In my very short time in the British army, I was always a civilian in uniform. Never truly a military man through and through. 

In fact, it took me a good deal of my time and a big effort to join the Army. I was recruited straight from University to join Arthur Andersen Consulting (see TOB here: 8. Eye on The Ball and Adult Balls) and realised that I needed a change as a young man when I woke up in a hotel in Copenhagen at three in the morning after an alcohol fuelled evening with clients (those were the days), looked at the in-room video entertainment and realised that the movies on offer were exactly the same selection that I had seen in my hotel in Chicago the week before!  Surely there was more to life than this! On return to London I marched down The Strand to the Army careers office opposite Charing Cross station and filled in the necessary papers to join up. Hey, I’m a graduate with a masters degree, working for a blue chip company and have a commanding personality, the army needs me right? ....Er….wrong.

As I was applying to go Sandhurst, the UK military academy for officer training, the procedure dictated that I had to go through a three day test event called the Royal Commissions Board (RCB). This involved running an obstacle course, working out in the gym, writing an essay, lots of  interviews (with senior officers and a psychologist if memory serves me right) and an intrusive personality test. To prepare you for this, you were sent on a mock, practice one – called a pre-RCB. I went on this and didn’t pass muster. Actually, the Brigadier running the event said at my ‘exit’ interview that “I was the worse specimen he’d ever seen in a gym!”  What ignominy! 

So, it was back to the Charing Cross recruitment office where a different Brigadier told me “Ling, I have reviewed your pre-RCB results. Essays, interviews and personality tests all A-1. The only issue is: ‘You’re a Fat bastard!’”  With those words ringing in my ears, he sent me on my way saying that he would give me six months to get fit and that he would personally sponsor my entry to the main Royal Commissions Board for Sandhurst entry.  

I used those six months to run 5 days a week and drank Perrier Water at subsequent client meetings (OK, that last bit is not entirely true).  In any case, I made it to Sandhurst and graduated 11 months later with the best award that I have ever earned – “Most improved Student" on my course.

I had signed up only for a short service commission (three years) and my military service took to me Northern Ireland where I led a platoon (of 30-odd men, and they really were, see the bloke in Land Rover behind me in the the photo below!) on the streets of Londonderry. I was serving in the province during the time of the Enniskillen bombing and other interesting events chronicling the ‘Troubles’ (photo above of me next to an IRA 'Mural'). After this tour, I was promoted to Captain and led a UK logistic component pledged to shore up the northern flank of western Europe (Denmark) in the case of a Soviet invasion (our life expectancy in that event was only a few weeks in my view).  

Below I outline ten things that I think today's civilian population and businesses can learn from the good practices of the UK military.

Ten Things Civvies Can Learn From the UK Military

1. Why Leadership is important
As crazy as it may sound it wasn't until I started to patrol the streets in Londonderry that I realised why the army in a democratic state really needs an officer corps - distinct from enlisted men. After one patrol I was invited back to the Sergeants Mess (social club) by my platoon sergeant (a bit of a honour really for a young officer) and we had some beers together. During a conversation on tactics, he made the excellent point that since we knew who all the IRA 'players' were it made obvious sense that if we just went and 'took care' of these people, the 'Troubles' would come to an end overnight. In fact he declared, if "only you officers would get out of the way, the people in this Mess would have this place sorted in no time." Since this was the time of El Salvadorian 'death squads', this remark really hit home. The rules of engagement in Northern Ireland were clearly set out and written down on a 'yellow card'.  These rules did not include kidnapping people and shooting them (that's what the IRA did!). It was the job of officers to make sure these rules made by a legitimately elected government were complied with. 

2. Without a sense of humour we’re all dead
Can you imagine deploying to the Gulf War, opening up your container of supplies and seeing a pair of Skies? Or winter uniforms? That's the reality of life in the military. As in life, not all things go as planned. And what can you do?  You can whinge or joke about. In the British army, the saying goes: "If you can't take a joke, you shouldn't have joined!". As a result of this anyone (officer or other) who thinks their shit doesn't stink in the British army, won't last too long.   On many occasions lacking clarity or facing an obvious cock-up, a sense of humour has reduced stressed and got me through. An invaluable lesson for life in general.

