Lead Yourself to Success: Ordinary People Achieving Extraordinary Results Through Self-leadership

By Alan Chambers

Let your lifelong adventure begin today

Lead Yourself to Success is your personal guidebook to greatness. Alan Chambers has led many expeditions to the North and South poles but you don't have to lead a national team or a multinational corporation to be successful, as long as you can lead yourself. The desire to learn is human nature, and lessons from those who have been where you want to go are extraordinary opportunities. You gain the insight and guidance you need to get there, and learn how to lead your own expedition down the path to success.

Like any adventure, good preparation is key. You don't take off for the North pole on a whim, and you don't just leap into leadership without understanding the responsibilities it entails. This book shows you how to develop the leadership mindset to get wherever you want to go in life, trust your own judgement and come out on top of the world.

• Uncover your inner leadership potential
• Learn how others succeed
• Find the adventure in everyday life
• Lead yourself on an expedition to greatness

Alan helps thousands of people every year unlock the door to higher performance. Every single one of those people was a leader waiting to happen, even if they didn't know it – but once they truly realised where their potential could take them, they became unstoppable. Let yourself become unstoppable with Lead Yourself to Success.

• Language: English
• Publisher: Wiley
• Release date: Oct 15, 2018
• ISBN: 9780857086976

Book preview

Foreword

Sound Leadership is like true love – It is all powerful, it can overcome the seemingly impossible, and its effect on both leader and led is profound and lasting

Sydney Jary MC

Everything is about Leadership!

Everything I have ever done, and anything I ever do will be as a result of the actions and influence of others. Influence from those that have commanded me, those in my charge, and those whom I may not have met, but I have respected from afar. We are influencing one another all the time, indeed, all who read these words are being influenced, for better or worse, whether they like it or not, ergo, influence is by pure definition a leadership responsibility. We are all leaders; of course, we have different levels of responsibility and accountability, but we are all leaders. The only question is: are you a good one, or bad one?

Successful teams are made to feel safe, not only from the physical environment in which they operate, but also safe to share their opinions, and contribute to the decision process without fear of ridicule or reprisal. They feel connected because the leader has identified shared values and has created strong emotional bonds, and they have a common goal; a vision is less likely to succeed if it is not shared.

The real art of leadership, whether it be on the battlefield, on the sports field, in the conference room or on the icy tundra, is the art of dealing with humanity and working diligently on behalf of your team, of being sympathetic with them, but equally, of insisting that they acknowledge their challenges and hit them head on.

I have never met a man more proficient in the delivery of all these fundamental disciplines than Alan Chambers; he has been one of my greatest influences.

Wayne Hoyle

Former Special Forces Officer and Extreme Leader

Acknowledgements

The undertaking and completion of this book would not have happened if it was not for the great team at Wiley Publishing, ensuring they kept us all on the right course, especially myself despite the many expeditions and leadership courses I was delivering while writing the book.

My utmost gratitude to:

Sir Charles Dunstone, Sir Ian McGeechan, Sir David Hempleman‐Adams, Lewis Moody MBE, Dave Segel, Rachel Chandler, Steve Bennett, Guy Bloom, Mark Brown, Phil Clarke, Sean Swarner who all gave up their time and knowledge to help create the magic.

As with any publication there are many times more people behind the book than feature in it, and I owe a debt of gratitude to all the leaders I have been fortunate to work with around the globe who have taught me how, and how not, to lead a team.

This book would have no content without the hundreds of women and men who have trusted me to lead them in some of the most inhospitable places on this planet. I thank you all for your confidence in me to lead, make decisions and help achieve your goals while having the responsibility of your lives in my hands.

Thank you to my entire family and friends for their continuous support, love, and understanding of my passion to take on challenges that are driven by a real purpose – to bring many others along with me to share the experience and learning.

In particular, I have a huge amount of gratitude for all the participants of the Extreme Classrooms Expeditions. Extreme Classrooms is a wonderful platform to give some of the most vulnerable children in society the chance to experience a real adventure. We endeavour to teach them to develop their own self leadership, resilience and confidence … Thank you all – you have shown me so much about how we can learn from the challenges you face every day.

Finally the next chapter in my Leadership journey … I would like to acknowledge the team behind The Extreme Leaders. I was once told leadership is a service and with The Extreme Leaders that is our intention. Pass on 100 years of combined authentic leadership to the next generation.

www.theextremeleaders.com

Introduction

Throughout all my expeditions, the planning, and discipline instilled into me by my Royal Marines training has been invaluable. More than invaluable actually; it's saved my life (and those of others) on numerous occasions.

