When we observe Veteran’s Day, we first think about the brave people who have served our country in the military, particularly those who made the ultimate sacrifice. It’s also worth thinking about those who returned home after tours of duty and years of service, and how they used their training for their next chapter. It turns out that military training can also increase corporate success.
I caught up with one Marine veteran to learn more about how leadership training in the military gave him what he needed to succeed in corporate America.
Executive Michael Ford spent a decade in the Marines before launching a successful corporate career, and says his success draws directly from his Marine Corps training. Now leading teams at AT&T after an 18-year stint at Microsoft, Ford uses his military background to help his people develop their own leadership and decision-making skills.
“In the military it’s all about getting things done,” said Ford, who describes his leadership training as focused on how to understand people and set them up to do their best work.
Ford thinks of himself as in the fourth quarter of his career, looking at it as a sports analogy. “Or maybe the back nine if we’re thinking about golf,” he said. He thinks about how he can use the leadership skills he fostered during his military career to cultivate the same in the multi-generation work force he is leading now.
“The key is listening,” said Ford. “You have all different levels of leadership, and you need to understand, and give everybody an opportunity to have a seat at the table.”
Here are three military-inspired practices that drive Ford’s corporate leadership approach:
Build Multi-Level Intelligence Networks
Just as military success depends on intelligence from all ranks, Ford maintains mentoring connections across his organization through monthly “skip-level” meetings with 10-20 employees. These mini town halls, conducted virtually or in person, ensure he gets to know every employee, along with the opportunity to schedule individual meetings with him.
“You have to be in touch with all levels of your organization to make good decisions,” Ford explains. “Good decisions can come from anyone.”
To make it fun and boost engagement, Ford asks each participant to share their most embarrassing moment or greatest triumph. This technique breaks the ice, helps people get to know each other, and preps for a productive session where people can share authentic feedback.
“It ends up being hilarious,” he said. And that levity primes people to come up with better ideas versus a more command-and-control approach. The fun, Ford says, has a purpose, adding that his team communication strategy is about preparing the company for the future.
“It’s more about what they need going forward, because they’re the future,” he said. That’s why it’s important that we continue to learn and evolve and be lifelong learners. If we continue to do things we did 20 years ago, that’s not going to work, right?”
Create Structure Through Clear Frameworks
Applying rigor to decision making also helps Ford get consistency from his team. He employs a Marine Corps’ framework with the acronym “SMEAC” to team decision-making. SMEAC stands for Situation, Mission, Execution, Admin and logistics, Command and signal. This systematic approach helps teams assess situations, define objectives, plan execution, identify necessary resources, and establish clear decision-making channels. By providing a consistent framework, teams can “sing from the same sheet of music,” as Ford puts it.
The progression makes sense: the team a strong look at the situation it’s facing, determines how to address the situation, and on through to the command and signal at the end, which details who are the decision makers and how will they complete the mission, Ford explains.
Challenge Inefficient Systems
Ford champions a “do less with less” philosophy (rather than the typical “do more with less”), encouraging teams to identify and eliminate unnecessary steps or processes. These might include reports that no one reads, or other busy work that no longer makes sense. Ford asks his team “what does your department do that accrues to the company’s success?” That sharper focus helps teams eliminate what’s not important.
At another organization, he ran a “What’s Dumb Around Here?” initiative, inviting employees to identify inefficient systems and propose solutions. This approach invites input from all levels, because often it’s people at the front line who have the best ideas on how to improve processes, particularly where resources must be carefully allocated for maximum impact.
The Bottom Line For Success
Even though veterans bring significant organizational training and leadership skills, some veterans face one considerable challenge when transitioning to corporate roles: evolving military experience into business language.
“The biggest challenge for a person exiting the military is translating what they did in the military to corporate America,” Ford notes. Organizations can help address this, and be more effective in tapping into this valuable talent pool. AT&T, for example, has an employee resource group to help their employees who are veterans make a successful transition to corporate. And the military has outplacement programs that can help match veteran candidates to company needs.
The investment pays off. Veterans bring discipline, rigor, and proven leadership skills honed through comprehensive training programs like Officer Candidate School and The Basic School, both of which Ford cites as contributing to his deep skill set.
Ford’s journey from Marine Corps officer to corporate leader demonstrates how military training creates a strong foundation for business success. By building inclusive communication channels, applying military frameworks to corporate challenges, and maintaining operational efficiency, veterans can leverage their service experience to increase success in the corporate world.