3. It’s the NUMBER of decisions Stupid! 
In business I often hear the phrase 'paralysis by analysis'. Yet, what I learned from my military experience and have seen subsequently in business is that it's not the analysis that is paralysing but the number of decisions that any one individual is forced to make. The great thing about the British army is the quality of the non commissioned officer cadre. In effect they run the army (subject to No. 1 above). Without decisions being delegated and made at the lowest levels possible the British Army would not be as effective as it is.  Training people to take responsibility for making the right decisions, avoids paralysis. No one can do everything themselves unless they want a breakdown - share the load.

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4. Military Intelligence is NOT a contradiction in terms
I can't say that I was ever overly impressed with the military intelligence briefings that I received in the army 
(see 'Business Intelligence' entry here). I was only a low level functionary and I hope that a lot of good went on behind closed doors that I was never privvy to.  What I did recognise however, was that military life was never all about brawn.  Brains were much more important to military success than I ever imagined before I joined. At Sandhurst, we studied military strategy, weapons and tactics, along with International relations, leadership and planning. Definitely some of the best education I ever received (see 'Project Management' entry here). A successful military or civilian business encourages intelligent thinking at all levels. 

5. The importance and value of water
I once met a woman who didn't know that rain came from the clouds. At first I thought she was joking but soon realised that she really didn't have a clue. I was never that sheltered but it wasn't until I joined the army that I understood the importance of water. In civilian life we take it for granted when we turn on our taps. But when you have to  personally carry it or ship it in bulk you recognise that it is not only heavy but vital for survival. As in the past, future wars will be fought over access to water. Try living without it for a day and you'll come to appreciate its true value.

6. Power napping makes you powerful
I am often asked what I learned most from my military days and it's this: I learned to sleep anywhere! Barmy it may be, but until you have sat up and slept in the back of a four ton truck bumping along at 40 miles an hour with your helmeted head banging up against a roll bar (I always, always, seem to get the roll bar seat!), you haven't lived. In reality, it seems to me most people seem to sleep far too much. Getting out of bed but grabbing the occasional power nap during the day helps you get far more done. 

7. Keep in with the outs 
This is one of the 'four rules of politics' attributed to French wartime General and later President Charles de Gaulle (as are the next three, 8-10). As a military man you can see where he was coming from. In civvie street the equivalent saying may be "Be careful on the way up, as you never know who you will meet on the way down!". Successful people in the military and business don't hold costly grudges. They also tolerate 'good' mistakes as opposed to ones caused by sloppy thinking. 

8. Maintain The Initiative
Initiative is another word for 'leading action'. The British army in particular encourages initiative.  In the heat of battle, communication is often compromised. Despite what I said above about my life expectancy in the event of a Soviet invasion of western Europe with their superior numbers, I always suspected that such an invasion would stall principally because Soviet military doctrine was heavily dependent on command and control from the top down. While their forward elements were waiting for orders on what to do next, NATO forces would be initiating a forceful and speedy response on all levels.  

9. Exploit the inevitable
If something unavoidable is going to happen, it's best to get out in front of it. Use it to your advantage if you can, or at  least avoid getting killed if you can't. In politics, the Liberal Party at a local level in the UK is particularly good at this where I live. They find out when the local council is doing road repairs and then leaflet the area to take the credit for applying the political pressure to get the repairs done. A good application of this military principle! 

10. Don't Get Caught Between a Dog and a Lamp Post
Some people just can't avoid trouble. They see a lamp post and see a dog and think it's time for a shower! Perhaps the best reason for having a strong military is so that we never have to use it! Unfortunately, a look at the morning newspapers tells us that today, as throughout history, we never know when the next UN-avoidable shower is just around the corner!