Last weekend!  An absolute scorcher, the hottest Bank Holiday weekend since records began and like so many others, I made sure that I enjoyed the sunshine, had some time with the family and generally relaxed.  Well, generally relaxed, except for the 90 minutes during which my football team, Stoke City, managed to get themselves relegated from the Premiership.  They moved from a position of providing hope of survival (false hope as it turned out) to a position where not only did they become the first team to be relegated but also planted themselves firmly at the foot of the table.

This day has been coming for a while and now that relegation is confirmed a few things that many supporters had suspected are being openly discussed.  One area that two players have now spoken about is how many players were farmed out overseas on loan in spite of the large transfer fees they had commanded and that the Premier League 25 man squad contained players who were not making a meaningful contribution.  One of them declared that 4 or 5 players had been “getting away with murder for a long time” and further added that some were “conning themselves, their teammates and the club.”  The Chairman and Board members have also released a fulsome and heartfelt statement in which they noted that:

“we lost some of the core values that have served us so well [and] we need to regain our identity and focus over the summer.”

And there you have it – a perfect illustration of the importance of the three elements of great team-working and performance that we at iTS-Leadership are so passionate about.

We summarise them as ME, US and IT :

  • ME – Knowing our own truth and being honest with ourselves as a means to finding greater clarity, sharper focus and more control.  The 20% of Stoke’s players who were conning themselves clearly did not know their own truth.
  • US – Teams are built on a foundation of trust that comes from credibility, reliability and honesty within a safe and secure environment and is often destroyed by self-interest or ego.  If players were “getting away with murder” and “conning their teammates and the club”, trust and selflessness could not truly exist.  Self-interest was winning the day.
  • IT – Success in execution comes from the traction that is found in clarity, alignment and a unifying culture that is lived by everybody at all times.  By losing sight of their core values, and their focus and identity, Stoke City lost the ingredients that had made them a team and had served them so well when facing difficult and challenging times in the past.

If only they had called me!!

Oh well, I suppose I now have the excitement of a promotion push to entertain me.  C’mon Stoke!!!

If you are drifting towards relegation or beginning to lose your way, feel free to contact one of us to see what we can do for you.  After all, iTS Leadership

~Author: Tim Sandiford

Creating a new and inspirational learning culture through the introduction of AAR


iTS_Logo_Black_Pant376Our client, the UKI affiliate of a multi-national healthcare organisation, wanted to create a new culture of continuous learning which they realised was needed to address customer needs in todays ever changing  healthcare market. Against a backdrop of increasing complexity and downward cost pressures, new ways of working were certainly required in order to be successful and the best way to achieve this was to embed continuous and versatile learning to create much greater agility and responsiveness that would make them THE respected, trusted and chosen partner of their customers.

This organisation is a strong matrix corporation with global business units (verticals) supported by functions (horizontals) on a local and regional basis. They adopted the After Action Review (AAR) as a means to ensure that they learned from both their regional experiences in one business unit or function, as well as sharing this learning across the whole organisation for greater application and utility.

AAR is a simple process used by teams to capture the lessons learned from past successes and failures, with the goal of improving future performance. The attraction of AAR to this Company was the simplicity of the process and the speed with which the transfer of learning could be achieved.

An AAR requires a trained facilitator, ideally one not involved in the event under review, who takes the group through the process and very importantly, holds the group to account for several ground rules.  Often the most challenging is to ensure that the focus of the review is about learning within a safe environment where there is no blame laid at anyone’s door nor any comeback if something has fallen short of expectations.  To overcome this, the Company ensured that the UK Leadership Team were among those first trained as facilitators, both improving their understanding and demonstrating their commitment to the process.


In order to truly embed this powerful learning tool across the Company, they decided to conduct AAR cascade training across the local organisation.  In addition to the 32 facilitators that were trained, a further less intensive employee programme was developed so that each employee should be an AAR ambassador and able to conduct an AAR simply and informally as part of their everyday business.  If an event or project was more complex or significant, then one of the trained facilitators could be called upon.  It was important that people knew not only how to call for an AAR but also when to call one and how to behave during one.

