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Whether it be industry, commerce or retail, every business in the UK is looking at how to gain the edge over their competitors in a market where trained and motivated personnel are becoming harder and harder to find.  Many businesses have recreated apprenticeship schemes, and they are to be applauded.  However, if you need trained high-calibre people today who master cutting-edge technology in highly complex, high-pressure environments, then look to an often-overlooked talent pool that can provide this edge – military veterans. In the United Kingdom, there is a growing recognition of the skills, values, and attributes that ex-service personnel bring to the civilian workforce. Veterans have been trained to manage ambiguity and high-pressure situations, work as part of a team, lead with authority, and adapt quickly to ever changing environments. By adding a focus on hiring veterans, UK industries can tap into a rich resource of skilled individuals who possess qualities that are difficult to cultivate outside of military service.  With National Remembrance Day on the horizon once again, let’s look at what each of us can do to hire a hero.  

Transferable Skills and Expertise

Military veterans are equipped with a diverse skill set that can easily be transferred to civilian industries. Whether it’s leadership, problem-solving, project management, or technical skills, veterans are often trained in roles that mirror those in the business world. For example, a logistics officer in the military is responsible for supply chain management, ensuring timely delivery of goods and resources. These same skills are invaluable in sectors such as retail, manufacturing, or distribution.  When I retired from the RAF as an aerospace engineer, my transferable skills were immediately recognised to become the reliability engineer in a major paper manufacturing plant.    

One real-world example of a company with a veteran focus is Amazon UK, Military Programs | Amazon.jobs which has actively recruited veterans to fill roles in its logistics and operations teams. An example they quote is of a former Army logistics officer, transitioning into a management role at Amazon. He credits his military experience with giving him the ability to manage teams, plan complex operations, and meet critical deadlines—skills that are directly applicable to his civilian role.

Moreover, many veterans possess specialised technical skills, such as in IT, engineering, and cybersecurity. The UK’s technology sector, which is experiencing rapid growth, can benefit greatly from veterans who have received cutting-edge and often unique training in these areas. The Defence and Security Accelerator (DASA) Defence and Security Accelerator – GOV.UK (www.gov.uk) has demonstrated the power of veteran expertise in cybersecurity, working with veterans to help tackle issues related to national security and cyber threats. Their military training allows them to think critically, operate under pressure, and make informed decisions quickly—qualities that are essential in the tech world. 

Leadership and Teamwork

Leadership is a cornerstone of military service. Veterans are used to being thrust into complex leadership roles early in their careers, managing teams, motivating people, and leading by example under challenging circumstances. For example, I went from being an Engineering Squadron Commander to the NATO spokesperson in the Kosovo war in less than a week.  These leadership experiences translate well into management and executive positions in the corporate world. Furthermore, military personnel are skilled in teamwork and understand the importance of collaboration, communication, and shared responsibility.

For example, Jaguar Land Rover (JLR), one of the UK’s largest car manufacturers, has launched a programme specifically aimed at hiring veterans with the aim of becoming the ‘employer of choice’ for veterans as they leave the military Armed Forces Engagement  | JLR Corporate Website (jaguarlandrover.com). Recognising the leadership qualities veterans bring, JLR recruits ex-service personnel to manage teams and lead projects. Veterans at JLR have thrived, particularly in engineering and production, where leadership, attention to detail, and effective communication are critical. Veterans understand how to achieve objectives through effective team dynamics, contributing significantly to the company’s overall efficiency.

Resilience and Adaptability

One of the most valuable qualities veterans bring to the workforce is resilience. Military service often involves dealing with high-pressure situations, uncertainty, and rapidly changing conditions. Veterans are trained to remain calm under pressure, think clearly, and make critical decisions. This ability to manage stress and adapt to new challenges is crucial in many industries, especially those that require crisis management or rapid problem-solving, such as healthcare, finance, or construction.

In the UK construction sector, Balfour Beatty Armed Forces (balfourbeatty.com) has successfully integrated veterans into their workforce. Veterans have been able to apply their experience in crisis management and adaptability to the often unpredictable world of construction projects. Their ability to manage complex, high-pressure situations makes them valuable employees in roles that require quick thinking and effective decision-making.

Strong Work Ethic and Commitment

Veterans are instilled with an intense sense of duty and commitment, which makes them highly motivated and dedicated employees. They understand the importance of perseverance, discipline, and seeing a task through to completion. These traits are essential in the private sector, where businesses need employees who are not only skilled but also driven to succeed and deliver results.

