Empathy and Execution: Balancing People and Performance Great leaders understand that true success comes from balancing empathy and execution. While achieving results is critical, how you achieve them matters just as much. Empathy fosters trust and collaboration, while execution drives progress. When trading conditions are tough, this balance becomes even more important. Empathy helps leaders […]
Leadership by Example: Inspiring Through Action Great leaders inspire trust and loyalty not just through words, but through their actions. “Leadership by example” is more than a principle—it’s a practice that creates alignment, builds credibility, and motivates teams to strive for excellence. When trading conditions are tough, this approach becomes even more vital. By demonstrating […]
The Pivot Point: Knowing When to Change Course In leadership, one of the most critical decisions you’ll face is knowing when to pivot. Staying the course may feel like a demonstration of commitment, but sticking too long to a failing strategy can lead to wasted resources and missed opportunities. When trading conditions are tough, this […]
When faced with uncertainty, it’s easy for leaders to become overwhelmed by the sheer volume of decisions and challenges. Plans can fall apart, and the path forward can seem unclear. This is where mission-focused leadership becomes invaluable. When trading conditions are tough, this approach is critical. By centring decisions around a clear mission, leaders provide their teams with a sense of direction and stability, even in the face of chaos. This focus helps prioritise efforts, conserve resources, and maintain morale, enabling organisations to navigate turbulence with confidence and purpose.
A well-defined mission serves as a compass, ensuring that decisions align with long-term objectives rather than being reactive to immediate pressures. In chaotic situations, clarity of mission helps leaders and teams:
Consider the example of Ernest Shackleton during his Antarctic expedition. When his ship, the Endurance, became trapped in ice, his mission shifted from exploration to survival. This clarity allowed him to make bold decisions that ultimately saved his entire crew.
Helmuth von Moltke the Elder, a 19th-century Prussian military strategist, also exemplified the power of mission-focused leadership. Von Moltke revolutionised leadership by combining clarity of mission with flexibility in execution. His principles of Auftragstaktik (mission command) hold valuable lessons for modern leaders and form the foundation of many contemporary military leadership styles. Mission command, as it is practised today, emphasises decentralised decision-making and adaptability within a clear framework of objectives:
Von Moltke’s principles laid the foundation for many contemporary leadership frameworks, blending clarity, empowerment, and adaptability. His influence extends beyond military strategy, shaping leadership approaches in business, crisis management, and even technological innovation.
The phrase “command and control” is often criticised as outdated, rigid, or authoritarian. However, this criticism frequently stems from a misunderstanding of what it truly means. In its authentic form, command and control is not about micromanaging every decision but about providing a clear framework for action while empowering individuals to execute with autonomy.
Critics often conflate command and control with micromanagement. In reality, poor implementation—not the framework itself—is the problem. Misunderstood command and control systems may feel oppressive when leaders fail to provide autonomy or overmanage details. However, when applied correctly, this leadership style ensures alignment, empowers teams, and drives results.
Today, industries from the military to business use evolved command and control frameworks to balance clarity and flexibility. For example:
The next time you hear “command and control” dismissed, consider its true meaning. Are you equipping your team with clear goals and empowering them to execute with autonomy? Are you fostering alignment without stifling creativity? Command and control, when done right, is not a relic—it’s a tool for clarity, focus, and empowerment.
Defining a clear mission in times of uncertainty requires intentional focus. Follow these steps to establish your leadership compass:
(For more on adapting when the mission needs to change, see our guide: The Pivot Point: Knowing When to Change Course)
Uncertainty often brings distractions, competing demands, and emotional stress. Leaders must cultivate the discipline to stay centred on the mission. Here’s how:
When Jack Welch became CEO of General Electric in 1981, he set out to transform the company into the most competitive organisation in its industry. His clear mission was simple yet bold: focus on businesses where GE could be number one or two in the market, and divest the rest.
Outcome: Under Welch’s leadership, GE’s market value grew from $12 billion to over $400 billion. His mission-focused approach, combined with decisive action and empowered leadership, cemented GE as a global powerhouse.
Take a moment to reflect on your organisation. What is your mission right now? Can you distil it into a single, clear objective? Share it with your team and align your next key decision to this mission.
