Battle Mind

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MERETE WEDELL-WEDELLSBORG

HOW TO NAVIGATE IN CHAOS AND PERFORM UNDER PRESSURE ”Battle Mind is a refreshing feature in a time where concepts like stress, mindfulness and coaching are everywhere. Here is a book without fuss. Well done”. HENRIK ØRHOLST, BERLINGSKE TIDENDE

A KA DEM ISK FORLA G

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Merete Wedell-Wedellsborg with Carsten Folke Møller

BATTLE MIND How to Navigate in Chaos and Perform under Pressure

Translated by James Bulman-May, PhD

Akademisk Forlag

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Merete Wedell-Wedellsborg with Carsten Folke Møller Battle Mind. How to Navigate in Chaos and Perform under Pressure Translated from the Danish by James Bulman-May, PhD Š 2015 Akademisk Forlag Jacket design by Mark Airs with author photo by Miklos Szabo Printed in Latvia by Livonia Print Sia ISBN 978-87-500-4553-3 ! Akademisk Forlag – an imprint under Lindhardt and Ringhof Ltd. The Egmont Group 11 Vognmagergade DK-1148 Copenhagen K Find us on Facebook or at www.akademisk.dk No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher.

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CONTENTS PREFACE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 CHAPTER 1: BATTLE MIND WHY DO SOME PEOPLE PERFORM BETTER UNDER PRESSURE? . . 13 In the Battle Zone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Leadership in the Battle Zone . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 What Is Battle Mind? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Instinct: Your Physiological Pattern of Reaction . . . . . . . . . . . . 18 " # $ % " & ' % . . . . . . . . . . . . 18 * "+/ " # $ % " ;< . . . . . . . . . . . . . . . . . . 19 The Book on Battle Mind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Return to the Battle Zone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 CHAPTER 2: THREE … TWO … ONE … GO! HOW TO SWITCH ON BATTLE MIND. . . . . . . . . . . . . . . . . . . . . . . . .27 Three Steps to Battle Mind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 = > @ H ; O & ' @ Q Really at Stake. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 2. Adjust Your Personal Thermostat – and Ground Yourself . . . 34 3. Feel Your Inner Clapboard – and Select Your Opening Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Battle Mind when You Are Ambushed . . . . . . . . . . . . . . . . . . . . . . 49 CHAPTER 3: THE PITFALLS OF THE MIND WHAT YOU CAN DO TO AVOID THE FREEZE . . . . . . . . . . . . . . . . . . 55 The Pitfalls of The Mind: Reasons Why We Lose Our Edge . . . . . . 56 Pitfall 1 – Fear: We Are too Afraid. . . . . . . . . . . . . . . . . . . . . . . . . 60

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Face Your Fears: What Are You Really Afraid of? . . . . . . . . . . . 61 Pitfall 2 – Distraction: We Lose Focus . . . . . . . . . . . . . . . . . . . . . . 65 Pitfall 3 – Incompetence: We Are not Smart, Competent, or Strong Enough . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Pitfall 4 – Doubt: We Do not Really Want it . . . . . . . . . . . . . . . . . . 72 Risk Assessment: Take the Chance Together as a Team . . . . . . 73 + "" ! & X% [ # \ \ X% . . . . . . . . 77

