Overcoming team, enterprise, and self analysis paralysis – Battlefield Leadership series

The Only Thing Wrong with Nothing Happening is the Fact that Nothing is Happening

A leader must be effective in the following tasks:

  • Invigorating a unit with disparate needs.
  • Managing time. There is always something a leader can do. Always.
  • Self confidence. Leaders must trust their instincts and previous experiences.
  • Innovation. When confronted with a situation different than planned, a leader needs to devise a new plan of attack.

The battle at Utah Beach demonstrates this with Roosevelt’s commands upon landing in the first wave. Roosevelt succeeded by leading the troops and deciding on the next actions quickly according to factors of the time.

Port en Bessin

Business Reflections…

As a leader of self, family, and business one must adopt these principles. The ability to positively effect these three factions is paramount to success. To succeed in life, one must adopt the following capabilities:

  1. Recognition of scenarios.
  2. Energy to execute.
  3. No hesitation, no analysis; paralysis avoidance.
  4. Foresight, having vision on the second step and continuing forward.
  5. Escaping the echo chamber of the mind and protocol.

 

What is Battlefield Leadership and what is this series about … 

As part of my pursuit to learn and grow, I sought out the excellent management training team at Battlefield Leadership. I am professionally leveraging this across multi-million dollar projects I am overseeing (currently I am the lead executive building global compliance and security programs specifically in the online services / cloud leader space). Personally I am bringing these lessons to bear within my pursuits to cross the chasm. To often I see brilliant technical individuals fail to communicate to very smart business leaders and to the common person on the street. My new book – How Not to be hacked seeks to be a first step in bringing deep information security practices beyond the technologist.

Most exciting the Battlefield group for this training placed it in Normandy France. This allowed for senior executives to be trained in a setting where serious decisions were placed by both sides, and each provided a lesson. This series represents my notes (that I could take down) and takeaways. I share to continue the conversation with those great individuals I met, and with the larger community.

Kind regards,

James

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