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Useful or Interesting: Choose One
"Understanding is the booby prize." - James Newton
Last night, I watched Otto Preminger’s melodramatic World War Two movie, In Harm’s Way. It’s a great big old war yarn with swaggering, likeable characters like Rock Torrey (John Wayne), Paul Eddington (Kirk Douglas), and Egan Powell (Burgess Meredith).
For those folks who have nursed suspicions over the years that my sensibilities are less-than-refined, here is compelling evidence. I like these over-obvious, melodramatic, sentimental paeans to loyalty, honor, and courage.
Predictably, the plot weaves love stories, heroism, venality, sacrifice, and loyalty together. It compares and contrasts the self-important & self-interested Admiral Broderick with the selfless & down-to-earth Admiral Torrey, who was played of course by John Wayne. The most venal of characters was a scheming, opportunistic ex-Congressman involved in resumé-building for future political contests. In iconic terms, things haven’t changed that much since 1965 when the movie was made.
Though I’ve sent this movie half a dozen times or so, it made a different point to me last night. Perhaps it’s because I’m paying attention to different things these days. In any event, I’ve pondered my inferences overnight and for hours this morning.
The only leaders worth having are those who decisively act on the plans they make. There are too many people in leadership positions who are more invested in profoundly understanding the issues they face than they are in doing something about them.
As a great friend and mentor of mine, James Newton, used to say, “Understanding is the booby prize.� I’m not implying that understanding has no value, but without a focus on moving things forward, understanding is reduced to something that’s interesting, but not useful.
In one particularly memorable scene when Admiral Torrey is lying in a hospital ship bed with a bandaged head and his left leg blown off, the Navy’s Commander-in-Chief for the Pacific Theater or CINCPAC (Henry Fonda) comes in for a visit. Torrey admits to presiding over the destruction of his command and admits that his failures are ready grist for a court martial. CINCPAC informs him that this “failure� was the deciding battle of the war-to-date, turning the tide of the Allies advance toward Japan.
Success was masquerading as failure. When we’re in the throes of our challenges and feeling failure, we may be succeeding on a larger front. How often this story plays out in the lives of non profits.
When I think about the organizations I really admire the most, they all have something in common; they are on the move. They clearly define their objectives then take decisive action to accomplish them. By doing so, they create value for their stakeholders and for themselves.
Posted on May 30, 2006 10:06 AM | Permalink
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Comments
This is very insightful, as usual.
This film, and others in the same genre, are favorites of mine as well and for all the same reasons you lay out. Horrifically difficult circumstances, like war, surely bring either the best or the worst out in people and bring this issue you've pointed out to light. What is real leadership and what is not?
I've recently had a very scary personal trial myself with the health of one of my children and while sitting in a hospital room thinking about what was going on in my business during my absence my thinking in a number of areas was crystalized. I've been guilty of this business of over thinking issues to the point of taking no action, and it's surprising how much a crisis can strip away the unnecessary layers of things and focus you on what's most important.
I've seen this and many other war movies again and again and now I will watch them with this new observation in mind, thanks to you. There's something to learn from everything.
Now back to business today. To quote a favorite line of mine from another favorite war film - To Hell and Back - "They can kill us, but they can't eat us. That's against the law."
Once again, we can count on John Wayne! (Did I write that?) I just saw "The Searchers" over the weekend.
Like Tim, I'm dealing with a family health issue—my spouse is recuperating from spinal surgery, and I'm working from home this week so I can be available when needed.
Professionally, the year-end financials weren't the greatest, and the emphasis in recent conversations has been "what happened", rather than taking away what the circumstances can teach us. I, too, stand convicted of over-thinking to the point of mental paralysis on occasion, but this particular situation, observed from home, rather than in the office, is somehow more instructive than damning. Sometimes, things just don't work out as planned.
Since we're in the groove of quoting, I'll opt for Harry Truman: "Sometimes, being president is like being a jackass in the middle of a Missouri rainstorm. You have to just stand there and take it!"
Thanks, guys, for your great comments, but thanks most for pointing out how tough times can sometimes make for clearer thinking and a more decisive future. Personally, I've always admired those leaders who were more interested in failing while taking action than failing by doing nothing. You drive that point home admirably.
Perhaps it's time for a new leadership book: Leadership and John Wayne. We've got Leadership and Abraham Lincoln, Leadership and Jesus, Leadership and ...it seems like every other notable person one can think of.
While some might consider it blasphemous to refer to Lincoln, Jesus, and the Duke all in one frame of reference, these people should lighten up.
I am quite sure that the Duke would not be offended by being mentioned alongside Lincoln, Churchill, Jesus, et al.
There is an insightful (as always) essay in the current issue of Harper's Magazine (June 2006) titled "Stabbed in the Back: The Past and Future of a Right-Wing Myth" by Kevin Baker. The essay chronicles the American right wing history of dolchstosslegende - blaming failure on backstabbers, traitors, and deviants (ie. liberals). He traces history from von Hindenburg in World War 1 (hence the German word) through the American isolationist policy before WW2, through the Cold War, Korea, Vietnam, to the current war in Iraq.
Baker reflects on how American right wing leadership, especially in the Bush Administration, has isolated Democrats rather than bring the parties together - "they permanently enthrone the idea of a vast, treasonous left-wing conspiracy in the American psyche." Baker goes on to say that Bush has consequently denouced more than half of his nation.
Just another aspect of leadership in critical times.