53. From Military to Corporate: Make Better Business Decisions Faster

 

 

What happens when you bring military discipline, strategic thinking and straight-talking honesty into the boardroom?

In this episode, Amy chats with Marcus Dimbleby, a former Royal Air Force officer who now helps businesses make smarter decisions, faster.

After 24 years in the military, Marcus transitioned into corporate coaching and consultancy, bringing with him a no-nonsense approach shaped by combat zones, critical thinking, and high-stakes leadership.

We talk about Applied Critical Thinking, Red Teaming, and why most business strategies fail before they begin.

Marcus shares what surprised him most when he left the military, how he helps leaders slow down to speed up, and why ineffective meetings are costing companies more than they realise.

He also reflects on his recent move to Cyprus, how Mediterranean life reinforces his principles, and why mindset, clarity and adaptability matter more than ever.

 

Key Topics Discussed: 

• Marcus' journey from military to corporate life 

• Slow down to speed up: How clear thinking upfront leads to faster, better decisions later

• Why most business strategies fail before they begin
  

• Discipline starts with self: Military leadership is built on responsibility and looking after your team
  

• Mindset drives results: Prioritise ruthlessly and lead with adaptability to thrive in change.
   

It’s a wide-ranging, insight-packed episode from someone who’s seen leadership from every angle.

 

For more information on Marcus:

LinkedIn https://www.linkedin.com/in/marcusdimbleby/

Effective Direction https://www.effectivedirection.com/

 

Episode Transcript: 

Amy: Welcome to the Really Good Conversations podcast, Marcus Dimbleby. Marcus is a former Royal Air Force officer turned corporate coach, trainer, and consultant. After 20 years in the military, he now helps businesses make smarter decisions faster, bringing military precision and critical thinking to the boardroom. Welcome, Marcus.

Marcus: Thank you, Amy. Wonderful to be here. I’m looking forward to a really good conversation.

Amy: Me too. I love that we’re connecting across the world. I’m sat in Sydney and you’re in Cyprus.

Marcus: Both northerners from the UK. I love that.

Amy: Exactly! I really enjoy how this podcast brings me together with people based all over the place.

Marcus: That’s awesome.

Amy: Before we dive into the topics for today, can you share a little more about your background and what led you to a career in the military?

Marcus: Sure. I did 24 years in the military. I joined straight out of school. It all started when I was around eight or nine, going to air shows with my dad. We'd go to Church Fenton and Linton-on-Ouse in the north. I remember watching Vulcans and Phantoms roaring overhead, shaking the ground. I knew then I wanted to be part of that world.

I joined the Air Cadets. There was no plan B. You had to be 17 and a half to join as an officer, so I finished my O Levels at 16, went to sixth form to wait it out, then left at 18. My mum asked, “What if you don’t pass?” and I said, “There is no option.” Luckily, it all worked out.

Amy: Did you go on to fly those jets?

Marcus: No. In the cadets, I had a flying scholarship and flew solo at 17. In testing, I scored 95% for pilot and 98% for fighter control. They offered me a place as a fighter controller. I still wanted to be a pilot, but I decided to go along and try.

During a four-month holding stint, I was placed with 74 Squadron flying Phantoms. The pilots all said, “Don’t do fighter control, be a pilot.” I intended to fail the course and switch, but I ended up loving it. I think if I’d been a pilot, I might have made a mess of it. Fighter control turned out to be a great fit.

Amy: That’s fascinating. As your military career came to an end, what motivated you to move into the corporate world? How did your early experiences shape your consulting approach?

Marcus: At 42, the options to stay weren’t appealing. I was pensionable and young enough to try something new. I resigned without a plan. I looked at everything — from John Lewis to Virgin Airways — to really understand what was out there.

Eventually, I met a senior risk officer at Morgan Stanley. He told me to get into consulting, that it would demilitarise me and broaden my view. I ended up joining Capgemini, intent on learning. I wanted to understand government, corporate, and commercial life — properly leaving the military, unlike many who stay in defence roles.

Amy: What surprised you most about corporate life?

Marcus: Honestly, how little people know what they’re doing. I planned to observe quietly, but within two weeks I had to get involved. Many just wing it. There’s a lack of structured training, which is the norm in the military. I quickly realised I wasn’t the naive one.

Amy: I had a similar feeling after uni. My sandwich course helped, but once in business, it’s mostly shadowing and guessing.

Marcus: That’s common. Luckily, in our consultancy, the senior partner admired military people and trusted us. He gave us responsibility early on, which helped us grow fast.

Amy: Your business, Effective Direction, is grounded in applied critical thinking. Can you explain what that means?

Marcus: It’s about thinking on purpose. People think all the time, but that doesn’t mean they’re thinking critically. We teach four core principles.

First, slow down to think intentionally. Based on Dr Daniel Kahneman’s work, system one is fast and intuitive, but error-prone. System two is logical and effortful. Engaging system two leads to better decisions.

Second, challenge assumptions. We move too fast, so we accept assumptions without questioning. Most strategies are built on wishful thinking. When you dig in, they’re shaky.

Third, engage diverse perspectives. This is the real enabler of diversity and inclusion. It’s no good having diversity if people aren’t heard. This approach ensures all voices contribute.

