What ideas can strengthen leadership, resilience and decision-making in Mozambican companies? Reflections in a context of uncertainty, operational pressure and a growing need for results-driven teams.
In an increasingly volatile business environment, many companies face structural challenges that undermine performance, ranging from a lack of strategic clarity to poor internal communication and misalignment between teams. Decision-making under pressure, often based on incomplete information, exposes weaknesses in leadership, while a lack of execution discipline turns sound strategies into inconsistent results. These challenges are compounded by internal conflicts, low individual accountability and difficulties in keeping teams focused on shared objectives, particularly in environments marked by economic and operational uncertainty.
It is in this context that lessons drawn from high-performance environments, such as the military, can offer practical tools to address these shortcomings. Although the military is characterised by a rigid hierarchy—which may not always be suitable for businesses—certain principles can be highly relevant to management, including mission clarity, simple communication, trust between teams and the ability to adapt under pressure, all of which enhance collective effectiveness.
Miguel Delgado, a former Portuguese Marine and police officer, and keynote speaker at the event Special Forces Mindset in the Corporate World – Principles and Methods Applied to the Business Environment, argues that the value of applying these concepts lies not in the “militarisation” of companies, but in promoting disciplined thinking, clarity and execution.
“No one performs well simply because they are motivated. People perform well because there is preparation, alignment and the repeated practice of the right behaviours,” the specialist explained, adding that the same principle applies to businesses.
Decision-Making Under Pressure Requires a Method
One of the key contributions of this approach is its framework for decision-making in high-pressure and uncertain situations—a common reality in the Mozambican business environment.
Miguel Delgado uses a method summarised by the acronym A.G.I.R.: Analysis, Management, Intelligence and Results. The principle is straightforward: before taking action, it is essential to understand the situation, manage emotions and choose the best possible course of action.
“When something unexpected happens, many people react impulsively. But that rarely solves the problem. You need to stop, analyse the situation and act with sound judgement,” he explained.
The method is particularly relevant in situations where decisions must be made under time pressure and with incomplete information. By encouraging a more rational and structured approach, it helps reduce mistakes and improve the likelihood of achieving positive outcomes.
Resilience Should Not Be Confused with Overload
Another central element of the approach is resilience, a concept that is often misunderstood in the corporate world.
According to Delgado, resilience does not mean enduring extreme levels of pressure until breaking point. Instead, it means maintaining stability, adaptability and effectiveness during demanding periods.
“Resilient teams are not exhausted teams. They are teams that know how to deal with pressure without losing judgement, energy or cohesion,” he stressed.
Building this capability depends on factors such as preparation, effective leadership, clear communication and a healthy balance between high performance expectations and recovery. The danger, he warned, lies in confusing resilience with excessive workload, which can ultimately lead to burnout.
Miguel Delgado also highlighted the importance of teamwork and mutual support.
“True strength also lies in knowing when to help your colleague,” he said, emphasising the importance of cooperation within organisations.
Clarity and Communication as the Foundation of Alignment
In an increasingly diverse business environment, aligning teams around common objectives remains one of the greatest management challenges. According to Delgado, the solution lies in simplification.
“People may have different profiles, but they all need to understand their mission and their priorities,” he said.
In this respect, Special Forces principles provide a solid foundation: a clear mission, simple communication, individual accountability and trust. When these elements are present, alignment becomes both more natural and more effective.
The specialist believes many companies fail not because they lack strategy, but because they make execution unnecessarily complex.
“There is an enormous need to simplify, prioritise and execute,” he said.
“The application of these methods is not merely theoretical. In more developed markets, several companies have already adopted principles inspired by Special Forces, achieving positive results.”
Among the examples cited are major US organisations that have improved internal alignment, reduced workplace conflicts and increased productivity.
According to Delgado, the benefits also include fewer communication failures and a stronger organisational culture.
“These programmes are designed to create a core of accountability, execution and sustainable leadership within teams,” he explained.
Potential Impact on Mozambican Companies
In Mozambique, this approach could have a significant impact, particularly in strategic sectors such as energy, industry and services, where operational pressure and the need for coordination are especially high.
“It reduces noise, reduces excuses and increases focus on the mission and the desired results,” the specialist noted.
He also believes it can help organisations respond more effectively to external challenges, whether economic, political or climate-related.
For Miguel Delgado, however, the greatest impact lies in transforming people themselves.
Embedding values such as discipline, accountability and a strong sense of purpose can strengthen organisational culture and create more responsible teams.
“Few environments develop these dimensions as deeply as the military, where values cease to be abstract concepts and become part of an individual’s culture,” he concluded.
At a time when Mozambican companies are seeking greater competitiveness and long-term sustainability, adopting innovative approaches to leadership and management could become a key strategic differentiator.
Text: Nário Sixpene • Photo: D.R.