Take Barclays, 10 years of Barclays Military and Veterans Outreach | Impact | Barclays (home.barclays) for instance, which has a robust program for hiring and supporting veterans. Barclays recognises the value veterans bring in terms of dedication and commitment to their roles. Veterans working at Barclays have excelled in positions ranging from customer service to high-level management, where their military work ethic has shone through. In industries such as finance, where attention to detail, commitment to compliance, and customer satisfaction are paramount, veterans have been able to excel due to their work ethic and dedication to detail.

Diversity and Inclusion

Hiring veterans also promotes diversity and inclusion within the workforce. Veterans come from a wide variety of backgrounds, and their experiences in the military give them unique perspectives that can enrich a company’s culture. Bringing people into the workforce who have lived and worked in diverse environments encourages innovation and fosters an inclusive atmosphere. Veterans are also accustomed to collaborating with people from diverse backgrounds cultures and languages and will help create a more cohesive and collaborative workplace.

FDM Group, Ex Forces Careers & Recruitment | FDM Group UK a UK-based technology services company, actively recruits veterans as part of their commitment to diversity and inclusion. Veterans have brought fresh perspectives to FDM’s work in IT and business consulting, leading to innovative solutions and a more dynamic workplace environment. The company’s veteran employees have proven adept at working in multicultural teams and tackling complex global projects with a fresh outlook.

Loyalty and Retention

Employee retention is a major challenge for many businesses, with high turnover rates leading to increased costs and lost productivity. Veterans tend to be loyal employees, often remaining with companies longer than the average civilian worker. In my own case, I spent 30 years in the RAF and had more than 15 addresses so now look for stability in my civilian life.  So veterans are  accustomed to long-term commitment and understand the importance of loyalty and stability in their second careers.

Companies such as Capita, Military service leavers | Opportunities for veterans | Capita a UK outsourcing and professional services firm, have noticed higher retention rates among their veteran employees. By providing veterans with meaningful roles that align with their skills, Capita has been able to foster a sense of belonging and commitment, which has translated into lower turnover rates and higher job satisfaction among veterans.

Corporate Social Responsibility (CSR) and Public Image

Finally, employing veterans is not just good for business; it’s also good for a company’s reputation. Many businesses are now prioritizing corporate social responsibility (CSR) and Industry 5.0, and hiring veterans can form a key part of this strategy. By supporting ex-military personnel, companies can enhance their public image and demonstrate a commitment to ethical values such as in giving back to society. This not only appeals to customers and stakeholders but also boosts employee morale, as workers appreciate being part of a socially responsible organisation.

The National Grid, Military service leavers | Opportunities for veterans | Capita one of the UK’s largest utilities companies, has taken a lead in this area, setting up programmes specifically to help veterans transition into civilian roles. By showcasing their efforts in supporting ex-service personnel, National Grid has strengthened its reputation as a socially responsible company while benefiting from the expertise veterans bring to their workforce.

Conclusion

The benefits of employing military veterans in the UK are clear. Veterans bring transferable skills, strong leadership, resilience, adaptability, a strong work ethic, and a commitment to diversity and inclusion. Their loyalty and dedication can also help reduce employee turnover and enhance a company’s public image through corporate social responsibility initiatives. As more UK industries recognise the value veterans provide, they will be able to tap into a rich and underutilised talent pool, ensuring their long-term success while supporting those who have served the country.

By focusing on employing more veterans, UK businesses can benefit from a workforce that is trained, disciplined, and ready to take on the challenges of today’s dynamic industries.  If you are looking for a readily available pool of trained and motivated people, hire a veteran.

Relocating or expanding a manufacturing facility is a complex, capital-intensive endeavour that can either enhance operational efficiency or lock-in costly inefficiencies. By embedding operational excellence principles, particularly those drawn from Lean methodologies into factory moves you will unlock strategic opportunities to improve productivity, reduce waste, and build a sustainable culture of continuous improvement.

In our almost 20 years-experience, we have often been called into established manufacturing plants to unlock new potential due to sometimes decades old poor design.  This article explores the advantages of building operational excellence into factory moves from the outset in order that you can maximise throughput and profitability from day one.

Preventing In-Built Inefficiencies Through Lean Principles

A factory relocation or expansion involves critical phases, including design, layout planning, equipment selection, workforce training and design of standard operating procedures. Each of these stages offers an opportunity to embed operational excellence through Lean thinking. Here we will expand on each of those phases and show you how to avoid built-in inefficiency.

