D-Day +75 Years

It’s the 75th anniversary of D-Day, and anyone who knows me, knows I have a deep interest in all things military and history. I’ve been to Normandy with my family several times, and I found it both sad and inspirational in equal measures. We should take this anniversary as an opportunity to remember the bravery and sacrifice of that generation.  

I also want to share with you, some simple ways that you can harness this anniversary as an inspiration for how you run your business.  In 1998 I joined the Irish Army Reserve Defence Forces and spent +10 years training with a great bunch in the CIS Coy at Cathal Brugha Barracks in Dublin. I’ve always tried to use that RDF training in my civvy career, especially the leadership, planning and problem solving elements.  As a consultant I’ve even used the D-Day operation and the Normandy campaign as a loose narrative in my Alpha Group Negotiation Skills training courses. If you’ve worked with me, you’ll also know that I’m a fan of Simon Sinek and his 'Start With Why' principles. I hope you enjoy reading this article, let me know what you think

The Golden Circle: Why-How-What

I think that D-Day was a textbook example of Simon Sinek's golden circle and good, solid strategic planning. It was a success – because they started with why. The entire expedition was based on commonly held values, a vision and a clear mission with clear objectives.   Here’s some food for thought on how you can run a better business by applying these same principles. 

Start by taking a look at Eisenhower’s message on the eve of D-Day.

Soldiers, Sailors and Airmen...

Soldiers, Sailors and Airmen of the Allied Expeditionary Force!

You are about to embark upon the Great Crusade, toward which we have striven these many months. The eyes of the world are upon you. The hopes and prayers of liberty-loving people everywhere march with you. In company with our brave Allies and brothers-in-arms on other Fronts, you will bring about the destruction of the German war machine, the elimination of Nazi tyranny over the oppressed peoples of Europe, and security for ourselves in a free world.Your task will not be an easy one.

Your enemy is well trained, well equipped and battle hardened. He will fight savagely.But this is the year 1944! Much has happened since the Nazi triumphs of 1940-41. The United Nations have inflicted upon the Germans great defeats, in open battle, man-to-man. Our air offensive has seriously reduced their strength in the air and their capacity to wage war on the ground. Our Home Fronts have given us an overwhelming superiority in weapons and munitions of war and placed at our disposal great reserves of trained fighting men.

The tide has turned! The free men of the world are marching together to Victory!I have full confidence in your courage and devotion to duty and skill in battle. We will accept nothing less than full Victory!

Good luck! And let us beseech the blessing of Almighty God upon this great and noble undertaking.

SIGNED: Dwight D. Eisenhower

Values

Successful armies, like successful companies have values. That’s why the good guys normally win. If your team can feel like it belongs to a group which shares its individual values, then it will work harder and dig deeper to complete the mission or win the battle. When these values underpin a cause, and people are united and mobilised behind it, then greatness can be achieved.  Charities and NGOs always have a cause and we, the general public,  generously donate and volunteer because we believe in what they stand for. We stand for similar values and this sense of resonance makes us feel good. 

Eisenhower identified one simple value that described the Allied cause. The Allies stood for Liberty. If a strategy is a plan that will deliver the vision and mission, then your strategy must be rooted in your values.

Vision

Militarily, a successful operation will start with a clear description of the change that it plans to create.  In the business world, successful operations have that same vision of the change they will bring in their industry or sector.  The Allies’ vision was one of a ‘free world’, devoid of control, despotic governments and interference in your right to think, do and speak as you chose. Remind yourself daily of your business’ vision and use it to focus all of your available resources and energy. If you or your team are expending valuable time and energy on anything other than delivering the vision, then you are wasting your valuable and finite resources.

Mission

With solid values and a clear vision, then it’s down to the business of doing something. Eisenhower was 100% clear on the Allies’ mission, which can always be described in a who, what, where, when & why.

• Who: Soldiers, Sailors and Airmen of the Allied Expeditionary Force
• When: You are about to embark…
• What: destruction of the German war machine & elimination of Nazi tyranny
• Where: Europe
• Why: liberty for oppressed peoples and security in a free world

Other people and organisations may share your vision. But you and your organisation have a unique context and particular skills and abilities. So, you may bring that vision to life very differently and you will need to define your precise mission, how you’re going to create the change you’ve imagined. 

Objectives

Delivering your mission will require different skill-sets and a variety of activities to work together in concert. You may identify important objectives, ingredients that if combined properly will better guarantee success. Like the different branches of an army, the distinct functions in your business will play a crucial role in delivering the overall mission. For example, it is of no use to offer great service, through an awesome infrastructure if your quality is poor and your pricing is out of whack with competitors. 

Eisenhower had three key pillars or functions: land forces, sea forces and air forces, that he needed to blend and coordinate correctly to successfully complete the mission.

It’s not enough to coordinate the different skill-sets. They also need to achieve specific objectives, at the right time, in the correct chronology. Through ‘backward planning’ any organisation, military or business, can start from the desired end-point and then reverse-map all the chronological steps that would bring it back to the current position. These exercises can be hugely useful in demonstrating the amount and complexity of cross-functional work that is required. They also demonstrate where there are gaps in ways of working, skills, information, personnel and equipment.

Let me know what you think, and feel free to contact me if you’d like to discuss any of these ideas and how they might apply in your business.