Imitation being the sincerest form of flattery, I've therefore arranged this book in the same way that the Royal Marines instruct their recruits.

The EDI Process

The teaching process is designed to be simple and memorable under stressful circumstances. Every action is taught using a three‐step process:

Explain. I'll tell you what I'm going to do and why I'm doing it.

Demonstrate. I'll demonstrate and show you the standard required.

Imitate. You repeat what I've shown you on your own.

All the chapters for this book are arranged in the same three‐step format:

Explain. I'll outline the leadership concepts I'm about to discuss, illustrated with interview and diary extracts from my Team Polar 2000 trek, an unsupported expedition from Canada to the Geographic North Pole which I undertook with a four‐man team in March–April 2000.

Demonstrate. I'll take you through these concepts in detail, illustrating from both my own experiences and using Case Studies taken from other leaders in different disciplines.

Imitate. I'll put together a list of points for you to take away and consider.

My Leadership Philosophy

Ethos refers simply to what a group does and how it does it. The ethos of the Royal Marines refers to their role and the way they achieve it.

Since the Second World War, the Royal Marines have developed a threefold role. They are a commando force specialising in amphibious, mountain and cold weather warfare. This difficult role requires certain characteristics which are developed in training; unity, adaptability, standards, fortitude and a sense of humour.

It is by means of these qualities that the Royal Marines are able to fulfil their role successfully. The ethos of the Royal Marines might be summarised as a precise application of will.

The Ethos of the Royal Marines, Dr Anthony King, University of Exeter, 2004

My leadership philosophy has been created and honed by the 17 years that I spent serving in the Royal Marines, with the phrase, ‘a precise application of will’ epitomising the single‐minded determination that is essential to survive and thrive in extreme polar conditions.

The Marines were fundamental in teaching me the art of leadership. Because it's not a science, it's an art. It's all about managing and inspiring people, and no two people are ever the same.

In the Marines, you're awarded the Green Beret for a reason. Everything you are taught – values, beliefs, the way of doing things – is never questioned. Ever. That is just how things are. Everybody in the Marines does it the same way, and gives it 100%.

So, it came as a shock to realise that, outside of the tight Marine family, life is not always like that. In fact, the outside world was very frustrating at first. Over time, however, I've learnt how to adapt my style of leadership. Sometimes it's probably been more akin to counselling than leadership, having to coach and negotiate with people to try and get the best out of them; however, I can now see that that's simply another facet of leadership.

Service personnel can often struggle with that change in mentality when they leave the forces. In the military, when we say, ‘We're going to do something’ we expect everybody to do it. Immediately. It doesn't matter whether it's midnight or three in the morning – we do it. Somebody who hasn't served might say, ‘Well, it's 5 a.m. so it's not my job – it's somebody else's’. We haven't been brought up like that, though – we've been taught to take responsibility.

Adapting Your Leadership Style

The military has always adopted a hierarchical leadership style, where command is passed down the line and obeyed without question. There are good reasons for this; in a battle scenario, there is no time for second‐guessing initial orders or taking actions which might endanger the rest of the team.

However, my leadership style has altered over the years. It changes on the ice because of the environment, because of the weather, because of the personnel. There are so many factors which affect my decision making and how I communicate.

You never stop learning about leadership – like I said previously; think of it as an art, not a science. Some people lead by fear, either because they don't know what they are doing, or are higher up the food chain, or both. They are scared of being found out or cannot accept change. For me, that is the worst style of leadership – authenticity is vital.

I am often asked in to speak to companies who are undergoing change or restructuring, where leadership by fear is a common theme. It normally transpires that the incoming boss is trying to eradicate the ‘blockers’, the people in leadership roles who are preventing the business moving forwards because they have always done things their way and can't accept that change might be for the better. These ‘blockers’ unfortunately only come to realise the importance of adapting their leadership style when it is too late, when they have been restructured out of a job.

I believe you need to be able to select the right style of leadership for the moment. Through preparation and research, you should build a library of knowledge and be able to select which part of the leadership spectrum is required at any given moment. You can't rely upon just one style – it'll demotivate at least half of your group. My style of leadership isn't the Holy Grail, but with an adaptive mindset I can make it work.

However, what does remain constant throughout is my ethos. This represents the qualities which underpin my leadership style – courage, determination, unselfishness, and cheerfulness in the face of adversity – and which I seek in others when looking to put together a team.

Individual Commando Spirit + Collective Group Values = Royal Marine ethos

Dr Anthony King

The four elements of Commando Spirit – courage, determination, unselfishness, and cheerfulness in the face of adversity – are taught to all Royal Marines during their Commando training. This is what makes them both excellent Commandos and upstanding people.