Lean Thinking in Layout Design

A core element of Lean manufacturing is the focus on optimising flow—whether it’s materials, information, or people. During a factory move, using Lean principles to design the plant layout is critical. Our experience shows that factories that don’t integrate Lean thinking often suffer from:

• Excessive transportation between workstations.
• Overproduction due to poor material handling.
• Long lead times because of inefficient process flows.
• Extra cost when leadership realise, they have poor flow and ‘bottlenecks’ and have to shut the plant down for a costly re-engineering exercise.
• Excess Work In Progress when isolated workstations are only focused on their individual output rather than the entire process output.
• Poor Customer Relationships when the supply chain is interrupted causing them to look for future multiple suppliers rather than building on their relationship with you.

By applying Lean tools such as Value Stream Mapping (VSM) and Bottleneck Analysis before the move, you will identify and eliminate non-value-added activities, ensuring that the new facility promotes a smooth and balanced flow of work. Strategic positioning of machinery and workstations, designed to minimise unnecessary movement and queues, will significantly boost your plant efficiency from Day 1.

Cultural Integration: A Foundation for Sustained Improvement

A successful factory move isn’t just about relocating physical assets; it requires a parallel investment in cultural transformation. The Project7 Consultancy 3P model (focuses on People + Process = Performance.  We have repeatedly shown how investing in these three essential threads will maximise your relocation or workflow optimisation and sustain your business success.  These three also build a culture of continuous improvement (Kaizen), which emphasises the importance of culture in sustaining operational excellence.

Establishing a Lean Culture Early

Culture change must be a strategic priority well before the physical relocation or re-organisation occurs. Involving employees from the beginning whilst nurturing psychological safety and emotional intelligence, fosters engagement, ownership and embeds a mindset of continuous improvement. Early buy-in from an engaged  workforce allows teams to identify operational pain points and contribute to solutions. This is especially important in avoiding the reintroduction of inefficient practices post move. As a bonus, engagement and ownership foster sustainment, which is essential for you new plant.

• Kaizen mindset: Encourage employees to actively participate in continuous improvement initiatives and problem solving throughout the move.
• Leadership by example: Leadership needs to embody and model Lean principles and set expectations for continuous improvement and operational excellence.

Embedding a culture of operational excellence pre-move leads to sustained efficiency gains post-move. Without this cultural groundwork, companies risk the common pitfall of installing efficient systems without the commitment or discipline from the work force to sustain them.

The P7 Way: A Blueprint for Long-Term Success

The Toyota Way has long been recognised as a gold standard for operational excellence. However, the reason it worked so well for Toyota is that it was built into their culture and their way of working. For your business to have an effective Lean continuous improvement culture that works for you, you need a process that takes the tools of Lean and adapts them to your culture and your way of working.  That is where the Project7, 3P model comes into its own, and why its success has been replicated across industry.  The 3P model is rooted in long-term thinking, problem-solving, and respect for people and offers invaluable guidance for companies undertaking factory moves.

Long-Term Thinking Over Short-Term Gains

The Project7 3P model encourages a focus on the long term.  In the context of a factory move, this mindset ensures that immediate cost-saving decisions (e.g., opting for cheaper machinery or cutting corners in layout planning) do not compromise long term operational efficiency.

Investing in Lean technology, automating waste-reducing processes, and fostering a culture of problem-solving might incur upfront costs, but they pay dividends over time. The 3P model’s emphasis on long-term success ensures that even after the move, the company is well-positioned to adapt and improve its processes continuously.

Problem-Solving and Root Cause Analysis

A core aspect of the Project7 3P model is its emphasis on problem-solving through root cause analysis in participative action teams. Integrating this approach during a factory move allows teams to address potential systemic inefficiencies before they become embedded in the new facility.

For example, when deciding on the placement of machinery or the layout of workstations, asking “Why?” repeatedly, with those who will have to own the process, can reveal deeper insights into workflow inefficiencies, ensuring that decisions are made with operational excellence in mind. Solving these issues at the planning stage is far more cost-effective than addressing them after the factory is operational.

Key Operational Excellence Tools to Apply in Factory Moves

Several Lean tools and practices are particularly relevant to factory moves. When applied from the outset, they help ensure that operational excellence is built into the new facility:

• Value Stream Mapping (VSM): Visualises the entire process, identifying waste, and non-value-adding activities.
• Workplace Organisation (5S): Organises the workspace for efficiency by ensuring a clean, organised, and safe environment, minimising wasted time searching for tools and materials.
• Kanban and Just-in-Time (JIT): Ensures materials and parts are available at the point of need whilst reducing inventory costs and preventing overproduction.
• Standard Work: Ensures that the best practices and processes are standardised, reducing variation and ensuring consistency in output.
• Process Conformation: Ensures that the agreed processes are being maintained to ensure variation is not being reintroduced.