In total over 250 people have been trained in the AAR process so far in the UK, within this Company.


This Company now has a Sharepoint that all UK employees can access which records the key learnings of AAR’s.  Learnings are kept succinct and so are quickly and easily identifiable.  All major projects have an AAR after every key milestone and at the end of the project.   The AAR process has now attracted attention from Europe and UK facilitators have already been asked to run sessions outside the UK as it is deemed such a great process and supports several of the global core values and competencies.

Employees who have participated in AAR’s report that they are encouraged by how effective AAR is.  They know they can be honest without fear of blame and recognise that the purpose is for this Company to learn from events that went well and those that went less well.  They see how the process makes them more effective as an organisation as a whole and move faster to implement beneficial changes.  It is still early days in the implementation of AAR but they see its potential having a really positive impact on their customers and the level of service and partnership they provide.  They also see it brings opportunities to employees for their own personal development, particularly around constructive challenge and a continuous improvement mindset.  Rather than walking away from problems, their culture is now to walk towards them.

I learned about leading from: Those NAAFI breaks


NAAFI Break 1941

I vividly recall that many years ago, I was allowed to accompany my father to work.  It was a time when we had a different attitude towards risk assessments, liability, litigation and common sense and after being shown around the vehicle park, I was dropped off with one of the Plant Operators and allowed to climb on, over and generally explore how several JCB’s and other mechanical plant vehicles worked – this included driving them around the car park and so on.  I also clearly remember how at 9.55am, I was told to park the vehicle, turn it off because “It’s NAAFI break at 10am.”  The NAAFI was the Navy, Army, Air Force Institute established in 1921 to provide canteens and recreational support to the Forces and during the Second World War had over 7,000 canteens across the world providing a not for profit service to servicemen and women.  Although it changed over time, it became synonymous amongst other things with the provision of a canteen and tea and cakes and NAAFI became shorthand for all things associated with a tea break.

My instructor and I then strode purposefully to the canteen area and I was handed a mug of tea and invited to sit on one of the many sofas and comfy chairs that were arranged in circles around the room and for the next 30 minutes the room was full of talking, laughter, reminders, catch-ups and tales of what had gone before.

Wind forward some 15 years or so and I joined my Regiment to discover that every day had a NAAFI break programmed.  The Officers would go to their Mess for coffee, the Warrant Officers, Colour Sergeants and Sergeants would go to their Mess for tea and toast, and the remainder of the Battalion would go to their Company clubs or the NAAFI building for whatever took their fancy (a brew or can of pop and something to eat (sweet or otherwise)).  Even if we were on the vehicle park and too far away from the Messes to go, we would down tools, stop work for half an hour and have a brew together whenever the mobile shop (known as the NAAFI wagon) came around.

Everywhere that I have worked since, we have tried to ensure that we have a daily NAAFI break.  When, I was lucky enough to command my Regiment, my Regimental Sergeant Major would come in to the office at about 9.50am and ask me if I was going for coffee.  It was a rather loaded question and his expectation that I should was clear.  We even managed to stop for tea when on operations, including when we were living out of our vehicles in the desert.

So, why am I telling you about how many brews I have drunk over my lifetime (and it is a lot)?  Because those NAAFI breaks were a fantastic blend of so many things that Dan Coyle highlights as key to the culture that underpins high performing teams:  it allows “collisions” (defined as serendipitous personal encounters) to take place, it enables back-channel and side channel conversations, it enables high levels of mixing (the senior and junior members of a various departments meet very regularly), people sit in circles, pouring and collecting drinks enable small attentive courtesies, allows for close physical proximity, unstructured agenda free conversations, and so on, and without realising its power, we had institutionalised it.  I genuinely believe that when we have all been “too busy” to give up the 30 – 40 minutes that it takes, we have suffered, we have been less situationally aware, taken longer to do stuff because it has taken e-mails or conferences to address issues, and above all, have been less connected.