What shapes the way they work as team is a second set of Collective Group Values; unity, adaptability, humility, professional standards, fortitude, and Commando humour.

Hence, when you combine motivated individuals with a sense of common purpose, you can recreate the Royal Marine ethos – this is what I seek to achieve when putting my teams together.

The following is taken from a Royal Marines pamphlet:

Commando Spirit

Every Royal Marines Commando has what we call Commando Spirit – a unique state of mind that lets us do things most people would consider impossible.

It isn't something that can be taught, but the PRMC or POC¹ is your first chance to find out if you already have the basics. Then once you join us, everything you do has been designed to reinforce Commando Spirit.

Courage

Fear is natural, and we all experience it. Courage is not giving in to that fear, but getting ‘on with the job’ in spite of it.

Determination

In training and on operations, you're going to be set some incredible challenges. The key to success is always believing in yourself and never doubting you can do it.

Unselfishness

Every Royal Marines Commando looks out for his mates, or ‘oppos’, and does what's best for the team, not just himself. Being a Royal Marines Commando isn't just about ‘toughing it out’ on your own. If you're having problems or something is bothering you, ask for help. Remember, we're a team and we're all here for each other.

Cheerfulness in the Face of Adversity

Ours is a hard, physical life, often lived in tough conditions. But we never let it get us down, and always manage to find something to laugh about.

Group Values

We also have a set of values that hold us together as a corps. This is what we call our ethos and it is basically a checklist for how we go about things. It is made up of the following.

Unity

We're one strong, united team. We all do the same Commando course and, when we pass it, wear the same green beret.

Adaptability

We have to adapt quickly to changing conditions. We can do this because of our training, skill, fitness, and willingness to listen to other people's ideas and opinions.

Humility

We let our achievements and abilities speak for themselves. But we also know there's always something more we can learn. And the more we learn, the better we become.

Professional Standards

We operate in complicated, dangerous, and uncertain environments. We've got to be able to rely on every man to do the right thing, even under massive pressure.

Fortitude

Fortitude means having the courage to keep going when your mind and body are telling you to stop.

Commando Humour

Being able to see the funny side, even when things are really tough, keeps us together and helps us get through.

April 2017 North Pole Expedition

In March and April 2017, I led an expedition to the North Pole which included an old friend of mine, Sean Swarner, a two‐time cancer survivor, and a former Royal Marine commander, Paul Mansell.

After we got back to the UK, by way of thanks, Paul sent me a beautiful leather‐bound copy of The North Pole by Robert E. Peary, one of the original polar explorers and a source of great inspiration to me.

This was the card he included inside the book. To me, it perfectly sums up the Royal Marines ethos – a former commanding officer, having previously taught me how to lead, now humble enough to recognise how my leadership skills had developed so that I could now lead him:

Alan

You have always been an icon of someone who leads by example. Your reputation precedes you and I have been fortunate to experience it first‐hand.

So much has been achieved in a very short space of time, but the learning you have imparted has made it a rich environment…and the journey has been as important as getting to the pole.

The books are a small token of my respect and thanks for your leadership and friendship.

Travel safely, Stay well

Paul Mansell

It is my hope that this book can go some way to inspiring you on your own personal self‐leadership journey, by teaching the art of the possible, by learning from others who have gone before you.

And remember, if in doubt, keep pushing forwards…keep walking!

Alan

Note

1 PRMC: Potential Royal Marines Course is a physically and mentally demanding four‐day course conducted at the Royal Marines headquarters in Lympstone. The POC is the Potential Officers Course.

1

Researching the Vision

Learn from yesterday, live for today, hope for tomorrow.

Uli Steck, mountaineer (died on Everest, April 2017)

In this chapter we look at preparation, the place where all good leadership begins:

OPERA. Ordinary People Extraordinary Results Achieved.

Successful failures. Why it is important to try first and, if you do fail, to learn from it, bounce back, and move forwards.

How to learn from failures the Royal Marines way.

‘Train hard, fight easy’. Training evolutions explained.

The ‘Concept, Detail, Results, and Recommendations’ model.

Dynamic Planning Mission Debriefs to pass on the knowledge.

Photograph of a man’s face covered fully in woollen clothes.

Explain

Victory awaits him, who has everything in order – luck we call it.

Defeat is definitely due for him, who has neglected to take the necessary precautions – bad luck.

Roald Amundsen

In March 2000, I led a team of four Royal Marines to attempt to be