By using these and other Lean tools during the planning and implementation phases of a factory move, manufacturers can significantly reduce inefficiencies and set the foundation for operational excellence in the new facility from day 1, rather than having to reengineer them at a later date.

Conclusion

Factory relocations or expansions represent a pivotal moment in a company’s journey. By embedding operational excellence and Lean principles into the move from the outset, manufacturers can avoid the common pitfalls that we so often see when called into to re-engineer a struggling or failing plant, factory, or shop floor workflow. Drawing on the Project7 3P Model way of long-term thinking, problem-solving ethos, and cultural emphasis, organisations can create an environment where continuous improvement thrives.

In doing so, we find that businesses not only avoid in-built inefficiencies but also position themselves for sustained growth and success in an increasingly competitive market. The journey to operational excellence should begin long before the first machine is installed—by embedding these principles we discuss above into every decision, companies can ensure that their new facility is a model of efficiency, adaptability, and performance.

For more information on how similar strategies can benefit your organisation, feel free to reach out to us.

Solving persistent operational issues requires a structured, data-driven approach. In one of our previous projects, we tackled a long-standing issue with a Hydra-Purge system at a paper production facility. The system had consistently been blanking over during maximum production, particularly when handling heavier paper grades, severely affecting throughput. Despite efforts to resolve it, the root cause had remained undetected for over five years.

Operations initially believed the problem lay with incorrect settings between the extraction plate and the impeller. At maximum capacity, the Hydra-Purge would stop functioning, causing pulp flow to drop to zero. Using Six Sigma DMAIC principles, we took a data-led approach to investigate and identify the root cause.

When operations inspected the system during the next occurrence of zero flow, they found it clean, ruling out the original assumption of blanking over. This prompted a deeper analysis of the process. We assembled a team, including the Plant Chief Engineer, the Hydra-Purge OEM, the process engineer, the Operations Manager, and the wet-end operator, to review the data.

On further examination, we discovered that the feed to the Hydra-Purge was being starved during maximum production. The issue was traced to a weir plate that hadn’t been cut low enough, restricting the pulp flow from the pulper to the Hydra-Purge at peak demand.

The solution was straightforward: lower the weir plate to allow sufficient pulp flow. This low-cost modification resolved the problem after more than five years of production issues.

The impact was immediate. The problem was solved in just three days, throughput improved instantly, and the modification boosted production to record levels, adding the equivalent of an extra shift of production time per month.

This project demonstrates the power of focused leadership, data analysis, and collaboration. By questioning assumptions and thoroughly analysing process data, long-standing operational issues can be solved, unlocking new levels of performance.

For more information on how similar strategies can benefit your organisation, feel free to reach out to us.

In the race to meet production targets, it’s easy to focus on speed, volume, and quality, but what happens when the very machines driving your success start to fall behind? Too often, equipment health is overlooked until an unexpected breakdown brings everything to a halt, jeopardising your bottom line. Imagine if your frontline operators could prevent these costly disruptions before they happen. Enter Autonomous Maintenance (AM)—a game-changing pillar of Total Productive Maintenance (TPM) that not only increases machine performance but also helps your workforce take control of the equipment they rely on. Implementing AM could be the key to uncovering hidden efficiencies and creating a culture of ownership on your shop floor, all while driving significant improvements in Overall Equipment Effectiveness (OEE)..

Defining OEE

OEE is a business improvement metric used to evaluate the efficiency of manufacturing processes. While it is widely used across industries—from automotive and aerospace to food production—it serves as a valuable tool for any business reliant on machinery.

OEE is calculated as:
OEE = % Target Speed x % Target Quantity x % Target First Quality

This metric compares actual performance against target performance, including deductions for maintenance and changeover times. It serves as a continuous improvement driver by highlighting areas of inefficiency. For example, a machine running at 95% of target speed, producing 88% of target quantity, with 90% first-pass quality would result in an actual OEE of just 75%. If the target OEE is 86%, this points to an 11% gap that can be addressed.

When speed, quantity, or quality suffers due to equipment issues, Autonomous Maintenance (AM) can be the key to recovering this lost efficiency, especially in industries where profit margins are tight.

What is Autonomous Maintenance (AM)?

Autonomous Maintenance enables frontline operators to take responsibility for the upkeep of their machines. Operators perform routine tasks such as cleaning, inspecting, lubricating, and making minor repairs. AM is often the first pillar of TPM implemented, as it is both low-cost and delivers quick results.