teabreakSo, I challenge you, I dare you even!  If only just for a week to see what happens, get your team together for a NAAFI break!  Have regular collision breaks and get the team involved but don’t turn them into agenda led meetings over a coffee, just let them flow, – it’s much more productive and much better for the team than trying to connect by conference call and e-mail alone. I recognise that it can be difficult in these times of remote working, flexible hours and geographically spread teams but all of these excuses and “obstacles” are exactly why we need to do it.

Remember, leaders look after the health of their team, so you are the people who can make it happen.  Do it and you will enjoy profit and smiles. After all, iTS Leadership.

~Author: Tim Sandiford

I learned about leading from: That family walk

Antony family walkThis Easter weekend I managed to drag my three teenage(+) boys out of bed to do a lovely long country walk in the Kent countryside.  When we arrived at the village start point, I parked the car, turned and handed the walking book to one of them: “why do I have to do it?” was the rather typical moody response I received, to which I replied that he didn’t but between them they could lead the way today.

The next 20 minutes was hilarious to be honest

  • They all had a look at the book and looked perplexed
  • They couldn’t work out where we were and therefore which direction to head
  • They kept trying to hand the book back
  • We walked up and down the road a couple of times
  • My wife got a little stressed and pleaded with me to take-over
  • The eldest then took authority and we headed off in a certain direction

One of the first instructions was “100 meters north of the intersection of road x with road y, there is a playing field with a way-marker for Green Sands Way, take this across the field to a gap in the hedge”

Antony famil walk2We headed north and after a very few steps there was a footpath indicated to the left.  “This is probably it” said the lead.  It was pointed out that this may not be 100m, that just in front of us was a “caution children” sign and “Recreation Ground” written underneath, that “maybe this might be a clue?”  ….but heads and hearts were determined to follow the signed footpath.

What followed continued to be amusing.  It was determined this wasn’t a recreation ground, that we should take another path north and so ended up in a housing estate and then doing a complete circuit to about 80m north of where we left the main road to a sign post saying…….. Green Sand Way!!!  Which pointed across a recreation ground and to a gap in the hedge!!  Off we trotted and for the remainder of the 7 miles we kept pretty much on track.

So, what’s the point and what has THIS got to do with leadership?

In this day and age I am always stuck by how everyone wants a “quick fix”.  Our kids have grown up with computer and TV programmes which give instant acknowledgement and gratification: “well done!”  People seek the magic bullet fitness or fat loss pill.  Wannabe stars would rather head for X Factor, The Voice or Britain’s Got Talent for an instant success rather than working their way up.  People seek to win their fortunes on the Lottery or sadly even, through litigation.  Sometimes it appears that if results are not instantly obvious we should look elsewhere.

Sadly, we hear this behaviour creeping into corporate cultures also.  Plans are written, milestones outlined and measurements put in place to track progress.  The pressure from above to deliver over and above expectation can be quite overwhelming and sometimes when we see “a result” the temptation under such pressure can be to interpret that as “the result” and in doing so we may then head in the wrong direction.

“We headed for “a footpath” even though it wasn’t labelled correctly”

Antony family walk3In our walk we headed for “a footpath” even though it wasn’t labelled correctly nor matched the description of “the footpath”…and the time and effort we wasted following that could never be regained.

The leadership challenge I therefore see is; how often is it actually better to sit tight and continue in the direction we are heading, comfortable in the knowledge that we will know for sure when we need to change direction and try something new?  How confident are we and should we be, when challenged by others, to calm things down and keep on ahead?

Under pressure from others we can let our THINKING overrule our WISDOM, when the noise in our head is more overpowering than the feeling in our gut.  Look back at your own performance, when have you been right?

