Tough. Cool in a crisis. Prepared. Team-centric. Brave.
All of these are apt descriptors for business leadership. They are also ways to describe Navy SEALs, who undergo intense physical and mental training in order to become elite military leaders.
While few would suggest that corporate work requires the sacrifices and courage of Navy SEALs, there are still lessons to be learned from one of the most respected military forces. Here’s a look at effective leadership lessons from the Navy SEALs.
Effective leadership means excellence
In a recent Harvard Business Review article, Brandon Webb, a SEAL trainer and educator, said excellent organizations are not interested in settling for “above average.” Instead, Webb believes that training “must be dedicated to producing excellence.” Webb urges training for transformation of skills and capabilities. Without a focus on excellence, training programs are merely checking off boxes.
Be appropriate with emotion
Retired SEAL commander Jocko Willink told businessinsider.com that leaders who lose grasp of their emotions lose the respect of their teams. However, when leaders appropriately display emotions such as anger, frustration or sadness, team members will grow closer.
New ideas grow from the ground up
Webb, in talking about training, emphasized the importance of leaders being willing to learn. “It’s every teacher’s job to be rigorous about constantly being open to new ideas and innovation,” Webb said. “It’s a huge edge, sometime[s] life-saving, to adopt a good idea early and put it into practice.”
Lead by example …
Leaders talk the talk and walk the walk. They are always willing to do what they ask their teams to do, and when appropriate, leaders go first. Leading by example inspires teams to be successful, which elevates team members and leaders alike.
… and know when to follow
A savvy leader understands when it’s time to put ego aside and listen to subordinates, heed their advice and reshape plans accordingly.
If you end up a ‘sugar cookie,’ get over it
Former SEAL commander Admiral William H. McRaven described what happens when a recruit’s uniform fails to pass inspection. The recruit needs to dive in the water in full uniform then roll around in the sand. The so-called ‘sugar cookie‘ spends the rest of the day in the wet, sandy uniform. McRaven advises leaders to recognize that situations may never be perfect; those who accept the imperfection and move on are best able to lead.
Be confident, not cocky – Competitive, but gracious
Leaders are self-assured, using their confidence to inspire their teams. There’s a fine line between confidence and cockiness; the latter trait makes leaders arrogant and complacent, both dangerous mindsets in battle or in business.
Similarly, leaders need to have a competitive drive that can lead a team to victory, whether in combat or driving a new business strategy. However, leaders must be gracious in defeat and learn from failure.
Value excellence, not competition
In training and in business, it matters how you incentivize teams. Recognition and rewards need to promote and acknowledge excellence, not competition among peers. Webb advocates for training that emphasizes building skills at the same time valuing teamwork and relationships.
Applying insights from the battlefield to the boardroom can pay off for businesses of all types. Perspectives from SEALs training and leadership can build organizations that are ready for any assignment, any challenge, and any adversity.