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for Veterans by Veterans

From Service to Significance

Your tour might end, but your standards shouldn't.

By Ian McGregor - former British Army Infantry Officer turned senior executive in the global video-game industry.

When I left the Army, I thought leadership would be the easy part. It wasn't. The skills were there, but the context had changed. What follows aren't grand lessons — just ten things that helped me stay steady, stay useful, and stay human when the uniform came off.

1. Translate your experience.

The British Army teaches you to lead when it matters — to make decisions, earn respect, and deliver results when failure isn't an option. That doesn't disappear when the uniform goes in the wardrobe. The challenge is helping civilians understand what that really means. So stop underselling it. Don't say, "I worked in logistics." Say, "I led a team that kept people and supplies moving under pressure and against adversity — which meant operations stayed on track and no one went without." That's not showing off. It explains the impact in plain English. Keep it short. Keep it real. The best leaders never need to shout.

2. Lay the groundwork before you act.

In uniform, orders are clear and time is tight. Out here, it's slower. There's talk. Then more talk. You'll sit through meetings that achieve less in an hour than your old section managed in ten minutes. It'll test your patience. The Japanese have a process called nemawashi — "preparing the roots." It's about groundwork before you act: quiet chats, trust built, no surprises later. It feels slow, but it prevents chaos later. When you focus on the outcome, not just the process, people notice. Ask the question no one else will: "What are we actually trying to achieve here?" You'll get more done by influencing quietly than by demanding action. That's leadership without the rank, and it lasts.

3. Learn the language and adapt.

You'll miss the pace, the purpose, the humour — that sense that what you're doing matters. Civilian life is softer round the edges. Not worse, it's just different. Three things help. Learn the new language: swap "orders" for "plans", "personnel" for "team". It's translation, not surrender. Find your people — veterans, mentors, and those who still believe in doing things properly. And pick your battles. Not every hill is worth taking. Save your energy for the ones that are.

4. Choose purpose over pay.

Work that means nothing will drain you faster than a long patrol. Find a role or a cause where you can still make a difference — where effort leads to impact. Marcus Aurelius once said, "A man's worth is no greater than his ambitions." He was right. Purpose isn't about chasing comfort or status; it's about doing something that aligns with your principles. The satisfaction that comes from that is worth more than any payslip.

5. Pick your position carefully.

Many veterans head straight for banking or consultancy, chasing money and status. Fair enough — but the grass isn't always greener. You can earn well and still hate every Monday. There are industries crying out for ex-military leadership — engineering, logistics, energy, tech, aviation, emergency services, public projects. Anywhere that values calm heads and clear outcomes. Before you jump, ask yourself: will I still care about this six months from now? Choose your position and company the way you'd choose a position in the field — not for how it looks, but for whether you can hold it.

6. Stay calm when others panic.

Business can be noisy — politics, egos, endless talk. None of it compares to what you've already faced. That steadiness under pressure is gold dust out here. Most mistake volume for confidence. You know better. Quiet strength wins every time. That's what makes veteran leadership so valuable in any organisation.

7. Lead with standards and humanity.

You've seen what real teamwork looks like — trust, graft, shared humour in grim conditions. The kind built in silence and tested operationally. That's rare out here. People talk about teamwork, then can vanish when it's needed most. Be the one who means it. Lead by example. Listen first. Decide cleanly. Stand by your call (unless you are wrong). Hold your standards high, but keep your heart open. People are all different. They'll think differently, work differently, and sometimes test your patience. That's fine — difference is strength. Respect isn't given with a job title; it's earned by how you treat people, especially when they're struggling. A bit of kindness goes a long way — not the soft kind, but the steady sort that says, "I've got your back." And never lose the humour. A good laugh still holds a team together better than any strategy deck.

8. Build your new unit.

In service, your network came built-in. Out here, you build it yourself. That means turning up, introducing yourself, helping without an agenda. It's not schmoozing; it's how good work gets done. The veteran community is strong. Use it, add to it, and when you're steady on your feet, reach back and pull the next one up. That's how you keep the chain of trust alive — and make a mark that lasts.

9. Do fair deals.

One thing you'll learn fast in business: deals matter, but reputations matter more. I was taught that the best deals are the ones where everyone is equally unhappy. If you've pushed too hard and walked away with everything, you've probably lost more than you think. Good negotiation isn't about winning; it's about leaving just enough on the table so people want to deal with you again. That balance — focus with humanity — is remembered long after the ink dries. People trust leaders who can be tough but fair, decisive but decent. That's the kind of influence that lasts longer than any contract.

10. Keep moving forward.

In uniform, success was simple: mission done, team safe, everyone home. Civvy life's murkier. Targets shift. Recognition fades fast. Jack Welch, who built General Electric into a powerhouse, once said, "If the rate of change on the outside exceeds the rate of change on the inside, the end is near." He was right. Keep evolving. Keep learning. Small, steady progress — that's how you stay relevant. Not perfection, just forward motion. That's how you move ahead without losing yourself.

The uniform goes back in the cupboard, but the values stay. Discipline, loyalty, humour under pressure — they're still yours, and the world needs more of them. Strength doesn't mean hardness. The best leaders you served under weren't the loudest; they were the ones who listened, steadied the room, and looked out for their people. Carry that with you. Standards and kindness aren't opposites; they belong together. Don't blunt your edges to fit in. Keep them sharp, but use them well. You've already led under pressure and against adversity — and delivered real outcomes when it mattered. Now do it again, in a different uniform, with the same quiet confidence. That's your next mission. And you're ready.

Ian McGregor began his career as an Infantry Officer in the British Army before moving into advertising, where he led major campaigns for a number of global brands. He later transitioned into the multi-billion-dollar video-game industry, taking on senior leadership roles that bridge creativity, strategy, and commerce. His belief — forged in uniform and proven in business — is simple: leadership is about clarity, courage, and getting things done without losing your humanity.

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