Charting The Course Issue #2 - Confronting Your Real Adversary

Monthly Leadership and Strategy Newsletter

Issue #2, September 2023

September 12, 2023

Facing The Adversary In Front Of You

I was part of a group that enjoyed a presentation and discussion in Perth with Rear Admiral Richard Seif, Commander of the U.S. Seventh Submarine Group.

Whatever your view of any military, it's an undoubted truth that military commanders have to make strategy the core of their thinking.

A nuclear submarine commander, in particular, has a great responsibility to be able to think clearly, promptly and effectively in relation to the use of the powerful forces in their immediate command - under stealth and highly independent situations, no less. A commander of an entire submarine group has immediate and immanent responsibility over the most powerful, mobile, weapons arsenal in the history of the world.

So when someone in that capacity speaks it's worth understanding their rationales, attitudes and approaches. They are dealing with real life on a highly challenging level.

Therefore, it was noteworthy to hear Rear Admiral Seif mention almost in passing: "You can't wish away an adversary."

It seems de rigeur in business and society to complain that there are obstacles and opponents to achievement and to then attempt to either ignore, overwhelm or simply deride the opposition into acquiescence.

The better approach is to understand opposition and competition and then devise a strategy that incorporates that understanding. It's not necessary in every situation to undertake exhaustive competitive intelligence analysis, but even a basic mud map of knowledge about the relevant competitors' situations should provide a guide to your response.

It's like going on to a court with a competitor. You may never have seen them play, but knowing that they have played for 10 years at a senior level should tell you that, as an amateur, you had better be ready for a beating and should approach your game with the idea that you will learn from their performance, not immediately blow them over with your natural athleticism. Yet, it seems many take this approach to the adversary.

As per the Rear Admiral's phrase, people seem to "wish away the adversary", rather than to engage meaningfully.

From the Front Lines

One of my clients failed to win a major tender, but had a small window to get work with the client and grow from there. My client's staff were depressed and anxious, having lost out to their competitor who had come from "nowhere" with a major innovation, grants and potentially "game-changing" approach.

Yet in my discussions with my client and his senior leaders and my analysis of the situation, our agreed conclusion was that the competitor would have tendered significantly under a realised cost and underestimated the very high cost and challenges that their innovation would present. In other words, although they'd won the battle, they were going to lose a lot of manpower, effort and investment with impacted financial returns over years, putting them in a very weak position.

My client understood this. He said to me, "This energizes me. We're going to beat them". So he began to tell his people: "No, this is not a negative. We can prove to the customer that we can do superior work, without all the capital investment and weak position." And he furthered that by inculcating the mantra, "Let's beat Company X."

The global leadership of my client's company had thought it would be best to catch up by trying to replicate the competitor's approach. We agreed it is a losing proposition.

As my client and I said in discussion, "Let them have it! They're in a bad position now and we can have a much better win over the long term!"

We are working through related strategic projects that will position my client for great wins for 2024 and into the next few years.

My client's enthusiastic and energetic response has translated to his people and the business. His mantra has become their mantra. They have just turned the corner after a tough few months and determinedly learned from past mistakes. It's on the books that they are now heading for a major turnaround for the end of 2023 and through 2024.

Don't wish away an adversary. Learn from it and adjust.

BECAUSE I'M SO SMART, CLEARLY (a story exhibiting my natural brilliance)

My No.2 daughter (chronologically, not value) had some time ago backed her car into my wife's car while reversing out of our home's driveway. She caused major damage to both vehicles, but promised to pay for repairs. Her car is an older vehicle - always wise for a newer driver - so full insurance was not worth the cost. She has a good friend who lives on the other side of town who knows a repairer that has access to parts for the old car, so this gentleman was able to take on the repairs and would do a good job.

My daughter hadn't had the time, with University and work, to arrange the repairs and was waiting a little while. The cars were operating fine, so it was not urgent.

I was, however, a little upset but more importantly a bit judgmental of her accident. Why had she reversed so fast and smashed the cars so badly? Why wasn't she watching more closely? The time and effort to repair was now going to be inconvenient, although we had a plan worked out.

A few weeks ago, my wife and I went to pick up my daughter's car for her while she was undertaking a residential study.

I was driving the car, which I am unused to driving, in an unknown underground carpark. I had to turn the vehicle around, so reversed from the entry to head for the exit.

It was the huge jolt and smashing sound that probably clued me in that I had just backed up into something.

I got out and saw that I had smashed into a bollard, denting the rear of the car in a spot alongside the existing damage. Who puts a bollard right where you have to back up to get around?!! A bollard that barely extrudes into your rear view when reversing?!!

Upset now with myself and suitably chastened, I contacted my daughter right away to tell her the bad news. "This is a joke, right? You just left." No, it was true. And I suggested we now split the cost to repair her car. At least it was the same spot for repairs. We got it fixed.

Only, she said good-naturedly later, "Well, objectively, you just cost me $650, because I wasn't going to bother getting it repaired."

Inquire with me for consulting, coaching or speaking services that dramatically improve your condition.

Peter McLean

Lead With Clarity & Results! Inspirational Leadership Keynote Speaker, Motivational Speaker, Strategy Speaker, Management Consultant, Executive Coach, Executive Leader