Why is AM important?
Operators work with their machines every day. They become familiar with the equipment’s behaviour and are often the first to notice when something is wrong. With the proper training, operators can identify and fix small issues before they escalate into major breakdowns. By implementing AM, companies reduce the need for emergency maintenance, cut downtime, and improve overall machine reliability.

The Benefits of AM in Driving OEE

Consider the example of a manufacturing plant with an OEE target of 86%. After implementing AM, the plant improves OEE by 6% almost immediately. This improvement is not just a one-time gain but continues over time as operators take proactive steps to keep machines running at their best.

Steps to Implement Autonomous Maintenance

1. Set Clear Objectives and Expectations
   Explain to your engineering, operations, and maintenance teams why AM is being implemented. This is key to gaining buy-in and ensuring that everyone understands how it will improve business operations and make jobs easier.
2. Initial Cleaning and Inspection
   Teams should conduct an initial deep clean and inspection of all equipment. As they clean, they should inspect components, mark any potential problems with colour-coded tags (e.g., safety, electrical, mechanical issues), and ensure that existing work orders are addressed. This “clean to inspect” method helps teams identify and prioritise maintenance tasks.
3. Develop Routine Maintenance Checklists
   Working together, operators and maintenance teams should create a checklist of routine cleaning, inspection, and lubrication tasks. This checklist should be built from preventive maintenance schedules and enhanced with operator insights.
4. Provide Operator Training
   Operators need to be trained on how to perform basic maintenance tasks properly. Training should cover the correct use of tools (e.g., torque wrenches), selection of lubricants, and how to avoid issues like cross-contamination. This ensures that operators maintain the equipment safely and effectively, without turning them into maintenance technicians.
5. Implement Visual Management
   Visual management boards should be set up to track AM activities. These boards allow teams to monitor tasks, ensuring they are completed on time and to standard. Regular supervisor checks help sustain AM practices and maintain equipment reliability.
6. Encourage Continuous Improvement
   AM is not static. Operators and maintenance teams should meet regularly to review and improve AM processes. Feedback, collaboration, and daily Genba walks help drive continuous improvement and sustain gains.

Wrapping up

Autonomous Maintenance is a low-cost, high-impact approach to improving Overall Equipment Effectiveness (OEE). By training operators to take responsibility for the routine upkeep of their machines, businesses can reduce downtime, increase production efficiency, and improve product quality. AM not only enhances machine reliability but also fosters a culture of ownership and continuous improvement across the shop floor.

If you’re looking to drive OEE and improve your maintenance practices, Project7 Consultancy offers expert training in TPM and Autonomous Maintenance.  Contact us to find out more.

Driving large-scale construction projects to successful completion requires clear communication, structured performance management, and effective problem-solving. One of our recent projects involved supporting a major infrastructure programme delivering a new rail line for London and the South East.

This article explores the challenges faced, the solutions implemented, and the outcomes achieved through our collaboration.

The programme was facing increasing delays and escalating costs, particularly during the testing and commissioning phase of its 9 stations and 11 shafts & portals. Poor communication, siloed working methods, and slow decision-making were contributing to missed milestones and rising costs. Existing performance management systems were ineffective, with programme reviews happening too infrequently, and decisions lacked the clarity and speed required to meet critical deadlines.

Key issues included:

• Ineffective Performance Management: Existing systems lacked transparency and failed to provide clear insights into how milestones impacted cost and schedule.
• Siloed Working: Cross-functional areas were not communicating effectively, leading to misaligned priorities and inefficient workflows.
• Missed Milestones: Slow decision-making and uncoordinated teams resulted in critical delays in delivering key infrastructure components.

Solutions

To address these challenges, we worked closely with the Stations, Shafts, and Portals (SSP) Delivery Director and Project Managers to design and implement a Visual Performance Management (VPM) system, coupled with structured problem-solving tools. Our solution focused on:

1. Visual Performance Management: We implemented daily site-level performance meetings and weekly programme-wide reviews, using clear and consistent metrics across all stations. This allowed for real-time tracking of milestones and fostered transparency throughout the organisation.
2. Problem-Solving Culture: We introduced Lean problem-solving tools and techniques, empowering teams to address issues proactively, reduce delays, and ensure on-time delivery of key milestones.
3. Cross-Functional Collaboration: By breaking down silos between departments, we encouraged open communication and collaboration, ensuring that all stakeholders were aligned on project priorities and deadlines.
4. Coaching and Knowledge Transfer: We provided leadership coaching to enhance problem-solving skills and ensure that the organisation could continue to develop and refine the system independently.

