Putting generals in charge: civilian world learns from armed forces leadership techniques.

• Author: Bohi, Heidi
• Position: MILITARY

To much of the Alaska business community, it comes as a surprise when headlines announce that yet another former military leader has been selected to lead any one of the state's largest companies, organizations or State agencies. There are nine bases statewide among the Air Force, Army, and Coast Guard military branches, creating more than 22,000 direct military jobs and generating another 32,000 positions. Although this is part of what makes the military one of the largest sectors in the economy, there is a clear line in the sand and many civilians fail to understand how much the men and women in uniform contribute to the state's business environment.

Cigar-chomping, combative--think General George S. Patton. This is the stereotype Hollywood continues to feed. In fact, Korn/Kerry International, one of the country's leaders in executive recruitment, development and leadership issues, says those with military experience benefit from lessons in leadership that are invaluable in the boardroom.

It should be no surprise at all large business entities that need proven CEOs often find candidates with military experience fit the bill. The military provides a training ground that encourages the same job traits needed in a competitive business environment: 2005 figures showed companies led by these CEOS delivered higher-average-returns than the Standard & Poor's (S&P) 500 index over one-, three-, five- and 10-year horizons. These CEOs also tend to survive longer on the job, claiming an average tenure of about seven years compared to less than five for all S&P 500 CEOs.

Alaska is no exception--if anything, what makes it exceptional, is the number of retired military rank who is, or have been, in key leadership positions is remarkable for the state's relative small population. Working as part of a team, organizational and communication skills, the ability to motivate and manage, strong ethics and remaining calm under pressure--these are the leadership skills the CEOs interviewed here continue to transfer from their military careers to those requiring executive performance.

JOE RALSTON

Having held various positions at the senior officer level in the United States Air Force, four-star general Joe Ralston, who retired from the military in 2003, says what most people don't know is there are far more similarities between a CEO and a military commander than there are differences. He should know.

Since starting his military career in 1965 at Laughlin Air Force Base in Texas, Ralston has risen through the ranks, along the way holding some of the most coveted positions in the military and becoming known as one of Alaska's most notable leader. He has served in operational command at squadron, wing, and major command levels, and has held various staff and management positions at every level of the Air Force.

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Now a permanent resident of Alaska--though it's not unusual to find him traveling from one continent to another--at 67, some of the accomplishments Ralston is most proud of include leading the Alaskan Command and the Alaskan North American Aerospace Defense (NORAD) Region from 1992 to 1994, making him responsible for all military activities in Alaska. He became vice...