art of war
Shared Leadership from Sun Tzu’s “The Art of War”
“The ruler is powerful because he is at the head of a complex set of relationships. By Contrast, personal strength, morality and abilities are qualities that belong only to the individual. They are ineffective unless conjoined with the larger pattern of influence”
This line from Sun Tzu, “The Art of War, A new translation” resonated with many leadership dilemmas that are faced daily by organizations. A leader who is highly talented has all the knowledge, is brought into a company as the “Savior” and the company still fails to succeed. An understanding that you can have an all star performer although this performer is only as good as the team around them. Excellent leaders are able to build and create a team that exceed the competence of one all knowing power house of leadership. These concepts are evident in nature as well as the business world. Although I find in several work places the belief of “it’s not our fault, he is the leader or team leader or project manager” or whatever title you are given. It is like in Donald Trump’s show “The Apprentice” when something goes wrong the team all crosses their arms and blames the project manager. Luckily we do not live in “The Apprentice” culture, or do we?
Leaders must work to develop strong teams and befriend people to gain true trust and establish team visions. This can be accomplished by changing some thought patterns of leadership and managers from an “I” to a “We”. And not just “We” when things go well, the “We” is used to see how things went wrong. “This year we really missed the mark, let’s talk about how we can work through this so it will not be the same next year.” There must still be accountability when projects do not get accomplished or people are not working to the expectations of the organizations. Taking the spotlight off of a leader and placing the accolades and blame sometimes in the laps of the team members, rallies them all to excel and keep each other accountable. Next time you are in a meeting ask someone to keep count of the amount of time the Leader says “I”, as opposed to “We”. Reflect upon how individuals take this “I” speak, do they feel motivated? Annoyed? Indifferent? Additionally how many questions does the leader ask the team. Not questions that are asked to belittle or berate, true questions, that require thought and feedback from the team. These two actions the changing “I” to “We” and the art of asking questions, can make a team powerful and in turn make the leader knowledgeable and powerful as the team gains momentum. If a leader fails to acknowledge that without the team members – all the team members – success will never come, this leader will fail to realize and actualize their true potential. This potential lays in the hands and minds of their team and not within the individual.
How the Classic Sun Tzu Treatise “The Art of War” Applies to Modern Marketing
Many years ago, I was required to read a modern translation of Sun Tzu’s classic text on warfare, “The Art of War” for a college course on Ancient History. I completed the read, took the test, passed the course, and promptly filed old Sun Tzu in the catacomb of my mind. I thought I was done with war theory and strategy.
As the years have gone by, and I have worked as a consumer product sales manager, product developer and marketing strategist for over four decades, I find that I use many of the military lessons that Sun Tzu taught in 600 B.C. and which are still studied at West Point and in military schools to this day. The lessons are simple, timeless and convert almost exactly for use as marketing commandments. I even refer regularly to my old dog-eared student copy of “the Art of War” for inspiration.
War and marketing have many similarities. Warfare is all about the successful control of ground. Marketing is all about the successful control of in-store (or media) ground: shelf space, location, display.
In warfare Sun Tzu stressed the importance of controlling the high ground. From a position of height, an army can look down on their enemy, target fire, hold ground with fewer soldiers and maintain cover while the enemy must expose themselves to come forward.
Robert E. Lee was arguably the greatest field commander ever produced in the United States (well, George Patton fans might argue this point). Lee performed remarkably in the Civil War with less manpower, less armaments and horrible logistic support. And yet, General Lee, a student of Sun Tzu, forgot the crucial importance of not fighting unless an army controlled the high ground as his Confederate force was routed at Gettysburg and the trajectory of the bloody conflict was irredeemably altered.
In marketing the high ground is taken when you offer a service or product that is honest in performance, presents value, offers new, exciting features and benefits and motivates consumers to choose your item and not the competitions. Do not be fooled, the craft of marketing and selling consumer products is a form of warfare. There is only so much shelf space in even the largest big box retail store. Advertising vehicles are limited by time (television, radio spots), space (newspaper, magazine ads), cost and frequency. The competition is always seeking to take the high ground and advance on your market share.
Sun Tzu said, “The winning general knows what is required for victory and then attacks. The losing general attacks; then seeks victory”. The same is true in marketing a business service or consumer product. A business plan, customized marketing strategy, Unique Selling Proposition and sales plan for successfully achieving distribution is essential to success. All too often, the over-confident or novice marketer attempts to penetrate a sales channel without conducting the proper due diligence and laying a groundwork that will support a campaign.
“Use the resources of others to your advantage”, is another theorem that Sun Tzu espoused. This is the basis of guerrilla warfare. It is equally applicable to guerrilla marketing.
“The winning general must think like a cobra”, wrote Sun Tzu. Cobras are fast, nimble, agile, ferocious and cunning. General Dwight Eisenhower is a perfect example of a military leader thinking and acting as a cobra. For the invasion of Normandy, D-Day, June 6, 1944 the Allied Commander continually feinted, used General Patton’s movements as a ruse, oversold false landing spots, and used deceit to confuse the Nazi’s about the date, place and strength of the landing force they would confront.
Successful marketers utilize as much secrecy, speed, agility and cunning as possible to outwit and out-hustle their competition. The cobra advantage is why new products continually penetrate large, established, often lethargic categories that are lead by sluggish, multi-national bureaucratic companies. In the beauty and cosmetic industry Bare Essentials and Philosophy has powered past many old line brands. Apple continually re-invents itself and energizes the technology sector. Jimmy Choo has become a generic label for the high-end footwear industry in the last decade. In 40 years WalMart has come to dominate and run off dozens of far older retail competitors. The Korean auto maker Hyundai has quickly become a top selling brand as price, quality and performance has provided the Company a keen Unique Selling Proposition.
“The Art of War” is still studied religiously to this day at military academies around the world. The reasons are simple: the lessons of successfully making war have not changed. Technology certainly has. Strategy and logistics, as described over 2600 years ago by Sun Tzu have not. The same applies to marketing. New distribution channels and technologies are created but the essential rules of marketing, and they parallel the rules of successfully making war, do not change. I recommend any serious aspiring marketer to pick up a copy of “The Art of War”, read it, and hold onto to it for career-long reference.
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