Sunday, 25 January 2015

What made Churchill great?


Winston Churchill, so often quoted and studied, is arguably the greatest leader of modern times, possibly of all time. But why exactly? His story is so 'familiar' that it's easy to overlook some of the key learning points.

This post tries to tease them out.

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Yesterday (Saturday 24th January 2015) was the 50th Anniversary of the death of Winston Churchill. In the last week the UK media has been full of reflections, tributes, pictures and video footage. Two programmes in particular - one on radio and one on TV - have captivated and moved me, and I suspect many others too.
On Friday morning I listened on BBC Radio 4 to a 30 minute programme about Churchill's grave. If you don't know the answer to the following question it will surprise and may even astonish you, and it immediately tells you something essential about the great man - Where is he buried?
Churchill was born into an aristocratic family on 30th November 1874 in the magnificent Blenheim Palace, just outside Oxford, His father was Lord Randolph Churchill, 3rd son of the 7th Duke of Marlborough, and his mother Jennie Jerome was the daughter of an American millionaire. When he died Churchill was given a state funeral on 30th January 1965, said to have been greater than that afforded to a monarch, and with good reason. He saved the United Kingdom, and thus eventually freed Europe from the appalling tyranny of Nazism, by standing alone as leader of free world against the might of Hitler's Third Reich during the critical (and desperate) 19 months from his appointment as Prime Minister in May 1940 until the Americans entered World War II following the Japanese attack on Pearl Harbor on 7th December 1941.
The chosen circumstances of his burial speak volumes about his character and values. He refused to be buried at Westminster Abbey in London, the traditional resting place of the greatest British leaders and war heroes. Instead he lies with members of his immediate family in a simple grave in the churchyard at Bladon, a small village 2 miles from Blenhein Palace. In fact his grave is so unremarkable that you would not know it was there unless someone directed you to it.
Friday's Radio 4 programme interviewed local people in Bladon and others whose lives have been affected by Churchill. One is businessman Martin Long, who has set up a series of businesses including the well-known (in the UK) insurance company Churchill, named after his hero. He described how, as an 11 year old schoolboy in London, struggling academically, he discovered in 1961 that Churchill, then aged 86, had also done badly at school. Interviewed in the churchyard close to Churchill's grave, his voice cracking with emotion, Long said that Churchill had been a lifelong source of inspiration to him. He has studied the great man's life in depth and regularly makes the pilgrimage to Churchill's home, Chartwell, in Kent, and the graveyard in Bladon. The presenter of the programe told us that over many years Long has amassed a remarkable collection of Churchill memorabilia.
Picture above - the excavation of Mark 1 Spitfire N3200 on Dunkerque Beach
Picture below - Guy Martin with the rebuilt N3200
Even more moving was last night's superb 2 hour programme Guy Martin's Spitfire on Channel 4 television. For two years (2012-14) motorbike racing champion Guy Martin worked with a specialist team at the Imperial War Museum in Duxford, south of Cambridge, to rebuild a Mark 1 Spitfire aircraft, N3200, coded 'QV', which crashed on Dunkerque beach in Northern France in 1940. The pilot, Squadron Leader Geoffrey Stephenson, managed to evade capture for days and made his way to Brussels where he sought refuge in the US Embassy. Unfortunately the Americans refused him entry because they were still 'neutral' in 1940 and did not want to offend the Germans, so he turned himself in as a prisoner of war. He was so troublesome to the Germans in captivity that he was eventually sent to legendary POW camp Colditz, where he was reunited with his great friend the legless air ace Douglas Bader and spent the rest of the war unsuccessfully trying to escape. Sadly he later died testing a new jet fighter in the USA in 1954.

Winston Churchill and the Supermarine Spitfire were arguably the two greatest British icons of World War II, which would have been lost without either. Together they were instrumental in preventing a German invasion in the so-called Battle of Britain, Britain's 'darkest hour' as Churchill called it, in the Summer and Autumn of 1940.