Impact on Performance

The implementation of the Visual Performance Management system and problem-solving techniques had a profound impact on project delivery:

• Improved On-Time Delivery: Predictive metrics enabled teams to forecast milestone dates accurately and take action to stay on schedule.
• Enhanced Collaboration: The siloed mentality was replaced with a cross-functional approach, where teams worked together towards common goals, improving efficiency and alignment.
• Faster Decision-Making: Data-driven performance meetings allowed for quick, informed decisions, reducing delays and keeping the project on track.
• Successful Handover: The first two portals were handed over to the infrastructure maintainer and operator on time, allowing resources to be reallocated to other critical areas.

This project demonstrated the transformative power of structured performance management and collaborative problem-solving. By implementing a Visual Performance Management system, the programme was able to streamline communication, enhance decision-making, and reduce delays, ensuring that critical infrastructure milestones were met. The long-term impact of these changes is clear: the organisation is now better equipped to manage complex projects efficiently, with transparency and accountability at every level.

For more information on how similar strategies can benefit your organisation, feel free to reach out to us.

It is well established that Lean cultures can only be successful when all team members become problem solvers and decision-makers. However, the reality of creating such high-performance teams and individuals is consistently underestimated. So, what does it take to transform a group of individuals into a cohesive team of decision-makers and problem solvers? Building on 30 years of military leadership experience and 15 years of industrial leadership and consulting experience, we will highlight some of the characteristics critical to nurturing groups of individuals to become high-performance problem solvers and decision-makers.

Critical Characteristics

Establish Clear Goals and Objectives

When team members understand and commit to the same objectives and goals, they align their efforts and make decisions that support these objectives and goals. Goal alignment seemed easier in the military than in civilian practice. Even when the business ‘mission and vision’ is proudly exhibited on a poster in reception, civilian processes can be stymied by self-interest, hidden agendas, and poor decisions based on short-termism. Successful implementations of Lean by companies such as Toyota, Airbus, Rolls Royce, and Procter & Gamble operate at a maturity level more akin to the military. They cut through local politics, rise above the average, and have decision-makers operating from the bottom up when it comes to problem-solving, decision-making, and ownership.

Effective Communication

Open and transparent communication is critical. Team members need to share information, listen actively, and provide constructive feedback. Here, the Lean tools of Genba, Visual Management, RCPS, and process confirmation promote communication. These tools, essentially leadership practices in the military, foster mutual understanding and help in making informed decisions as leaders and teams follow the most current information to make the best decisions.

Defined Roles and Responsibilities

Clarifying each team member’s role and responsibilities helps prevent overlap and confusion. When individuals know their specific contributions to the team’s goals, they can focus on their tasks and make decisions pertinent to their areas of responsibility. This should include practised SOPs, one-point lessons, SMED schedules, and detailed TPM work orders.

Trust and Mutual Respect

Trust among team members is the foundation of effective teamwork. When individuals trust and respect each other, they are more likely to share ideas, take risks, and support one another’s decisions. That trust is built on competence and character and is the foundation of authentic leadership, respect, humility, psychological safety, and emotional intelligence.

Psychological Safety

Psychological safety plays a critical role in team decision-making by fostering an environment where members feel comfortable expressing their thoughts, ideas, and concerns without fear of ridicule or retribution. This openness encourages diverse viewpoints and constructive dialogue, leading to more thorough and innovative problem-solving. When team members trust that their contributions are valued and respected, they are more likely to engage actively, take risks, and collaborate effectively, ultimately enhancing the quality and effectiveness of decisions made by the team.

Emotional Intelligence

Emotional Intelligence (EI) significantly enhances team decision-making by enabling members to navigate interpersonal dynamics with empathy, self-awareness, and effective communication. High EI allows team members to understand and manage their own emotions and recognise and influence the emotions of others, leading to improved collaboration and conflict resolution. By fostering a supportive and empathetic environment, emotionally intelligent teams can better leverage diverse perspectives, address issues constructively, and make decisions that consider both the logical and emotional aspects of a situation. In practice, this means leaders must get out of the office, interact, and build relationships with all their people. Leaders cannot lead those whom they do not know.

Collaborative Climate

A positive and collaborative team climate encourages members to work together harmoniously. This involves fostering a sense of belonging, encouraging cooperation, consciously building trust, and valuing diverse perspectives. It also means avoiding hidden agendas. In the military, frequent postings necessitated immediate collaboration when joining a new team. While the rank system helped, sustained collaboration depended on leaders walking the walk.

