The Leaders of Tomorrow event is put on by BRCGS to help grow and develop great people into the leaders of tomorrow. It is a subject that BRCGS is keen to nurture, which is why we launched this event in 2017.
This year we had two speakers. Janet Cox spoke about her 20-year career in food safety, which has culminated in her current role in the International Food Safety Quality Assurance team at HelloFresh, the world’s leading meal kit company.
And Harry Dundas provided a different perspective on motivation and leadership. That’s because Harry is a retired Royal Marines Commando. He is also the founder and Director of Evolución-X, who supply tactical equipment and specialist training to Military, Law Enforcement and Special Projects around the globe.
They were great presentations, hugely inspirational and captivating for our attendees. They have also provided answers to the Q&A session, which we have collated below.
Janet Cox
Q: What advice would you give about how to focus on what is important and not get wrapped up in the day-to-day? Working in a fast-paced food to go industry it sometimes feels hard to step back, look at the bigger picture or focus on career/development?
A: Don’t sweat the small stuff, use your team (if you have one) and TRUST them to do what they are there to do. Carve out thinking time in your diary every week, which allows you to focus on yourself and your development - don’t let that slip it is so important and will mean you can be the best you can be.
Q: What advice would you give to those starting their careers, if they see behaviour outside the Hero Code of Compassion? How do we stop ourselves from repeating the behaviour that they have just seen?
A: Don’t be afraid to ask for feedback, using something like the stop, start and continue model. If you know that you have a tendency to display certain behaviours when you are under pressure, for example, let your colleagues know and ask them to tell you – sometimes people feel that they need your permission to call it out.
When you have your thinking time, reflect yourself on what has gone well and what you might have done differently and commit to trying something different next time using the Hero Code behaviours."
Q: Hi Janet, do you think Authentic leadership can be problematic? Telling people exactly what you think may not be the best way to developing relationships in the workplace I have to temper my views to get the best out of people but that is not authentic!"
A: I think it is about how you deliver the message in an authenticated way, you can still be direct - it's about how you say it, rather than what you say. Being authentic is also about showing vulnerability, admitting when you are wrong. Your views are obviously important, but also worth checking in with yourself if they are relevant to the conversation. I good way to put your point across if you don't agree with someone or have a different point of view is starting your spiel with something like "It's a really good point you make, I might have a slightly different perspective..." Recognising other people's views is important.
Q: Good afternoon Janet. In regards to compliance being the 'necessary evil' and working with production. What was your key tool or process to build that relationship with leaders that may be more difficult to deliver that common goal?
A: Always take them on the journey every step of the way, listen to their point of view and put yourself in their shoes, literally - go and work on the line, find out what it is really like and talk to the people doing the job - get them to work with you on the solution if you can and always try to establish with them how it will make their lives easier, more efficient and ultimately safer.
Q: You say you always put 100% into everything, how do you work at prioritising tasks whilst giving 100%, should we be afraid to say no?
A: I love a to-do list (who doesn't) at the beginning of each week I have a shortlist of no more than 5 things I want to achieve that week, knowing that I will always have that curveball that comes in, that will take time away from me. I always take time out for myself during the week, whether it is a walk out of the office for lunch, or grabbing a coffee with a colleague.
Never be afraid to say no, something I have learnt the hard way - I used to say yes to everything, thinking that if I said no that people might think I couldn't do the job - it's ok to say no or be realistic with providing timescales - saying something like, "yes I can do that, but it won't be until next week, does that work for you?"
Q: How did you learn to delegate or did it come naturally? I find it really hard.
A: A great question, it's taken me a while, to be honest - I am naturally a control freak and have always found it hard to let go, but you have to trust your team to do the work, otherwise you are preventing them from developing and to be honest - why have a team if you end up doing it all yourself. They will flourish and grow if you let go and they will love the fact that you have given them the responsibility, but don't forget to let them know you are there if they need you
Harry Dundas
Q: What advice would you give about how to focus on what is important and not get wrapped up in the day today?
A: You will always have the day-to-day stuff getting in the way but have a list of MUST ACHIEVE which will keep you focused on the most important. When it seems you have too many things to complete then list in priority order what needs to be done and this will always eliminate some lesser important tasks. Let your team know what pressures you are under but never in a negative way because this grows negativity within your team for people above.
Q: Working in a fast-paced food to go industry it sometimes feels hard to step back, look at the bigger picture or focus on career/development.
A: Within any industry, there is pressure throughout the company to exceed previous yearly performance and make more profit/advancement for the company without implementing more expenditure. Creating a culture of effective communications through all workspaces and levels of leadership is imperative for any business to evolve. Keep pushing for self-development of yourself and all your team as most companies are now looking to invest more in personnel which will only create better individuals within their company.
Q: What advice would you give to those starting their careers, if they see behaviour outside the Hero Code of Compassion? How do we stop ourselves from repeating the behaviour that they have just seen?
A: Leadership starts from the outset even if you are not in a position of leadership. People around you will be from different backgrounds and have different perceptions of what is acceptable, when you see something that is outside of what you deem outside of your beliefs and principles then you have to speak up. Try to do it in a way that is constructive to all as some people may not have been taught basic principles in life but are good people. On the flip side, some people cannot be helped, this will be
Q: Do you think Authentic leadership can be problematic? Telling people exactly what you think may not be the best way to developing relationships in the workplace. I have to temper my views to get the best out of people but that is not authentic!