The story of the expert reconstruction and rebirth of Spitfire N3200 and it's eventual first flight last summer in front of Geoffrey Stephenson's two daughters was astounding and deeply emotional. I defy anyone not to be moved, or to be madly in love with this superb aircraft having watched the programme. Whilst the Spitfire was, as the programme stated, a brilliantly manoeuverable gun platform and therefore in brutal reality an instrument of death, it remains the most stunningly beautiful evocation of moral courage and the perpetual fight against evil. Many of its pilots were ridiculously young, some as young as 19 - still boys. My son turns 19 next month and it is incredible to imagine kids of his age risking all - many sadly dying horribly and violently - to save the free world in the skies over southern England in 1940. Churchill had it so profoundly right when he uttered those immortal words:

"Never in the field of human conflict was so much owed by so many to so few".

The test pilot who flew N3200 on its maiden flight last year captured the spirit of this fabulous machine when he quoted a US pilot who once said:

"In America we get into a fighter plane, but you put a Spitfire on".

So what lessons do I take away from the 50th Anniversary commemorations of Churchill's death juxtaposed with the restoration of one of the exceptional aircraft that came to symbolise the eventual defeat of Nazi Germany?
  • Churchill and the Spitfire capture the essence of the indomitable human spirit. They make me proud to be British (as opposed to what makes me ashamed of it) and determined to fight for the truth and for freedom. The problem is that this fight goes on every day, in all walks of life. Hitler and his evil cronies may have become hackneyed cariacatures of big, bad bogeymen, but the reality is that the spirit of oppression, bullying, contempt, cyncism, hatred, exploitation of others, lust for and abuse of power, narcissm and sociopathy is to be found everywhere, including throughout so-called 'free' Western societies! What makes it insidious is that many privileged, wealthy and powerful figures in Western democracies see and tout themselves as bastions of freedom, as long as it doesn't inconvenience them!
  • You cannot have truth without honesty and integrity. Sadly these are abused, overused and underpractised words. The majority of us pay lip service as long as, as I say, it doesn't inconvenience us. However, underneath we think we're too clever and sophisticated to need to conform like sheep to these quaint, old-fashioned notions. In so doing we make precisely the same colossal error as the generations before us and, no doubt, the generations to come. For the truth exists, and unfortunately it is often unpalatable and inconvenient. It is also often complex and multi-faceted - one person or one group's truth is another's lie, or mortal threat. But there is always deeper truth, and it tends to be very inconvenient for those who feel they have something to lose if it gets out.
  • When 'the rubber hits the road' most of us are found wanting, unless the threat we face is mortal like Britain's in 1940. Otherwise we tend to resemble the rich young ruler in Jesus's parable, for whom entering the Kingdom of Heaven was more difficult than a camel passing through the eye of a needle because much as he valued in theory the ideas Jesus put forward he could not bear to give up what he had. Let's be clear - you do not have to be a Christian to understand the point of the parable - the secret of happiness and fulfilment is not how much money, status or fame you've got. It's why I've adopted my favorite Churchill quote as the underpinning core of my business behaviour, to be found in my business email signature:

"We make a living by what we get, but we make a life by what we give"

  • Intelligent giving of oneself, one's time and one's talents in the service of others is cathartic because, as neuroscience now clearly shows, our brains are wired for it. It is how we collaborate and thus best advance ourselves as a species. The majority of people in authority are scared - scared they'll be 'found out', that they'll be humiliated, that somehow they'll lose their privileges and status. So instead of encouraging others they try to suffocate them to prevent them being a 'threat'.
Above all Churchill possessed two timeless qualities of the greatest heroes - wisdom and moral courage. He was also humble, generous in spirit, truth-seeking, fun-loving, unifying, witty and error-prone. This is an intoxicating package - a sure-fire winner! He was utterly human and yet utterly inspirational, which is the inevitable paradox of outstanding leadership. The problem we all have is that our childlike primeval instincts tell us our leaders should be perfect - they never are.
Two of Churchill's other personality traits are worthy of note. Firstly he was, to use one of my key words of the moment, contrarian. In other words he knew his own mind and did not follow the herd. At times his contrarian behaviour infuriated his colleagues, his allies, his friends and his family, but he never wavered. Without this vital personal attribute he would never have become Prime Minister in Britain's darkest hour and led her to eventual victory in World War II. Secondly he humbly understood his weaknesses (which no doubt contributed to his regular bouts of depression) but crucially also his strengths. One of his greatest strengths was his ability to write and speak most powerfully, in a way that motivated, inspired and encouraged vast numbers of people.


