It was 1992; after more than a decade of operational duties, I had left my life as a Senior Royal Marine Commando 2 years prior and was working as an internal leadership coach for a large motor dealer group in the UK. I had plenty of front-line operational leadership experience working in volatile “competitive” environments but little business experience. That was all about to change.
My leadership and team coaching had a direct positive effect on people’s morale and the business’s performance, so much so that my boss, after several very experienced senior people had failed, decided I was to take direct responsibility for the turnaround of a multi £m division of the business. Time to step up, stop talking, and start doing.
Operational duties have taught me; a more complex environment demands more Leadership, not less. If a void in Leadership exists, morale can quickly deteriorate, and a team can become distracted by Leadership that is not necessarily the type of Leadership you require.
Mission Focused and People Oriented.
My approach then, as it is to this day, can best be summarised as Mission Focused and People Oriented. What others say about me
By clearly identifying the mission, focusing on crucial success levers and Motivating my team, my approach succeeded where others had failed.