CHAPTER 4: THE ROAD THROUGH THE VALLEY OF DESPAIR THE BUILDING BLOCKS OF BATTLE MIND . . . . . . . . . . . . . . . . . . . .81 The Battle Mind Platform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82 Battle Mind in Action: At War in Afghanistan . . . . . . . . . . . . . . . . 84 Battle Mind in Action: A Passage Through the Valley of Despair . . 90 # ' + ] & ^ @ _ < %" [ ` . . . 90 # ' + & Q \ ; All That . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 Phase 3: Informed Pessimism – It Will Never Work . . . . . . . . . 92 q# Q + ] & Q ^ @ \ \ "" to Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93 CHAPTER 5: A BATTLE HALF WON HOW TO TRAIN BATTLE MIND . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95 x { ; # ^ @ _ $ % " X ` . . . . . . . . 98 Q ^ "+ | . . . . . . . . . . . . . . . . . . . . . . . . . . 103 CHAPTER 6: READY FOR ACTION ON BUILDING RESILIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105 Know the Sources – and the Drains – of Your Resilience . . . . . . . 108 Resilience: Inside the Silicon Valley Failure Mentality . . . . . . 111 CHAPTER 7: LONGING FOR A FUTURE MEMORY ON END VISION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 Tenacity and End Vision: The Subtle Art of Ignoring Adversity . . 123 Discovering End Vision: Talk About the Miracle . . . . . . . . . . . . . 126

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CHAPTER 8: TURNING POINTS ON FINDING LEVERAGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 Identifying the Turning Points . . . . . . . . . . . . . . . . . . . . . . . . . . . 135 CHAPTER 9: TOMORROW WE GO OUT AGAIN ON COURAGE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139 Where Does Courage Come From? . . . . . . . . . . . . . . . . . . . . . . . 140 CHAPTER 10: A COMPASSIONATE CONFRONTATION ON ENCOURAGING OTHERS TO DEVELOP BATTLE MIND . . . . . . 147 Battle Mind in the 1:1-Relation . . . . . . . . . . . . . . . . . . . . . . . . . . 148 = _ X # \ & } \ x @`. . . . . . . . . . . . . . . 149 Battle Mind-leadership and Daily Leadership . . . . . . . . . . . . . 153 2. Delegate the Personal Challenge: What – And What About Me? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 ~= ^ @ & } ^ @ x # $ % *% $ % . . 163 Overview: From Daily Leadership to Battle Mind-Leadership . . . 169 CHAPTER 11: FIRE YOURSELF ON CREATING A BATTLE MIND-CULTURE . . . . . . . . . . . . . . . . . . . 173 1. Pavlov’s Legacy: Measure and Quantify – Reward and Punish . 175 2. Defcon: Build a Readiness Scale . . . . . . . . . . . . . . . . . . . . . . . 177 3. The Next You: Give Mandate to Take Action – And License to Fail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183 1) Promotion to Command . . . . . . . . . . . . . . . . . . . . . . . . . . . 184 2) Leadership Surplus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185 3) Problems and Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187 q= ^ [ + # ' [" [ > %

. . . . 188 5. Psychological Contracts: Engage the Team’s Drive. . . . . . . . . . 191 Ideals: For a Greater Cause . . . . . . . . . . . . . . . . . . . . . . . . . . . 192  " # ' . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194 Self-interest: For Me . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196 Summary: What Should Your Team Be Able To Do On Their Own Initiative?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198

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CHAPTER 12: EXIT BATTLE MIND CONTINUED… . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .201 Begin at Square One . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201 Build Battle Mind-partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . 202 Make Battle Mind Integral to Your Cultural DNA . . . . . . . . . . . . 202 Remember Your Exit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202 APPENDIX: WHEN THERE IS A FIRE ON EVERY HILL 25 WAYS TO ACTIVATE BATTLE MIND IN YOURSELF AND OTHERS – RIGHT NOW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .205 ACKNOWLEDGEMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211 BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217 NOTES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .221

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PREFACE Why do some people perform better under pressure, while others lose control? Many years of studying and working as a practicing psychologist have brought me no closer to an unequivocal solution to this mystery. ^ @ { Q { " { + @ " particular frame of mind psychologists call Battle Mind. Most people would immediately recognize Battle Mind. It is the + @ @ % "{ @ @ + + a large audience or when we are suddenly in a dangerous situation that requires instant decisions and actions. The heart pounds, and the body is in a state of alarm. We attempt to control our body as well as our thoughts. Battle Mind is a state of mind that enables us to deliver extraordinary performances. When in retrospect we consider what we achieve and the ways in which we take action in Battle Mind, we are often surprised. In our daily lives we may see ourselves as patient problem solvers, professionals who make informed decisions, as well as civ " ƒ @ = ^ @ { % " @ " ƒ @ { the ability to think and act in explicit and decisive terms. Moreover, we may understand that the ability to make tough decisions – as „ " & " @ quired to achieve the exceptional. The book on Battle Mind grew out of two sets of experiences. My initial inspiration stems from my experience as a psychologist and an adviser to leaders at the Royal Danish Defence College. In these institutions I have had extensive conversations with leaders on the subject of their experiences in the + " + " " = } % + { "

