“The emergency 'Pan, Pan, Pan' from the Harrier jump jet means I must get to the bridge as quick as I can. I am the Captain of the aircraft carrier HMS INVINCIBLE, Flagship of the Royal Navy and Falkland’s War veteran Capital ship. The returning jet is low on fuel and has only minutes to land before the pilot may have to eject. Everyone on board the carrier gears up for an emergency including a potential crash on deck. The carrier turns into wind at speed and fortunately the aircraft lands safely”.
So how can experiences such as this help people gain an edge commercially versus the competition in the highly challenging post-Brexit era?
How can being an Admiral who was Commander-In-Chief of the Royal Navy help sales leaders achieve even higher performance with your people?
In the forthcoming National Sales Conference on the 6th October at the Ricoh Arena, Coventry, Admiral Sir Trevor Soar and Nigel Allfrey, co-founders of the TRUE Leadership Company, will outline ways in which they believe these experiences can add some practical tools and thoughts to everyone’s repertoire of leadership.
They are going to explore how dealing with just three issues will deliver better performance and achieve greater sales:
- The challenge and benefit of empowerment
- The importance of developing and maintaining professionalism
- What to do when things get tough
Admiral Sir Trevor Soar’s last appointment was in command of the Royal Navy and the Royal Marines effectively the CEO of a 36,000 Navy. He was also the NATO Maritime Commander responsible for NATO maritime operations with an HQ with representatives across the 27 Nations of NATO.
This was the culmination of a 37 year career which could be split into three areas. The first third was being a professional naval officer in which he served for 18 years in submarines and was Captain of the diesel powered submarine OCELOT and then the nuclear powered submarine TALENT. This period was at the height of the Cold War were he earned his operational spurs and was awarded an OBE for operations. He was also the Captain of CHATHAM a large frigate designed to hunt submarines and finally INVINCIBLE, an aircraft carrier operating both Harrier jets and helicopters with a crew of 1200 Navy and RAF personnel.
The other third was in the higher-level management of the Navy including working in the Naval HQ, Director of the Naval Staff running strategy and policy in the MOD and finally as the Commander in Chief, effectively the CEO of the Navy.
And the final third was in the higher level management of defence including 5 appointments in the MOD. Examples of which include being the Director for procurement of all new equipment across the 3 services that delivered precision attack.
Finally, in that one third he was also uniquely responsible for procurement and support as an inaugural Board member of DE&S - Defence Equipment and Support which had a budget of £17bn each year as well as being a member of the Admiralty Board.
Now he has left the Navy he has a portfolio career, Chairman of the Historic Dockyard at Chatham, Chairman of a small maritime company and Director of his own strategic consultancy. In the leadership business, he is a founding Co-Director of the TRUE Leader Company and Chairman of an invitation only Club called the Leaders Club.
His leadership interests mean he provides support and advice to major organisations such as Health Trusts, Commercial organisations, charities and publicly owned organisations as well as a number of SME’s to help them develop their business strategies, talent management and in particular improve leadership throughout their organisations.