Learning how to change tribes.

Ten years ago I was fortunate to work for someone who encouraged me to take ownership of my continued professional development, above that the British Army was providing. At that point I had completed the advanced command and staff course, gained my Master’s degree, completed my military 'black-bag' management appointment and had recently returned from a demanding 6 month operational tour in Iraq.

This person became my coach for a year. He encouraged me to explore beyond what the military had taught me and to understand where the leadership and management tools that lay outside the military were. Membership of the Chartered Management Institute followed, which started to tune me into business outside the military. As I explored further, I noticed that I was more able to bring together the best of both worlds to solve problems and deliver solutions. The opportunity to form a new media and communications unit in Afghanistan later in my career defined this; the training for which was first class and still shapes my behaviour today.

Getting people 'right' has always been a major factor in what I do and I would be lying if I said it had always come naturally - I've had to learn about behaviours and how to get the best from people. Military behaviours are generally framed by 'tribal' cultures underpinned by military law - the regimental 'tribes' often being quite different. I was fortunate to command a unit in London, where the ability to communicate and collaborate with people at all levels from across society was essential. In the space of a week I could be meeting politicians, senior civil servants and civic leaders, city companies, the directors, managers and employees of small and medium and large commercial organisations, the emergency services and cultural, religious and young adult groups. It was a great mix of people to work with and in particular to understand what made them and their 'tribes' click.

So what's the point of this blog? Well having recently returned from an enlightening period of executive training at the Alliance Manchester Business School, I can reflect on three things. First, that the past 10 years of continued professional development has been worth it - so keep learning. Second, that I knew more about business than I thought I did - so keep adding value. Finally, that the people, culture and values of an organisation are of greatest interest to me - so keep exploring.  I'm looking forward to connecting with you and your tribe!