Decision-Making Processes

Establishing clear and efficient decision-making processes ensures that the team can make timely and well-considered decisions. This includes defining how decisions will be made, who will be involved, and how conflicts will be resolved. Sustaining these processes as cultural norms is critical. Choose a process that meets the complexity of the problem and stick with it. Reinventing the wheel with each decision-making process is inefficient and only sustains chaos.

Leadership and Guidance

Effective leadership is critical for steering the team in problem-solving until the team is ready to take on the responsibility of problem-solving themselves. Leaders should facilitate discussions, encourage participation, and provide direction while empowering team members to take ownership of their decisions.

Diversity and Inclusion

A diverse team brings a variety of perspectives and experiences, which can enhance decision-making. Inclusive practices ensure that all voices are heard and considered, leading to more comprehensive and innovative solutions. In one particularly difficult engineering problem, bringing in an HR professional and a receptionist provided considerable insight that complemented the usual engineering-focused thinking.

Conflict Resolution Skills

Conflict is not unusual when developing and nurturing teams. However, developing skills to manage and resolve conflicts constructively ensures that disagreements do not hinder the team’s progress but instead can lead to better decision-making.

Continuous Improvement

A commitment to continuous improvement helps teams to reflect on their processes and outcomes, learn from their experiences, and make necessary adjustments to enhance their effectiveness. Enable the team to set aside time to learn from their experiences and build their expertise or live with lost opportunity.

Wrapping Up

We have detailed the critical characteristics that will enable you to nurture your teams to become decision-makers and problem solvers. Now comes the tough part: the path of change.

In our next article, we will detail how you can nurture your people through the complex path of change, teach you about change readiness, how to avoid change fatigue, and how to be successful by following the RESPECT© change program.

Leadership is often shaped by defining moments, and how leaders reflect on these experiences can define their future growth. Drawing from personal leadership insights during military service—particularly from the high-pressure environment of the Kosovo War—we have identified key lessons that translate seamlessly into civilian and industrial leadership practices. 

Seizing Unexpected Opportunities

One defining leadership moment came from an unexpected call to deploy as a spokesperson in Kosovo during the war. At the time, stationed at RAF Coningsby, the news came suddenly: within a week, it was time to pack bags, re-certify on a personal weapon, and prepare to face an unfamiliar role in a challenging environment.

Reflective Point: Leadership opportunities often arise at unexpected times and in unexpected ways. Embracing these challenges can accelerate personal and professional growth. The ability to step outside of comfort zones and adapt quickly is a critical trait for effective leadership, whether in a war zone or the business world.

Leading with Unconditional Trust

In Kosovo, the leadership challenge involved managing a diverse team of 38 military and civilian personnel from 15 different countries, including individuals from groups historically in conflict, such as Serbs and Albanians, Turks and Greeks. To further complicate matters, team members were constantly rotating in and out, creating an unstable and fluid environment. There was no time for trust to develop gradually—trust had to be given immediately.

Rather than waiting for trust to form, the approach was to grant trust from day one. By trusting the team’s professionalism, integrity, and expertise upfront, cohesion was built rapidly, even among individuals from conflicting backgrounds. Only once did this trust break down, but overall, it was key to the team’s success.

Reflective Lesson: In high-pressure environments, leaders don’t always have the luxury of time to build trust gradually. Sometimes, trust needs to be given unconditionally from the outset. By leading with trust, leaders can create quick cohesion, fostering collaboration even in diverse and challenging settings.

The Power of Asking “What Else?”

Leadership isn’t just about completing the mission—it’s also about asking, “What else can I do to improve the situation?” In Kosovo, the mental well-being of both soldiers and civilians was a significant concern. Far from home, dealing with the constant pressures of conflict, many struggled with stress and isolation. Recognising this, leaders established a “drop-in centre” where personnel, regardless of nationality or rank, could gather for support and conversation. This simple initiative provided an informal space for connection and helped reduce some of the mental health pressures facing the team.

Additionally, several tragic accidents involving children and unexploded munitions became another pressing concern. A media campaign was launched to educate local children on the dangers of discarded munitions, ultimately reducing child fatalities related to these explosives. Over six months, the deaths dropped from 23 to zero.

Reflective Point: Great leadership goes beyond simply achieving goals—it’s about looking at the bigger picture and asking, “What else can I do to make a difference?” Even small actions can create meaningful, lasting impacts on the lives of those you lead. Leaders must remain aware of the broader context and take steps to address challenges that may not be immediately obvious.

