Stress-testing future leaders

Ivey students exchanged case books for on-the-ground training as part of the Leadership Under Fire: Developing Character course. Now in its second year, the course puts these future leaders under stressful and exhausting conditions in order to develop their leadership abilities, including leader character.

Delivered by veteran officers of the Canadian Army in partnership with Ivey Professors Gerard Seijts and Lyn Purdy, the students took their training at the 4^th Canadian Division Training Centre in Meaford, Ontario.

Here are two first-hand accounts of the impact of the course on its participants.

Kevin Yu, HBA

From rain, to mud, to cold, Ivey students showed their determination to adapt and overcome the elements and environment to accomplish their missions. During a five-day course at 4^th Canadian Division Training Centre – Meaford, select soldiers of the Canadian Army put students through the paces of taking command and working in both mentally- and physically-exhausting conditions in order to develop their leadership abilities.

As an Infantry Officer in the Army Reserve, I was well aware that Leadership Under Fire mirrors the Basic Military Officer Qualification course that all officer candidates in the Canadian Forces must take during their first phase of training.

It was interesting to see how Ivey’s up-and-coming business leaders approached their missions and responded to emergencies in comparison to their military counterparts. Where officers in the Canadian Forces are taught to be thorough and meticulous in their planning, Ivey students often favoured quick, decisive action and finding solutions on the fly. It reflects the different environments that military and business operate in. The difference made a significant impact both ways, as students learned about how the military runs their operations and the staff observed how Ivey students tackle problems in our own unique way, with a lot of dialogue about the benefits and disadvantages to both.

Of course one of the toughest and most rewarding experiences for students was being treated like a soldier.

Despite having to jump in lakes and work through cold rain and wet clothes all day, all the “troops” (an endearing term the staff started using by the second day) persevered. They pushed themselves mentally, leading 10- or 11-person sections on only a few hours of frequently interrupted sleep. And they were pushed physically, carrying heavy equipment, marching and running every day, and lots of physical exercise as punishment for being late.

I can easily say that every student on the course left with a better sense of their leadership, and just how far they can push themselves in austere conditions.

Christal Wang, HBA

Every soldier is groomed to possess competence, courage, candor, and commitment. In a traditional business school environment, the latter three are often neglected. In Meaford, these became the focus.

From day one, we were stripped of many luxuries, most interestingly - individuality. We wore the same outfits, ate the same food, and faced the same missions. The notion of team was reinforced in all of our tasks, until it became instinctual to put “mission (including team) before self”. Split into three teams of red, blue, and green, we began to see team personalities emerge. In the absence of self, decisions were made compassionately with the team's best interests in mind.

Throughout the course, we were given missions where competence was not the barrier; it was no longer about the answer, it was about the process. With next-to-no sleep, puddles in our shoes, hunger, and officers giving out orders, we were pushed to make decisions on behalf of our teammates in the challenging conditions that were presented to us.

We learned that good leaders rest after the team, eat after the team, and jump in the water before the team – showing courage, candor, and commitment. Only as such, will a leader have loyal teams willing to follow them into battle.

For me personally, the biggest shock was the interaction between the soldiers.

I always imagined the military as a hierarchal dictatorship. To my astonishment, the soldiers were utterly sincere, honest, and just. The level of respect and trust created through great leadership has taught us to approach situations in a very different manner. We learned that without the foundation of a strong character, any level of competency will prove to be irrelevant in becoming a good leader.