What Is an HR Business Partner, and Why Do They Matter? An HR Business Partner (HRBP) is a strategic role within the human resources function, designed to embed HR expertise directly into the business. Unlike traditional HR roles that focus primarily on administrative tasks, compliance, and policy implementation, HRBPs are intended to work closely with […]
Navigating Trust, Betrayal, and Resilience in Leadership Starting with Empathy: “What’s on Your Mind?” Leadership often begins with empathy. When coaching, I always open with the question, “So, what’s on your mind?” This simple question sets the stage for open dialogue and helps clients explore their challenges. Recently, during a coaching session, one of my […]
The Hidden Cost of Remote Work – Why Leaders Are Losing Their Influence In the era of remote work, many businesses celebrate flexibility as a productivity win. But for leaders, there’s an unintended consequence: the dilution of their influence. Without regular in-person interactions, leaders lose opportunities to connect, align, and inspire their teams in ways that […]
Managing Post-Funding Decisions – Avoiding the OPEX Trap Securing an injection of funding is a pivotal moment for any business. It validates your vision and provides the resources to pursue growth opportunities. However, this influx of cash can tempt management teams to expand operational expenditure (OPEX)—particularly through increased headcount—without fully considering the financial impact. While […]
How HR Professionals Can Drive Strategic Priorities Beyond “Personnel” Matters I’ve always believed that people make the difference in business—whether for good or bad. The right people in the right roles can drive extraordinary outcomes, while the wrong dynamics can bring even the best-laid plans to a grinding halt. Yet, I’ve also observed how many […]
Come On, Mav, Do Some of That Pilot Stuff In the iconic scene from Top Gun: Maverick, Maverick’s co-pilot shouts, “Come on, Mav, do some of that pilot sh**!” It’s a moment that epitomises trust, confidence, and clarity of roles. Maverick, the leader in the cockpit, doesn’t hesitate—he does what he’s there to do, performing at […]
Challenging “Best Practice”: Are You Using It to Signal Authority or Drive Real Value? During a recent assignment, I attended a presentation from a CTO who was outlining the company’s technology strategy. Midway through his slides, he mentioned that certain processes were “aligned with Best Practice”—a phrase he seemed confident would solidify his position. However, as […]
Navigating the Winds of Change: Shifting the CEO and Senior Management Mindset in Distressed Situations In a previous post, Navigating turbulent waters, , I explored how a CEO coach or interim leader can support management teams through turbulent times by offering structured guidance and fostering a mindset shift. My own experience as a CEO in […]
Humans have evolved to naturally spot danger, we have a bias toward negativity which is a key survival tool
When businesses encounter turbulent times, it’s tempting to bring in an experienced Interim Finance Director (FD) to steady the ship. With cash flow under pressure and bottom-line metrics needing scrutiny, who better than a finance expert? But here’s the twist: if the issue is operational, a finance-focused leader may only scratch the surface without getting […]
A Quick DIY Guide to Driving Operational Efficiency and Growth For many business leaders, the pressure to maintain operational efficiency while managing transitions and pushing for growth can feel relentless. The window for making strategic moves can close quickly, and it’s often better to get ahead of the wave before your flexibility starts to shrink. […]
Background Scope: Operational Assessment for Potential Acquisition A well-established business with a strong market presence, was being considered for acquisition. The current owners had played a significant role in the success of the business, having nurtured key client relationships, driven product innovation, and overseen critical strategic partnerships. With the owners planning to exit the business […]
Bridging Operational Gaps: The Power of Focusing on Gains, Not Just Gaps In leadership, especially in operational management, the pressure to close gaps can be overwhelming. Leaders are often tasked with achieving ambitious goals, fixing underperforming areas, and driving continuous improvement. It’s easy to fall into the mindset of constantly measuring yourself or your organisation […]
Client Overview: Our client, a well-established business, had a highly capable internal HR function adept at managing recruitment processes. However, when they faced the need to replace their Operations Director, the team lacked the bandwidth to conduct the initial search while balancing their ongoing responsibilities. Additionally, due to the sensitive nature of the senior leadership […]
We’ve all heard (or even said) it before: “I always give 110%!” That’s The 110% Myth. This familiar phrase might sound motivational, but it’s fundamentally flawed. You can’t give more than 100%, and most of us don’t even have that to spare once life’s other demands are factored in. So, let’s dive into a more […]
As a professional interim, I firmly believe in applying basic business principles during interim assignments.
During a recent assignment for a family office that had recently acquired the business I was assigned to, I encountered a profound insight that reinforced this perspective.
As we discussed how previous ownership had mistreated the business, causing its decline and subsequent sale, the family office owner shared an analogy that struck a chord with me. He said, “I see a business like a person. You wouldn’t mistreat a person; you would treat it respectfully and do the right thing by it.” This simple yet powerful analogy eloquently describes the basic building blocks for my interim leadership approach to the interim stewardship of businesses, especially those under stress.
Of course, the starting point of a fair proportion of my assignments involves generating positive cash flow through cost control and sales, without which they would not be able to survive without ever-greater levels of debt.
However, following this initial phase, a good interim will migrate into a stabilisation phase and prepare to hand over to more permanent leadership.
At this point, viewing a business as a living entity rather than a mere economic construct and shifting the focus from purely transactional management to a more holistic, empathetic approach has merit.
Like individuals, businesses have needs, potential, and vulnerabilities. They thrive when nurtured and falter when neglected. This perspective encourages us to consider a business’s emotional and psychological well-being, fostering a culture of respect and care.
Ultimately, I am an interim leader, and applying this style is undoubtedly better for the long-term good of the business and especially important for the benefit of any long-term leader who will ultimately inherit the fruits of my labour. So, let’s run with it.
As a professional interim, many businesses I get involved with exhibit signs of neglect akin to those of a mistreated person. These signs include:
Erosion of Core Values: Just as a person might lose their sense of self-worth when mistreated, a business can stray from its core values and mission. This misalignment often leads to a loss of identity and purpose.
Demotivated Workforce: Employees are the lifeblood of any business. When a business is not treated with respect, it often manifests in poor employee morale and high turnover. Sensing the lack of respect and care, employees become disengaged, further exacerbating the business’s problems.
Customer Dissatisfaction: A neglected business fails to serve its customers effectively. Just as a person in distress might struggle to maintain relationships, a business under stress will find it challenging to meet customer expectations, leading to dissatisfaction and loss of loyalty.
Financial Strain: Financial health reflects the overall well-being of a business. Chronic neglect often results in mismanaged finances, leading to cash flow problems, mounting debts, and, ultimately, the risk of insolvency.
Addressing the issues of a stressed business requires a comprehensive, empathetic approach akin to rehabilitating a person in distress. Here are some strategies to consider:
For a professional interim, recognising when to switch from a transactional approach to a longer-term approach is a judgment call. The analogy of treating a business like a person is not just a poetic notion but a practical guide to fostering healthier, more resilient organisations. By recognising and addressing the needs of a business with the same care and respect we would afford a person, we can create environments where businesses thrive. This approach not only mitigates stress and conflict but also paves the way for sustainable growth and success. As stewards of companies, albeit interim, we are responsible for nurturing them with the respect and care they deserve, ensuring they are well-positioned to achieve their full potential under longer-term leadership.
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Ideas on strategy, collaboration, mental fitness.