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10 BATTLE MIND

at a critical time, when the Danish Defense changed from protecting the national territory, to engaging in peace-keeping and peace-making operations in the Balkans, Iraq, and Afghanistan. Subsequently, I was inspired by my career as a practicing organizational psychologist specializing in leadership development. In this capacity I do consultancy work for some of Denmark’s largest

% +%" = ^ Q { @ / % %" + " † " and their organizations. In between these two jobs I had the opportunity to do research on military leadership and write a PhD dissertation on the leadership challenges in multinational military units in NATO. This book is an attempt to distil knowledge about a core issue characterizing the two worlds in which I have worked: how can we improve the enormous potential inherent in Battle Mind to meet the challenges we face in our professional lives? This book was written in close co-operation with Carsten Folke X‡"" @ % ˆ% " % ‰ % " former manager at the Danish broadcaster TV 2, is the ideal sparring partner and co-writer. Essentially, Battle Mind is a book about the performance of human beings and organizations. My particular interest focuses on the @ @ " "" + @" % " X = Q " courage to perform with excellence – and perhaps even create environments that understand how to apply Battle Mind to create winwin situations for the organization. Basically, the practice of psychology is a peace-loving idealistic profession. Most psychologists’ assignments focus on dismantling „ { " Š " % " + = In my research into the building blocks of Battle Mind I have asked myself, whether it is unsympathetic or downright unethical to translate a concept developed for warfare, where the stakes are

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life and death, freedom or oppression, to a commercial work-related context, where the battles most likely concern share prices, economic gain, positions in a hierarchy or personal honour. _ " X †

" " „ " & + % @ /@ / eration? Does it involve a covert invitation to construct enemy imag @ @ "" %" " "+/+%" "" ` \ "" % a project dilute the value of the concept in its original context – the ˆ% " + " ` Q Š @ " + books on how to develop more accommodating, tolerant, and compromising approaches? More peace of mind and less Battle Mind? After 20 years in this profession, I am still not sure whether the observation that adversity makes you stronger is true or just a convenient self-deception. I am, however, quite certain that adversity is a fact of life for all of us – also in our working lives, as described in the following examples: • * % { " + % @ for. The thrill of the thought of being a market leader and the resulting high share prices may be mistaken for the real purpose: to solve actual problems and to create real value. Then the joy becomes ephemeral and the results Pyrrhic victories. • Even purposeful and well-run organizations are dismantled because they are not good enough at justifying their legitimacy in a " " " = • ' %" @ " { " + % " % % of weak leaders. • [ "+%" @ /@ + " { „ +% " lations, stress, and burnout. • The good agendas in an organization lose out to the more cynical ones, because they cannot muster the same drive, edge, and =

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12 BATTLE MIND

In these situations Battle Mind turns out to be a valuable and useful concept – both for the doves and the hawks at work. Some of the leaders I spoke to when I researched this book have {

