The language of wartime CEOs (1)

Every good CEO knows the sound of corporate war. He also knows that it is different from the sound you hear in peacetime. This knowledge is backed by the capacity to adopt the right strategy to suit the occasion. It makes no sense to admit the existence of war and continue with peacetime strategy. Wars are not fought only by nations; they are also regularly fought in the corporate world – price war, competition among incumbents and new entrant, sudden changes in the fundamentals of the macroeconomy that obliterate the budget and recast market structures, supply chain disruptions that threaten both output and market share, and even plagues and pandemics. But wars, whether shooting wars, price wars or other economic wars, have the same effect. They cause serious damage, including loss of lives, corporate an individual. As human being dies in shooting wars, so do companies also die on the corporate battlefield. This is why every CEO, national or corporate, must not only have the capacity to pick up the signals of war but also have the skills to deploy the right survival tools.

At times of war, companies, like nations, get preoccupied with fending off serious existential threats. They face enemies, some of whom are unseen but whose acts cause monumental damage; like the moral equivalent of a shooting war, and have to act decisively to stay afloat. These situations occur frequently in the corporate world than we notice from the outside. In like manner, and from time to time, occasions like wars arise, which require nations to act very quickly in order to survive.

It is very important for leaders to understand the time of the season within which Nigeria and its corporations currently operate, so as to apply the right wartime strategies

Nigeria is presently in a full-blown war, though I do not know if it is actually a civil war or an invasion by foreign fighters, whom Gumi has confirmed are Fulani fighting Nigeria in sympathy with their Nigerian brothers. Nigerian CEOs and indeed, the political CEOs must not be misled to assume that what we have is a passing crisis. Those who should know, like the former Chief of Army Staff, now an Ambassador-designate, has warned it will last at least 20 years. Corporate leaders must wake up and drop their peacetime strategies, such as marker share expansion.

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What managers do in peacetime is different from what they do in wartimes. Even the language of managers in peacetime is not the same as the one they speak during wartime. Similarly, nations that find themselves in the calamity of war do not wait for the worst before they unleash their best defences. When the sad event of war happens, leaders at all levels must adopt war strategies to survive- blocking drains and fending off distractions. They must understand that things that work in peacetime do not usually work in war times. It is very important for leaders to understand the time of the season within which Nigeria and its corporations currently operate, so as to apply the right wartime strategies.

First to note is that communication is very important in times of uncertainty. Of essence is the communication style of the leader or CEO. The communication style of a leader affects the work outcome of both leader and subordinates. Radically different communication styles are needed because the demands of wartime leadership are completely different from those of peacetime. During wars, body language as a means of communication is not advised because things are moving much faster than normal, and there is no time for mind-reading and guestimates. Clarity of objective and approved action is very important to avoid mistaken identities and directives. Nigeria is currently fighting a war with a growing number of foreign invaders, including ISIS, Boko Haram, Foreign Fulani invaders called Bandits and even local herders infiltrated by a foreign terrorist that are making farmers abstain from farming, and threatening the nation’s food security. These alien forces have managed to gain control of some areas in the country, such that they freely abduct school children and anyone in sight without much challenge from the security operatives. This war affects everything, including the smooth functioning of the economy and social life. Therefore, leaders in both government and the private sector must adopt appropriate change in style to meet the demands of the occasion.

Leaders are not alone but function within an ecosystem, surrounded by followers. In times of war, followers need leaders they can trust; leaders that represent the interest of the entire members of staff or the entity concerned. not those that focus on the interest of a few. Followers want authentic leaders who speak clearly and reduce their chances of being misinterpreted.

Anybody can succeed as a peacetime CEO but when war breaks out even strongmen falter. Wartime leaders know how to delegate to effective subordinates as Napoleon did in the Battle of Jena in 1806, between the forces of Napoleon 1 of France and Frederick William III of Prussia. The language of a wartime leaders must be clear and his move swift. The Prussian leaders were not only old, they relied on old techniques of war, which made them relatively slow, compared to the French. In the corporate battlefield, the ability of the CEO to collectively motivate and inspire others into a cohesive force has become a most significant winning attribute. Even nations fail without it.