The greatest leaders are those who put others ahead of themselves. Think of it this way - they act like loving parents, not spoilt, selfish and opinionated teenage playground bullies. What's so remarkable about that, and why on earth is it so rare for goodness sake??!!


Churchill understood profoundly well the need to combine three elements espoused by that Ancient Greek font of perennial wisdom - Aristotle. You cannot have one without the other two. They are:
  • LOGOS - the 'word', in other words the facts and the data. In World War II Churchill famously set up a group outside normal reporting circles called the Statistical Office, to feed him raw, unfiltered, unsanitised facts about the progress of the war, which was not at all good during the first 2 years
  • ETHOS - character, integrity
  • PATHOS - emotional connection with others, a genuine concern for them and interest in their well-being.
It's a devilishly simple formula.

So how about you? Can you get your camel through the eye of the needle?!

"Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen." Winston Churchill

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I’m grateful you’ve taken the time to read this post. If you find it helpful please share it . And make a difference - be a smart giver and do something positive for others this week. Pay it forward.
Recent blogs you may find helpful include:
If this blog is particularly relevant to you, your organisation, or to someone else you know, I may be able to help or advise. I strive to be a smart giver – Adam Grant’s excellent book “Give and Take” (2013) explains why smart givers are the highest 25% of achievers in all walks of life. They go out of their way to help others, intelligently, without allowing themselves to be widely exploited. In this way they inspire higher performance and create sustained new value through collaborative exchange.
My business Resolve Gets Results provides commercial expertise, leadership capabilities and in some cases financing to different sized businesses with long-term growth potential. I work with a superb small team of Board-level professionals, each a leader in their field with over 30 years’ business experience. We are based in the UK but have international business backgrounds, in my case including 5 years in the United States, where I ran a high growth machinery sales and service business.
You can find my contact details under the ‘Contact info’ tab near the top of my LinkedIn profile uk.linkedin.com/in/markashtonresolve.

Mark Ashton                                                                                                                                    

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Thursday, 22 January 2015

Why selflessness is good business


"Real living is living for others" - Bruce Lee

Top 1% organisations - the ones who achieve outstanding results consistently for many years irrespective of who their leader is - all follow sound principles of neuroscience, though most of them don't realise it!

Their leadership teams understand intuitively how to behave and how to create the right conditions for people to thrive and excel irrespective of their limitations. In so doing they replicate the ideal conditions for which the brain is still adapted - the nurturing, communal, protective environment in groups of 40 to 50 hunter gatherers which marked our forefathers for 98% of the last 250,000 years.

The encouraging news is that any of us can learn these principles and as a result dramatically improve our performance and well-being in all aspects of our lives. 

I call this working with, rather than against, the 'grain of the brain'.