+ " „ " past situations, where they were under pressure. This applies to for instance former Prime Minister Anders Fogh Rasmussen, Christian [" % + x Œ ^ " + ƒ ^ = ^ @ { + " @ % % + { pressure, when I talked to them. In 2013, when the interviews took place, quite a few of my interviewees did not know whether their battles would lead to success or failure. I interviewed Merete Eldrup, CEO of the Danish broadcaster TV 2, at a time when she did not know the outcome of her husband Anders Eldrup’s arbitration case against DONG Energy. The case turned out + { % = \ Q ; { � " < @ whether his struggle to restore Danske Bank’s image would be successful. At the end of the day he did not have the support of the board @ = \ Q " ^ * > become Chairman of the Parliamentary Social Democratic Group, but he was not sure whether he would be completely rehabilitated and = ^ @ " X + % ness and Growth in the Danish government. Q { " " ‰% % @ themselves in turmoil. Those who emerged successfully, as well as those who were defeated, can teach us Battle Mind. Think of Battle Mind as a key to dealing with strenuous situations

+ &

= ethical point of Battle Mind is hence not to win at any cost. The point is – just like other elements in education and upbringing – to give ourselves and others a more robust preparedness for life. To master Battle Mind is to become better at dealing with adversity – and to + % =

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CHAPTER 1

BATTLE MIND Why Do Some People Perform Better Under Pressure?

IN THE BATTLE ZONE ^ " }+ Œ% Ž= } _ { { @ " % †= x { ‰ registered on the map. The convoy’s objective is to relieve a platoon of British soldiers. They are surrounded by the headlights of pick-up trucks carrying armed Taleban soldiers looking for the perfect place to set up an ambush. The convoy’s orders are to drive on without attacking, but it is only a question of time before they will fall into an ambush. The Taleban are approaching. All eyes are on the squadron " = ^ @ ` \ @ "" ` New York, 11 September 2001. This Tuesday will be like no other day in the American metropolis, because the city and the country will be

= \ " [ „ @ + @ = < " @ " " „ % of the island to rescue the people trapped in the burning towers. The president seems paralyzed, panic is spreading, and millions of Americans fear for their lives. The mayor of the city has made his way to a % " " \ [ ‰% @ @ "" = ^ Š < " + = x @ + + @ = There is dust from the debris on his jacket and he does not have the % + @ = ^ @ ƒ ` \ @ "" he do?

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14 BATTLE MIND

[

_ = * Â?Â?~ _ ;' ;' + %

% + ; ;% % = _% summit in the Bella Centre in Copenhagen the Danish Prime Minis + + ;' @ "" " " tions of the inclusion of up to ten countries. When the summit begins, " " @ # " " + " % = Q " + % % % = _ ;' " is caught between a rock and a hard place. The present moment holds

% ˆ% % + "

= ^ @ the prime minister react? What does he do to succeed?

LEADERSHIP IN THE BATTLE ZONE When we are subjected to great pressure, something happens to us. We activate a considerable physical and mental alertness. Our senses

‘ + " " % through our mind. And yet we experience a sense of calmness, as if we see our surroundings in slow motion. We are in a state of lucid serenity, where self-conciousness is replaced by the feeling of being at one with oneself. We activate a particular mental state: Battle Mind. Battle Mind is a state of preparedness, in which we are able to think and take actions that enable us to seize the moment and perform with excellence. It consists of a repertoire of resilience, an ability to make quick assessments, and an alertness that helps us respond in a split second. Q + "" + < { % and stamina. Yet this state of mind is also more than just simple re„ " " %" = Q +% + "" = ^ @ { " X Š "@ + @ @ need it. Instead of stabilizing, our pulse rate may continue to climb. \ „ @ + % % + @ " = \ " " + % ‘ @

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panic or stand around as if paralyzed. Our usual sense of security has " % @ % "+/ @ "" + ˆ% while, since neither our instinct nor our intelligence were of any particular use in this situation. \ % † @ % { under pressure and loss of control? Throughout my dual career as a military psychologist and an organizational psychologist specializing in leadership development, I { + % ˆ% = Q Q "" some answers. At various points in your career as a leader it is inevitable that you @ "" % "+ % " % @ % + + / ˆ% = Q % { %< time to rethink, seek expert advice, delegate, confer with colleagues, " " "" + % & take action. The outcome and the results are rarely black and white. $ % @ "" % + + % tions. They come with the territory of leadership. ^ @ { { @ Q % @ – with leaders such as Anders Fogh Rasmussen, Christian Clausen, x " *

X ;" % ^ * > @ "" + " < / Ž/ " { " + % periences in acute situations characterized by the following aspects: • You are pressed for time – often it is a matter of seconds or minutes. Time out is not an option and the deadlines are real. • Something is at stake – a victory or a defeat would have considerable consequences. There are no free rides. • Binary result – lose or win. There is no such thing as an inconclusive battle. • Demands for action. There is nowhere to hide and no refuge.

