Goodbye to the Full Metal Jacket leadership style

Move over Sergeant Harman, you're no longer the face of US Military Leadership style

When you think about energizing leaders, you don’t instinctively think about officers in the US Military. On the contrary, I usually flash back to images of Gunnery Sergeant Hartman in Stanley Kubrik’s Full Metal Jacket for a stereotype involving a boot camp sergeant inspiring his men through the use of hard-edged and somewhat Draconian tactics.

Therefore, it was somewhat of a surprise to find the ideas on leadership included in the the recently published memoir of one-time four-star General Stanley A McChrystal

Former 4 Star General Stanley A McChrystal

You may recall, General McChrystal was doing fine until he apparently got suckered into giving an interview with Rolling Stone, which ultimately became his personal Waterloo

Following unflattering remarks about Vice President Joe Biden and other administration officials attributed to McChrystal and his aides in that Rolling Stone article, McChrystal was recalled to Washington, D.C., where President Barack Obama accepted his resignation as commander in Afghanistan.

Here is a good summary of the wisdom about leadership in his book…(prepared by Farnam Street Blog)

He starts off with a statement that is right on point and too little understood. If it was better understood, there is no doubt that many medium sized organizations that aspire further growth would dramatically increase their investment in leadership development. But its point six...about leaders being empathetic that caught me off guard. Empathy was certainly a skill that the bullying Sergeant Hartman could not claim on his Linked-in profile.

1. Leadership is the single biggest reason for success or failure.

So, after a lifetime, what had I learned about leadership? Probably not enough. But I saw enough for me to believe it was the single biggest reason organizations succeeded or failed. It dwarfed numbers, technology, ideology, and historical forces in determining the outcome of events. I used to tell junior leaders that the nine otherwise identical parachute infantry battalions of the 82nd Airborne Division ranged widely in effectiveness, the disparity almost entirely a function of leadership.

“Switch just two people— the battalion commander and command sergeant major—from the best battalion with those of the worst, and within ninety days the relative effectiveness of the battalions will have switched as well,” I’d say. I still believe I was correct.

2. Leadership is difficult to measure.

Yet leadership is difficult to measure and often difficult even to adequately describe. I lack the academic bona fides to provide a scholarly analysis of leadership and human behavior. So I’ll simply relate what, after a lifetime of being led and learning to lead, I’ve concluded.

Leadership is the art of influencing others. It differs from giving a simple order or managing in that it shapes the longer-term attitudes and behavior of individuals and groups. George Washington’s tattered army persisted to ultimate victory. Those troops displayed the kind of effort that can never be ordered— only evoked. Effective leaders stir an intangible but very real desire inside people. That drive can be reflected in extraordinary courage, selfless sacrifice, and commitment.

3. Leadership is neither good nor evil.

We like to equate leaders with values we admire, but the two can be separate and distinct. Self-serving or evil intent motivated some of the most effective leaders I saw, like Abu Musab al-Zarqawi. In the end, leadership is a skill that can be used like any other, but with far greater effect.

4. Leaders take us to where we’d otherwise not go.

Although Englishmen rushing into the breach behind Henry V is a familiar image, leaders whose personal example or patient persuasion causes dramatic changes in otherwise inertia-bound organizations or societies are far more significant. The teacher who awakens and encourages in students a sense of possibility and responsibility is, to me, the ultimate leader.

5. Success is rarely the work of a single leader.

… leaders work best in partnership with other leaders. In Iraq in 2004, I received specific direction to track Zarqawi and bring him to justice. But it was the collaboration of leaders below me, inside TF 714, that built the teams, relentlessly hunted, and ultimately destroyed his lethal network.

6. 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.

7. Leadership is not popularity.

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.

8. 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.

9. 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.

10. Charisma is not leadership.

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.

11. 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.

12. 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.

13. Leaders are people, and people constantly change.

Even well into my career I was still figuring out what kind of leader I wanted to be. For many years I found myself bouncing between competing models of a hard-bitten taskmaster and a nurturing father figure— sometimes alternating within a relatively short time span. That could be tough on the people I led, and a bit unfair. They looked for and deserved steady, consistent leadership. When I failed to provide that, I gave conflicting messages that produced uncertainty and reduced the effectiveness of the team we were trying to create. As I got older, the swings between leadership styles were less pronounced and frequent as I learned the value of consistency. But even at the end I still wasn’t the leader I believed I should be.

14. Leaders are human.

They get tired, angry, and jealous

and carry the same range of emotions and frailties common to mankind. Most leaders periodically display them. The leaders I most admired were totally human but constantly strove to be the best humans they could be.

15. Leaders make mistakes, and they are often costly.

The first reflex is normally to deny the failure to themselves; the second is to hide it from others, because most leaders covet a reputation for infallibility. But it’s a fool’s dream and is inherently dishonest.

16. Leadership is a choice.

Rank, authority, and even responsibility can be inherited or assigned, whether or not an individual desires or deserves them. Even the mantle of leadership occasionally falls to people who haven’t sought it. But actually leading is different. A leader decides to accept responsibility for others in a way that assumes stewardship of their hopes, their dreams, and sometimes their very lives. It can be a crushing burden, but I found it an indescribable honor.

In the end, “there are few secrets to leadership.”

It is mostly just hard work. More than anything else it requires self-discipline. Colorful, charismatic characters often fascinate people, even soldiers. But over time, effectiveness is what counts. Those who lead most successfully do so while looking out for their followers’ welfare. Self-discipline manifests itself in countless ways. In a leader I see it as doing those things that should be done, even when they are unpleasant, inconvenient, or dangerous; and refraining from those that shouldn’t, even when they are pleasant, easy, or safe.

Yes, leadership is indeed a choice, which is why so many business executives need to start leading or get out of the way of the many talented professionals they hired for their expertise. Yet too often, it's indecision which causes business failure as the person supposed to be leading impedes progress. 

All in all, McCrystal makes some excellent, if not entirely new points. What is new for me is to discover that a Four-Star General in the US military espouse beliefs that would not be out of place in Annual Report of any US Corporation. Especially EMPATHY...the ability to personalize the feelings of others, ...particularly employees.  Because if a corporate leader is empathetic to his or her employees, they in turn are more likely to empathize with their customers, and that is a recipe for innovation and greater profitability. Time to say goodbye to the Full Metal Jacket leadership style both in the military and right here on the home front in the corner offices of Corporate America.