My Share of the Task(237)
Leaders can call to the best in us. I thought often of the inspiring flag signal Horatio Nelson sent on the eve of Trafalgar. “England expects every man will do his duty.” The flags above the Victory didn’t ask or demand obedience in the upcoming fight; they expressed Nelson’s unshakable admiration for and faith in the sailors and patriots he knew them to be. And I remembered the effect Major General Bill Garrison’s faith had on me when I was a major.
Leaders are empathetic. The best leaders I’ve seen have an uncanny ability to understand, empathize, and communicate with those they lead. They need not agree or share the same background or status in society as their followers, but they understand their hopes, fears, and passions. Great leaders intuitively sense, or simply ask, how people feel and what resonates with them. At their worst, demigods like Adolf Hitler manipulate the passions of frustrated populations into misguided forces. But empathy can be remarkably positive when a Nelson Mandela reshapes and redirects the energy of a movement away from violence and into constructive nation-building.
Leaders are not necessarily popular. For soldiers, the choice between popularity and effectiveness is ultimately no choice at all. Soldiers want to win; their survival depends upon it. They will accept, and even take pride in, the quirks and shortcomings of a leader if they believe he or she can produce success.
On the evening of May 7, 1864, Ulysses Grant’s Army of the Potomac cheered when, after bitter fighting in the Wilderness, they turned south into more fighting, instead of north to refit in safety. They were not celebrating the fights to come but instead their belief that in Grant, they finally had a leader willing to do what it took to finish the war.
The best leaders are genuine. I found soldiers would tolerate my being less of a leader than I hoped to be, but they would not forgive me being less than I claimed to be. Simple honesty matters.
Leaders can be found at any rank and at any age. I often found myself led by soldiers many levels junior to me, and I was the better for it. Deferring to the expertise and skills of the leader best suited to any given situation requires enough self-confidence to subjugate one’s ego, but it signals a strong respect for the people with whom one serves.
Personal gifts like intellect or charisma help. But neither are required nor enough to be a leader.
Physical appearance, poise, and outward self-confidence can be confused with leadership—for a time. I saw many new lieutenants arrive to battalions and fail to live up to the expectations their handsome, broad-shouldered look generated. Conversely, I saw others overcome the initial doubts created by small stature or a squeaky voice. It took time and enough interaction with followers, but performance usually became more important than the advantages of innate traits.
Later in my career, I encountered some figures who had learned to leverage superficial gifts so effectively that they appeared to be better leaders than they were. It took me some time and interaction—often under the pressure of difficult situations—before I could determine whether they possessed those bedrock skills and qualities that infantry platoons would seek to find and assess in young sergeants and lieutenants. Modern media exacerbate the challenge of sorting reality from orchestrated perception.
Leaders walk a fine line between self-confidence and humility. Soldiers want leaders who are sure of their ability to lead the team to success but humble enough to recognize their limitations. I learned that it was better to admit ignorance or fear than to display false knowledge or bravado. And candidly admitting doubts or difficulties is key to building confidence in your honesty. But expressing doubts and confidence is a delicate balance. When things look their worst, followers look to the leader for reassurance that they can and will succeed.
People are born; leaders are made. I was born the son of a leader with a clear path to a profession of leadership. But whatever leadership I later possessed, I learned from others. I grew up in a household of overt values, many of which hardened in me only as I matured. Although history fascinated me, and mentors surrounded me, the overall direction and key decisions of my life and career were rarely impacted by specific advice, or even a particularly relevant example I’d read or seen. I rarely wondered What would Nelson, Buford, Grant, or my father have done? But as I grew, I was increasingly aware of the guideposts and guardrails that leaders had set for me, often through their examples. The question became What kind of leader have I decided to be? Over time, decisions came easily against that standard, even when the consequences were grave.