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In my recent blog How the brain works and why you should know I outlined the development sequence and 4 level hierarchical structure of the human brain, and discussed the work of Dr Bruce D Perry and his team at the ChildTrauma Academy in Houston TX, using their Neurosequential Model of Therapeutics (NMT).
An understanding of the basic structure and evolution of the brain provides a clear explanation of how it works, literallly from the bottom up. It explains why human behaviour is still largely instinctive and unrestrained, whatever we're told to the contrary, since it is driven by the fight or flight instincts hard wired into our brainstems – the lowest, primitive level of our brains.
Whilst the brain is a superbly and unfathomably complex organ we constantly delude ourselves by assuming that our relatively immature upper brain (neocortex) has given us mastery over ourselves and our environment. This self-delusion is at the root of endless, repeated, painful and avoidable human failure.
Understanding the brain’s 4 level hierarchy highlights the futility of appealing directly to ‘reason’ (i.e. the neocortex – the least evolved part of the brain) without taking the essential path through the lower reaches of the brain where all incoming stimuli are first processed. This route through millions of years of pre-human and (very) latterly human evolution cannot be bypassed. Visually one can imagine it as very sensibly walking down one side of the mile wide Grand Canyon, crossing the river, and climbing the other side, instead of trying to jump across it! Yet in effect that's what each of us tries to do dozens of times a day when we communicate 'neocortex to neocortex' and then wonder sometimes why we've been misunderstoood, often profoundly.
Top 1% organisations and their leaders follow sound principles of neuroscience - most of them without realising it. They understand intuitively how to stimulate others to excel in spite of their limitations by working with, not against, the neurological grain. They communicate sensitively, their motives are non-threatening, they care about the well-being and advancement of their people, whom they treat as an extended family, and they foster strong attachment to affiliative cultures in which everyone from diverse backgrounds and generations works together supportively.
In recent weeks I’ve blogged about the benefits of re-integrating wise and experienced older people into organisations, the vital balancing role of women in business, the holistic and humble way in which the leaders of Top 1% organisations think and behave, the immense damage done by self-serving and self-indulgent behaviour in business, the predisposition of intellectually gifted individuals and groups to repeat the elementary errors of their antecedents over and over again, and other related topics. Thanks to my day spent listening to Dr Bruce Perry I now realise that an emotionally and socially intelligent approach to work and business is built on sound neuroscientific principles.
The implications are profound and far-reaching, almost too great to comprehend. I’ll return in future to the implications for organisational excellence, but here's some food for thought:
  • Neuroscience explains the sheer folly in evolutionary terms of selfish strategies intended to exploit fellow humans for personal and tribal gain. The human brain has evolved over millions of years to be highly adapted for co-operation for survival and growth. When factions or individuals pursue their own goals to the detriment of wider society the results are invariably catastrophic, eventually if not immediately, since it ultimately provokes aggressive ‘fight’ responses in others. Simple examples of game theory also confirm this. The famous evolution sound bite - ‘Survival of the fittest’ - is often stolen by egotists to justify their behaviour, but In fact it is a term correctly applied to species as a whole, not to individual members, and therefore it depends on co-operation.
  • We can see macro-economically why the gross distortions caused by unfettered capitalism and political power cause hatreds, wars, retribution, blood-letting and societal breakdown. Most societies have cultivated their world view, religious beliefs, etc. over thousands of years and when these necessary support structures for Levels 1, 2 and 3 of the brain are threatened, eroded or destroyed then the fight response for self-preservation becomes inevitable. The result in absolute or relative terms is a zero-sum game, because such anti-social behaviour flies in the face of neurological reality. Marvellous though they may be our brains cannot accept any form of reason at Level 4 (the neocortex) when Levels 1, 2 and/or 3 believe they are under attack. Hence the vast majority of debate and argument truly is a complete waste of time and energy. You can only change someone’s mind if you remove or alleviate the threat that a different viewpoint represents to Levels 1, 2 and/or 3. And of course you cannot actually change someone’s mind – they can only change it themselves!
  • Forward-thinking companies increasingly recognise that Corporate Social Responsibility (CSR) is a valuable necessity that they should embrace, not an onerous duty they must half-heartedly fulfil. Neuroscience helps us to see why – organisations need to be actively involved in improving their communities and society generally. All of their stakeholders, including their customers, have brains that are essentially hard wired to need it.
Top 1% organisations are the modern-day equivalent of those multi-generational hunter-gatherer groups of early human history. They are environments in which everyone feels secure at all neurological levels, and therefore able to learn and thrive. This then is the challenge for leaders – to have the insight, courage and determination to create and sustain such fertile conditions.
I recently heard a wonderful practical example of this in an award-winning edition of BBC Radio 4’s business programme ‘The Bottom Line’. Evan Davies interviewed three UK business leaders who practice ‘Upside Down Management’, the title of a book written by one of them, John Timpson, Chairman of the eponymous shoe repair and key cutting High Street retail chain.
Upside Down Management involves inverting the triangle – putting the people at the front line in charge. In a fascinating discussion John Timpson explained how he chanced upon the idea when his main competitor was sold to a powerful Swiss bank with very deep pockets, who then refused to sell him the UK operation. He realised that to compete his company would have to offer superb customer service, so he decided to empower local teams to do whatever was needed to keep the customer happy or to resolve complaints.
The most extraordinary point in the programme came when John Timpson revealed that the company employs convicted criminals, including murderers! In some cases they have been released from prison, in others they come on day release and return to prison at night. This has been going on for years. 80% of the convicts are still with the company 1 year after hiring. His son James, the CEO, masterminded the programme. 67% of convicted criminals re-offend within 2 years of release from prison, but amongst those prisoners who find a steady job in a non-judgemental environment the figure drops to 19%.
The proof of the pudding is in the eating. John Timpson said that the company continues to have one record year for sales and profits after another.
The emerging field of neuroscience offers us fascinating insights that may transform our understanding and behaviour for good. Top 1% leaders and organisations know exactly what they’re doing; neuroscience helps us to see why!
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I’m grateful you’ve taken the time to read this article. If you find it helpful please click on 'Like' and also share it using the Twitter, Facebook, LinkedIn or Google+ button. And make a difference - be a smart giver and do something positive for others this week. Pay it forward.
Recent blogs you may find helpful include:
If this blog is particularly relevant to you, your organisation, or to someone else you know, I may be able to help or advise. I strive to be a smart giver – Adam Grant’s excellent book “Give and Take” (2013) explains why smart givers are the highest 25% of achievers in all walks of life. They go out of their way to help others, intelligently, without allowing themselves to be widely exploited. In this way they inspire higher performance and create sustained new value through collaborative exchange.
My business Resolve Gets Results provides commercial expertise, leadership capabilities and in some cases financing to different sized businesses with long-term growth potential. I work with a superb small team of Board-level professionals, each a leader in their field with over 30 years’ business experience. We are based in the UK but have international business backgrounds, in my case including 5 years in the United States, where I ran a high growth machinery sales and service business.
You can find my contact details under the ‘Contact info’ tab near the top of my LinkedIn profile.
Mark Ashton
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Wednesday, 21 January 2015

