An Cosantóir

An Cosantóir April 2020 www.dfmagazine.ie 22 | BY RUAIRI KAVANAGH, SIGNAL EDITOR M ark Pren- dergast has en- joyed a very varied career within the organisation, with roles ranging from command to train- ing coordination to strategic interfaces at a senior level. Commissioned as part of the 63rd Cadet Class in 1988, his path through the or- ganisation led him into contact with those that would shape his thoughts and views on command and leadership, while also helping him develop his own style of leading those in his command. Now, working with those in the pri- vate sector, he helps those in management and leadership to make decisions, develop their skills and hone their styles for the various challenges of the business environment. 'It is something I'm really enjoying," he explains, add- ing that for many a move into the private sector from the military may sometimes be difficult in terms of crystallising plans for a post-Defence Forces career. "It is obviously not a decision I made overnight, but for anyone seeking to move into another area I would advise them to firstly clarify in their own minds what is it of business value they offer, what is their unique selling point and how they will deliver. Then, most im- portantly, practise describing this to a non-military audience in jargon free language that connects." Within the military environment, as Mark explains, people are aware of their value, which is measured by the work they have done and the experience they have accrued. In the private sector, it is different. You don't have that shared understanding of competence and you need to work hard to distinguish your skills and what you have to offer. A NEW CHALLENGE So, is he enjoying the challenge? "The diversity of the work is something that is really rewarding, working across different sectors of industry. I am of course learning all the time and it's so important that you listen very closely to clients during initial engagements and that you really find out what is going on their world and the type of challenges that are current." Mark explains that it's also vital that he doesn't make quick decisions when working with his clients; "In the mili- tary, decision making is indoctrinated. It's why we are in com- mand, to make decisions. But there are times when we make decisions very rapidly and on some occasions we solve the problems we can solve rather than the ones that we need to solve. I work with many clients on decision making. I encour- age developing an understanding of the complexity of the environment before they make decisions." What are other main differences he notices between the military and private sector environments? "I find leaders in the private sector are far more deliberate about making a de- cision. They go to meetings with the authority and the express intention of making a decision, and I really enjoy working with that mindset." WHAT MAKES A GOOD LEADER? In terms of what makes a good military leader, and the fundamental role that effective and transformational leader- ship plays in the organisation, Mark is drawn to his own journey as an Officer, where, through experience, he learned to depend not just on his rank, but also on his own style of command and leadership. "I served with many great people throughout my career in the Defence Forces, which shaped my view of leadership and what makes a good leader. I think it's also very important to say that many of those who I would consider to be great leaders are NCO's, who add a great layer of corporate knowledge and stability throughout so many as- pects of the organisation, it's something I remember particu- larly from my time as a young officer in Dundalk during the years of the last hard border." In the early years of an officer's career, Mark explains, rank is what you draw on as you learn the elementary aspects of command. "In the early years of your career, rank is what you rely on, it gives you a platform to develop and learn. Troops under your command will follow you because of your rank

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