THE SAS MINDSET THAT COULD TRANSFORM YOUR BUSINESS
From integrity and self-discipline to learning from success as well as failure, Melvyn Downes says the principles that underpin elite military teams can work in any organisation. Here are seven lessons from a career at the sharpest end of leadership.
1. DISCIPLINE BEATS MOTIVATION
For Downes, almost everything begins with self-discipline. Motivation comes and goes; discipline is what makes you act when you would rather not.
“ Everything is self-discipline,” he says.“ What gets you out of bed in the morning? What gets you doing that job? What gets you doing that task?
“ Self-discipline gets you going to the gym when you don’ t want to, when it’ s cold and wet. It gets you doing that project or reading that extra chapter of the book when you’ re tired.”
The same applies in business. Small actions, repeated consistently, become habits— and habits ultimately drive performance.
“ It pushes you forward, and that creates habits, which creates growth, whether it’ s in a business or whether it’ s going to the gym.”
2. INTEGRITY IS EVERYTHING
In the SAS, admitting a mistake could be critical. Trying to conceal one could put an entire mission at risk.
Downes gives the example of discovering before an operation that you have forgotten a spare radio battery.
“ You’ ve got to own up,” he says.“ You can’ t just hide it thinking,‘ Hopefully, we can get through this mission. We won’ t need that extra spare battery for the radio.’
“ You’ ll need it.
“ Once you know something’ s wrong or you’ ve messed up, put your hand up and let people know.”
The stakes may be different in business, but the principle remains. Problems rarely improve because somebody is frightened to admit they exist.
“ We all make mistakes. But once somebody lies to you— a big lie— they’ ve lost trust.”
3. LEAVE YOUR EGO AT THE DOOR
One of Downes’ central SAS values is classlessness- the ability to work with and respect people regardless of rank, background or status.
That extends to decision-making.
During planning, even the newest member of an SAS team could be expected to challenge or contribute to the thinking of the person in charge.
“ It could be the newest person just joining the group,” Downes says.“ When the boss is making the plan, he will ask for your input.”
And unconventional ideas weren’ t dismissed simply because they came from someone junior.
“ They expect something. It doesn’ t matter if it’ s something too bonkers. They won’ t laugh at you, because sometimes thinking outside the normal tunnel vision, something different, that’ s the way the SAS likes it.”
For leaders, the message is simple: being the boss doesn’ t mean having all the answers.
LET’ S DO BUSINESS
4. KEEP GOING WHEN YOU THINK YOU’ RE DONE
SAS selection is designed to take candidates beyond the point at which they believe they can continue.
Downes discovered that dramatically on the Brecon Beacons when, already exhausted, his rifle slid down an icy mountainside— twice— forcing him to retrace a climb he had fought desperately to complete.
“ Everybody can push themselves a lot further than they think, physically and mentally,” he says.“ You don’ t know unless you’ ve really been pushed to those limits.”
Business pressures bear little comparison to SAS selection. But Downes believes the underlying lesson travels.
Setbacks arrive. Plans fail. There will be moments when walking away seems easier.
Sometimes the answer is simply to find another gear.
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