After all….iTS Leadership!

~Author: Antony Tinker

AAR: Does it work?

I would like to finish my current run on AAR blogs with a short story which I hope will show you how powerful it is and the benefits of both applying the system and embedding it throughout your organisation.  It is one of the many times that AAR has been of demonstrable benefit to me and my team.

camera phoneMy Regiment was on operations in Iraq and some camera phone video footage came into our possession.  It was the sort of stuff that can be found on the internet and quite openly on social media if you are so inclined to look for it but this was slightly different as we knew that it had come from somebody who had been engaged in attacks against us.  It showed how this person and his team were setting themselves up for and then executing their plans.  The footage came to us in the senior leadership team, we played it through, looked round and agreed that it didn’t tell us anything that we didn’t already know.  I did however say “Let the rest of the team look at it anyway” and it was duly distributed further.

We had been guilty of looking at that footage through a single lens, one based on our current understanding and we allowed what we saw to reinforce what we believed.  Fortunately, one of the more junior members of the Regiment came at it from a different angle.  He decided that his team should conduct an AAR on why we had been attacked in that instance.  He started with the premise that we had not gone out to be attacked and so being attacked was an event worthy of an AAR.

Two hours later, he came in with his commander and shared his conclusions:  we were employing a technique that whilst designed to protect us, made us vulnerable to this type of attack because it made certain crew members easy to target.  And, because he had followed the AAR process, he had also come up with a solution.  We considered it there and then and within 3 hours, the message had been passed across every unit in the Brigade (some 5000+ people) and remedial action was implemented immediately.  Did it save lives?  I can’t be absolutely certain but I’m pretty sure that it did.  If we had all relied on a casual and unstructured “What does this tell us?” approach, the outcomes might have been very different.

Reflecting on this example reminded me:

  • that the bosses don’t have all the answers,
  • what a powerful tool the AAR can be,
  • how important it is to learn how to use it,
  • how important it is to have the discipline to use it, and
  • how important it is to embed across the whole of the organisation.

If you want to know more about AAR, please contact one of the team at iTS-Leadership.

~Author: Tim Sandiford


Army AARYou may have read in the past that I spent about 6 weeks on exercise in Canada with my Regiment (described in my blog: “I Learned about leading from: that Rock Star”).  There is a very structured approach to the timetabling on such an exercise: the participants complete large live firing exercises and then undertake several mission sets during the TESEX (giant LaserQuest).  Each segment concludes with an After Action Review (AAR) during which they seek to learn lessons and then apply them during the next mission. It is a pressurised environment as at the end of the cycle, each Regiment receives a statement of technical competence and of their readiness to move onto mission specific training.  Who wants to be found wanting then?

We had completed the first mission and AAR cycle and at 0600hrs we moved out to begin our second mission set.  The first mission had been pretty good, plenty to learn but we were making appropriate progress.  Some 8 hours after the mission began, we were stuck, our combat power was dwindling fast and we ended up attacking an empty space.  This small pocket of “enemy” activity was meant to have been a sideshow, something that we would sweep aside by 0900hrs after which we would press on to the take main objective at last light and then defeat a counter attack the next morning.  It just wasn’t happening!  I asked my Second in Command to take over and then called my Commander and the Head of the Training Establishment and asked them to suspend training and conduct an AAR.  This was certainly unusual and given where we were in the training cycle and its proximity to earning our statement of competence, drawing attention to our failure might have been considered a high risk move. But for me, that was what AAR was all about:  we clearly had something to learn and 20 hours later would be too late.  They facilitated the AAR for us and I remember standing in front of my team before it started, telling them that I had called it and that I was hurting and confused because I didn’t understand why, in spite of our best efforts, we had had such a bad day: was it my plan, was it my decisions or direction during the “battle”, was it a lack of clarity or poor execution by the individual crews?  I wasn’t out to apportion blame, I was out to understand.