Finally, make decisions based on clarity, not comfort. People often rush decisions that feel safe but aren’t well-informed. Slowing down leads to better long-term outcomes.

Amy: That all sounds like common sense.

Marcus: It is. I call it face-palm coaching. People know it, but they don’t apply it. Everyone’s too busy.

Amy: Even meetings are often ineffective. People show up without an agenda or clear purpose.

Marcus: Meetings are a scourge. They’re badly run. People spend 30 to 65% of their time in meetings, and 90% of those are useless.

Amy: I mentioned before that my neighbour said, “Indecision kills.” He gets frustrated when we can’t decide where to go for dinner.

Marcus: Exactly. Not deciding is still a decision. Leaders are paid to make big calls but are often afraid. That fear blocks progress. We encourage leaders to unleash their people, involve them, and seek feedback. It’s not about doing everything yourself.

Amy: I’ve seen you talk about red teaming. What is that?

Marcus: Red teaming is applying critical thinking to challenge a strategy, plan, or idea. It comes from the military. Red is the enemy, blue is friendly. We’d simulate what the enemy would do in response to our moves.

In business, we do the same. We pull a plan apart, challenge every assumption, and then rebuild it with clarity. It’s not to destroy the plan but to make it better. Without red teaming, a plan might have a 20% success rate. With it, 80% or more.

Amy: You also co-authored the manual Big Things Fast. What can leaders learn from it?

Marcus: It’s a practical field guide based on real-world application. The first key principle is to focus on priority, not priorities. If you have ten, you have none.

Next is to diagnose slowly to execute efficiently. Like Einstein said, “Spend most of the hour thinking about the problem.” Slow down to speed up.

The third is growth needs sceptics and idealists. You need constructive tension between realism and optimism.

Lastly, mindset matters. People first, always. You get buy-in when people are involved, not just told what to do.

Amy: What are the biggest blockers to change?

Marcus: Two main things: status quo bias and ineffective leadership. People want to stick with what’s familiar. Leaders often resist adapting because they got where they are using outdated behaviours. Until that changes, it’s hard for organisations to evolve.

Amy: Leaders are under a lot of pressure. How do you stay calm?

Marcus: I slow down. I ask, is anyone getting shot? No. Then relax. I also use what I call helicopters and rabbit holes. I get everyone to pull up to 5,000 feet and look down. It gives perspective and reduces panic.

Amy: How has your military background shaped your leadership style?

Marcus: It taught me self-discipline. In the military, you have to be squared away because your actions affect the people beside you. Adaptability is crucial too. No plan survives contact with the enemy, so you need to adjust fast. And always put people first.

Amy: Would you support compulsory national service?

Marcus: Yes. In Cyprus they still do it, and it shapes the young adults positively. In the UK, I think it’s too late now, but I’d love to see more support for cadet-style programmes that teach structure and community.

Amy: You recently moved to Cyprus. What inspired that?

Marcus: Travel was always part of our plan. My wife got long COVID, and her doctor advised moving sooner. Our daughter was up for it, so we relocated. It’s helped reinforce our philosophy of slowing down to speed up. We still work globally, but life is more balanced here.

Amy: What advice would you give to someone leaving the military or making a big shift?

Marcus: Don’t be afraid. The military can scare people into thinking they’ll fail outside. Take your time, do your research, and don’t jump at the first offer. Understand your worth. Veterans bring leadership, adaptability, and discipline. Once you’re out, forget the rank — observe, learn, and then contribute.

Amy: Final question before we go to the cards. What’s one thing the military gets right about leadership that businesses often get wrong?

Marcus: Training. Real, quality training. From day one in the military, you’re trained for every step in your career. Most businesses skip this. One executive told me he’d had three weeks of leadership training in 35 years. It shows. Invest in real development.

Amy: Let’s do three questions from our Really Good Conversations pack. First: what’s the most remote place you’ve been?

Marcus: The Falkland Islands. I did two four-month stints, stationed on top of a mountain with radar equipment, accessible only by helicopter. Isolated, harsh weather, but full of camaraderie.

Amy: I bet you miss it.

Marcus: Can’t wait to go back…

Amy: Second question. What’s the secret to a long and happy relationship?

Marcus: Communication. Conversation leads to connection. My wife and I always make time to talk — about everything. You need to say the hard stuff before it boils over. Keep the communication open.

Amy: Final card. If you came with a warning label, what would it be?

Marcus: Highly infectious. In a good way. Energy, enthusiasm, zest for life.

Amy: Love it. One last question from me. If you could ask anyone, dead or alive, one question, who would it be?

Marcus: Socrates. I’d ask, “In a world full of noise and opinion, how would you help leaders recover the art of questioning to uncover truth and make wise decisions?”

Amy: Brilliant. Thank you so much, Marcus. Where can listeners find you?

Marcus: LinkedIn — just search Marcus Dimbleby. Our website is effectivedirection.com and you can download our field guide at bigthingsfast.com.

Amy: Fantastic. I’ll include all the links in the show notes. Thank you so much for joining us. It really was a good conversation.

Marcus: Thanks, Amy. A pleasure.

Amy: Thanks for listening. If you enjoyed the episode, check out the show notes for more. And if Really Good Conversations are your thing, hit subscribe and join us next time for more business journeys, insights and banter.