandable. My courses focus on business topics including KPIs, performance measurement, approaches to business improvement, Agile and Lean. I hope you enjoy my courses.
Chartered Accountant and Agile Specialist
Alistair is a Chartered Accountant in the UK (FICAEW). He works as an Agile consultant and lives in England
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Could have used more discussion on the difficuties/conflicts that this paradigm creates. Should a pilot refuse to follow orders to bomb a civilian target because there are terrorists hiding there? Should a team replace a membe who funda,entally disagrees with the team vision, or embrace the different opinion?