Did it pay off?  Well, we were much better over the next few days, received our statement of competence, deployed and had a successful operational tour and nobody sacked me!

In The Culture Code: The Secrets of Highly Successful Groups, Dan Coyle says:

“…being vulnerable together is the only way a team can become invulnerable.”

meeting circle 3AAR facilitates that invulnerability but sometimes you have to be courageous enough to call one and then be willing to be vulnerable when you have.  In my experience, it’s always worth it and its never as bad as it seems!  That AAR taught me much but most of all, how important it is that the leaders believe in it and act upon it.  Improving your team isn’t someone else’s responsibility, it is yours and AAR is a fantastic way to do it and by having somebody else to lead the AAR, you as the leader can continue to set the tone that encourages vulnerability, openness and honest engagement and also truly immerse yourself in the learning process.

If you want to know more about AAR, please contact one of the team at iTS-Leadership.

~Author: Tim Sandiford

iTS AAR: The Journey

AAR - The JourneyI was so pleased to hear that BD were Highly Commended at the PF awards for the way in which they have both embraced and embedded After Action Review (AAR) into their organisational learning and continuous improvement culture.

One of the reasons that I was so pleased was that the words After Action Review got me introduced to Antony and the team at iTS-Leadership and so the next chapter in my life journey began.

I love AAR.  I know its power and the energy that it generates and of course I am grateful for what it has done for me (now), in the past and for those that I have worked with.  It has saved lives on operations, made us more effective, protected us against complacency, allowed to respond to rapidly changing environments and so on.  In short, it has made us better.

I was a relatively junior officer when the AAR was introduced into the Army and for many years found myself in roles and appointments where I was charged with championing and embedding the concept and facilitating AARs.  When it was first introduced, AAR was regarded with uncertainty and suspicion based on a range of fears and insecurities.  Those fears revolved around concerns that those being subject to an AAR would be judged, would be subject to criticism and that leaders would be shown to be ineffective in front of their teams, that people would look bad and would be publicly criticised.  There was also a touch of arrogance in there based on a belief that we did not need a process to help us to learn lessons, we were all intelligent enough to identify them for ourselves!

AAR is not about blame or competence, it is about learning and becoming better

Army AARSuch fears and concerns are natural particularly when the concept of AAR seems to be linked with events that have gone wrong.  It has been both fascinating to watch and be part of the journey that has seen the Army collectively come to understand that those fears were unfounded, AAR is not about blame or competence, it is about learning and becoming better:  who doesn’t want a boss who has the humility and courage to learn with the team?  Over time, it has become truly embedded in the Army’s culture and to very great effect and now rather than trying to persuade people of the value of AAR, the challenge is facilitating AARs for all of the teams who want them during training events.  In his most recent book, The Culture Code: The Secrets of Highly Successful Groups, Dan Coyle highlights how AAR allows US Special Forces SEAL Teams to work at the intensity and level that they do.

My biggest learning since joining iTS-Leadership has been to see how effective the approach is when applied to business teams.  The intent is the same but the delivery is different, borne of and reflecting the different cultures and the relative infancy of the concept with those teams but what is constant is the incredible shifts that it can bring. You would struggle to find an article or TED talk that doesn’t highlight that the most effective teams have continuous learning and improvement at their heart.  Traditional process-based learning committees, top down reviews and the like do not always deliver on that count because they often allow us to remain in our silo, hear what we want to hear, are based on hierarchy and do not challenge us appropriately. AAR does not fall foul of those traits and it truly enables some great learning at all levels as a result.

If you want to know more, please contact one of the team at iTS-Leadership.

~Author: Tim Sandiford

I learned about leading from: that walk!

On a recent trip to far away lands, I found myself with some daylight time to kill.  So without too much thought I took myself off in a car to a (reasonably) local tourist spot; the top of a very large hill named “Mount Erie”.  The top of this mount promised 360-degree views of the vicinity and I could drive almost to the top.  It sounded ideal.