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16 BATTLE MIND

Consider the following examples of acute situations: an exam, a dif %" ‰ { @ " „ @ % + " ˆ% " † " hostile takeover bid, a direct attack on your organization, a smear " { % in your environment, a run-up to an ultimate deadline of a project, an unexpected smart move by your worst competitor, an attempt at your political life. These types of situations are the ultimate tests of your leadership. When the survival of your unit, the future of your company or your political legacy are at stake, it may feel as if all eyes are on you – because you are the leader and ought to know the answers and the route to best practice. This may be your day of glory or your downfall as a leader. Will you be able to think clearly and act quickly in an acute situ ` \ "" % ƒ { " % < %" % + ` \ "" % " @ can revive a bewildered group of people and provide them with the words that generate hope, unity, and motivation? If you master the unforgiving moments of Battle Mind, you will increase the probability that the fateful hour will turn out to be in your favour. The factors of victory are many: luck, timing, professional skills, good conditions, better gear, and the strength of the team. }"" † % = " X % % = ^ @ { "" ˆ% " @ that tips the scales. Moreover, Battle Mind is a skill that can be practiced and mastered by all those who put their mind to it – it is not a gift that only the lucky few are born with.

WHAT IS BATTLE MIND? The concept of Battle Mind was developed in particular by a group of military psychologists from the Walter Reed Army Institute of Re-

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'*} @ { { % @ @ " % = " X tal robustness and belief in your own abilities that enable a soldier to withstand fear, absorb strong sense impressions, and still react quickly. It is a state of mind that helps soldiers survive, focus, and take action in military operations, where there is no room for hesitation. The state of Battle Mind is characterized by acute perceptiveness, necessary aggression, physical and psychological self-discipline –

+ = ^ @ { @ " % + ƒ < %" + mind-set and adapt to normal everyday life. The same abilities that enable you to survive and perform under % < %" " again. The aggression that is necessary to survive in battle seems intense and confrontational in civilian life. The small talk of our daily lives

% " ˆ%

+ " radeship. For this reason most of the research into Battle Mind has focused particularly on the ways in which soldiers emerge from the state of Battle Mind and return to normal daily life after being in a battle zone.1 The military psychologists at the Walter Reed Army Institute have developed several courses that help returned soldiers to adapt to normal daily routines. Their project has inspired a similar course in Den # & H " X O H^ X O=2 ‰ @ Danish soldiers. The course focuses on helping returned soldiers adapt to daily civilian life after a deployment characterized by prolonged states of Battle Mind. The soldiers are gradually fazed out of their high adrenaline levels, and given techniques to help them return to the social relations and the daily life in Denmark, in which they need to function.

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My interest in Battle Mind lies at the other end of the spectrum. I would like to understand how to master the constructive forces of Battle Mind to improve skills to deal with adversity. This understanding begins with three tracks:

Instinct: Your Physiological Pattern of Reaction When I ask leaders to describe the state I call Battle Mind, they often describe this condition as something that happens to them. In other words, an instinctive reaction facilitated by a substance released via neurotransmitters in the brain. A shot of adrenaline, serotonin or dopamine. A lot of research supports this understanding, and it is often illustrated with reference to the brain of our stone-age ancestors. The stone age brain, it is said, was built to encounter sabre-toothed tigers

@ „ = Our physiology explains that our level of consciousness climbs, % † @ @ % { destructive ways. The physiological reaction resembles a kick start. The engine’s revolutions climb, energy is building up, but the direction is uncertain.

