 t h e h
u m a n s i d e
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by kathleen "kelly"
bergeron
The One Constant: Leadership
"Leadership is a difficult concept to define, for it includes a wide array of
capabilities that can be used in endless combinations. But if a general or manager can
lead, all else becomes possible." The words are those of James Dunnigan and Daniel
Masterson from their book The Way of The Warrior.
The authors examine the leadership styles of 12 military leaders (including Alexander
the Great, Napoleon, Ulysses S. Grant, Douglas MacArthur, Norman Schwarzkopf), while
demonstrating their management acumen. The authors operate under the premise that fighting
wars and running businesses are more alike than different. Both are practices that involve
outmaneuvering the competition through better strategic planning and execution. As a
retired Marine Corps officer with 21 years of experience, I can attest to the validity of
the parallel.
Each of the 12 leaders faced unique challenges, and exhibited varied capabilities and
skills depending upon their individual personalities. "One thing they all had in
common was the ability to mobilize their skills into a successful style of
leadership," write Dunnigan and Masterson. "Modern managers face much the same
situation. As a manager, you must lead, and the only way you can do that is to use your
innate skills as effectively as possible."
What qualities do successful military leaders share with business managers?
* Communication. People cannot accomplish the mission/assignment if they
don’t understand it. A leader has to communicate effectively with different groups,
in writing and orally. Napoleon used to tell his battle orders to his corporal. If the
corporal understood, Napoleon was sure his battle commanders would also.
* Courage. Cowards have no followers. Bravery on the battlefield is as important
as a manager doing what is right, regardless of the consequences. Courage means facing the
difficult task and taking appropriate and considered risks. It means admitting when you
are wrong, taking corrective action, and moving on to the next task.
* People Skills. Yes, a military leader does sometimes scream in a
soldier’s face--when necessary. But generally, our successful military leaders
inspire--they do not bully--their people to follow them. Leaders care about their people
and stay in touch with their needs and wants. Respect is a two-way street--you’ve got
to give it to get it.
* Leading By Example. Leaders do not ask others to do what they would not do
themselves. When you’re the boss, all eyes are on you. Your people notice everything
you do and say. They watch how you treat others and how you conduct yourself in all
situations.
* Training and Discipline. People need to know their jobs and receive timely
training on new tech-nologies to enhance performance. Employees must know the rules and
what is expected of them. Violators must be held accountable and disciplined
appropriately.
By explaining how top military leaders applied these principles, The Way of the
Warrior offers insight into the unchanging qualities of successful leadership, and the
rewards.
As the authors observe, "War, then and now, consists of a little fighting and a
whole lot of managing.
The former is usually not possible without the latter, although ultimately one has to
fight. But the warrior with the best management skills generally wins."
Kathleen "Kelly" Bergeron is executive vice president and chief of
staff of Associated Industries of Florida and affiliated companies
Nov/Dec 1998 -- Florida Business Insight, PO Box 784, Tallahassee, Fl 32302
(850)224-7173, insight@aif.com |