Sadly, when I arrived, I was presented with two large signs in quick succession; the first said that the road “was not maintained for winter conditions” and the second that “the road is closed”.  Anyhow, being more than a tad stubborn, and having my mind set on seeing this great view, I parked my car and proceeded on foot……only to realise, soon enough, that my (office shoe) footwear was entirely inappropriate!!  Yes I could have not gone, yes I could have stuck purely to the (long and windy…) road….  But I love a bit of adventure so up the rustic paths I went.

views and shoesThe views at the top were simply breath-taking and well worth the journey.  The sun was in full bloom and soon to set and created the most amazing colours in all the nature around me.  Wonderful.  But then the journey back down as dusk set in was more than a tad precarious!!

All this got me reflecting on our leadership!!

  • How often do we carry through with a plan simply because our heart is set on it, rather than review all options first?
  • How often do we proceed with plans before we have checked that we (and our teams) are properly equipped, not just for now (boots would have been good!) but also for the understood future (a torch or headlamp would have been useful as the sun came down!)??
  • When do we ever get really clear on the personal and team benefits (WIIFM?) of success and articulate these to all (including ourselves)

Yes, the results can be amazing and exhilarating and extremely gratifying, but sometimes they can turn out disastrous and even destructive.

I did realise that in my leadership career I have followed similar “unplanned paths” several times before, and whilst they can generate some extra-ordinary results, they more often than not generate simply more of the same and/or mediocrity.  As leaders, our job is to guide people to the “above mediocre” place and watch them thrive and excel as individuals and as a cohesive team.

So, my challenge today is…

  • Which goal(s) are you unhealthily connected too?
  • Have you considered in which ways this may NOT happen, and what you will be doing about it?
  • Have you got your team to compile the necessary “equipment” for the task at hand and ensured they have each item to hand?

Looking back, I can see that several times I would have created a much more successful team result, simply by asking myself these simple questions and acting accordingly.  I can only urge you to try these things, play and learn!

After all, iTS Leadership!

~Author: Antony Tinker

I learned about leading from: That Head

salutingQuite early on in my career, I discovered that our Commanding Officer was known as “The Head”.  I thought that this nickname might reflect the authority of his position at the top of our organisation – the Headmaster or the Head Honcho, if you like – but over the next few months, the full nickname was revealed.  He was in fact known as “The Head in the Car”.  Each morning, he would walk from his front door, get into his official car, be driven to the front of the office building and he would go inside and disappear into his office until the end of the day, when the journey would be repeated in reverse.  On both journeys, his car would pass through the security barriers where the duty personnel would open the gate, salute and close it behind him.  All they ever saw was “the Head in the car”.  They even began to speculate that what they were seeing was actually a robotic head on a stick that was there to spoof us, and that we were in fact being controlled by some form of artificial intelligence network (this was the time of the first Terminator film).

A few months later, we were called to the parade ground to wait for an announcement from the Commanding Officer.  We formed a hollow square and The Head appeared from the office block to explain to us that we would soon be hosting a VVIP visit and as a result our planned summer leave might well be disrupted.  As he finished speaking, a voice was heard to say in a loud stage whisper “I know who the VVIP is but who the hell is that?”.  How we laughed, particularly as the miscreant was marched off to the Regimental Sergeant Major’s office to have a one-way conversation about talking on parade!

Although recalling that moment still makes me smile, another does not.  Several months later after a long exercise overseas, The Head did not take the gilt-edged opportunity that had been presented to him to say “Well done” to those who had just been away from home and working exceptionally hard for over a month solid.  He just told us over the radio net to “go back to your business”.  This time there was no stage whisper but rather an angry and frankly insubordinate response which attracted laughter and applause.  The equivalent of an angry media post receiving several hundred likes.  As a team, we were now only working to satisfy our individual motivations and pride, we were not in a place where we would have willingly gone the extra mile.

