ANZAC’s In the First World War.
How did John Monash, a Jewish, son of German immigrants become one of the greatest leaders of ANZAC forces during the First World War?
And what’s it’s relevance to Supply Chain leaders?
Recently I finished listening to Roland Perry’s audio book on “Monash. The outsider who won a war”, and found it a fascinating insight into early Australian military and social history.
And it got me thinking about what it was, that University’s, freeways, suburbs, scholarship funds and monuments were dedicated to him.
He became very famous and if The King of England wanted to be his mate, then there must have been something special about this West Melbourne born bloke!
As a Civil Engineer, a Lawyer, a businessman, and an artillery officer, you could say, he was pretty smart! And these skills saw him to eventually become the commander of the Australian Corps, which was the largest individual corps on the Western Front at that time.
Technologically Savvy, and liked a “well aimed shell”.
Like any great Supply chain leader today, Monash was fascinated with technology and what it could potentially do to meet his objectives. The Tank intrigued Monash and along with the machine gun used it as a new and powerful offensive weapon.
Monash, like a smart manager today, encouraged his subordinates to come up with innovative ideas. One of them was a smoke canister that could be fired from artillery to provide screening for advancing troops.
He even used his Lawyer’s knowledge of Legal patents to help that soldier get that invention patented!
“Top bloke”, that soldier would have thought!
Health, Welfare, Blood and Guts!
Monash, recorded in his diaries of seeing and hearing the agonising cries and moans of injured soldiers left for dead after many of the battles at Gallipoli and demanded the urgent need for post combat repatriation and emergency medical treatment.
He also strongly advocated for more Nursing services for recovering soldiers, which would have been a tough gig in those days.
Nothing demoralises an Army more than poor trauma health care, and Monash realised this.
And any HR (Human Resources) professional working in the supply chain knows that Health and Welfare programs work!
Leading his People, ankle deep in mud and slush!
Monash’s leadership skills were second to none, especially when it came to his troops.
He valued them.
He wanted them alive.
He didn’t want to waste them as dispensable shock troops, as some suggest the British commandeers used the ANZACS as, and like the movie “Gallipoli” portrayed them.
He went out of his way, so that his troops be given public recognition for their wins, sacrifices and heroic deeds as Censorship, particularly in newspapers, was suffocating at that time.
And what employee doesn’t crave a manger’s public recognition for a job well done?
Monash understood implicitly the positive psychological effects of this.
Planning, Forecasting and Communicating it.
Monash as civil engineer understood the importance of intact supply chains and the logistics of moving people.
This expertise proved invaluable on the Western front. Time spent rebuilding destroyed road and rail networks and town infrastructures, enabled getting much needed supplies and reinforcements where and when he needed them.
Monash was a meticulous planner. He used all available topographical maps often venturing into the field to survey objectives so his soldiers could use existing terrain to their advantage and safety.
Planning skills and forecasting are nothing new to a supply chain manager and it’s especially effective when you let your “troops” know what’s expected and up ahead.
People, Procurement and Negotiating skills
One of the most important tools in the arsenal box for any supply chain manager and what Monash was exceptional at, was the ability to negotiate, schmooze and defer when necessary to his superiors and reports. Or win them over with a confident well planned strategy.
Personal Fortitude, Self development and “sucking that gut in”.
Monash like any great leader didn’t magically acquire “grit” or fortitude.
He worked on himself both physically and mentally.
He read.
He studied those around him.
He picked himself up after failures and setbacks.
And he was able to overcome racist slurs and innuendos about his religious and cultural roots used by his opponents and detractors. At one stage even the Australian prime minister had it in for him!
When John Monash died in 1931 about 300,000 mourners turned out to pay their respects and given the small size of Melbourne back then, it showed how revered this great man was.
So whilst today’s Supply Chain leaders may not be involved in terrible international conflicts, some of the aptitudes’ and skills that a great Australian demonstrated over his lifetime could be inspiring.
Thanks for reading,
Chris Richardson
Productive Minds
Chris Richardson works with Managers and Supervisors of Supply Chain Companies.
He provides people management training and mentoring to help leaders manage change, manage work stress and inspire creative problem solving in their teams.
The end result is that absenteeism is reduced, productivity increases, complaints minimised and WorkCover costs get slashed.
This frees up Managers to focus on the business of customer service and create new business opportunities.
Contact Chris on 613 99742824 or chris@productiveminds.com.au or visit www.productiveminds.com.au