Personality Type: Your Profile – Under Pressure When reading biographies and accounts by leaders whose actions are occasionally characterized by Battle Mind, you may think that the state of Battle Mind is only experienced by types who are almost magically predisposed to carry out heroic feats. Many of us will immediately think of a particular person, who to us is the epitome of Battle Mind, and hence it is a reasonable assumption that Battle Mind can be understood as a dimension in a personality test: we may be more or less disposed to take action and to be prepared to = This particular question has been researched by military psychologists at the Danish Veteran Centre. Psychologists working in the Danish national defence explore among other issues soldiers’ reactions and psychological well-being after deployment. One aspect of

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the research focuses on estimating the soldiers’ level of psychological reactions in the years after deployment.3 ^ @ { / = Q = is no guarantee that those who pass the monitoring tests will respond with cool and composed reactions under pressure. Every team of soldiers will have both unexpected heroes and macho types, who lose courage when the battle rages. In my practice as a psychologist I have made similar observations. Even after going through numerous tests and conversations @ " Q + % " † the reactions of some leaders in their daily routines and when under pressure. The resistance of even strong leaders wears out. The cool overview and the perspective fade. Their reaction patterns become more primitive and ego centred. The most surprising aspect is that there is no unequivocal con @ Š " " " " withstand pressure. Of course some people demonstrate Battle Mind more actively and more frequently than others. But, Battle Mind is not reserved for heroic types, who are particularly extrovert, ener < = > @ "" † " " Battle Mind. Introvert toilers may suddenly bloom under pressure. > @ "" " "" + als might be paralyzed by doubt and uncertainty. For these reasons the purpose of Battle Mind is not to transform your personality type or to change the letter combinations you may once have scored in a personality test. On the contrary, my point is that Battle Mind can emerge from a competent application of your personal repertoire – whatever it may be.

Self-discipline: Your Personal Efficiency There is a strong connection between Battle Mind and the idea that @ % " < " ˆ% and adopting good working habits. The best known popular contri-

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20 BATTLE MIND

bution to this discussion is Stephen Covey’s The Seven Habits of High .4 Battle Mind certainly requires self-discipline. Yet the connection is not as strong as one would think. Acute situations demand other skills than those required to handle the hurried work pressures of " " + = H O < % " " { +ten fail during crises. One of the good habits emphasized by Covey is being proactive (showing due diligence). The mind-set inherent to due diligence – thinking well ahead in time and being abreast of new developments in order to anticipate risks – can in actual fact be too analytical and far-sighted. It is not advantageous to expend all your energy on the future, when the obstacles are located in the present. ] " @ " < % " "" { % " = * % + < our daily lives and in battle skills under pressure are not necessarily the same. The leaders I interviewed when researching this book, each in @ @ † # H / / of mind�, where the keywords are routine and maintenance, a “re„ { + O @ @ +%" and adaptation, and a “state of emergency�, characterized by high intensity, and a focus on survival and performance here and now. The day-to-day state of mind is comparatively calm and characterized by routine tasks and well-known issues that will be solved and completed under moderate time pressure. This state of mind requires the leader to perform in well-known and predictable arenas. The roles of the various co-workers on the team are typically well-established and the stress level is normal. The leader’s task is to strengthen the motivation, maintain the goals, and manage the team’s resources. Q „ { @ situations are in play. In this condition the keyword is transformation: a new direction must be formulated and resources redistributed

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in order to strengthen performance. The situations that come with this kind of leadership require systematic problem-solving and intellectual work. Often relations and teams surrounding the individual " % % ˆ%

