Why is it that when we look back on our lives it’s never the easy or the simple days, it’s not the calm that changes our reality or makes us who we are? writes Mark Woodland, Kismet CEO and co-founder.

I learned this first-hand during my time in the Australian Army based at the Recruit Training Camp in Kapooka, NSW, where I was assigned to the Royal Australian Artillery Corps. I served for four years as an Artillery Gunner and Forward Observer before being transferred to the Australian Psychology Corps. There, I worked with soldiers returning from deployment and also trained new recruits.

Leadership can make a significant difference in the success and resilience of organisations, and I’ve carried those lessons with me as I’ve worked to become the leader I am today.

While my current role as a serial entrepreneur is very different, my military attitude has helped me remain agile, adaptive, and with a level of critical thinking that is key to success in such unpredictable times. While some might call it stern or stubborn, I think all business leaders need to reconsider how they navigate the complexity of business in the current environment, embrace change as an opportunity for innovation, develop robust contingency plans and make tough decisions in crisis situations.

When I launched my first business Xplor, I had no idea how useful my military background would be. In fact, I almost tried to hide the mentality I’d forged in the crucible of army life to avoid coming across as overly tough or stern. However, I quickly realised that approaching start-ups needed a certain level of strictness and drive alongside strong leadership skills— similar to those I’d picked up in the military. Without this ability to navigate through ambiguity and rapidly changing circumstances, there’s no way I would have, with my co-founders, grown this business to employ thousands of people and be used by millions of customers.

When I consider the influence of my military training on my current decisions, it is simply seen in discipline and swift action— attitudes that can be adopted by any business leader. You just need to practise making a call, based on the best available information at the time, and sticking to it.

The famous American general George Patton said, “A good plan, violently executed now, is better than a perfect plan next week”. So often in business we become bogged down in endless data and chasing our tails mapping out every possible scenario so we can get it just right. But too often, this means that perfection becomes the enemy of good, and that a lot of energy is wasted through procrastination.

A strong leader needs to be at peace with the reality that they will need to make critical decisions in the face of incomplete information, balance short-term needs with long-term strategic goals and manage complex interdependencies. This ability to think strategically, adapt quickly, and execute effectively is invaluable in times of crisis, and a skill any business leader today can practise. Start with smaller decisions. Get comfortable making a call right there and then, and backing yourself.  Work your way up from there. It doesn’t mean teamwork or consultation is wrong. But it does mean being a leader when it counts, and learning how to assess when a decision should be collaborative, and when it requires the top of the chain of command to make a call.

There’s an idea that the military is incredibly strict and hierarchical. And it is, but what’s less well known is that military leaders also give their subordinates a great deal of flexibility to achieve an outcome. They give orders for what needs to be done, not how to do it. The lesson here for business leaders is to create a dynamic environment and embrace change as an opportunity for innovation. Successful leaders will encourage a culture of agility and experimentation, empowering employees to think creatively and take calculated risks. By fostering an environment that embraces change and encourages innovative thinking, leaders enable organisations to stay ahead of the curve and capitalise on emerging opportunities.

Resilience lessons

Another lesson I have carried through to both my start-ups is an appreciation for resilience and grit. I have found for myself, and seen in other successful peers that those who possess a tenacity that allows them to face adversity head-on, overcome setbacks, and rally their teams through challenging circumstances are more likely to succeed. They understand the importance of perseverance and inspire their employees to keep pushing forward, even in the face of seemingly overwhelming odds.

Part of this skill is effectively managing a crisis. This is a defining characteristic of successful leaders. They excel at developing robust contingency plans, establishing clear lines of communication, and implementing strategies to mitigate risks. Disciplined and driven leaders across any industry are skilled at rapidly assessing the situation, making tough decisions, and mobilising resources to address immediate challenges while keeping a long-term perspective.

In an era defined by uncertainty and rapid change, the need for strong leaders has never been greater. Businesses need someone at the helm with an ability to navigate complexity, embrace innovation, exhibit resilience, manage crises, engage stakeholders, and lead, providing a competitive advantage in times of turmoil. By cultivating and promoting strong and decisive leaders, we can empower organisations to weather storms, adapt to new realities, and emerge stronger and more successful in an increasingly challenging world.

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