‘I don’t have a strategy, so nothing can go wrong.’ So said the late, great, comedic genius, Spike Milligan and it made me consider: how many company leaders think like this? I’d like to share with you the benefit of a clear strategy and a well-informed team particularly when thiings go wrong.

If you want a masterclass in strategy and direction, watch Greyhound a recent film starring Tom Hanks who also co-wrote the screenplay. The film is based on the 1955 novel The Good Shepherd by the brilliant writer C. S. Forester which was used in the past as an instruction text by the US Naval Academy.

Hanks’s objective as captain of the lead battleship, ‘Greyhound’, was to protect the World War II allied naval convoy until air cover could arrive. His strategy was to get across the North Atlantic – his first Atlantic crossing – unscathed.  Everything that could go wrong did go  wrong – the weather was terrible, the convoy was attacked by multiple submarines simultaneously, key staff were killed, merchant and warships were sunk. Yet the clarity of their objective to protect the convoy never wavered.  The methods used to direct the well-trained crew were startling in their simplicity.  An example of this was when the captain called a messenger to the bridge: ‘Write this’ he says and gives his message. Then: ‘Send it’ he says as the messenger hurries away.  Crystal clear communication with minimal hesitation. 

It’s relevant to a business context that the Atlantic conflict centred on keeping the global supply chains open: the United Kingdom and Russia required a regular flow of imported goods and raw materials. To ensure the safe delivery of cargo into Europe, the allies sent merchant ship convoys escorted by warships and when possible, aircraft.

The Greyhound captain tactically adapts constantly to the changing, hostile environment, getting regular input and advice from his key officers, but the goal doesn’t waver: protect the convoy. This gives clarity to his thinking and keeps him and his crew on track. He is always communicating with his team and with others in the convoy.

The bridge crew had a minute-by-minute understanding of their competitive environment (in this case, radar readings of the location and actions of German U-boats). Each member of the crew knew exactly what their job was and what was expected of them.  However, the captain studiously ignored the jeering provocation of his enemy (the competition) over the radio and focused on the task at hand.

This fictional depiction was inspired by true events and was a privilege to watch even if the war context was not something I usually enjoy.  It is a tense, nail-biting experience and not unlike some days at the office because we take our businesses very seriously.

Now, while sadly there are too many real conflicts around the world that some of you reading this could be facing, we are talking about business. And we are not all trained military personnel, I get that.  But business can feel a bit like conflict when your competition is outsmarting you with new products appearing in places you didn’t expect – think artificial intelligence or intellectual property theft. Or you suddenly lose key staff at critical moments. This is where your strategy, your experience and your capacity to lead your team come together to deliver your objectives.

If you are thinking, well I don’t have a strategy and I’m doing ok. As a founder or CEO, I rely on my ‘gut feeling’.  But remember, this is difficult to share with a team.

Imagine how much better you could do if your staff knew as clearly as you do where you are going and how you will get there.  You may not be fighting the battle for the Atlantic each day, but you do have big goals and having a strategy will help you achieve it. Because believe, me, things will go wrong along the way and a strategy may be just the thing that will help you meet those challenges head on.

Talk to me if you’d like to discuss your business strategy at pamela@fundraisershandbook.com

Note: I have no political agenda in writing this piece – the battle for the Atlantic meant the loss of thousands of lives on all sides.  I used the example of the fictional film to demonstrate the benefit of clear objectives and masterful implementation of strategy. And because I really like Tom Hanks in this role.