@ "" " Š { { { @= Q „ { dition team roles are often up for discussion, the stress level tends to be low, and the management tasks require new ideas and a recalibration of goals and motivation. The state of emergency is characterized by high intensity and intellectual laser focus. In this state of mind the stakes are high. The time horizon and the perspective are short. Action is required here and now, so there is no time for extensive deliberation. In this state of mind the regular team roles are often challenged, and the team @ + " + = ^ " er experiences considerable pressure to perform during decisive moments that require courage and improvisation. The stress level is high, and the leader’s task involves “cooling down� a heated situation, as well as mobilizing all available resources in the team, so the members can perform at their very best. The leaders were conscious of the fact that the various states of ˆ% † + "+/ " = ^ vantageous in daily routines – impulse control, thoroughness, and " % & % % { † @ % emergency state of mind. My central understanding is that Battle Mind – with regular exercise – can become more than just an instinct and a natural talent. The logic is simple: if you understand the state of Battle Mind, you can learn to control and own it instead of letting yourself be tossed around by events. The three tracks – instinct, personality type, and self-discipline – all contribute to the understanding of Battle Mind. It is a great advantage to know and be able to regulate your physiological pattern of reaction. It is also useful to understand how “your type� is predis-

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22 BATTLE MIND

" @ % „ = X { " +%" to understand the change of perspective from daily life to emergency „ ˆ% " % and control your impulses in each of these states of mind. Battle Mind can become a tool, a method, a competence that you as a leader can learn to use and develop. Moreover, you will in acute situations be able to activate and apply it, and then subsequently de { @ % % ^ X = \ % % stand how to apply Battle Mind under pressure, you will also be able to draw on this toolbox in less acute situations. My goal is to develop your skills to apply the power of Battle Mind to meet the challenges of leadership. In the process I draw on the experiences generously shared by a wide range of leaders who have % " X ƒ & " " @ "" the boardrooms. Their stories will add colour and texture to the psychology of Battle Mind as well as to the more concrete and practical aspects. None of the interviewees are infallible – a fact they all emphasize. They are human beings who share the experience of having fought { < %" " = * + " "" @ / = ^ @ { " { success rate, and in all cases they have learnt a lesson.

THE BOOK ON BATTLE MIND The book on Battle Mind is divided into three sections. + % @ % " levels during the few critical minutes at your disposal when an emergency arises. Chapter 2 demonstrates how you move into Battle Mind mode – " X ;" % [;] + _ | = When her husband left DONG Energy, she had to perform a delicate balancing act between personal and professional roles. Moreover, we

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shall take a closer look at Christian Clausen, the top executive of the Danish bank Nordea, and his reactions in the days following the col" + > " % = "" @ @ "" + % + X + % @ ^ * Larsen, when for reasons of security The Danish Security and Intelligence Service in 2011 refused to clear his promotion to minister. Chapter 3 points out the psychological pitfalls you should be aware of, when the pressure mounts – and what you can do to avoid stalling. The second part of the book takes an in-depth look at how you can build Battle Mind and prepare for critical situations. If Battle Mind is to be more than just luck or talent, you need to invest in the construction of mental preparedness that enables you to perform, when it counts. Chapter 4 presents the four building blocks of Battle Mind – 1) resilience, 2) end vision, 3) turning points, and 4) courage. These will " *ˆ% > > '" " { Œ Š " ations, when his unit was about to be ambushed during deployment in Afghanistan. Chapter 5 describes ways in which you can train Battle Mind. Chapters 6 to 9 take a comprehensive look at every one of the four building blocks – and how to exercise them. NATO’s Secretary General, Anders Fogh Rasmussen, provides examples of what it is like to @ "" % % + %" = ^ " + + ;'/ talks about the process of gathering the support of 28 nations for a NATO-mission. The third part of the book focuses on Battle Mind leadership. Chapter 10 suggests various ways in which you may encourage others to apply Battle Mind, and chapter 11 shows how you can strengthen Battle Mind in your entire organization or unit. Former Defence Chief Knud Bartels recounts a dramatic visit to the frontline, Group CEO Nils Smedegaard shares insights on Maersk’s Must-Win

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24 BATTLE MIND

" Œ ^ " [;] + ƒ ^ „ " @ + " + " = Q @ % % % " % "+ in a demanding situation, you will not have the time to re-read this = "

+ { " % of 25 ways in which to activate Battle Mind in yourself and others – here and now, in concrete and active ways. My overall goal is to provide you with concrete methods to understand, inspire, and motivate the decisive choices you must make as

" % = % % where all eyes are on you. The purpose is to help you to act just as { " < " " " "{ cases introducing this chapter.