Leadership - can you master it?


Great leadership is fine art, not painting by numbers

During a recent conversation I asked one of my closest colleagues, an outstanding leader:

“Do you know the secret of great leadership?”

His response was an excellent one – “Humility?”

I said “No, that’s important but not it. It’s the willingness to work with people better than you and not feel threatened by them”.

One could argue that such willingness stems from humility. This blog explains what humility really means in the context of strong leadership, and what it means to lead people who are ‘better than you’.

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Everyone has a different idea of what makes a great leader, but in my experience most views are somewhat one-dimensional. There are two common and apparently irreconcilable camps – the “strong leader” or the “selfless, empowering leader”.
Actually great leaders are all of the above - strong, though the way most people think, selfless, empowering, and yes, humble. They are more besides because great leadership is fine art, not painting by numbers. Every leader is different, and mastering leadership takes a lifetime of learning. Hopefully each piece of art you produce is better than the one before – richer in meaning, a reflection of your unique personality, unfolding experiences and insights. After all Michaelangelo was not Van Gogh, who was not Picasso.
Masterpieces of art are rare and invaluable. Likewise, how many great leaders can you think of, either in public life or whom you know personally? Not enough, most people would say. Too many leaders in all walks of life are obviously flawed, so much so that we may question whether they are fit to be there. However, no leader comes remotely close to perfection and paradoxically this is hugely encouraging. We need to reboot our expectations.
Two of the greatest leaders in Western culture illustrate my point:
  • Abraham Lincoln, by consensus America’s greatest president, came from humble origins. He endured repeated derision, humiliation and failure - business failure, and career failure in law and politics. He had a difficult marriage and his wife’s wealthy family treated him with disdain as a peasant farmer who would never amount to anything. When he finally became president he won the respect and admiration of some of his fiercest political rivals by incorporating them into his administration, and bringing out the best in them in the interests of two great causes; the ending of slavery in the United States and the country's survival during its terrible Civil War (1861-65).
  • Winston Churchill was widely seen as rude, spoilt, bombastic, wilful and reckless. His House of Commons speeches were often nowhere near as assured as the scores of witty quotes attributed to him would suggest – in fact they could be rambling and confused. Throughout his life his so-called ‘black dog’ of depression stalked him. The lowest point of his career, the disastrous invasion of Gallipoli in 1915 for which he was widely blamed and sacked from the British Government, aged 40, hung like a millstone round his neck for 25 years. When he became Prime Minister in Britain’s ‘darkest hour’ in May 1940, aged 65, many politicians saw his appointment as unfettered lunacy! Yet he inspired the British public, encouraged Britain’s allies, led a government of national unity to victory in World War II, and is a shoe-in as the greatest Briton ever.
Lincoln and Churchill served prolonged, acutely painful apprenticeships as leaders with no guarantee of eventual 'redemption'. Both were seen as liabilities but eventually proved their detractors spectacularly mistaken and became revered by generations. Crucially both were able to face up to brutal realities and take responsibility when it mattered. Neither of them had a compulsive need to be the ‘biggest dog in the kennel’ and both were entirely, selflessly focused on getting the job done using all the talents around them. However they did have one major advantage - perilous, existential crises concentrate the mind wonderfully!
This is a big subject which I’ll revisit in future blogs. Here are this week’s practical takeaways:
  • The widespread predilection for ‘strong’ leaders - charismatic figures with big egos who tend to impose their unquestionable personal convictions on others - is simply a childlike urge for a parental figure who can offer protection and (apparently) remove the cancer of uncertainty, and with it the responsibility to think for ourselves. It is generally unrealistic, irresponsible, and often deeply dangerous - an emotional and intellectual cop-out. People who think this way are courting disaster and frankly deserve it. Why? Because like the rest of us any leader will be error-prone, full of contradictions and inconsistencies, and will only have fragments of the overall jigsaw puzzle. History and personal experience (certainly in my case) teach us that ‘strong’ leaders are invariably bad news. Most of them eventually self-destruct and sadly they usually damage or sink other people en route.
