The Barbarian Age: Crisis and Conquest

“To be a successful soldier, you must know history… What you must know is how man reacts. Weapons change, but the man, who uses them, changes not at all. To win battles, you do not beat weapons – you beat the soul of the enemy man.” George S. Patton IV

Prophet founders of corporations swiftly follow or become barbarians, the commanding generals whose strength of will concentrates energies in times of crisis. In order to succeed, you need more than just a fantastic idea and a burst of inspiration. Now is the time to take action if you intend to start a business. It’s a constant battle for survival throughout the early stages of a new company’s existence. Many business leaders fail to see the parallels between a company in survival mode and a combat zone. Speed, discipline, and unity of effort are the keys to success in combat.

At this stage of the company’s lifecycle, crisis management is more important than a company’s ability to gain broad support. Even if the barbarians lead the conquest, their abilities will be quickly outclassed. As long as they don’t require the coordination of multiple complexities or analyzing political decision-making or power relations, they are effective. It’s why Patton was so effective in war but a real hassle when he was off it. McDonald’s founder Ray Kroc was not the inventor of the company’s first product. On the other hand, he led that innovation on a conquest march.

He devoted himself entirely to upholding the three core values of the company: “quick, clean, and courteous.” When he was done in the store, he would go to the restroom. As the CEO of a company with thousands of restaurants, he would run to the cleaning supplies and begin scrubbing the toilets and sweeping the floors. Insane? It’s possible, but he did it.

In the early stages of a company’s existence, the Barbarian will arrive to shake loose and wash away the excess bureaucracy that has built up over time. He excels at being disciplined and taking action quickly.

The Barbarian is the first manager, whereas the Prophet is the first visionary leader. He greets new members, assigns them roles and responsibilities, directs the group toward its goals, and both rewards and corrects. There’s nothing about him that screams “contemporary manager.” This Barbarian is a lone wolf that rarely consults others or comes to an agreement. These images depict Genghis Khan, Attila the Hun, and Alexander the Great. When they went to war, they physically rode in the front of their cavalry and shared wounds with their fellow soldiers. ‘ First-rank army commanders had a tight relationship with them, and they were in constant communication with them.

For Alexander, his army was his life, and when that passion is reciprocated in an organization, it is referred to be loyalty. They adored Alexander the same way he adored them. When the office buildings are constructed and the leaders retreat to the top floor to escape the chaos of the conflict, they will have no idea what happened to loyalty. This is the heroic leader’s magic chemistry. Their blindness will prevent them from realizing that it is they who have lost regard for those who carry out the work and that those on the front lines are merely responding to their impulses.

As a result of its reliance on feelings rather than logic, heroic leadership necessitates the use of symbols. The heroic leader understands that the impression he leaves on his people is just as important as any decision he takes, no matter how wise or intuitive it may be. He’s aware that his followers and detractors will be closely monitoring his every action, so he’s planning ahead to make the most of it. As for whatever doubts he may have, he’ll keep them to himself. A historian named John Keegan expressed it this way: ” “Heroic leadership, like priesthood, statesmanship, and even brilliance, is almost as much about appearances as it is about character. Masks are the sole means by which a military leader may show himself to his soldiers in battle, and they must be created in such a way that the men of his time and place identify him as the leader they desire and need..”

The Barbarian is unquestionably the dominant force in today’s world of conflict, whether on the battlefield or in the boardroom. For corporations, survival can be challenging in their early years as well as after being lulled to sleep by their size and success and being chased by a more aggressive rival. If you’ve got a sluggish culture, The Barbarian is the best turnaround artist.

After a period of exile, Steve Jobs returned to Apple Computer to reinvigorate the company’s culture and technology. Apple’s essential essence and mission needed to be rekindled, as well as the human spirit. In that he knew exactly where he wanted the organization to go, what matters and what doesn’t, he wasn’t a model of consensual decision-making at all. When Lee Iacocca became Chrysler’s CEO, he was exactly the same.

When it comes to combat, barbarians are excellent, but when it comes to the intricacy of developed companies, they are ill-matched. Our society places a high priority on communication and empathy. The importance of these is undeniable, but not during wartime. The Administrator’s approach, which places a high value on order and stability, will fall short at this critical juncture.

Rather than a lean industrial corporation, the organization of this heroic period resembles that of a military unit. Processes operated by front-line workers and free of interruptions have gotten little attention. That’s something that will happen with time. As a result of this reliance on individuals, there are no formal processes or principles in place to guide the company. The early days of a firm or civilization are often dominated by influential individuals. At this point in time, the rule of law is more important than the will of a lone individual, and a Constitution is in place.

During the time of the Barbarians, what kind of wealth was amassed? The wealth profile is not balanced during the Barbarian stage, as it was in the previous stage. However, things are beginning to change. This is the golden age of rapid expansion. The takeover of the market is taking place. Developing social capital outside the company is the most important part of establishing brand value. It’s also important for the company to invest in its human resources.

A rising number of workers with particular abilities are being sought out by the company as it expands. This will be the primary focus in the next phase. Barbarian may be maintaining Spiritual Capital’s unifying influence, which focuses on worthwhile purposes and common goals, as long as the Barbarian is around. Furthermore, the company’s financial resources must be expanding at this time.

If any of the following apply to you, you might be a Barbarian:

It’s clear what you have to do and when you have to do it. To win or lose is the most important goal.

• You’re in charge and sure in your own judgment.

Others think you’re a dictator who makes decisions without consulting anyone.

Planned and managed tasks bore you to tears because you’re a doer by nature.

If… your organization is in the Barbarian era, you may have a problem.

• Decisions are made quickly and quickly, and the leader has only a small circle of associates to discuss.
• The demand for performance is great, so those who can’t meet it are either left behind or expelled.
• Development in products and markets is far more advanced than growth in administration, processes, and organizational structure, which is lagging behind.