RETURN TO THE BATTLE ZONE ^ " = Q " *ˆ% > > '" " { Œ nesen has to face up to an unpleasant choice that could claim the " { + + " # „ ` H "" Q sion. Instead of playing cat and mouse all night, I decide to engage @ O = HQ { & then we begin from one end and defeat the enemy.� No Danish soldiers were hurt in the battles. New York. Mayor Rudy Giuliani walks through a city turned into a " " = ^ + "" @ ‰ % " @ + microphone, he doesn’t hesitate. As he walks through the rubble, he continues talking, using the media to help and support the citizens of New York. “Everybody must stay calm. Do not panic. We are in the process of evacuating the southern part of Manhattan. If you are in this part of the city, then walk direction north quietly and calmly. Do not panic.� In the following weeks, he shows dignity, thoughtfulness, and strength, and an entire nation admires his conduct.

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Copenhagen. The Danish Prime Minister Anders Fogh Rasmussen { "" = ^

+ " Poland at the very end of the list of countries with whom he needs to negotiate. Then he begins a hectic succession of meetings with his ;'/ ""

% + "" @ @ "" "" % = ^ % + ;' "" = " @ Leszek Miller arrives for the last negotiation of the day. The two delegations accompanying Leszek Miller are dismissed and asked to wait in the hallway, while Anders Fogh Rasmussen takes charge of the conclusive negotiations alone with Miller. Later that day, the Prime X @ " @ % ;' @ @ # “This is indeed an historic moment‌â€?

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MICHAEL PRAM RASMUSSEN, CHAIRMAN OF THE BOARD IN A.P. MĂ˜LLER MÆRSK: â€?From the boardroom to the bridge of a tanker, every leader must master the art of dealing with crises and emergencies. With great skill, Merete Wedell-Wedellsborg shows us that there is a method behind the art.â€? NIELS WANG, REAR ADMIRAL, COMMANDANT AT THE ROYAL DANISH DEFENCE COLLEGE: â€?Any need to understand Battle Mind. Reach out for this thoughtful and instructive book well in advance of those critical moments.â€? SĂ˜REN KYHL, EXECUTIVE VICE PRESIDENT, DANSKE BANK: â€?A stimulating tour through the mind on high alert. Full of useful insights on sustainable high-performance, and how you can learn to bounce back from major setbacks.â€? JESPER KLĂ˜VE, SENIOR VICE PRESIDENT AT NOVO NORDISK LTD.: â€?Wedell-Wedellsborg has spent a lot of time studying and focusing on performance under pressure, and it shows. This is a truly well-researched book. Battle Mind is highly informative and provides a hands-on framework this book for any leader.â€? ANNE-MARIE SĂ˜DERBERG, PROFESSOR, COPENHAGEN BUSINESS SCHOOL: â€?With a solid grounding in psychology and leadership studies Merete WedellWedellsborg does an exemplary job when framing the stories told with lucid concepts for dealing constructively with common management derailers.â€? CHRISTIAN Ă˜RSTED, BESTSELLING AUTHOR OF LETHAL LEADERSHIP: â€?If you are seeking answers to one of the core mental demands of modern leadership, you need this book. It features a fascinating mix of psychology, research,

HELENA BOAS, FOUNDER AND PRESIDENT, BODAS: �Merete Wedell-Wedellsborg’s fascinating account examines a critical aspect of the minds of leaders, managers, and founders of businesses worldwide. However, the mental

also more broadly applicable, and essential in all aspects of life.�

WWW.AKADEMISK.DK

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