Leading with Intentionality

Intentional leadership means taking the time to build genuine relationships with the people you lead. Whether in a war zone or a corporate setting, every interaction is an opportunity to strengthen bonds, foster trust, and boost team performance. Simple gestures—such as regularly asking team members, “How are you?” and following up with “No, really, how are you?”—can create a culture of openness and psychological safety. These moments of genuine care lead to stronger relationships, better communication, and higher-performing teams.

Reflective Point: Leadership requires intentionality. Every interaction with your team is an opportunity to build trust, show empathy, and strengthen relationships. Being intentional about how you engage with your team can have a profound impact on team morale, performance, and overall success.

Wrapping Up

Effective leadership is rarely straightforward. It involves seizing unexpected opportunities, building trust quickly, going beyond the immediate task to ask “What else can I do?” and leading with intentionality. At Project7 Consultancy, we believe that reflective practice is essential to multiplying the value of experience. Reflection helps leaders learn continuously and improve their leadership practices, making them more effective and impactful.

Leadership is more than just achieving business objectives—it’s about creating lasting, positive change in the lives of those you lead. By reflecting on experiences and asking deeper questions, leaders can drive not only success but also meaningful impact.

Delivering targeted interventions that result in measurable improvements is essential for any organisation looking to enhance operational performance. One of our previous projects involved working with a leading food producer in Europe to transform leadership capabilities and improve line performance across multiple sites. This post explores the challenges, solutions implemented, and the significant outcomes we achieved.

Our client, a leading producer of beef, pork, chicken, and convenience products, was facing significant operational issues across its UK facilities. One site, in particular, a sliced cooked meats plant, was experiencing a weekly financial loss of approximately £195,000. The company was also dealing with inefficient factory layouts, excessive raw material waste, and low engagement between cross-functional teams. These issues were compounded by poor customer satisfaction due to a high number of complaints, making it clear that sustainable improvements were urgently needed.

Challenges

Several critical issues were identified during the initial analysis:

• Operational Inefficiencies: Factory layouts were inefficient, resulting in high levels of waste and poor visual controls for tracking material movement and setting priorities.
• Low Engagement: Engagement between operations and cross-functional teams was lacking, with little ownership of ideas at the shop-floor level.
• Directive Management Style: The existing management approach was more directive than collaborative, stifling innovation and failing to motivate employees to engage in continuous improvement.
• High Financial Losses: The sliced cooked meats plant, in particular, was losing approximately £195,000 per week, a situation made worse by poor-quality standards and repeat customer complaints.

Solutions

In response to these challenges, a comprehensive Lean Leadership Programme was designed and implemented. The programme focused on improving leadership skills and operational efficiency, with the initial deployment taking place at the sliced cooked meats plant and later expanding to seven other sites across the UK.

Key solutions included:

• Lean Leadership Academy (LLA): A training programme that engaged 52 operational leaders across various disciplines, including technical, engineering, logistics, and HR. This programme was instrumental in developing leadership skills and creating a culture of continuous improvement.
• Facility Layout Redesign: A detailed plan was developed to improve the layout and efficiency of the plant, reducing waste and improving material flow.
• Value Stream Mapping (VSM): This activity identified areas of waste within the processes and enabled the team to implement targeted improvements.
• Line Performance Improvements (LPI): Specific projects were undertaken to improve the performance of production lines across the UK sites.
• Continuous Improvement Team: A dedicated team was established by the client to sustain improvements and ensure ongoing collaboration across functions.

Impact on Performance

The outcomes of these interventions were substantial, leading to significant cost savings and operational improvements:

• £991,600 in Savings: Ideas generated through Value Stream Mapping activities were implemented, delivering nearly £1 million in savings.
• £2.4 Million in Cost Avoidance: The implementation of tactical initiatives across seven sites resulted in £2.4 million in cost avoidance.
• 66% Reduction in Weekly Losses: The financial losses at the sliced cooked meats plant were reduced by 66%, representing a major turnaround.
• Gold Standard Accreditation: The improved processes and leadership led to Gold Standard Accreditation for food production, allowing the client to engage with high-profile customers such as Marks & Spencer.
• 60% Reduction in Customer Complaints: By improving product quality and operational processes, customer complaints were reduced by 60%.

Final Thoughts

This project demonstrated the transformative power of strong leadership, efficient processes, and a collaborative culture. By investing in leadership development and continuous improvement, the client was able to not only reduce costs but also improve product quality and customer satisfaction. The success of this project highlights the importance of a holistic approach to operational excellence, where leadership and line performance go hand in hand to achieve sustainable results.

For more information on how similar interventions can help your organisation achieve operational excellence, feel free to contact us.