Man giving lecture in computer classThe Head taught me a valuable lesson and one that I tried to apply from that point on in my career.  Be visible and more than that, be connected.  I have always tried to incorporate “wandering about” into my leadership style.  Wandering about is not programmed visits to sites and offices where your team will have prepared presentations for you and be ready to pass their messages, report against KPI’s, etc; it is just wandering about, talking about football, weather, weekend plans, anything that is authentically engaging and it is there that you will really be able to gauge the health of your organisation.  You will hear alternative points of view, you will hear opinion that has not been shaped (intentionally or unintentionally) by your most recent comment, you will discover whether or not your intent and master message has really been heard, you will discover the fears and concerns that do not routinely get to your office and most of all you will enjoy some human interaction and almost certainly have a right laugh.  You will return to your office with a smile on your face and feeling more grounded.

I believe that this connection is becoming even more important as our diaries get filled with more and more process, more and more remote working and seemingly less time. Even though I tried hard to be a good wanderer, I still wish that I had wandered about more because every time that I did, it paid me back in spades.

So this week, I dare you to get up and go walkabout with no agenda in mind and see what you learn.  If small talk doesn’t come naturally to you, just say “Good morning, how’s it all going?” and then sit down, smile and listen and see where it takes you.

After all, iTS Leadership!

Author: Tim Sandiford

I learned about leading from: That Train Journey!

train driver 2Something happened to me last week that, to my recollection, has never happened in my life before!  I was on an early morning train in to London and we were on the last couple miles of the journey, when the train came to a halt away from any station and the driver made the following announcement: “excuse me ladies and gentlemen, it appears we have been directed the wrong way and have been heading up the wrong track!  I am going to have to come through the train and get to the other end so that I can drive it back a couple of junctions and then head back on the right track.  Sorry for any inconvenience.”

The reaction in the train was very varied and quite fascinating to watch.  Some smiled and happily got on listening to their music, reading their paper or book, or watching their downloads on various sizes of digital screens.  Others sighed and tutted, looked at their watches several times, moaned to their mates and strangers, got redder in the face and clearly started stressing about something which was totally out of their control.

The next thing that happened was the drivers’ journey from one end of the train to the other.  Not usually a difficult path to tread, but this morning the usual 12 carriage train had been reduced to just 4 carriages.  As such, the train was packed.  Everywhere.  There really wasn’t a pathway to walk through, so everyone had to squeeze and jostle and cuddle up to strangers to allow the driver to get to the other end.  Of course, once he had driven the train backwards a couple of junctions, he then had to retrace his steps through the crowds, and although the mistake was not his fault, this did feel somewhat of a very public humiliation!

wrong wayAnyway, all this got me thinking… often, as leaders, does this happen to us?  I don’t know of one plan that has gone exactly the way it was written or intended, but that doesn’t mean we shouldn’t plan!  How often have we “been directed down the wrong track”?  …and when that happens, how quickly have we “stopped the train”, “announced the mistake” to others on our journey, and then walked through the team to explain what has happened and then “go back a few junctions” and start again?  As a leader I’m not too sure that I have always taken this course of action to be honest.  I have been more likely to try to save face and find the reason why the “track” I was now on was the right one and then tried to make that work.  Looking back, I can see that the better, perhaps more personally challenging option, may have been to retrace steps and “start again”.  I can see today, with hindsight, that such authenticity and humility could actually have been a strength and more likely to gel the team together.  Mistakes happen, they are often our best form of learning, but we have to be honest with the current situation and open to discuss and extract the learning, free from blame and recrimination.

So, my lessons….

  • Be clear on the path you’re meant to be on, to know quickly when you’ve been “directed down the wrong track”
  • Be calm and compassionate when telling others that a short retrace of steps is required
  • Lead from the front AND the back
  • Get back on the right track, together, as soon as you can

….after all, iTS Leadership!

~Author: Antony Tinker