  • Real humility is borne of quiet self-assurance. It comes from having discovered what others value you for and feeling good about it, good enough to accept your own weaknesses (which are many), recognise where other people can outperform you, encourage them to do so, and take genuine pleasure in their achievements. The most effective leaders are great team players – they know what role they excel in, they stick to it, they defer to others when necessary and they work hard to help others to succeed in their respective positions for the sake of the team, even if this means someone else gets the plaudits. In fact there is compelling evidence that the more a leader ascribes credit to others and to good fortune, the more others will highlight him or her as having been the necessary catalyst and inspiration for their success. To put it another way, the more you give the more you receive.
  • The best leaders are frequently overlooked or underestimated because their 'substance' greatly exceeds their 'style'. They reject hubris and hyperbole and let their actions speak instead. They channel their egos and energies into the success of the collective enterprise and they think big on behalf of everyone else, sometimes very big. Jim Collins’ outstanding 5 year research programme “Good to Great” (2001) contains various inspirational case studies. My favourite is probably Darwin Smith, who became CEO of Kimberly Clark when it was just a mediocre regional paper mill company in Wisconsin USA, going nowhere. Collins describes Smith as the ‘nerdy in-house lawyer’, a softly spoken man whose appointment as CEO raised eyebrows – one Board member publicly questioned whether Smith was qualified for the job. Early on Smith made the momentous decision to sell all of Kimberly Clark’s paper mills, the entire heritage of the company, its be-all-and-end-all, and pitch it into battle as David versus Goliath - Proctor & Gamble. People were incredulous – it was like deliberately sinking your boat in the middle of the ocean and setting off on a flimsy raft to paddle thousands of miles to safety. Collins says one commentator described it as “the gutsiest move he’d ever seen in business” but most people thought it was suicidal. 25 years later Kimberly Clark had become the world’s leading paper-based consumer products company.Looking back after retirement Smith said simply “I never stopped trying to become qualified for the job”.

Great leaders are needed in all walks of life and at all levels in organisations. Are you willing to pay the personal price, have you got the strength and humility, and will you liberate those who are ‘better than you’ to be exceptional? The rewards are extraordinary, though they aren’t always the ones people expect or even demand.

________________________________________________________________
I’m grateful you’ve taken the time to read this article. If you find it helpful please share it with others. And make a difference - be a smart giver and do something positive for others this week - pay it forward.
Recent blogs you may find helpful include:
If this blog is particularly relevant to you, your organisation, or to someone else you know, I may be able to help or advise. I strive to be a smart giver – Adam Grant’s excellent book “Give and Take” (2013) explains why smart givers are the highest 25% of achievers in all walks of life. They go out of their way to help others, intelligently, without allowing themselves to be widely exploited. In this way they inspire higher performance and create sustained new value through collaborative exchange.
My business Resolve Gets Results provides commercial expertise, leadership capabilities and in some cases financing to different sized businesses with long-term growth potential. I work with a superb small team of Board-level professionals, each a leader in their field with over 30 years’ business experience. We are based in the UK but have international business backgrounds, in my case including 5 years in the United States, where I ran a high growth machinery sales and service business.
You can find my contact details under the ‘Contact info’ tab near the top of my LinkedIn profile.
Mark Ashton
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