A: Being truthful all the time is maybe a little different to Authentic. There are definitely ways to go about things and being diplomatic is a great leadership quality. For me being authentic is just being yourself and knowing your strengths and weaknesses (but that is just my opinion and as Janet stated, just an opinion, great words). Authenticity allows you to utilise your team to their potential and use their knowledge where you may need some assistance. This to me shows strength in leadership and confidence in the people around you.
Q: In regards to compliance being the 'necessary evil' and working with production. What was your key tool or process to build that relationship with leaders that may be more difficult to deliver that common goal?
A: Even within the military we have compliance or SOPs (Standard Operating Procedures) which have to be adhered to in order to operate within the laws of conflict and ensuring individual safety whilst working. Even when you are a business you have to ensure everyone has the correct knowledge and equipment to do their job. When a company does not want to follow compliance or take shortcuts they need reminding of the dangers when things go wrong and what that means financially and also to their brand.
Q: You say you always put 100% into everything, how do you work at prioritising tasks whilst giving 100%, should we be afraid to say no?
A: Prioritisation and delegation are key leadership skills that will ensure mission success. Companies with good leadership will have systems in place to follow a procedure that is tried and tested whilst always striving to find ways to improve their way of working for their employees and clients Within the corporate world everyone wants everything done yesterday, managing expectations of your leaders plus your clients will only maintain food relations instead of promising something that cannot be achieved. Honesty is always a must and never be afraid to say no when something is unachievable or unrealistic.
Q: How did you learn to delegate or did it come naturally?
A: I find it really hard. Delegation takes time because you have to know your team but you can ask for advice if some people have been there a while. If you know that you do not delegate enough or efficiently then look into how to become a better delegator, there is so much info on YouTube and the internet. Knowing your strengths and weaknesses are a great attribute of a good leader.
Q: Good afternoon Harry. Speaking of confidence. When leading a team that may have people who have more specialised knowledge. What have you done to demonstrate your confidence as a leader whilst allowing that specialist skill set to thrive?
A: Specialists are constantly utilised within our work and making them feel part of the team is important to me whilst ensuring they know the importance of why we need their skill set to ensure mission success. Humility is one of the UK Special Forces Ethos and we have to work alongside multi-national Special Operations Forces plus agencies and governments at all levels; if egos are not put to one side then there can be complications in achieving mission success. I have just got on with my part of mission planning and normally just doing your own job to the highest standard can put any egos in check. I hope this answers your question and I have understood it correctly. Please do not hesitate to get in touch if further discussion is wanted.
Q: As civilians, we don't generally go through a structured selection process where you can remove a negative individual. We should try to change their mindset. How do leaders do this?
A: If you point out the effect of a negative attitude on others plus the workings of a team then sometimes this is all a person needs to change their way of thinking. It is hard to change negative attitudes but pushing out constant positives is a sure-fire way to tackle this. Whilst training individuals we are taught as an instructor to always end on a positive to keep their mindset on track.
Q: How do you communicate and share mistakes? What chain do you guys have/use to share those learning across multiplatform teams in a big organisation?
A: We have a headquarters through every military unit and headquarters within each arm of the military which pushes out information on current activities. Internationally we have UK liaisons sitting in their headquarters passing information to them from us and vice verse. When something is of vital importance and may cost lives if it is not passed on immediately we classify it a NEAR MISS which may have occurred and nearly caused death or serious injury and when passed it is not mixed into other information but sent as URGENT and cannot be missed amongst other information.
Q: Harry, when an individual wanted to leave the selection process, was there the opportunity for you to speak to the individual? If so how did you motivate the individual to stay strong and continue?
A: Through the selection process, we make sure the candidates know the importance of Voluntarily Withdrawing (VW) and not to make rash decisions but make sure you have someone to talk through it. Candidates have come to the instructors with problems back at home that is making them think about VW, we have a welfare department that can liaise with families whilst personnel are on selection. In the past, they have assisted in house moves, hire cars when the family car has broken down and various others. The candidates are part of the UKSF family whilst on course and we assist them in the same way we would our own operators that are away on operations. When people have stated that they are thinking of it we tell them that 9 months of a military career is a very short time and you have to think long term of where you will be in a year, within the SF community or back to your old unit wishing you had not VW from the course. If they are thinking of VW then get through today and make the decision tomorrow. We also have a duty of care on letting somebody carry through the selection process who is finding it difficult because if they are finding selection hard they will find the work within UKSF Sabre Squadrons even harder. The only easy day was yesterday: I like that saying.
Q: Do you have any advice for dealing with negative, pessimistic, 'glass half empty' attitudes within your team?
A: Communicate with them and let them know the effect of their negativity on everyone around them plus how this will have an ongoing detrimental mindset on the whole team. If they are a negative person in general, then point out how this can impact not only for themselves but one's wellbeing in their lives. This must be done in a positive way, stating that you are only looking out for them and want their life to be great. Find out why they are so negative and any way you can get them to have a different mindset.