Responsibility and Leadership
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On June 6, 1944, 156,000 American, British, and Canadian troops landed in Normandy to establish a foothold in France and begin the drive to Berlin and victory in Europe in World War II. It's easy to remember the victory and to praise the leaders and stand in awe of their competence and confidence.
But there were plenty of uncertainties at the time. Nothing this large or complex had ever been attempted. The great mass of US troops were still untested in battle.
The excellent German army was just across the Channel in well-prepared fortifications. They were led by one of Germany's legendary military leaders, Field Marshal Erwin Rommel.
Even the weather was a factor. Eisenhower had already postponed the invasion because of some of the worst storms in memory. When he gave the order to launch the operation on June 6, he had only the most rudimentary weather information to go on.
Since we know how things came out, it's easy to underestimate the uncertainty. But, for Ike there were huge gaps in information, complex operations that could break down, and a determined foe whose actions would influence the outcome of the day.
He faced the very real possibility that the invasion would fail and that thousands of Allied men would die without achieving victory. As he thought about that, he wrote out the message he would release if things went badly. Here it is.
"Our landings in the Cherbourg-Havre area have failed to gain a satisfactory foothold and I have withdrawn the troops.
My decision to attack at this time and place was based upon the best information available. The troops, the air and the Navy did all that bravery and devotion to duty could do. If any blame or fault attaches to the attempt, it is mine alone."
That kind of willingness to take responsibility is rare today. Today our leaders often deny any part in decisions that turned out wrong. They practice the art of spin.
How about if, just for the Fourth of July, we talk less about leadership and think more about responsibility?
Boss's Bottom Line
No one wants to work with a coward or a liar. Be assured that your people will know if you act like either one. Great leaders give praise and take responsibility.
Wally's Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. Click here to check it out.
Good one - linked to my FB!
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Thanks, Katrina.
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This is a great story about not just responsibility, but also accountability. I recently attended the Conference Board Leadership Experience in Gettysburg,PA and one of the facilitators shared the same story. Extremely important to stand up and not only do the right thing, but also to continue to do the right thing when circumstances conspire against you.
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Thanks, Steve. Connecting the Eisenhower story to Gettysburg seems especially apt since that's where he chose to live. My great great grandfather fought there and I've visited the battlefield many times since I was a child. When I was about six, on a hot summer day, my father walked me over the route of Pickett's Charge. I think there's a special strength to lessons linked to places and emotional connections.
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I agree. I also as a leader you have to get results. Good intentions are nice. But for a leader, you also need to produce results that those you seek to lead respect. Often this isn't easy. And often it requires you getting others to do a lot (many things won't be directly in your control).
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I'm with you, John. One of my mantras is that leaders have two jobs. They must accomplish the mission. And they must care for the people.
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Not only is responsibility critical in leaders, but they must be willing to make difficult decisions (like your article alluded to) when not all the facts are known.
On top of that, they must be able to use the little info they have to make good decisions at the same time.
And then on top of that, take responsibility if whether it ends well or not.
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That's a good summary of the reality of it all. Thanks for stopping by and sharing.
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Great post! It is rare to find leaders ready and able to take responsibility for their failures. Their achievements, now that is a different story. Furthermore, many don't even see the value in giving postive feed forward! Sometimes all it takes is being a little more mindful of the situations and people surrounding you. When you are open to and aware of others, you are better equipped to connect, engage and lead in ways like never before. Although not a new thought, being open and honest can take your work (and personal) relationships a long, long way. Thanks for the post and the reminder that we are all human, lets start acting like it!
www.themindfulleadershipblog.com
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Thanks for coming by and sharing, Mary Ellen
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Hi Wally,
Have not military leaders also been masters of spin? For me, preparing such a note ahead of time, no matter how honourable, doesn't sit well.
All the best from Brighton,
Mark
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Thanks, Mark. I that, among military leaders and other leaders, some are masters of spin, some tell the truth even when it doesn't help, and most are somewhere in between.
In this case, it fits Eisenhower's character to both have had a "plan B" and to take responsibility for bad results if they occurred. Let me note two things.
First, in my opinion, a "spin master" would have written a statement that shifted responsibility to others. Second, the only reason we have the draft is that Eisenhower's Chief of Staff, Walter Bedell Smith, picked it out of the trash because he thought it had historical value.
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Y'know, I really like Ike. What a beautiful note. Thank goodness he didn't have to use it.
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Amen to that
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